Social Sector Solutions for Social Enterprise is an experiential learning course developed and provided by The Bridgespan Group and the Center for Nonprofit and Public Leadership at the UC Berkeley Haas Business School.
The course is part of Berkeley-Haas’ innovative curriculum known as BILD (Berkeley Innovative Leader Development).
The purpose of this course is to provide students with academic frameworks and practical hands-on experience in management and nonprofit consulting. It focuses on consultation teams working with select social enterprises under the guidance of coaches from The Bridgespan Group and Bain. Don Howard, partner at The Bridgespan Group and head of the San Francisco office, will co-instruct the course with Dr. Nora Silver from the Center.
Learn more at http://bit.ly/S3Social Enterprise
October 27, 2015 (Berkeley, California): Conflicted Democracies and Gendered Violence: The Right to Heal, a research monograph. This pioneering publication is authored by an interdisciplinary and global collective of experts, and draws on work with women victim-survivors of conflict and mass violence in defining redress.
This research project was supported by the Center for Social Sector Leadership at the Haas School of Business, UC Berkeley. For more information on the Center, visit http://socialsector.haas.berkeley.edu
The document provides information about the 2013 S3 Clients program. The program connects student teams with nonprofit organizations to work on consulting projects. It aims to develop students' consulting skills while working on critical issues for social sector clients. Students lead projects from start to finish, receiving coaching. The course includes topics on consulting skills and the nonprofit sector. A variety of nonprofit organizations across different domains serve as clients for the student projects.
The document contains summaries of projects completed by students for various nonprofit organizations. It includes the mission and vision statements of each organization, as well as a brief description of each project's objectives. There are multiple client organizations represented in the document.
The document summarizes award recipients and internship highlights from the 2014 Haas Social Impact Fund. It describes several non-profit organizations and social ventures that received funding, including the Silicon Valley Social Venture Fund, REDF, and the National Parks Service. It also summarizes internship projects with these organizations, such as developing an impact investing strategy for REDF, consulting on public-private partnerships for the National Parks Service, and improving operations and the patient experience at San Francisco General Hospital.
The document summarizes the kick-off event for the Berkeley Board Fellows Program. It includes an agenda for the event with sessions on board governance, a panel, matching mentors and fellows, and discussions. It provides details on the program, including benefits for fellows and organizations, fellow and mentor commitments, the program year timeline, and resources available. A panel session includes lessons learned from past fellows and boards. Fellows and mentors then discuss project scopes and integrating the fellow into the board.
The Society of St. Vincent de Paul of Alameda County provides assistance to the poor and homeless in Alameda County. As Berkeley Board Fellows, our goal was to aid the board of directors in developing a strategic plan to strengthen governance, evaluate programs, and ensure long-term sustainability.
Social Sector Solutions for Social Enterprise is an experiential learning course developed and provided by The Bridgespan Group and the Center for Nonprofit and Public Leadership at the UC Berkeley Haas Business School.
The course is part of Berkeley-Haas’ innovative curriculum known as BILD (Berkeley Innovative Leader Development).
The purpose of this course is to provide students with academic frameworks and practical hands-on experience in management and nonprofit consulting. It focuses on consultation teams working with select social enterprises under the guidance of coaches from The Bridgespan Group and Bain. Don Howard, partner at The Bridgespan Group and head of the San Francisco office, will co-instruct the course with Dr. Nora Silver from the Center.
Learn more at http://bit.ly/S3Social Enterprise
October 27, 2015 (Berkeley, California): Conflicted Democracies and Gendered Violence: The Right to Heal, a research monograph. This pioneering publication is authored by an interdisciplinary and global collective of experts, and draws on work with women victim-survivors of conflict and mass violence in defining redress.
This research project was supported by the Center for Social Sector Leadership at the Haas School of Business, UC Berkeley. For more information on the Center, visit http://socialsector.haas.berkeley.edu
The document provides information about the 2013 S3 Clients program. The program connects student teams with nonprofit organizations to work on consulting projects. It aims to develop students' consulting skills while working on critical issues for social sector clients. Students lead projects from start to finish, receiving coaching. The course includes topics on consulting skills and the nonprofit sector. A variety of nonprofit organizations across different domains serve as clients for the student projects.
The document contains summaries of projects completed by students for various nonprofit organizations. It includes the mission and vision statements of each organization, as well as a brief description of each project's objectives. There are multiple client organizations represented in the document.
The document summarizes award recipients and internship highlights from the 2014 Haas Social Impact Fund. It describes several non-profit organizations and social ventures that received funding, including the Silicon Valley Social Venture Fund, REDF, and the National Parks Service. It also summarizes internship projects with these organizations, such as developing an impact investing strategy for REDF, consulting on public-private partnerships for the National Parks Service, and improving operations and the patient experience at San Francisco General Hospital.
The document summarizes the kick-off event for the Berkeley Board Fellows Program. It includes an agenda for the event with sessions on board governance, a panel, matching mentors and fellows, and discussions. It provides details on the program, including benefits for fellows and organizations, fellow and mentor commitments, the program year timeline, and resources available. A panel session includes lessons learned from past fellows and boards. Fellows and mentors then discuss project scopes and integrating the fellow into the board.
The Society of St. Vincent de Paul of Alameda County provides assistance to the poor and homeless in Alameda County. As Berkeley Board Fellows, our goal was to aid the board of directors in developing a strategic plan to strengthen governance, evaluate programs, and ensure long-term sustainability.
This document outlines the agenda and content for a board member workshop. The agenda includes sessions on dynamic board lessons, LinkedIn for Good, speed networking, and using financial data to inform strategy. Additional content discusses the legal duties of care, loyalty and obedience for board members. It covers types of boards including organizing, governing and institutional boards. Other topics include creating a dynamic board, the nine responsibilities of nonprofit boards, common governance gaps, and enablers for improving board performance such as leadership, processes, composition and self-assessment. Key takeaways emphasize the importance of roles, enablers, priority setting, and continuous self-improvement.
The document discusses key aspects of nonprofit business models and finances. It introduces components of the nonprofit business model including who/what the organization serves, how it operates, how it is financed, and where it works. It also discusses the concept of surpluses being reinvested in the organization. The document then explores differences between for-profit and nonprofit models in relation to customer fees and service costs. Key financial statements for nonprofits are outlined including the income statement, balance sheet, and rules around restricted and unrestricted assets. The importance of budgeting, variance analysis, and scenario planning are discussed to help nonprofits achieve financial sustainability while maximizing social impact.
This document outlines the agenda and activities for a Berkeley Board Fellows midyear training. The training includes:
- A learning exercise where fellows share their board experiences anonymously via post-it notes.
- An engagement activity where fellows self-assess their board engagement and discuss ways to improve engagement with coaches.
- Group project discussions where fellows summarize their board projects and get feedback from coaches.
- A review of best practices from the learning exercise.
- Optional one-on-one coaching sessions with experienced professionals.
The training aims to help fellows improve their board engagement through peer learning, coaching, and feedback on their projects. A variety of experienced coaches will be on hand to
Berkeley Board Fellows places grad students as members of nonprofit boards of directors for one academic year. It is the largest Board Fellows program in the country and is co-sponsored by Haas Net Impact student group. Visit http://bit.ly/boardfellows
This document discusses using financial data to inform strategic decisions for nonprofits. It begins by outlining some key differences in nonprofit business models compared to for-profit businesses, such as market failure, reliance on third-party payers, and difficulty accessing growth capital. It then discusses concepts like the nonprofit operating structure and financial model, how nonprofits generate surpluses to reinvest in programs and services rather than generate profits, and rules around restricted and unrestricted revenue and assets. The document advocates that increased use of financial planning tools can lead to greater accountability, responsiveness, business planning, financial performance, and surplus-generating business models for nonprofits.
The document summarizes the work of an organization called GOONJ in developing rural areas of India. Some key points:
- GOONJ collects unused goods and materials from urban areas and transports them to rural villages for development projects like building roads, schools, and sanitation infrastructure.
- Over the past 2 years they have carried out over 900 development activities across 21 states, focusing on sanitation, water, environment, and infrastructure projects.
- They employ innovative solutions like turning discarded cloth into sanitary pads, repairing old sewing machines to start stitching centers, and using discarded furniture and instruments to set up libraries and music programs.
- GOONJ aims to empower local communities and mobilize
Dynamic nonprofit boards play three key roles: shaping mission and strategy, ensuring leadership and resources, and monitoring and improving performance. Research found that while most boards see themselves as strategically guiding their organizations, less than half of directors can accurately summarize the organization's mission and vision. To be truly dynamic, boards must prioritize their efforts based on external factors and the organization's needs, and invest in continuous self-evaluation and improvement. Dynamic board members understand their responsibilities and define a valuable role by contributing expertise, networks, and financial support while avoiding common pitfalls like failing to learn about the organization.
This document outlines the agenda and content for a board member workshop. The agenda includes sessions on dynamic board lessons, LinkedIn for Good, speed networking, and using financial data to inform strategy. Additional content discusses the legal duties of care, loyalty and obedience for board members. It covers types of boards including organizing, governing and institutional boards. Other topics include creating a dynamic board, the nine responsibilities of nonprofit boards, common governance gaps, and enablers for improving board performance such as leadership, processes, composition and self-assessment. Key takeaways emphasize the importance of roles, enablers, priority setting, and continuous self-improvement.
The document discusses key aspects of nonprofit business models and finances. It introduces components of the nonprofit business model including who/what the organization serves, how it operates, how it is financed, and where it works. It also discusses the concept of surpluses being reinvested in the organization. The document then explores differences between for-profit and nonprofit models in relation to customer fees and service costs. Key financial statements for nonprofits are outlined including the income statement, balance sheet, and rules around restricted and unrestricted assets. The importance of budgeting, variance analysis, and scenario planning are discussed to help nonprofits achieve financial sustainability while maximizing social impact.
This document outlines the agenda and activities for a Berkeley Board Fellows midyear training. The training includes:
- A learning exercise where fellows share their board experiences anonymously via post-it notes.
- An engagement activity where fellows self-assess their board engagement and discuss ways to improve engagement with coaches.
- Group project discussions where fellows summarize their board projects and get feedback from coaches.
- A review of best practices from the learning exercise.
- Optional one-on-one coaching sessions with experienced professionals.
The training aims to help fellows improve their board engagement through peer learning, coaching, and feedback on their projects. A variety of experienced coaches will be on hand to
Berkeley Board Fellows places grad students as members of nonprofit boards of directors for one academic year. It is the largest Board Fellows program in the country and is co-sponsored by Haas Net Impact student group. Visit http://bit.ly/boardfellows
This document discusses using financial data to inform strategic decisions for nonprofits. It begins by outlining some key differences in nonprofit business models compared to for-profit businesses, such as market failure, reliance on third-party payers, and difficulty accessing growth capital. It then discusses concepts like the nonprofit operating structure and financial model, how nonprofits generate surpluses to reinvest in programs and services rather than generate profits, and rules around restricted and unrestricted revenue and assets. The document advocates that increased use of financial planning tools can lead to greater accountability, responsiveness, business planning, financial performance, and surplus-generating business models for nonprofits.
The document summarizes the work of an organization called GOONJ in developing rural areas of India. Some key points:
- GOONJ collects unused goods and materials from urban areas and transports them to rural villages for development projects like building roads, schools, and sanitation infrastructure.
- Over the past 2 years they have carried out over 900 development activities across 21 states, focusing on sanitation, water, environment, and infrastructure projects.
- They employ innovative solutions like turning discarded cloth into sanitary pads, repairing old sewing machines to start stitching centers, and using discarded furniture and instruments to set up libraries and music programs.
- GOONJ aims to empower local communities and mobilize
Dynamic nonprofit boards play three key roles: shaping mission and strategy, ensuring leadership and resources, and monitoring and improving performance. Research found that while most boards see themselves as strategically guiding their organizations, less than half of directors can accurately summarize the organization's mission and vision. To be truly dynamic, boards must prioritize their efforts based on external factors and the organization's needs, and invest in continuous self-evaluation and improvement. Dynamic board members understand their responsibilities and define a valuable role by contributing expertise, networks, and financial support while avoiding common pitfalls like failing to learn about the organization.