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Course Syllabus

Social Entrepreneurship and Social Enterprise

Course Number: PUAD 658.001

Spring 2019

Time: 7:20pm-10:00pm, every Monday from January 22 to May 15, 2019

Location: TBD

Instructor: Dr. Jun Han (jun.han@georgetown.edu)

Office hours: TBD

Course Description Social entrepreneurship and innovation are of growing interest for practitioners, policy-makers,

and academics. This course explores how social enterprises use innovative approaches to address

social and public problems. After introducing students to key concepts, this course is organized

in terms of the “ecosystem framework” developed by the instructor in his latest research.

Specifically, this course will cover six key components in the ecosystem of social innovation:

social enterprise, social finance (including impact investing), strategies (business planning and

scaling), institutional infrastructure, data and technology, and government policies. One the one

hand, this course will cover the topics in the entrepreneurial process: identifying an opportunity

or a social problem, developing a business model, mobilizing resources, managing relationships,

scaling up and scaling deep, measuring and evaluating outcomes, building a supportive

ecosystem, and maximizing social impact. On the other hand, this course will also explore what

kinds of policies are favorable toward social entrepreneurship and innovation, and what

institutional infrastructure and government policies work or not to help scale up the ecosystem of

social enterprises. This course will employ multiple learning formats including required and

optional reading, case studies, presentations, group projects, and guest speakers involved in the

practical or policy arena of social entrepreneurship and innovation. The course will mainly focus

on the U.S. contexts, with some references to the United Kingdom and China. No prior

knowledge of the subject matter is expected or assumed.

Learning Outcomes Through this course, students will:

• Become familiar with basic concepts and key players in the field of social

entrepreneurship and social innovation;

• Increase their knowledge of the essential components in the ecosystem of social

entrepreneurship and innovation;

• Understand the importance of social entrepreneurship and social innovation in the policy

arena;

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• Analyze and discuss examples of social enterprises, and sharpen their social

entrepreneurship skills;

• Improve their written and oral communications skills, and your team work capacities;

• Learning more in the field of social entrepreneurship and innovation by doing some

research;

• Have experience with potential to start a social enterprise, to enable a social innovation,

or to propose a social entrepreneurship research.

Course Requirements

1. Active Engagement (10% of the course grade)

Students are expected to engage actively in the course in the following and related ways:

• Regular Attendance: Students are expected to attend all class sessions and to arrive in

class on time. Students should email the instructor beforehand when they expect to miss

class because of illness or another reason.

• Completion of Reading: Students are expected to complete required reading before

class. If possible, the student should read through the optional readings in order to have

fully informed class discussions.

• Active Participation: Students are expected to participate in all class sessions. In

addition to contributing to regular class discussions, students are asked to make

presentations. To facilitate active engagement, cell phones, computers, and other

electronic devices should be turned off during class.

2. Presentation (10%) and Memorandum (10%)

Each student is expected to prepare a 10-minute presentation identifying a social enterprise or a

social innovation that addresses an important social or public problem. Students may select one

of the social enterprises listed in Appendix A of this syllabus or another of their choosing. The

presentation should cover at least five of the nine aspects in the following questions:

1. Which social enterprise or social innovation you favor or feel excited?

2. What problem does it address? How does it address the problem?

3. What was the enterprise or the founder’s innovative insight? How did the individual

demonstrate an entrepreneurial spirit? What obstacles did the individual encounter?

4. What is the evidence that supports, or does not support, its effectiveness to address the

problem?

5. Why was it innovative? What is the nature of the innovation (new problem, new solution,

new delivery system, new business model, or anything else)?

6. What are key players in the ecosystem that empower the organization to achieve its social

goal or scale its social impact?

7. What specific government authority should be interested in supporting or promoting it,

and why? What policy tools could the government authority use to promote it to

strengthen its effects?

8. What is the level of scale the social enterprise or social innovation deserves (based on

need, the level of evidence, other factors)? What factors contribute to its scaling up?

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9. Other focus or topic you find interesting or important.

Students will make presentations on March 14 and March 21. Students are encouraged to use

PowerPoint, Prezi, or other tools to make their presentations (10 minutes) as interesting and

informative as possible. After the presentation is presented in class, the classmates will give

comments on your presentation or asking questions to seek clarifications (5 minutes). You

should use this feedback to improve the content in your memorandum writing. Presentations will

be made in class with specific slots assigned in class. You will be graded based on coverage of

the required elements, whether the material was clearly communicated in an interesting and

effective way, and how persuasive your case is.

The memorandum should be submitted in the form of a 1000-2000 word document, before

March 10. This memorandum should be addressed to a specific practitioner or policymaker and

be persuasive from this policymaker or practitioner’s point of view.

3. Mid-Term Assignment (10%) and Essay (20%)

Students should complete a mid-term assignment: building a database of mapping out the

ecosystem of social enterprises in a U.S. city, by the following step:

1. Choosing one Metropolitan Statistical Area (MSA) that you want to focus on from

the following list. RAs please make sure no one in the class choose the same MSA.

1) Atlanta, GA

2) Austin, TX

3) Baltimore, MD

4) Boston, MA

5) Chicago, IL

6) Cleveland, OH

7) Dallas, TX

8) Denver, CO

9) Detroit, MI

10) Indianapolis, IN

11) Kansas City, MO

12) Los Angeles, CA

13) Miami, FL

14) Minneapolis-St.

Paul, MN

15) Nashville, TN

16) New Orleans, LA

17) New York, NY

18) Pittsburgh, PA

19) Philadelphia, PA

20) Phoenix, AZ

21) Raleigh, NC

22) San Diego, CA

23) San Francisco, CA

24) Seattle, WA

25) Washington, DC

2. Completing the form in Appendix C

3. Writing an essay, entitle “Social Enterprise Ecosystem in *** (city name)”. The essay

should summarize any interesting findings of social enterprise ecosystem in the city

you choose. It should be submitted in the form of a 1500-2500 word document.

4. Submitting the completed form and the essay to the instructor before February 21.

4. Group Project Paper (40%)

Students should also complete a team project on a subject of their own choosing. Possible

options include:

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1. Design an innovative methodology to estimate the total number of social enterprises

in a chosen U.S. city;

2. Designing a framework or an index to measure social enterprise ecosystems in the

U.S.;

3. Designing the metrics to measure and evaluate social impact of social enterprises

working in the field of arts or technology;

4. Writing an original business plan to start a new social enterprise;

5. Writing an overview and critique of social enterprise policies or social innovation

policies in one specific industry, region, or country;

6. Writing a policy proposal on social enterprise or social innovation to local, regional,

or federal government agencies or policy-makers;

7. Writing a research proposal on a specific topic in the field of social entrepreneurship

and social innovation;

8. Or other options, which need to discuss with the instructor and get approved

beforehand.

Students should work in teams (2-4 persons). A greater level of effort will be expected from a

larger group. Proposals for group project papers will be presented in class on April 11. For each

group, 15 mins presentation and 10 minutes discussions. Students should build their teams and

identify the subject of their proposal no later than February 28 by sending an email to the

instructor and the teaching assistant. The project paper (minimum 10 pages including references,

double-spaced, 12-point font) are due on April 30, 2019.

All the writing assignments should be submitted both in hard copy and on-line on Canvas. Please

note that unexcused late submissions on any assignment will be marked down.

All students are welcome to talk with the instructor about possible alternative group projects if

they are interested. Any graduate students who want to pursue an academic or research career,

for example, a Ph.D. research or a research assistant, are encouraged to discuss with the

instructor how to tailor the course to their particular demands.

This course needs one teaching assistant. If you are interested to serve the class, email your 1-

page resume and 1-paragraph motivation to jun.han@georgetown.edu within the first week.

If you are a student with a disability and you need academic accommodations, please see me and

contact the Disability Resource Center (DRC) at 993-2474. All academic accommodations must

be arranged through the DRC.

Faculty in the Schar School have zero tolerance for academic dishonesty and will strictly enforce

Mason’s honor code.

Grades

All assignments will receive numerical grades from 0-100, although grades above 95 will be

extremely rare. For final grades, numerical grades will be converted to letter grades without

rounding as follows:

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A 93-100

A- 90-92.99

B+ 87-89.99

B 83-86.99

B- 80-82.99

C+ 77-79.99

C 73-76.99

C- 70-72.99

D+ 67-69.99

D 65-66.99

F 0-64.99

Readings and Resources Course readings are available on-line, on Canvas, or in the following books which are available

for loaning or purchase:

No required textbook.

Suggested books:

1. Kickul, J. R., & Lyons, T. S. (2016). Understanding Social Entrepreneurship:

The Relentless Pursuit of Mission in an Ever Changing World (Second ed.). New

York: Routledge.

2. Nicholls, A. (Ed.) (2006). Social Entrepreneurship: New Models of Sustainable

Social Change: Oxford University Press.

3. Nicholls, Alex, and Alex Murdock. (2011). Social Innovation: Blurring

Boundaries to Reconfigure Markets. Basinstoke: Palgrave Macmillan.

4. Rodin, J., & Brandenburg, M. (2014). The Power of Impact Investing: Putting

Markets to Work for Profit and Global Good. Philadelphia: Wharton Digital

Press.

Students are encouraged to consult the resources on the nonprofit sector and social

entrepreneurship listed in Appendix B of this syllabus and to use information to do further

search.

Course Outline and Reading Assignments This course follows the components in the “Ecosystem model of Social Impact”, as shown in the

figure below, which is adapted from the instructor’s own research. Also, the instructor has also

developed a framework of “Social Enterprise Ecosystem” at Halcyon House. This course will

integrate the two frameworks in the teaching.

The topics of the 14 classes are as follows:

1. January 28: Overview and Introduction

2. February 4: Social Entrepreneurship and Social Innovation

3. February 11: Social Enterprise Ecosystems

4. February 25: Social Finance: Impact Investing, Pay for Success, and Social Impact Bond

5. March 4: Business Planning

6. March 11: Scaling Strategies

7. March 18: Institutional Infrastructure, Technology, and Data

8. March 25: Government Policy and Regulations

9. April 1: Student Presentations 1: Selected social enterprises

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10. April 8: Student Presentations 2: Selected social enterprises

11. April 15: Social Impact: Measurement, evaluation, and cases

12. April 22: Social Marketization and Policy Change

13. April 29: Group Presentations: Proposals for Group Project Paper

14. May 6: Summary and Conclusion

Key deadlines:

• January 30: Submitting resume and motivation to apply for teaching assistant (TA).

• April 1: Submitting mid-term assignments to TA.

• April 1: Submitting team member list and 1-page brief proposal to TA, and TA arranges

presentation order.

• April 29: Submitting Memo to instructor.

• May 10: Submitting project papers to instructor.

1. January 28: Overview and Introduction

Required: the syllabus

2. February 4: Social Entrepreneurship and Social Innovation

Required:

1) Dees, J.G. 2001. The Meaning of “Social Entrepreneurship”. Kauffman Foundation and

Stanford University

2) Roger L. Martin and Sally Osberg, 2007. “Social Entrepreneurship: The Case for

Definition,” Stanford Social Innovation Review (Spring), pp. 28-39.

3) Geoff Mulgan, Simon Tucker, Rushanara Ali, and Ben Sanders. Social innovation: What

it is, why it matters and how it can be accelerated. 2007. Oxford: Skoll Centre for Social

Entrepreneurship.

Optional:

1) Kickul, J. R., & Lyons, T. S. (2016). Understanding Social Entrepreneurship: The

Relentless Pursuit of Mission in an Ever Changing World (Second ed.). New York:

Routledge. Chapter 1-2.

2) Bornstein, D. (2004). How to change the world: social entrepreneurs and the power of

new ideas. Oxford: Oxford University Press.

3) “Developing the Field of Social Entrepreneurship,” A Report from the Center for the

Advancement of Social Entrepreneurship (CASE), Duke University, The Fuqua School

of Business, June 2008. Available at: http://community-wealth.org/content/developing-

field-social-entrepreneurship

4) New Frontiers in Social Innovation Research

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3. February 11: Social Enterprise Ecosystems

Required:

1) From the Ground Up: Defining Social Enterprise Ecosystems in the U.S., Halcyon

Incubator, 2016

2) A Deeper Dive: Social Enterprise Ecosystems in the U.S., Halcyon Incubator, 2017

3) Enabling Entrepreneurial Ecosystems, Kauffman Foundation, 2015

4) Examining the Connections within the Startup Ecosystem: A Case Study of St. Louis,

Kauffman Foundation, 2014

5) Mulas, Victor; Minges, Michael; Applebaum, Hallie. 2015. Boosting Tech Innovation

Ecosystems in Cities: A Framework for Growth and Sustainability of Urban Tech

Innovation Ecosystems. World Bank

6) Introducing the Entrepreneurship Ecosystem: Four Defining Characteristics, Forbes, 2011

7) Bloom P and Dees G. 2008. Cultivate Your Ecosystem. Stanford Social Innovation

Review 6: 47-53.

4. February 25: Social Finance: Impact Investing, Pay for Success, and Social Impact

Bond

Required:

1) The Case Foundation, “A Short Guide to Impact Investing,” 2015. Available at:

http://casefoundation.org/resource/short-guide-impact-investing

2) V. Kasturi Rangan and Lisa A. Chase, “The Payoff of Pay-for-Success,” Stanford Social

Innovation Review, Fall 2015. Available at:

http://ssir.org/up_for_debate/article/the_payoff_of_pay_for_success

3) G8 Social Impact Investment Taskforce, “Impact Investment: The Invisible Heart of

Markets,” September 2014. Available at:

http://www.socialimpactinvestment.org/reports/Impact%20Investment%20Report%20FI

NAL[3].pdf

Optional:

1) Judith Rodin and Margot Brandenburg, The Power of Impact Investing: Putting Markets

to Work for Profit and Global Good. Philadelphia: Wharton Digital Press, 2014.

2) Burton A. Weisbrod, “The Pitfalls of Profits,” Stanford Social Innovation Review (Winter

2004), pp. 40-47.

3) Antony Bugg-Levine and Jed Emerson, Impact Investing: Transforming How We Make

Money While Making a Difference. San Francisco: Jossey-Bass/John Wiley and Sons,

2011.

4) Lester M. Salamon, ed., New Frontiers of Philanthropy: A Guide to the New Tools and

Actors Reshaping Global Philanthropy and Social Investing. New York: Oxford

University Press, 2014.

5) William Meehan, Derek Kilmer, and Maisie O’Flanagan, “Investing in Society: Why We

Need a More Efficient Social Capital Market – and How We Can Get There,” Stanford

Social Innovation Review (Spring 2004).

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5. March 4: Business Planning

Required:

1) Cynthia W. Massarsky, How to Build a Business Plan. Available at:

http://www.socialreturns.org/docs/howtobuild.pdf

2) Andrew Wolk and Kelley Kreitz, Business Planning for Enduring Social Impact: A

Social-Entrepreneurial Approach to Solving Social Problems. Cambridge, MA: Root

Cause, 2008. Available at: http://www.rootcause.org/docs/Resources/Books/Business-

Planning-for-Enduring-Social-

Impact/Business_Planning_for_Enduring_Social_Impact.pdf

3) Nonprofit Business Planning - Financial Projections Template

Optional:

1) Steve Blank, “Why the Lean Start-Up Changes Everything,” Harvard Business Review

(May 2013).

2) Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to

Create Radically Successful Businesses. New York: Crown Business, 2011, Introduction

and chs. 3, 4, 6, 8, and 9.

3) Arthur DeThomas and Stephanie Derammelaere, Writing a Convincing Business Plan. 3d

ed. Hauppauge, NY: Barron’s Educational Series, 2008.

6. March 11: Scaling Strategies

Required:

1) Dees, G., Anderson, B. B., & Wei-Skillern, J. (2004). Scaling Social Impact: Strategies

for spreading social innovations. Stanford Social Innovation Review, Spring, 24-32.

2) Bradach, J. (2003). Going to Scale: The challenge of replicating social programs.

Stanford Social Innovation Review, Spring, 19-25.

3) Bradach, J. (2010). Scaling Impact: How to get 100x the results with 2x the organization.

Stanford Social Innovation Review, Summer, 27-28.

4) William Foster and Gail Fine, “How Nonprofits Get Really Big,” Stanford Social

Innovation Review (Spring 2007), pp. 46-55.

5) Bloom, P. N., & Chatterji, A. K. (2009). Scaling Social Entrepreneurial Impact.

California Management Review, 51(3), 114-133.

Optional:

1) Bloom, P. N., & Smith, B. R. (2010). Identifying the Drivers of Social Entrepreneurial

Impact: Theoretical Development and an Exploratory Empirical Test of SCALERS.

Journal of Social Entrepreneurship, 1(1), 126-145. doi:10.1080/19420670903458042

2) Martin, R. L., & Osberg, S. R. (2015). Getting Beyond Better: How Social

Entrepreneurship Works. Boston, Massachusetts: Harvard Business Review Press.

3) Bloom, P. N., & Skloot, E. (Eds.). (2010). Scaling social impact: New thinking. New

York: Palgrave Macmillan.

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4) Harris, E. (2010). Six Steps to Successfully Scale Impact in the Nonprofit Sector. The

Evaluation Exchange, XV(1), 4-6.

5) Bloom, P. N., & Smith, B. R. (2010). Identifying the Drivers of Social Entrepreneurial

Impact: Theoretical Development and an Exploratory Empirical Test of SCALERS.

Journal of Social Entrepreneurship, 1(1), 126-145. doi:10.1080/19420670903458042.

7. March 18: Institutional Infrastructure, Technology, and Data

Required:

1) How the Hub Found Its Center,

https://ssir.org/articles/entry/how_the_hub_found_its_center

2) Halcyon Dialogue Report 2019, forthcoming

Optional:

8. March 25: Government Policy and Regulations

Required:

1) Beeck Center for Social Impact + Innovation. (2015). Smarter Government for Social

Impact: A New Mindset for Better Outcomes. Retrieved from

http://beeckcenter.georgetown.edu/wp-content/uploads/2016/06/Smarter-Government-

for-Social-Impact_BeeckCenter.pdf

2) Beeck Center and McCourt School. (2016). The Architecture of Innovation:

Institutionalizing Innovation in Federal Policymaking. Download from

http://beeckcenter.georgetown.edu/wp-content/uploads/2016/12/Architecture-

Innovation_Full-Report_Beeck-Center.pdf

3) Andrew Wolk, “Advancing Social Entrepreneurship: Recommendations for Policy

Makers and Government Agencies,” The Aspen Institute and Root Cause, April 2008.

Available at: http://www.aspeninstitute.org/atf/cf/%7BDEB6F227-659B-4EC8-8F84-

8DF23CA704F5%7D/nspp_AdvSocEntrp.pdf

4) Sheila Killian & Philip O’Regan (2018) Taxation and Social Enterprise: Constraint or

Incentive for the Common Good, Journal of Social

Entrepreneurship, DOI: 10.1080/19420676.2018.1517103

Optional:

1) Jenkins, J. C. (1987). Nonprofit Organizations and Policy Advocacy. In W. W. Powell

(Ed.), The Nonprofit Sector: A Research Handbook (pp. 296-318). New Haven, CT: Yale

University Press.

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2) Jennifer E. Mosley. (2010). Organizational Resources and Environmental Incentives:

Understanding the Policy Advocacy Involvement of Human Service Nonprofits. Social

Service Review, 84(1), 57-76. doi:10.1086/652681.

3) Michelle Jolin, “Innovating the White House: How the Next President of the United

States Can Spur Social Entrepreneurship,” Stanford Social Innovation Review (Spring

2008), pp. 23-24. See information on recent policy developments from the America

Forward coalition, available at: http://americaforward.org.

9. April 1: Student Presentations 1: Selected social enterprises

10. April 8: Student Presentations 2: Selected social enterprises

11. April 15: Social Impact: Measurement, Evaluation, and cases

Required:

1) Measuring Nonprofit Social Impact: A Crash Course, https://donorbox.org/nonprofit-

blog/measuring-nonprofit-social-impact/

2)

Optional:

1) Impact Evaluation in Practice - Second Edition, World Bank Group,

http://www.worldbank.org/en/programs/sief-trust-fund/publication/impact-

evaluation-in-practice

2) Handbook on Impact Evaluation: Quantitative Methods and Practices, World Bank

Group, https://openknowledge.worldbank.org/handle/10986/2693?show=full

12. April 22: Social Marketization and Policy Change

Required:

1) Han, J. (2017). Social Marketisation and Policy Influence of Third Sector

Organisations: Evidence from the UK. VOLUNTAS: International Journal of

Voluntary and Nonprofit Organizations, 28(3), 1209-1225. doi:10.1007/s11266-017-

9853-1

2) Han, J. (2016). The Emergence of Social Corporatism in China: Nonprofit

organizations, private foundations and the State. The China Review, 16(2), 27-53.

3) Han, J., Ma, J., & Wang, Z. (2018). Social Value Chains: A New Organizational

Framework for Studies on State-Society Relations in China. Chinese Public

Administration Review. Forthcoming.

Optional:

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13. April 29: Group Presentation: Proposals for Group Project Paper

14. May 6: Summary and Conclusion

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Appendix A: Selected Organizations (Social Enterprises or Social Enterprise

Support Organizations)

• Acumen Fund

• Ashoka

• B Lab

• Better Life Bags

• Bonnie CLAC/More Than Wheels

• Case Foundation

• Center for Digital Inclusion (CDI)

• Citizen Schools

• City Year

• Civic Ventures/Encore.org

• Code for America

• College Summit

• DC Central Kitchen

• Development Innovation Ventures

• d.light

• Echoing Green

• Food Recovery Network

• Freelancers Union

• Grameen Bank

• Habitat for Humanity

• Halcyon

• Harlem Children’s Zone

• Heifer International

• Honest Tea

• Honey Care Africa

• Hope Lab

• Jump Start

• KaBoom

• KIPP Schools

• Kiva

• Net Impact

• New Schools Venture Fund

• Non-Profit Incubator (China)

• Nurse-Family Partnership

• Omidyar Network

• Public Allies

• Rockefeller Foundation

• Schwab Foundation

• Skoll Foundation

• Social Enterprise Alliance

• Social Enterprise UK

• Teach for America

• The Foundation Center

• Toms Shoes

• Udacity

• Year Up

• Youth Build

• Youth Villages

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Appendix B: Selected Resources

Resource Guide: Nonprofit Sector and Social Entrepreneurship

I. Nonprofit Sector

Newspapers/Journals – Practitioner-Oriented

• Stanford Social Innovation Review (SSIR)

• Chronicle of Philanthropy

• Nonprofit Quarterly

• Nonprofit Times

Journals – Research-Oriented

• Nonprofit and Voluntary Sector Quarterly (NVSQ)

• VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations

• Journal of Social Entrepreneurship

• Nonprofit Management and Leadership (NML)

• Nonprofit Policy Forum

E-Newsletters - National

• Blue Avocado

• IS Daily Media Digest (Independent Sector)

• NPQ’s Nonprofit Newswire (Nonprofit Quarterly)

• Philanthropy News Digest (Foundation Center)

• Philanthropy Today – Daily Update from the Chronicle of Philanthropy

E-Newsletters – Local

• The Daily WRAG (Washington Grantmakers)

National Organizations

• Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA)

• Association of Fundraising Professionals (AFP)

• BoardSource

• Council on Foundations

• Foundation Center

• Independent Sector

• International Society for Third-Sector Research (ISTR)

• National Council of Nonprofits

• Nonprofit Finance Fund

Local Organizations

• Center for Nonprofit Advancement (CNA)

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• Foundation Center Library – Washington, DC

• Eugene and Agnes E. Meyer Foundation

• Venture Philanthropy Partners (VPP)

• Washington Grantmakers

• Young Nonprofit Professionals Network – DC (YNPNdc)

Statistics on the Nonprofit Sector

• Foundation Center

• Giving USA

• GuideStar

• Listening Post Project at Johns Hopkins University, Center for Civil Society Studies

• National Center for Charitable Statistics at the Urban Institute

• Nonprofit Almanac

Job Openings

• Chronicle of Philanthropy

• The Daily WRAG

• Idealist.org

• PND (Philanthropy News Digest) Job Alerts (from the Foundation Center)

• YNPNdc

Indexes to Nonprofit Research

• Catalog of Nonprofit Literature (Foundation Center):

• The Nonprofit Sector: A Research Handbook, second edition

• Philanthropic Studies Index (Indiana University Center on Philanthropy)

Blogs

• A Fine Blog – Allison Fine

• Huffington Post – various contributors

• Philanthropy 2173 – Lucy Bernholz

• White Courtesy Telephone – Albert Ruesga and others

II. Social Entrepreneurship and Social Enterprise

National/International Organizations

• Americans for Community Development (L3C)

• Ashoka

• Aspen Institute: Aspen Network of Development Entrepreneurs (ANDE), Business and Society

Program, Program on Philanthropy and Social Innovation

• B Corporation

• Community Wealth Partners

• Democracy Collaborative (http://community-wealth.org/)

• Draper Richards

• Echoing Green

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• Fourth Sector Network

• Global Impact Investing Network (GIIN)

• Schwab Foundation

• Skoll Foundation

• Social Enterprise Alliance

E-Newsletter/Blogs

• Beth’s Blog – Beth Kanter

• CasePlace.org (Aspen Institute – Business and Society Program, Center for Business)

Education)

• Change.org – social entrepreneurship

• Changemakers.com (Ashoka)

• Dowser.org

• Social Edge

Journals

• Journal of Social Entrepreneurship

• Good Magazine

• Innovations

Conferences

• Global Philanthropy Forum

• Skoll World Forum

• Social Capital Markets (SOCAP)

• World Economic Forum (Davos)

Appendix C: Mid-term Assignment Form

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Table 1: The variables of Social Enterprise Ecosystem Report 2018

Pillar Indicator

City-level variable

(Some are proxy measures of small and medium

enterprises, which have a large overlap with SEs)

Number/score/ratio Detail/note

Funding

Public funding

Government spending in each Metropolitan Statistical

Area (MSA)

Spending of Social Innovation Fund in each MSA

Private

Investment

Venture capital investment

Angel investment

Charitable Giving Individual giving

Foundation grants

Sales Retail sales of small and medium enterprises (SMEs) in

each MSA

Human

Capital

Talent

Number of small businesses founders

Employment size of small businesses

Number of volunteers

Education College graduation rate

Number of SE-focused centers in universities

Participation

Percentage of people who volunteer

Percentage of people who participate in community

services

Percentage of people who participate in arts or cultural

activities

Percentage of adults who voted in local elections

Percentage of adults who voted in state elections

Quality of

Life

Opportunity,

inequality, and

Diversity

Job growth rate

Jobs Accessible in 30-minute trip

Fraction in top 1% based on household income

Fraction in top 20% based on individual income

Percentage of female labor force

Percentage of non-white

Cultural diversity

Affordability and

Transportation

Annual mean wage in each MSA

Average monthly rent for working space

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Average commute time

All Transit performance score

Start-up

Activities

Rate of new entrepreneurs (Percentage of adults

transitioning to entrepreneurs)

Survival rate of firms (Percentage of firms in operation

throughout their first five years)

Support

Systems

Intermediaries

and Networks

Number of incubators, accelerators, and co-working

space in each MSA

Number of industry associations in each MSA

Number of firms in each MSA

Number of foundations in each MSA

Policy and

Regulations

Availability of SE-supporting policies

Presence of tax benefits

Benefit Corporation legislation

Other SE legal forms (including L3C, SPC, BLLC, FPC,

co-ops, nonprofit, etc.)

Perception and

Attitudes

Average monthly mentions of SEs in social media

(Twitter, Facebook, etc.)

Small business friendliness (small business perceptions

of public policies that affect their ability to start, operate,

and grow)

SEE Survey responses/firm size or population size

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