printer friendly pageEARTHSYS 137: Concepts and Analytic Skills for the Social Sector (URBANST 132)
How to develop and grow innovative nonprofit organizations and for-profit enterprises which have the primary goal of solving social and environmental problems. Topics include organizational mission, strategy, market/user analysis, communications, funding, recruitment and impact evaluation. Perspectives from the field of social entrepreneurship, design thinking and social change organizing. Opportunities and limits of using methods from the for-profit sector to meet social goals. Focus is on integrating theory with practical applications, including several case exercises and simulations. One-day practicum where students advise an actual social impact organization. This is a Cardinal Course certified by the Haas Center for Public Service. Enrollment limited to 20.
Terms: Win
| Units: 4
| UG Reqs: GER:DB-SocSci, WAY-SI
Instructors:
Ulvestad, K. (PI)
ECON 125: Economic Development, Microfinance, and Social Networks
An introduction to the study of the financial lives of households in less developed countries, focusing on savings, credit, informal insurance, the expansion of microfinance, social learning, public finance/redistribution, and social networks. Prerequisites-
Econ 51 or
Publpol 51 and
Econ 102B.
Terms: Spr
| Units: 5
| UG Reqs: GER:EC-GlobalCom, WAY-AQR, WAY-SI
Instructors:
Chandrasekhar, A. (PI)
;
Lestant, E. (TA)
ESS 307: Research Proposal Development and Delivery (EPS 307)
(Formerly
GEOLSCI 307) In this class students will learn how to write rigorous, high yield, multidisciplinary proposals targeting major funding agencies. The skills gained in this class are essential to any professional career, particularly in research science. Students will write a National Science Foundation style proposal (see guidelines) involving testable hypotheses, pilot data or calculations, and broader impacts. The proposal will, hopefully, form the core of your Ph.D. proposal. In addition to a full NSF style proposal, students will develop and exercise science communication skills and contribute to broader discussions about academia and research. Students will present their final proposals in a conference-style format at the end of the quarter. While this syllabus is a useful roadmap, we encourage students to provide input on where they¿d like to see the course go. Expect the instructors to reach out for suggestions every other week. Change of Department Name: Earth and Planetary Science (Formerly Geologic Sciences).
Terms: Spr
| Units: 2
Instructors:
Chamberlain, P. (PI)
GSBGEN 367: Problem Solving for Social Change
Stanford graduates will play important roles in solving many of today's and tomorrow's major societal problems-in areas such as education, health, energy, and domestic and global poverty-that call for actions by nonprofit, business, and hybrid organizations as well as governments. This course teaches skills and bodies of knowledge relevant to these roles, covering topics such as designing, implementing, scaling, and evaluating social strategies; systems thinking; decision making under risk; psychological biases that adversely affect people's decisions; methods for influencing behavior; and pay-for-success programs. The large majority of the course will be devoted to students' working in teams to apply these concepts and tools to an actual problem, with teams choosing whatever problem interests them.
Terms: Aut
| Units: 3
Instructors:
Brest, P. (PI)
POLISCI 236: Philanthropy for Sustainable Development (EBS 222, ETHICSOC 232T, POLISCI 236S)
This course teaches students how to pursue social change through philanthropy with a focus on sustainable development. Students learn about the approaches, history, and key debates in philanthropy, and apply their knowledge by collaboratively making a substantial class contribution to one or more select nonprofit organizations. This class responds to the reality confronting all philanthropists: There are many ways in which we can change the world for the better, but our money and time is finite. How then can we best use our limited resources to accomplish change? And how will we know we've been successful? By the end of the course, students will understand the fundamentals of effective philanthropy, including how to define problems, develop a theory of change, evaluate outcomes, and reduce unintended harm. Students of all levels of familiarity with philanthropy are welcome to join and no discipline is privileged in the class. This is a Cardinal Course certified by the Haas Center for Public Service.
Terms: Spr
| Units: 4-5
| UG Reqs: WAY-ER
STRAMGT 584: Impact: Assessing High Impact Business Models in Emerging Markets
In recent years, we've seen an explosion of innovative business models blazing new trails in emerging markets. Many of these models are achieving commercial success while transforming the lives of low-income populations. Using nine cases of both early-stage, entrepreneur-led ventures and later-stage, public or large-cap firms, this course will examine best practices for scaling new enterprises in emerging markets. It will do so primarily through the lens of a potential investor. It will also explore what is required to spark, nurture and scale entire sectors that serve rapidly growing, often low-income markets. What does it mean to work in markets with limited infrastructure? What common mistakes are made - whether in business model design, in supply chains, or in dealing with government - and how can we avoid them? Which are the best business models to serve markets that corporations have traditionally ignored, and in which government has failed to deliver? Who might be threatened by
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In recent years, we've seen an explosion of innovative business models blazing new trails in emerging markets. Many of these models are achieving commercial success while transforming the lives of low-income populations. Using nine cases of both early-stage, entrepreneur-led ventures and later-stage, public or large-cap firms, this course will examine best practices for scaling new enterprises in emerging markets. It will do so primarily through the lens of a potential investor. It will also explore what is required to spark, nurture and scale entire sectors that serve rapidly growing, often low-income markets. What does it mean to work in markets with limited infrastructure? What common mistakes are made - whether in business model design, in supply chains, or in dealing with government - and how can we avoid them? Which are the best business models to serve markets that corporations have traditionally ignored, and in which government has failed to deliver? Who might be threatened by the success of these new businesses? The seminar is a good match for Stanford students interested in working or investing in emerging markets. It will be taught by Matt Bannick, who led Omidyar Network (a $1 billion impact investing fund) and is the former President of eBay International and of PayPal.
Terms: Win
| Units: 2
Instructors:
Bannick, M. (PI)
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