Designing a National Advisory Board for Impact Investing in Peru

Something fundamental has shifted. As a society we have collectively understood a harsh reality: our current profit-centric systems allow for the pervasive and systemic continuation of inequities. The pandemic sped up our desire for a new modus operandi for society, one that intentionally centres on people and planet alongside economic growth.

Notably, there is enormous interest and opportunity for a transition towards impact investing in Latin America. After having conducted a similar engagement in Colombia and supported by the Government of Canada, four partner organizations including Deetken Impact, SVX Canada, SVX Mexico, and Impacto have combined forces to work on an ecosystem development project in Peru, including sector mapping, developing education strategies, and creating an action plan for a proposed National Advisory Board (NAB) on impact investing.

In our previous blog post we explored different National Advisory Board case studies from leading impact investing countries in Latin America. In continuation of the same theme, this blog post will share key elements necessary to consider for the creation of a National Advisory Board on Impact Investing whether it be by stakeholders in Peru or elsewhere.

In particular, this blog post seeks to address the following key questions for consideration by impact investing ecosystem stakeholders to factor in the design of a local NAB:

  • What guiding principles will help to provide direction to the proposed NAB?

This post is being shared publicly in advance of a Peruvian impact investing ecosystem stakeholder event, planned for April 13, 2021.

Recap: What is a National Advisory Board on Impact Investing?

A National Advisory Board is a multi-sector platform designed to promote the practice and efficacy of impact investing within national (and now regional) contexts. These entities are, “…tasked in principle with goals of educating specific places about impact investing, promoting the field, and helping to develop public policy environments that support it.” There are currently 33 National Advisory Boards (NABs) operating in countries around the world, with a global secretariat known as the Global Steering Group (GSG) for Impact Investment located in London, UK.

Starting Point: Guiding Principles

It takes time and commitment to start and launch a National Advisory Board. The Guiding Principles listed below can act as a starting point to guide the creation of a NAB:

  • Accessible: Ensure that engagement and participation in the National Advisory Board (NAB) is accessible to stakeholders, without financial or other barriers to entry.

Lead Partners

In designing a NAB, it is crucial to identify local key partners such as core partners and lead funders.

  • Core Partners: Secure a lead organization or small set of leading organizations (up to 3) to initially host the National Advisory Board. In Peru, entities including NESsT, PECAP, COFIDE, Kunan, ALIVE, Aporta, UNDP, or Ministerio del Ambiente (MINAM) represent candidates to act as core organizations to host the NAB.

Governance Structure and Membership

Below are some best practice suggestions to consider when designing a NAB’s governance structure and membership model.

  • Executive: Establish a relatively small (8–12) group of leading representatives who can participate in the inaugural National Advisory Board (NAB) for an initial two (2) year commitment. Core partner representatives may hold a longer term (3–5 years) for continuity on the National Advisory Board (NAB). An established set of criteria should be developed to ensure balanced, cross-sectoral representation, including: Impact investing intermediaries; Public policy and political leaders (current or past); Academia; Mainstream finance; Philanthropy; and organizations working with or representing entrepreneurs.


Below are some operational and budgeting considerations to keep in mind throughout the design of a NAB.

  • Staffing: Establish a small secretariat with at least one full-time resource to organize the activities of the NAB. Sector knowledge and willingness to collaborate is critical amongst the staff of the secretariat.

Core Mandate and Programs

In curating and creating the conditions for a thriving and vibrant impact investing ecosystem, Peruvian NAB stakeholders can undertake the following suggested mandates and programs.

  • Ecosystem mandate: The NAB should seek to maintain and develop the core components of a vibrant impact ecosystem in Peru.

Figure: Core Components of a Vibrant Impact Ecosystem

Next Steps

Listed here are some proposed next steps for Peruvian stakeholders to contemplate as they continue through the NAB development process.

  • Test the findings of this report with potential lead partners and stakeholders.

We hope this plan provides a living document to provide an evolving framework to local leaders that will start-up a NAB in Peru. We look forward to further insights and feedback at the upcoming April event, and we welcome any comments and questions below.



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SVX is financial services firm & impact investing platform connecting ventures, funds, and investors to catalyze investment capital for impact. #ImpInv #SocEnt