Stanford gsb center for social innovation and public management program

Participation in the academically rigorous, two-week program is competitive. Participants must be nominated by a foundation or individual before they are invited to apply. Bill Bolling, executive director of the Atlanta Community Food Bank, credits the program with creating a safe place to share ideas and ask questions. You have to tread easily at first, Cousineau has found. I approached the board first. My husband sees the renewal.

My agency sees it. Even here at the conference, everybody who knows me sees the change — and they all want to know how they can go to Stanford, too!

The Rockefeller Foundation concentrates its philanthropy on the poor and excluded of the world, particularly in areas where government or big business have let them down. It has partnered with the Gates Foundation to develop a vaccine against the disease; the vaccine is now in the final stages of testing in Nairobi. And it joined with the United Nations and the Japanese government to fund African scientists who crossed an African rice with an Asian rice to develop a new strain growing now in West Africa.

I think the big chance for philanthropy, apart from funding the NGO sector, is to help create the binding that brings those three sectors together. Although it is most visible for its outreach in philanthropy, the Center for Social Innovation also has several research projects under way that deal with the subject, most notably the Stanford Project on Emerging Nonprofits, in which researchers are assessing the impact of various types of philanthropic funding sources on young nonprofits.

The center hopes to determine how different funding models — traditional foundations, venture philanthropists, corporate and individual foundations, and individual givers — affect the growth, organizational development, and performance of startup service agencies.

It serves as an important signal to future employers. Each year, students who meet the certificate requirements qualify for the Miller Social Change Leadership Award , honoring MSx and second-year MBA students for their contributions to the Stanford GSB social innovation community through their outstanding leadership and commitment to social and environmental action.

Shortly thereafter, a handful of auto executives were called down to Washington, D. Among them was Arjay Miller, the smart, tough president of Ford Motor.

Miller had never, by his own account, given much thought to social issues. Like most executives, Miller had long observed that government types seemed to know little about business. But watching his corporate colleagues in the various contentious meetings, he observed that they seemed equally clueless about government. Then in , Detroit was torn apart by urban riots. It turned out to be an overwhelming, impossible, humbling assignment.

Not even seasoned business professionals could figure out how to make it happen. And as far as Miller could tell, nothing was being done to correct this. So in , when Stanford offered Miller the deanship of Stanford GSB, he thought about it for a while and said, fine. But he had a condition. Miller would take the job if the school promised to start a program to train managers for the public sector.

Business schools, Miller felt, should do more than teach captains of industry how to raise profits. They needed to educate professionals who could move fluidly between industry and government, men and women who could read a balance sheet but who also grasped the problems of the inner city. Miller envisioned a groundbreaking program that would educate government leaders who understood the needs — and techniques — of business, as well as businesspeople who knew something about government.

He wanted to build a bridge of trust between the public and private sectors. Stanford GSB faculty liked the idea. The trustees liked the idea. In , Miller became dean, and in , with grants from the Alfred P. In May , the PMP celebrated its first quarter century. We offer financial support to help students who decide to join or start a social or environmental purpose organization get started on their impact journeys.

Academic research and ongoing evaluation are essential to understanding what works and what does not as organizations venture to offer solutions to social and environmental problems. Stanford GSB faculty contribute new thinking on ways to achieve social impact, and we provide research services and support to faculty conducting research on a variety of topics related to social innovation.

A reference of common terminology, concepts, and definitions in the social innovation sector. There are many things to do before launching and operating a social venture — especially in the areas of planning and implementation. These free resources can help you navigate the path to launch. We partnered with the Alumni Consulting Team to identify resources for nonprofit and social-purpose organizations to strengthen their boards, connect with consulting or legal services, improve their marketing, or find discounts on office space or tech platforms.