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Chief Executive Introduction 2 Evaluation of the Scottish Investment Fund Vision and Ambition I joined SIS in 2009 as Investment Director with ultimate responsibility for the fund management of the Scottish Investment Fund (SIF). Fresh from a career in banking, I confess that I did not fully appreciate the signicance of the SIF to the development of Scotland’s enterprising third sector. However, the importance of this new type of investment, and its potential social impact, very quickly became clear. Very early on we were able to make investments in some exciting and innovative projects, and the vision and ambition of our social enterprises was a theme throughout the remainder of the investment period of the Fund. It is only now, ve years on, that we are able to start to look back at the impact and effectiveness of the Fund. The strategic importance of the SIF to the overall development of the social investment marketplace in Scotland should not be underestimated, and the Scottish Government should be applauded for having the foresight to commit such substantial resources to the Fund. This initial evaluation has proved that the SIF has been successful in meeting many of its stated aims. The investment portfolio contains some of Scotland’s most innovative examples of social enterprise which are, on the whole, ambitious for the future and able and willing to face the challenges that will lie ahead. The fact that all live investees responded to the evaluation work (only two out of 67 investments no longer exist in their original form) adds extra credibility to our evaluation work. A particular source of satisfaction for SIS is the high regard in which we are held by our customers. SIS is a different organisation to what it was in 2009, but what has remained constant throughout has been a focus on helping our customers achieve their own missions through ongoing support and friendly advice from a team that are as passionate about social enterprise as the organisations that we have invested in. Everything we do is focussed on not only continuing but also building and improving on this. The SIF was always intended to be a revolving fund, with fund income and capital repayments reinvested in the future development and sustainability of Scotland’s social enterprises. Through our partnership with Big Society Capital in the form of the Social Growth Fund, SIS has been able to leverage at least £8 million of new investment into Scotland on the back of our diligent management of the Fund. We hope that at least some of these funds will be reinvested in organisations who have received investment from the SIF in the past. Whilst undoubtedly there will be challenges ahead, everyone at SIS is committed to building on the successes of the Fund, as well as acting on the challenges and opportunities that it has uncovered. Very best
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