printer friendly pageEARTHSYS 137: Concepts and Analytic Skills for the Social Sector (URBANST 132)
How to develop and grow innovative not-for-profit 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. Enrollment limited to 20. Prerequisite:consent of instructor. For permission to enroll, please fill out this very brief Google form at
https://forms.gle/morY9QsUhNuDds7x8.
Terms: Win
| Units: 4
| UG Reqs: GER:DB-SocSci, WAY-SI
Instructors:
Litvak, L. (PI)
;
Ardrey, S. (TA)
ESS 307: Research Proposal Development and Delivery (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.
Terms: Spr
| Units: 2
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: Ethical and Effective Philanthropy for Sustainable Development (ETHICSOC 232T, POLISCI 236S, SUSTAIN 222)
What is the most effective way to support sustainable development? In a team-based, experiential project, students will select a nonprofit organization to receive a class donation of $50,000 to support learning to think ethically and strategically about promoting sustainable development. For example, should we prioritize developing clean energy technology, changing climate policies, advocating for environmental education and justice, or reducing immediate harm to human health? These are the difficult choices facing philanthropists, whose global giving to sustainable development now exceeds 110bn dollars per year. Students will develop a pitch about why an organization should receive the donation and how they would evaluate the grant's success, based on course readings and lectures on topics such as effective altruism, outcomes-based philanthropy, trust-based giving, and philanthropy from an environmental justice lens. We will also reflect on the appropriate role for private philanthropy and nonprofits versus business and government in solving social problems. **This course is designed for undergraduate students**
Terms: Spr
| Units: 4-5
| UG Reqs: WAY-ER
Instructors:
Bromley, P. (PI)
;
Michalchik, V. (PI)
;
Gavrila, G. (TA)
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Instructors:
Bromley, P. (PI)
;
Michalchik, V. (PI)
;
Gavrila, G. (TA)
;
Salia, R. (TA)
;
Santos, H. (TA)
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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