Australia is ready for a more sophisticated market in impact investing according to Michael Traill, who has spent almost two decades encouraging Australians to invest for profit — and good.
As the chair of the federal government’s task force on social impact investing — investment measured by both financial returns and success in a social objective — Traill argues the nation needs to scale up for a potential $60bn market by setting up a “wholesaler” to bring deals to potential investors.
The task force has just presented its final report to the government and while its recommendations are still under wraps, Traill tells The Deal the group has identified the need to develop the “architecture” of the market to offer more products to investors such as superannuation funds, foundations, philanthropists and those prepared to accept a “below conventional risk return”.
“I think there is an appetite for larger scale impact investing,” he says. “There’s been an evolution and a set of developments over the last decade that would suggest that this market is ready for that but it would need some encouragement and stimulation for that to happen.” Till now most investments of this sort in Australia are about $50,000 to $10m but Traill sees potential for a spread of investments with up to $50m at the top end.
He says some industry superannuation funds, such as HESTA, have been proactive, showing financial returns consistent with the “sole purpose test” which directs funds to invest only for the retirement benefit of members.
The task force, set up in the 2019 federal budget to investigate the role the commonwealth should play in developing investment to “provide solutions to address entrenched disadvantage and some of society’s most intractable social problems” released an interim report last December. It identified three existing segments — social impact bonds which provide start-up funds for potential future return; the approximately 20,000 social enterprises of small to medium size with less than $10m turnover; and large scale enterprises of which only about six have an annual turnover of more than $50m. The interim report flagged the need for an early stage foundation; a body to promote more “outcome-based” funding opportunities; and a wholesale fund similar to Big Society Capital in Britain. The latter, it said, was “critical” for growing the sector.
Big Society Capital, was set up in 2012 as a £400m ($727m) fund to support and co-invest with fund managers to invest in social enterprises. It has since signed £540m of investment and attracted more than £1.2bn of coinvestments.
In an interview with The Deal, Traill emphasises that if the market is to scale up, Australia will need impact investment “wholesalers” to operate as intermediaries in the same way as fund managers operate in investment generally. Such a body would also attract people who could “talk a tripartite language” of business, social performance and community, and government. “A lot of the impacting investing space — think social housing, think aged care, early learning, NDIS — has an element of understanding of government policy funding and engagement,” Traill says.
“It becomes a virtuous circle. If you can set up funds that have $40m to $50m in them rather than $5m to $10m, by definition it is easier to hire (top talent).”
The task force found that high net worth funders, foundations and super funds which are already investing in social projects are often hungry for more products. They were saying “we would like to do more, we’ve been quite happy with the financial returns, the visibility of social impact, but we’d like to actually do three to five times the amount of what we are doing”.
“The question is then, how you develop more products?” Traill says. “We think that the answer is to set up the kind of partnerships that support the sustained development of intermediaries ethical fund managers who can originate these opportunities and transactions.” But he says the fragmented market will need support across all three segments from the earliest stage seed funding to mid-sized social enterprises to larger scale projects. This is needed in order to build skills for the bigger projects.
Traill left investment bank Macquarie 20 years ago to become founding chief executive of Social Ventures Australia. Back then the focus was on “venture philanthropy” and the use of performance metrics to bring venture capital disciplines to philanthropy without demanding a return on investment. “What has happened over the 20 years since is a much more sophisticated understanding that there will be opportunities to mobilise even bigger chunks of capital where you can combine reasonable financial returns and social purpose,” says Traill.
At present impact investing totals about $1bn in Australia but Traill suggests it could grow to 2 per cent of the overall local investment market of about $3 trillion. “I don’t think that’s a naive or aspirational target... 2 per cent is still mobilising massive pools of money. It could be a $60bn market. But to get to that point you would want it to be recognised as a mainstream asset class in the same way as private equity or infrastructure or direct property.”
Traill says super funds are interested in investments of $20m to $50m and above. That means they need projects of between $50m to $100m and above. “That is actually a big chunk of the market when you think about aged care, you think about TAFE and further education, early learning childcare, social and affordable housing,” he says. “The NDIS housing (for example) has been effective in encouraging funding into that market. These are clearly multibillion-dollar chunks of the economy.
“Wind the clock forward five or 10 years and I think there will be a very broad church of impact investors. The super funds have to provide reasonable long-dated financial returns and I think there is a transaction opportunity there that will appeal to them. “I think that will be a big market and then you’ll have a spectrum of impact investment that draws on the original pool of foundations, philanthropists and investors who want to generate a return but may be prepared to accept a ‘below conventional risk return’. And that’s already happening.”
The British system was boosted by using “unclaimed monies” and Sir Ronald Cohen, the force behind its establishment, has suggested Australia make similar use of so-called passive funds. But Traill says there are legislative and technical problems in “liberating” these funds in Australia, and the task force has not recommended that idea. Nor is it pushing legislative change to help Australia scale up the sector.
“We think it is much more about government encouragement and enabling,” says Traill. He says the final report addresses two other issues that have held back development of the sector — the need for capacity building for early stage social entrepreneurs who need resources; and “a very specific gap which we came to know as the valley of debt funding”. This refers to the problems faced by a social enterprise which is up and running but is too small to access the next tranche of capital — often between $25,000 to $150,000 — to allow it to grow to the next level.
Full article via The Australian
HELEN TRINCA, THE DEAL EDITOR AND ASSOCIATE EDITOR Helen Trinca is a highly experienced reporter, commentator and editor with a special interest in workplace and broad cultural issues.
For Purpose Aged Care Australia has officially launched its new national brand, retiring the Luson and Signature Care names and unifying under one clear, purpose-led identity. As a leading national residential aged care provider, the rebranding exercise was driven by a need to consolidate the two existing entities into one brand with one mission — boldly stating our fundamental intent: to deliver exceptional care & meaningful ageing.
This is not just a name change — it is a defining moment for one of the country’s largest and fastest-growing not-for-profit aged care providers. With over 2,000 aged care beds under management and more than 800 new beds in development, For Purpose Aged Care is expanding access to high-quality aged care across Australia, particularly in underserved regional areas.
“Our new identity signals a clear commitment to who we are and why we exist,” said Group CEO Matthew Filocamo. “We are uniting under one name to better reflect our shared values and intent — to create communities that set the standard in aged care.”
Coinciding with the rebrand is the launch of For Purpose Aged Care’s new website: FPAgedCare.org.au. The platform offers a fresh, intuitive interface for families, residents, and staff to engage with the organisation, access services, and explore the story behind the new brand.
A Model Built on Measurable Social Impact
As a not-for-profit backed by For Purpose Investment Partners, a social impact investment fund, For Purpose Aged Care stands apart from traditional aged care operators. The organisation combines mission-driven values with the scale and efficiency of a high-performing commercial enterprise. Its unique model — where financial sustainability is aligned with measurable social outcomes — is externally verified and supported by institutional investors Qantas Super and Australian Ethical.
“Our structure allows us to invest meaningfully in our workforce, our residents, and the technology that improves care,” said Filocamo. “This isn’t just good for business — it’s good for Australia.”
For Purpose Aged Care has already delivered measurable results: increasing RN hours by 30%, reducing serious incidents to less than one-third the industry average, and reducing external complaints to one-quarter the industry norm.
“Our name may have changed, but our commitment to each resident and community remains steadfast,” Filocamo said. “We are building something bigger than just a brand — we’re building a movement to redefine aged care in Australia.”
Media Contact:
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Email: Michelle.Moore@fpinvest.com.au
Website: https://fpagedcare.org.au
Catalyst Education Pty Ltd and For Purpose Investment Partners (FPIP) are proud to announce the acquisition of ARC Training, a NSW-based Registered Training Organisation (RTO) with a strong track record in aged care, disability care, and business training. This acquisition strengthens Catalyst’s ability to deliver high-quality, learner-focused education and ensure a well-trained workforce for Australia’s most vital care sectors.
"At Catalyst Education, we believe that education has the power to change lives. By welcoming ARC Training into our group, we are expanding our ability to support more learners, empower more communities, and provide greater opportunities for those pursuing careers in the care sector," said David Barnett, Chair of Catalyst Education. "This acquisition enhances our capacity to deliver high-quality, accessible training that equips people with the skills they need to make a real difference."
With this expansion, Catalyst Education is better positioned to support the increasing demand for skilled workers in the care industry. “I am grateful that Catalyst Education will be the new owner and steward [of ARC Training]. Our organisations have very similar vision and values, and I can see the group growing stronger together into the future”, said Cameron Ryan, previous CEO of ARC Training.
By integrating ARC Training’s expertise and reach with Catalyst’s existing RTOs - Selmar Institute of Education and Practical Outcomes, more learners will have access to nationally recognised, industry-aligned education that leads to meaningful employment.
"This acquisition is not just about growth - it’s about impact. The care sector relies on passionate, well-trained professionals, and we are committed to equipping learners with the knowledge, skills, and confidence to succeed in these critical roles," David added.
Executive Director of FPIP, Michael Traill said “Skills education is vital to the social sectors where we seek to make a difference through impact investment, including aged care and early childhood education and care. We are building impact at scale with a platform of aligned businesses and the combined strength of ARC Training and Catalyst Education means we will reach more learners and employers in the vital markets of NSW, SA and the ACT while generating long-term value for investors.”
This acquisition represents a shared commitment to ensuring that the care and education sectors continue to thrive and evolve. As part of Catalyst Education, ARC Training will continue to combine purpose with action, working to drive workforce development, strengthen communities, and create lasting impact. We are excited for the future and look forward to what lies ahead as we work together to create a stronger, more connected Australia.
For Purpose Investment Partners (FPIP) are delighted to announce the appointment of Robert Blackwell as Executive Chair of FP Ability, an investment platform comprising of specialised meal delivery businesses Able Foods and Tender Loving Cuisine (TLC).
Mr Blackwell brings to the businesses an extensive background of successful leadership with world-class corporations, including in the fast moving consumer goods sector. More recently, he has been particularly focused on roles working in partnership with executive teams to transform and grow organisations to their potential.
“We have been especially impressed with Rob’s alignment with the For Purpose Investment Partners mission of social impact by applying business disciplines for social purpose” said Michael Traill, Executive Director of FPIP. “Rob will be working closely with CEO Spencer Ratliff and the Able Foods and TLC management teams through a pivotal time of growth and transformation. We welcome Rob to the FPIP portfolio and we are looking forward to working together as Able Foods and TLC grow their mission of providing high quality, nutritious food across the aged care and disability sectors.”
Mr Traill continued “We also wish to thank and recognise the inaugural Chair Paul Robertson AO for his significant contribution to the establishment and strategic growth of the FP Ability platform, and his invaluable experience in steering the board. Paul has been part of the succession planning to welcome Rob, ensuring future success for FP Ability – a mark of his enduring leadership and character.”
For Purpose Investment Partners acknowledges and pays respect to the past, present and future Traditional Custodians and Elders of this nation and the continuation of cultural, spiritual and educational practices of Aboriginal and Torres Strait Islander people.
We believe that diversity, equity and inclusion at For Purpose Investment Partners are critical in our efforts to create significant social impact. Diversity in the team allows us to better represent the diversity of thought and experiences of the communities that we are aiming to serve, promotes a healthy and thriving working environment, and delivers innovative and sustainable outcomes for our communities, our people, our investors and our partners.
