We conducted a national study among almost 400 social entrepreneurs who helped us identify four pillars of successful ecosystems. Social entrepreneurs: find out which ecosystem is right for you, and which pillars are most important for your venture. Funders: learn how you can best support measurable, meaningful, sustainable social impact. Government officials and policymakers: discover how you can create and grow a purpose driven economy in your city.
The Rockefeller Foundation has long recognized the importance of meaningful engagement of the private sector in addressing many of the world’s most complex problems. While many social sector leaders understand that engaging the private sector matters, far fewer understand how to do so, or the key questions one should consider before starting down this path of cross-sector collaboration. For instance: Why would a network want to include a company? Or conversely, why would a company want to participate in a network focused on social impact? Can social impact efforts deliver business value? What makes network relationships durable? And ultimately, what are the different needs around accountability, leadership, governance and mindset? To answer questions such as these, The Foundation and our partners at Monitor Institute, a part of Deloitte Consulting LLP, have created “PARTICIPATE: The power of involving business in social impact networks”—a handbook for social change leaders aspiring to effectively engage the private sector as authentic participants in the pursuit of social impact.
Research on Operations of Social Enterprises in Malaysia.
To learn more about social enterprise scene in Malaysia, feel free to visit: socialenterprise.org.my
By Soon Aik
Knowledge production is moving from creation by individual specialists to creation by communities of practice. Peer partnerships between ICT companies and “local” organizations — powered by “people software” -- are defining a new path toward increased competitiveness for developing countries. http://www.cisco.com/web/about/ac79/docs/ps/BoSE_IBSG.pdf
The Rockefeller Foundation has long recognized the importance of meaningful engagement of the private sector in addressing many of the world’s most complex problems. While many social sector leaders understand that engaging the private sector matters, far fewer understand how to do so, or the key questions one should consider before starting down this path of cross-sector collaboration. For instance: Why would a network want to include a company? Or conversely, why would a company want to participate in a network focused on social impact? Can social impact efforts deliver business value? What makes network relationships durable? And ultimately, what are the different needs around accountability, leadership, governance and mindset? To answer questions such as these, The Foundation and our partners at Monitor Institute, a part of Deloitte Consulting LLP, have created “PARTICIPATE: The power of involving business in social impact networks”—a handbook for social change leaders aspiring to effectively engage the private sector as authentic participants in the pursuit of social impact.
Research on Operations of Social Enterprises in Malaysia.
To learn more about social enterprise scene in Malaysia, feel free to visit: socialenterprise.org.my
By Soon Aik
Knowledge production is moving from creation by individual specialists to creation by communities of practice. Peer partnerships between ICT companies and “local” organizations — powered by “people software” -- are defining a new path toward increased competitiveness for developing countries. http://www.cisco.com/web/about/ac79/docs/ps/BoSE_IBSG.pdf
Social entrepreneurship verses Business EntrepreneurshipFRANCIS BUKENYA
Social entrepreneurs are practical visionaries who possess qualities traditionally associated with leading business entrepreneurs – vision – innovation – determination and long-term commitment – but are dedicated to a systematic social change in their chosen field.
NEED, IMPORTANCE, OPPORTUNITIES, TYPES AND CHALLENGES OF SOCIAL ENTREPRENEURSHIP; GOVERNMENT SCHEMES AND PLANS; FOREIGN COLLABORATION; CASE STUDY ON SEWA.
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Social Entrepreneurs: The Facts
March 2010
This Findings Paper provides a unique insight into start-up entrepreneurs supported by UnLtd, detailing who they are, their work and the social impact they have. It demonstrates how an investment in the individual and their practical solutions to the problems they face generates a ripple effect with the potential to create significant and lasting social change.
Prof. Faltin: Social Entrepreneurship, Business vs Social Entrepreneurship un...Wir sind das Kapital
In der Vorlesung vom 22.06.2011 hat Prof. Dr. Faltin die Themen
“Social Entrepreneurship”, “Business vs Social Entrepreneurship” und “Social Business” behandelt und ging dabei auf die einzelnen Entrepreneurshipformen ein und erklärte deren Unterschied.
Presenting at Startup Edmonton for Make Something Edmonton, SiG National Executive Director, Tim Draimin, explores "Making Change Through Social Innovation" - introducing what social innovation is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Crawl, Walk, Run, and Only Then Compete - A framework for manufacturing innov...Marvin Soud
Intended specifically for emerging economies, this guide takes lessons from around the world and addresses their unique challenges needed to build healthy, vibrant, progressive, globally competitive and most importantly, economically productive entrepreneurial ecosystems.
It’s been 3 years of visiting top industry Incubators, Accelerators, Investors, Mentors & Advisors around the EU and MENA. The mission is to learn from global players on how they Compete, Scale, Innovate, Sustain and Grow in the areas of Talent, Technology Acceleration, Government and Corporate Collaborations & Programs, and Investment. My end goal is to test, implement and validate my findings with the eventuality to opensource all the research for emerging economies.
Design for Social Innovation A Brief OverviewPenny Hagen
This presentation is a quick introduction and overview of Design for Social Innovation, including some local examples. The presentation was developed for students of the Design and Business Major at Auckland University of Technology and aims to help show how design extends and is adapted for the challenges of social innovation - with an emphasis on community involvement, collaboration and ownership of 'design' and 'change'.
SPECIAL EVENT Social Entrepreneurship Training: Developing Community Capital ...DavidHopkins
Are you engaging your community as effectively as you could, whether for your business, product launch, event, or fundraising campaign? This Social Entrepreneurship Training will teach you the newest trends in corporate innovation, social responsibility, triple-bottom line accounting, and strategic partnership building. After this seminar, accelerate your impact in the markets and communities you serve. Come join us to make a profound, values-driven shift to better engage your community “beyond sustainability.”
Qui sont les EUROJURIS en 2016?
Né en 1987, EUROJURIS est le Premier Réseau d'Avocats et Huissiers de France.
EUROJURIS INTERNATIONAL compte plus de 6000 Avocats dans 650 villes et 50 pays.
Organisme de formation continue
Association certifiée ISO 9001 v 2008
Social entrepreneurship verses Business EntrepreneurshipFRANCIS BUKENYA
Social entrepreneurs are practical visionaries who possess qualities traditionally associated with leading business entrepreneurs – vision – innovation – determination and long-term commitment – but are dedicated to a systematic social change in their chosen field.
NEED, IMPORTANCE, OPPORTUNITIES, TYPES AND CHALLENGES OF SOCIAL ENTREPRENEURSHIP; GOVERNMENT SCHEMES AND PLANS; FOREIGN COLLABORATION; CASE STUDY ON SEWA.
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Social Entrepreneurs: The Facts
March 2010
This Findings Paper provides a unique insight into start-up entrepreneurs supported by UnLtd, detailing who they are, their work and the social impact they have. It demonstrates how an investment in the individual and their practical solutions to the problems they face generates a ripple effect with the potential to create significant and lasting social change.
Prof. Faltin: Social Entrepreneurship, Business vs Social Entrepreneurship un...Wir sind das Kapital
In der Vorlesung vom 22.06.2011 hat Prof. Dr. Faltin die Themen
“Social Entrepreneurship”, “Business vs Social Entrepreneurship” und “Social Business” behandelt und ging dabei auf die einzelnen Entrepreneurshipformen ein und erklärte deren Unterschied.
Presenting at Startup Edmonton for Make Something Edmonton, SiG National Executive Director, Tim Draimin, explores "Making Change Through Social Innovation" - introducing what social innovation is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Crawl, Walk, Run, and Only Then Compete - A framework for manufacturing innov...Marvin Soud
Intended specifically for emerging economies, this guide takes lessons from around the world and addresses their unique challenges needed to build healthy, vibrant, progressive, globally competitive and most importantly, economically productive entrepreneurial ecosystems.
It’s been 3 years of visiting top industry Incubators, Accelerators, Investors, Mentors & Advisors around the EU and MENA. The mission is to learn from global players on how they Compete, Scale, Innovate, Sustain and Grow in the areas of Talent, Technology Acceleration, Government and Corporate Collaborations & Programs, and Investment. My end goal is to test, implement and validate my findings with the eventuality to opensource all the research for emerging economies.
Design for Social Innovation A Brief OverviewPenny Hagen
This presentation is a quick introduction and overview of Design for Social Innovation, including some local examples. The presentation was developed for students of the Design and Business Major at Auckland University of Technology and aims to help show how design extends and is adapted for the challenges of social innovation - with an emphasis on community involvement, collaboration and ownership of 'design' and 'change'.
SPECIAL EVENT Social Entrepreneurship Training: Developing Community Capital ...DavidHopkins
Are you engaging your community as effectively as you could, whether for your business, product launch, event, or fundraising campaign? This Social Entrepreneurship Training will teach you the newest trends in corporate innovation, social responsibility, triple-bottom line accounting, and strategic partnership building. After this seminar, accelerate your impact in the markets and communities you serve. Come join us to make a profound, values-driven shift to better engage your community “beyond sustainability.”
Qui sont les EUROJURIS en 2016?
Né en 1987, EUROJURIS est le Premier Réseau d'Avocats et Huissiers de France.
EUROJURIS INTERNATIONAL compte plus de 6000 Avocats dans 650 villes et 50 pays.
Organisme de formation continue
Association certifiée ISO 9001 v 2008
Selling online - Prepare your ecommerce projectJohann Savalle
So you want to sell online. Maybe you have never sold a thing in your life, maybe you have a retails store or you are already selling stuff but want to rethink your approach. Have a look at this quick guide, it should help
Social entrepreneurs and social developmentTapasya123
This area demonstrates the entrepreneurial efforts undertaken to change the underprivileged
society of the world which is popularly understood by Parhalad’s Bottom of the Pyramid.
Social enterprises are innovation since some years and these are capable to work with big
issues as satisfaction of business man or organizations. Innovation is actually a high-priced
division of an organization. Innovation is not just breakthrough in space science, satellite
communication, etc. but presenting a value proposition than past; when comes the idea of
society it provides the sustainability to innovation in the future instead of striving to be right
at high cost, it will be suitable to be flexible and plural at a lower cost. Social entrepreneurs
stand at the nexus between development, business and government. They open another
markets for the bottom-of-the-pyramid, innovate programs, empower the people they serve,
multiply resources and demonstrate their tangible effects for government and other bodies to
replicate which reveal how innovation and entrepreneurship at the very heart of
economically sustainable solutions. And, is a best solution for sustainable social development.
The common future can only be achieved with a better understanding of common concerns
and shared responsibilities.
This area demonstrates the entrepreneurial efforts undertaken to change the underprivileged
society of the world which is popularly understood by Parhalad’s Bottom of the Pyramid.
Social enterprises are innovation since some years and these are capable to work with big
issues as satisfaction of business man or organizations. Innovation is actually a high-priced
division of an organization. Innovation is not just breakthrough in space science, satellite
communication, etc. but presenting a value proposition than past; when comes the idea of
society it provides the sustainability to innovation in the future instead of striving to be right
at high cost, it will be suitable to be flexible and plural at a lower cost. Social entrepreneurs
stand at the nexus between development, business and government. They open another
markets for the bottom-of-the-pyramid, innovate programs, empower the people they serve,
multiply resources and demonstrate their tangible effects for government and other bodies to
replicate which reveal how innovation and entrepreneurship at the very heart of
economically sustainable solutions. And, is a best solution for sustainable social development.
The common future can only be achieved with a better understanding of common concerns
and shared responsibilities.
Keywords: Social Entrepreneur, Development, Opportunity
What is social enterprise nccu cedi presentationJeff Stern
This is a presentation on social enterprise for nonprofits, to be given April 9th at "Marketing Strategies: Tools for Nonprofits and Social Enterprises," a free half-day workshop hosted by The NCCU Community Economic Development Initiative. Registration is free and more info is available at http://nccunonprofit.org/about.html
A conceptual study of social entrepreneurshipdeshwal852
Social entrepreneurship is a unique entrepreneurship which is totally driven by the societal problems. Business entrepreneurship focuses on wealth creation and is of interest because of its potential to fuel economic development whereas social entrepreneurship focuses on ‘making the world a better place’ and creating social capital. Social entrepreneurs are driven by an ethical obligation and desire to improve their communities and societies. In this back drop an attempt is made to highlight the importance, ethics and preparation of young social entrepreneurs. All the relevant data was collected
through review of available literature.
2018 Inner Compass Magazine - Moving the World to a Better Place: Business, S...GCSEN Foundation
Moving the World to a Better Place: Business, Social Entrepreneurship, and Social Good. Article published in Issue #3 of Inner Compass Magazine.
The Inner Compass is an annually published magazine complete with illustrations, data, visual graphics, as well as excerpts of real world case studies. Designed to transcend the static page and spur dynamic dialogue on key issues, the articles included link seamlessly to a multi-media portal. Through the use of these multi-media links the Inner Compass encourages debate and discussion as it focuses on creating value-based leadership as its readers analyze business, human rights, and social justice.
Partnered with faculty, students, and alumni of Jesuit colleges and universities in over 112 countries, The Inner Compass is a companion publication to the Global Jesuit Case Series. The underlying objective of this and all the products we are developing is to transform how we do business, recognizing the narrow focus on shareholders and individual wealth accumulation as fundamentally flawed and unsustainable, and emphasizing instead a more holistic values-centered approach, inspired by the Ignatian principles of service, justice, human dignity, and compassion for others.
The study was based on qualitative interviews to different members of the startup community, including entrepreneurs, mentors, investors, incubators, event organizers and government officials.
The resulting report provided a comprehensive view of the state of entrepreneurship in Costa Rica including determinants such as culture, the startup community, the entrepreneur, the startup and funding.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
2. 1
TABLE OF CONTENTS
EXECUTIVE SUMMARY 3
INTRODUCTION 8
WHO WE ARE 8
WHO CAN USE THIS STUDY 9
MEASURING SOCIAL
ENTERPRISE ECOSYSTEMS 10
FRAMEWORK 12
FUNDING 12
QUALITY OF LIFE 17
HUMAN CAPITAL 21
REGULATION & RECEPTIVITY 25
INDEX 28
DEMOGRAPHICS 28
MAPPING SOCIAL ENTERPRISE 29
TOP SOCIAL ENTERPRISE ECOSYSTEMS 30
VARIABLES CONSIDERED 31
CLOSER LOOK 32
APPLICATION 36
HOW YOU CAN CONTRIBUTE 36
NEXT STEPS 38
APPENDIX: METHODOLOGY DETAILS 40
4. 3
EXECUTIVE SUMMARY
EXEC.SUMMARYFRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXINTRO.
SOCIAL ENTERPRISE
IS CHANGING THE FACE
OF INNOVATION IN AMERICA.
The momentum social entrepreneurs have created over the past
10 years has opened a new dialogue about social enterprise. We
have moved beyond a debate over the false choice between
purpose and profit and into an economy where purpose and
profit are mutually reinforcing.
At the same time, innovators, funders,
and policymakers across the country
are beginning to more intentionally
develop ecosystems. From city hall to
co-working spaces, community leaders
and entrepreneurs are thinking about
how to create a symbiotic environment
for innovation.
Nevertheless, the intersection of these
discussions suffers from a relative
dearth of information and data.
THE GOAL OF THIS REPORT:
To understand, measure, and
analyze social enterprise
ecosystems in the United States.
5. 4 SOCENTCITY.ORG
EXECUTIVE SUMMARY
SOCIAL ENTERPRISE
ECOSYSTEM FRAMEWORK
So how did we go about figuring out what makes a
great social enterprise ecosystem?
It’s simple: we just asked.
THE SURVEY:
In the fall of 2015, we heard from
almost 400 social entrepreneurs
around the country to find out
what matters to them.
The responses from the social
entrepreneurs revealed four pillars of a
social enterprise ecosystem: funding,
human capital, quality of life, and
regulation and receptivity.
This framework distills the complex
interactions in a social enterprise
ecosystem down to a model we can
both understand and measure.
6. 5
EXECUTIVE SUMMARY
EXEC.SUMMARYFRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXINTRO.
SOCIAL ENTERPRISE ECOSYSTEM FRAMEWORK
THE FOUR PILLARS
1. FUNDING
This includes seed funding,
grants, and venture capital
(representing both public
and private sources).
2. QUALITY OF LIFE
Everything from cost of living
to the “energy” of a city and
social spaces determines an
entrepreneur’s experience.
4. REGULATION & RECEPTIVITY
Regulations, market receptivity,
and even perception and attitudes
towards a social enterprise can
create an environment that either
nurtures or stifles social enterprise.
3. HUMAN CAPITAL
Finding great people –
as mentors, team members,
employees, and advisors –
is the engine of any venture.
7. 6 SOCENTCITY.ORG
EXECUTIVE SUMMARY
While the four pillars are particularly key for social
entrepreneurs, focusing on ecosystems will also create
healthy business environments for all entrepreneurs
and business owners.
8. 7
EXECUTIVE SUMMARY
EXEC.SUMMARYFRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXINTRO.
CITY RANKINGS
Having identified the four pillars of the
social enterprise ecosystem framework,
we used them to rank the cities with the
highest response rates in our survey.
These rankings are a jumping off point
for a wider discussion about how to
best develop an environment that
catalyzes impact and innovation.
Each of these four pillars is
necessary for a healthy ecosystem.
Cities that only excel in one or two of
these areas will not be able to offer
the complete resources necessary for
social entrepreneurs to succeed.
TOP U.S. CITIES FOR
SOCIAL ENTERPRISE
1. WASHINGTON, D.C.
2. SAN FRANCISCO
3. AUSTIN
4. BOSTON
5. SEATTLE
6. NEW YORK
7. CHICAGO
8. LOS ANGELES
9. MIAMI
9. 8 SOCENTCITY.ORG
INTRODUCTION
WHO WE ARE
A program of S&R Foundation, Halcyon is committed to
solving 21st century challenges around the nation and the
world by helping social entrepreneurs transform audacious
ideas into scalable and sustainable ventures.
Capital One Financial Corporation and its subsidiaries, Capital
One, N.A. and Capital One Bank (USA), N.A., offer a broad
spectrum of financial products and services to consumers,
small businesses, and commercial clients. We apply the same
principles of innovation, collaboration, and empowerment in
our commitment to our communities across the country that
we do in our business. We recognize that helping to build
strong and healthy communities – good places to work,
good places to do business, and good places to raise
families – benefits us all, and we are proud to support this
and other community initiatives.
Together, we embarked on this study to see what social
enterprise ecosystems look like around the country.
10. 9
FRAMEWORKEXEC.SUMMARYINDEXAPPLICATIONNEXTSTEPSAPPENDIX
INTRODUCTION
INTRO.
WHO CAN USE THIS STUDY
SOCIAL ENTREPRENEURS:
Discover insights and learn more about which
ecosystem is the best fit for your social enterprise.
IMPACT SUPPORT NETWORK:
Whether you are an investor or represent a foundation,
incubator, university, or other relevant organization,
you can better understand your role in enabling social
ventures to succeed.
CITY AND PUBLIC OFFICIALS:
Through the framework, you’ll find recommendations
for how to strengthen the social enterprise ecosystem
in your area.
11. 10 SOCENTCITY.ORG
INTRODUCTION
MEASURING SOCIAL ENTERPRISE
ECOSYSTEMS
INTERACTIVE FORM
Which pillars are most important
to you? Which ecosystem is
best suited for your venture?
RANK YOUR PREFERENCES
WWW.SOCENTCITY.ORG
And visit to make sure your
voice is heard in next year’s
report.
THE STARTING LINE:
Survey Responses: Over three months, we surveyed
388 leaders of for- and non-profits who identify as
social entrepreneurs. Our respondents hail from all
across the country.
Small Groups: We consulted with dozens of experts
and thought leaders in the social enterprise space.
Public Data: From publicly available data, we learned
more about what resources social enterprises
currently have in existing ecosystems.
METHODOLOGY:
Framework: From our survey, we developed the four
pillars, which became a lens we used to frame
our thinking.
Index: Using public data, we measured the capacity of
ecosystems using the four pillars framework.
Application: Using this quantitative model, we homed
in on how this data can lead to action in your city.
13. 12 SOCENTCITY.ORG
FRAMEWORK
Funding is reported as the number one
challenge that social entrepreneurs
face. This is true for non-profit and for-
profit ventures, and represented 45% of
the challenges reported. Experienced
entrepreneurs are more pessimistic
about investors in their city understanding
social enterprise:
SOCIAL
ENTREPRENEURS
SPEAK UP: BIGGEST
CHALLENGES IN FUNDING
RISK AVERSION:
“Access to capital (we work in
risky environments).”
RECEPTIVITY:
“Most current philanthropy
thinking is ‘inside-the-box’.”
LENGTH OF INVOLVEMENT IN
SOCIAL ENTERPRISE
AGREE THAT LOCAL INVESTORS
UNDERSTAND SOCIAL ENTERPIRSE
Less than 1 year
1–2 years
3–4 years
5 years or more
53%
54%
59%
39%
FUNDING — RESPONSES
15. 14 SOCENTCITY.ORG
FRAMEWORK
FUNDING — INCLUSION
52% of men in our sample said funding
was available, while only 40% of
women agreed.
This funding gap correlates with our
qualitative data and also outside research
showing disparities in the ability to
access capital between men and women.
EXPERT SPOTLIGHT
SHEILA HERRLING
Senior Vice President for Social
Innovation, Case Foundation
“Diversifying the profile of
funders and finders – more
women, more people of color,
more people who have lived
experience with the entrenched
social issues these innovators
are trying to solve – could
dramatically tip more capital
into this space.”
VENTURE TYPE AND GENDER
MALE
MALE
FEMALE
FEMALE
For-Profit
58%
63%
42%
37%
Non-Profit
16. 15
FRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
FRAMEWORK
INTRO.
FUNDING — CONCLUSION
Funding is the primary challenge social
entrepreneurs face, especially:
Identifying funders who are
interested, able, and ready to
invest in impact.
Dealing with the slow decision-
making process and deployment
of capital from both government
and non-profit funders.
Overcoming issues around
inclusion in investment,
regardless of gender or ethnicity.
Articulating their ventures to
funders, irrespective of venture
type (non-profit and for-profit).
18. 17
FRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
FRAMEWORK
INTRO.
QUALITY OF LIFE — RESPONSES
The social entrepreneurs in the survey
had a high opinion of the quality of life in
their chosen cities, on average. This was
true across gender, age, and
experience level.
When asked why they chose a city
for a start-up, a plurality of social
entrepreneurs stated that they already
lived there (47% of respondents). This
indicates that cities with a generally high
quality of life tend to attract people who
go on to found social ventures.
“I don’t see another area where
we could do so much and thrive.”
SOCIAL
ENTREPRENEURS
SPEAK UP: BIGGEST
CHALLENGES IN
QUALITY OF LIFE
Social entrepreneurs who
chose their location based on
“a specific need in the area”
were less happy with local
quality of life than their peers.
31% of these entrepreneurs
disagreed that their city had a
high quality of life.
19. 18 SOCENTCITY.ORG
FRAMEWORK
EXPERT SPOTLIGHT
FRANK LAPRADE
Chief Enterprise Services
Officer & Chief of Staff to the
CEO, Capital One
“Creating a community of
successful social entrepreneurs
requires a thriving ecosystem
to attract and enable high
octane people and ideas.
Funding, talent, quality of life,
and receptivity to new ideas
are the catalysts for creativity
and change. It’s a virtuous
circle. The ecosystem attracts
entrepreneurial investments,
and the real and lasting
impact of those social
investments further strengthens
the ecosystem.”
QUALITY OF LIFE —
CREATIVE COMMUNITIES
CITIES ENTREPRENEURS WOULD CHOOSE
IF THEY WERE TO START OVER:
“Chicago, because there is already a lot
of social enterprise…the land is less
expensive, and the cost of living
more affordable.”
“Austin, because of the technology
buzz and life quality.”
“In New York City you can live in
the suburbs and have easy access
to everything NYC has. It’s better
than San Francisco — that area’s
too expensive.”
20. 19
FRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
FRAMEWORK
INTRO.
QUALITY OF LIFE — CONCLUSION
Social entrepreneurs put a premium
on community engagement and
support networks. Lines between
work and leisure are blurred, so
strong resources on both sides
are important.
The higher the quality of life, the
more likely a social entrepreneur
is to recommend the city to other
entrepreneurs. This, in turn, makes
communities richer and ecosystems
better as cities reach a critical mass
of entrepreneurs and resources.
City governments can
help improve quality
of life by encouraging
affordable housing options
and supporting arts and
cultural offerings.
22. 21
FRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
FRAMEWORK
INTRO.
While the vast majority (84%) of our
sample agreed there was a good
pool of talent in the region, there
was also a correlation between the
amount of funding a venture had
received and their willingness to
agree that talent was available.
“We lack a platform to find the
people to work with. There is
no real hub to network.”
HUMAN CAPITAL — RESPONSES
SOCIAL
ENTREPRENEURS
SPEAK UP: BIGGEST
CHALLENGES IN HUMAN
CAPITAL
ADVISORS AND MENTORS:
“Not having mentors to
guide us.”
HIRING AND TALENT:
“Finding qualified and
enthusiastic staff.”
COLLABORATION
WITH PEERS:
“Collaborative environment is
somewhat weak in the area.
Not a significant percentage
of willing entrepreneurs.
Conservative in the context of
employment risks.”
23. 22 SOCENTCITY.ORG
FRAMEWORK
EXPERT SPOTLIGHT
SONAL SHAH
Professor & Founding Executive
Director, Beeck Center for Social
Impact & Innovation, Georgetown
University
“Social entrepreneurs are leading
change around the world on
everything from health and
education to immigration and human
rights. Universities are a critical part
of the social impact ecosystem –
providing training, knowledge, and
the tools to have impact. We want
to ensure that this generation of
leaders approaches this task with
humility by taking a human-centered
approach and with conviction to
believe that change is possible.”
HUMAN CAPITAL — KNOWLEDGE SHARING
Mentors are incredibly important to
social entrepreneurs. Throughout
the survey, respondents consistently
identified mentors as a key part of
their ecosystem.
While most social entrepreneurs
agree that mentors were available,
72% of men – compared to 65% of
women – agreed that mentors were
available in their ecosystem.
24. 23
FRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
FRAMEWORK
INTRO.
HUMAN CAPITAL — CONCLUSION
Human capital is more than a search for effective
employees. The interconnected web of mentors,
advisors, thought leaders, and investors contributes to
a rich talent base that supports social enterprise.
The data indicate an interaction between the level of
human capital and quality of life in a region, reinforcing
the importance of developing each of the four pillars of
an ecosystem.
Universities and other hubs of thought
leadership were cited as critical parts of the
human capital environment.
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FRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
FRAMEWORK
INTRO.
REGULATION AND RECEPTIVITY —
LOCAL GOVERNMENTS
SOCIAL
ENTREPRENEURS
SPEAK UP: BIGGEST
CHALLENGES IN
REGULATION &
RECEPTIVITY
POLICY AND PAPERWORK:
“The length of time it took to get
non-profit status after filing legal
paperwork.”
“Government regulations.”
IMPACT STIGMA:
“Overcoming misconceptions
about for-profits in the space.”
BOSTON
(78% AGREE)
SAN FRANCISCO
(42% AGREE)
When asked whether they agree that
their local government is supportive of
social enterprise…
TOP-RANKED LOCAL GOVERNMENT
LOWEST-RANKED LOCAL GOVERNMENT
27. 26 SOCENTCITY.ORG
FRAMEWORK
REGULATION AND RECEPTIVITY —
THE MARKETPLACE AND IMPACT
A common theme in the survey
responses was the subject of
whether investors and stakeholders
understood what a social enterprise
is. This element is one of the key
distinctions between an ecosystem
that is good generally for enterprise,
and one that is good for social
entrepreneurs.
EXPERT SPOTLIGHT
BILL EGGERS
Director of Public Sector
Research, Deloitte
“Social entrepreneurship thrives
when governments create
a hospitable environment
for impact. Government’s
willingness to forge
partnerships, to contract
for outcomes, to reduce
regulatory minefields, and to
convene diverse groups of
contributors holds tremendous
sway over the scale of social
entrepreneurship within
its borders.”
“Investors are afraid of a company
that has ‘heart’ and values the triple
bottom line.”
“One challenge is overcoming stigma…
as a purpose-driven organization.”
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FRAMEWORKINDEXAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
FRAMEWORK
INTRO.
REGULATION AND RECEPTIVITY —
CONCLUSION
Regulation and receptivity set the tone. A combination of
the regulatory environment and general market feelings
about social impact can help social enterprises flourish
within an ecosystem.
A healthy environment also creates engagement across
the community for impact-focused ventures, from
gatherings and meet-ups to activity on social media.
Local governments can play an enormous
role in shaping the conversation, through
policy and through convening.
29. 28 SOCENTCITY.ORG
INDEX
DEMOGRAPHICS
We heard from 388 social entrepreneurs in our survey.
SOCIAL ENTERPRISE INVOLVEMENT TO DATE
0% 5% 10% 15% 20% 25% 30% 35% 40%
Less than a year
1–2 years
3–4 years
5 years or more
AGE
Teens 20s
30%
25%
20%
15%
10%
5%
0%
30s 40s 50s 60+
GENDER
MALE
FEMALE
*OTHER, OR CHOSE NOT TO DISCLOSE: 2.6%
48.7%48.7%
40.1%
4.9%
35.9%
19.2%
For-profit
Hybrid Entity
(B-Corp, L3C, etc.)
Non-profit
Other
TYPE OF ENTERPRISE
30. 29
INDEXFRAMEWORKAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
INDEX
INTRO.
MAPPING SOCIAL ENTERPRISE
We partnered with organizations
throughout the social enterprise space
across the country to disseminate the
survey, and identified the cities with the
most respondents.
Then we ranked them based on the four
pillars that social enterprises value.
We identified variables that quantified
aspects of each pillar and assigned a
standardized score out of 25. Each of the
four pillars were equally weighted, creating
a composite index score out of 100.
Social
Enterprise
in the U.S.
SEATTLE, WA
SAN FRANCISCO, CA
LOS ANGELES, CA
AUSTIN, TX
CHICAGO, IL
MIAMI, FL
BOSTON, MA
NEW YORK, NY
WASHINGTON, D.C.
31. 30 SOCENTCITY.ORG
FRAMEWORK
TOP SOCIAL ENTERPRISE ECOSYSTEMS
CITY FUNDING HUMAN CAPITALCOMPOSITE QUALITY OF LIFE
REGULATION &
RECEPTIVITY
Washington, D.C.
San Francisco, CA
Austin, TX
Boston, MA
Seattle, WA
New York, NY
Chicago, IL
Los Angeles, CA
Miami, FL
71.7
65.2
63.6
61.6
59.0
57.8
54.4
48.6
43.3
11.1
15.3
11.6
18.1
13.9
20.4
13.0
18.5
3.2
18.8
11.5
20.2
14.4
18.3
11.1
12.5
5.8
15.4
18.3
18.9
12.8
15.1
13.4
15.4
15.4
9.3
8.7
23.5
19.5
19.0
14.0
13.5
11.0
13.5
15.0
16.0
[Max 100] [Max 25] [Max 25] [Max 25] [Max 25]
32. 31
INDEXFRAMEWORKAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
INDEX
INTRO.
VARIABLES CONSIDERED
FUNDING
+ Public spending
+ Private investment
+ Charitable giving
HUMAN CAPITAL
+ Universities
+ Educational attainment
+ Volunteerism
+ Density of non-profits
and startups
QUALITY OF LIFE
+ Affordability
+ Transportation
+ Arts and culture
REGULATION & RECEPTIVITY
+ Business-friendliness
+ Legal framework
+ Local discussion of
social enterprise
33. 32 SOCENTCITY.ORG
INDEX
CLOSER LOOK: FUNDING
Since social enterprises run the gamut in terms of
focus, funding strategy, and size, we examined a
wide range of funding channels, including public
spending, private investment, and charitable giving.
New York was second in venture capital investment and had a strong
lead in charitable giving. Los Angeles and Boston had good numbers
in public, private, and charitable giving, coming in second and third
overall. Although San Francisco has a strong lead in venture capital
financing, the area has comparatively fewer options for philanthropic
and government funding sources, bringing its overall ranking down to
fourth.
Respondents in our survey from San Francisco were more likely
to have raised $100K–$1M than $50K–$100K. In addition, San
Francisco enterprises more often “Strongly Agreed” that funding was
accessible in their region.
Washington, D.C., showed the opposite effect: more D.C. ventures
have raised $0–$50K (29%) than have raised $100–249K (12.50%).
This indicates that while D.C. is a great place in which to found
ventures, later stage ventures often gravitate to cities with higher
levels of funding, such as New York City or San Francisco.
CITY FUNDING
New York, NY
Los Angeles, CA
Boston, MA
San Francisco, CA
Seattle, WA
Chicago, IL
Austin, TX
Washington, D.C.
Miami, FL
20.4
18.5
18.1
15.3
13.9
13.0
11.6
11.1
3.2
34. 33
INDEXFRAMEWORKAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
INDEX
INTRO.
CLOSER LOOK: QUALITY OF LIFE
Quality of life matters to the founders we
surveyed. We used a variety of metrics to
quantify the affordability of working and living
in each city. We also examined transportation
options and intangibles like culture and
the arts.
Austin, with high marks for transportation
and low cost of living, came in first. D.C.
came in second due to rich opportunities in
terms of culture and the arts. Seattle rounded
out the top three. The lowest performers,
San Francisco, New York City, and Los
Angeles, suffered from high costs and poor
transportation.
CITY QUALITY OF LIFE
Austin, TX
Washington, D.C.
Seattle, WA
Miami, FL
Boston, MA
Chicago, IL
San Francisco, CA
New York, NY
Los Angeles, CA
20.2
18.8
18.3
15.4
14.4
12.5
11.5
11.1
5.8
35. 34 SOCENTCITY.ORG
INDEX
We measured human capital for social enterprises
along several axes. We evaluated the available pool
of talent by looking at levels of education, access
to institutions of higher learning, and measures of
community engagement.
Specific to social ventures, we measured the levels
of volunteer engagement and the prevalence of
foundations and non-profits in the area.
Unsurprisingly, large cities like San Francisco,
Washington, D.C., New York City, Chicago, and Boston
made up the top half of our rankings. Incidence of
universities, educated populaces, and access to non-
profit resources drove these rankings.
CLOSER LOOK: HUMAN CAPITAL
CITY HUMAN CAPITAL
San Francisco, CA
Washington, D.C.
Chicago, IL
New York, NY
Boston, MA
Seattle, WA
Austin, TX
Los Angeles, CA
Miami, FL
18.9
18.3
15.4
15.4
15.1
13.4
12.8
9.3
8.7
36. 35
INDEXFRAMEWORKAPPLICATIONNEXTSTEPSAPPENDIXEXEC.SUMMARY
INDEX
INTRO.
For this rating, we wanted to see which
cities were most friendly to social enterprise
generally. We took a holistic view, examining
the buzz and good press around social
enterprise in each city, checking the legal
structures that could either help or hinder social
entrepreneurs, and the overall business climate.
D.C., as a hub for many thought leaders in policy
and social enterprise, as well as a relatively
easy place to start a business, came in first. San
Francisco also performed well, which is to be
expected for a city that has long been a magnet for
entrepreneurs. Our worst performers were places
where it’s difficult to start a business (New York,
Chicago) or have less friendly legal
environments (Seattle).
CLOSER LOOK: REGULATION & RECEPTIVITY
CITY
REGULATION &
RECEPTIVITY
Washington, D.C.
San Francisco, CA
Austin, TX
Miami, FL
Los Angeles, CA
Boston, MA
Chicago, IL
Seattle, WA
New York, NY
23.5
19.5
19.0
16.0
15.0
14.0
13.5
13.5
11.0
37. 36 SOCENTCITY.ORG
APPLICATION
Social Entrepreneurs: Speak out! Your feedback is crucial, and
policymakers and mentors can’t help you until they know what
you need. Make sure you articulate your unique needs as an
entrepreneur who is seeking to make an impact.
Impact Support Network: There is a lot of work left to do,
especially in impact funding. Investors, foundations, and accelerators
need to take advantage of new financing vehicles that allow funds
to be deployed to ventures seeking both purpose and financial
sustainability. These actors must also begin working collaboratively
to co-invest in social enterprises poised to scale.
City and Public Officials: While policies, funding, and new
programs are critical for social entrepreneurs, many of the
respondents stressed the importance of simply being able to
sit down with regulators to work collaboratively. Constructing a
dialogue about the ecosystem for impact is an incredibly powerful
signal to the social entrepreneurs in your city.
CREATING AN IMPACT ECOSYSTEM —
HOW CAN YOU CONTRIBUTE?
38. 37
APPLICATIONFRAMEWORKNEXTSTEPSAPPENDIXINDEXEXEC.SUMMARY
APPLICATION
INTRO.
We are at the beginning of an important conversation.
Social enterprises represent the best chance to steer
innovation towards the biggest challenges in our
communities. This framework, survey, and index are
designed to start a dialogue about how we can build and
grow our social enterprise ecosystems.
THE NEXT BIG SOCIAL ENTERPRISE CITY
We hope you can take these findings
and use them to grow a robust
social enterprise city.
39. 38 SOCENTCITY.ORG
NEXT STEPS
Make sure to check out the website for the
report: SocEntCity.org. There you can:
JOIN THE CONVERSATION
Sign-up for next year’s survey to make sure your
voice and region are represented in the data.
Explore tools to see which city is best for
your preferences as a social entrepreneur.
Contact us with any questions about
our work.
40. 39
NEXTSTEPSAPPLICATIONFRAMEWORKAPPENDIXINDEXEXEC.SUMMARYINTRO.
On behalf of S&R Foundation, the
Halcyon Incubator, and Capital One,
we would like to thank our tremendous
thought partners that helped put this
report together.
An enormous thank you to David Cramer,
who produced some of the core analysis
found in the report.
We would also like to thank Lisa
Oberstoetter and Takayo Katayama for
their support in data collection, and Susie
Wilkening and Reach Advisors for their
support with our methodology.
A huge thanks to Ben Reich and Dan
Gallagher of Datasembly, who conducted
great work in building out the index, and to
Sage Communications who produced the
design for the report.
ACKNOWLEDGEMENTS
PARTNERS:
REPORT CO-AUTHORS:
Mariama Kabia, Kate Goodall
and Ryan Ross
41. 40 SOCENTCITY.ORG
APPENDIX
We used survey data from 388 entrepreneurs
to select the four pillars on which to focus our analysis. These
four pillars became the key categories for the social enterprise
ecosystem index – representing the most important factors in an
ecosystem according to social entrepreneurs.
In our inaugural index, we’ve measured the social
ecosystem in nine cities: Austin, Boston, Chicago, D.C., Los
Angeles, New York City, Miami, San Francisco, and Seattle.
Public data was used to calculate the index. Multiple indicators
were used for each category to represent the variety and
depth within each pillar. We prioritized indicators that are
updated annually.
METHODOLOGY DETAILS
42. 1
APPENDIXNEXTSTEPSAPPLICATIONFRAMEWORKINDEXEXEC.SUMMARY
APPENDIX
INTRO.
To standardize results, we ranked each city based on its
performance in each indicator. The best performer received
nine points and the worst, one (see index for scoring details). All
ranking scores were added together for a final score in
each category.
We’ve weighted each category as 25% of the total score. Thus,
the overall ranking gives equal weight to Funding, Quality of
Life, Human Capital, and Regulation and Receptivity. To see
how rankings would change with different weights, visit our
website SocEntCity.org for an interactive tool.
METHODOLOGY DETAILS — CONTINUED
If you have additional questions, please reach out to us
at halcyonincubator@sandr.org and we’d be happy to
get into all the fun details about our methodology.