JULY2013

SOCIAL INNOVATION AND CIVIL SOCIETY:OPPORTUNITIES FOR WORLD VISION MEER ADVOCACY

© 2013 World Vision International All rights reserved. No portion of this publication may be reproduced in any form, except for brief excerpts in reviews, without prior permission of the publisher.

Published by World Vision’s Middle East and Eastern Europe Office on behalf of World Vision International.

Commissioned by Sharon PaytSeries coordinated by Fiona SmithResearched and prepared by Heather Castle

World Vision Middle East and Eastern Europe Regional Office62 PerikleousNicosia 2021CyprusOffice: +357 22 870277 | Fax: +357 22 87020http://wvi.org/meero

World Vision is a global Christian relief, development and advocacy organisation dedicated to working with children, families and communities to overcome poverty and injustice.

World Vision serves all people, regardless of religion, race, ethnicity, or gender.

Introduction

Executive summary

What is social innovation?

TABLE OF CONTENTS

Shifts in civil society for social innovation

Challenges in civil scociety for social innovation

World Vision’s niche

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Introduction

Throughout history, social change and innovation has often been born out of crisis1 and the sentiment that “what we have isn’t working”. From worn political institutions to the global financial crisis, “business as usual” approaches persist, while unmet social needs continue to grow.

Yet with the advent of online platforms and other creative solutions to social problems; broad social connections are being made, the spread of new ideas is flourishing and access to new resource streams provide potential avenues of support. This paper is about the emerging trends in social innovation within the social sector, which is changing the way NGOs and civil society organisations work to improve peoples’ lives. Contemporary interest in social innovation is growing among policy-makers, foundations, researchers and academic institutions around the world.

1 M Harris & D Albury, The Innovation Imperative, NESTA, London 2009

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Introduction

New and newly applied ideas, products and programmes are working to meet the pressing unmet needs of chronic poverty, unequal access to healthcare, as well as civic engagement and activism (among many others). This research was commissioned in an effort to understand social innovation from the perspective of the civil society sector and to identify opportunities of engagement for World Vision (WV) International. The term “social innovation” has been used to cover a broad range of topics in a variety of sectors and has been defined by various organisations2.

Rather than attempt to define social innovation again, the first chapter of this report addresses themes emerging from these definitions with specific application for civil society organisations.

The second chapter addresses current trends or ‘shifts’ that have emerged in non-profit and civil society organisations working to promote social change. Understanding these shifts is

2 For example, see OECD LEED Forum definition and the Social Innovation Review Definition

tantamount to WV’s capacity to identify partnering opportunities and to be able to support sustainable and scalable social innovations within civil society.

The third chapter addresses WV’s niche within civil society, both as a member of civil society and a contributor to social innovation.

The fourth chapter offers a stakeholder mapping of universities, research networks, think tanks and funding bodies, providing a bird’s eye view of the social innovation landscape and potential strategic partnerships for WV to better connect people, ideas and resources.

The fifth and final chapter of this report offers seven implications for WV as they evaluate the next steps towards becoming a key contributor to social innovation globally and specifically in the Eastern European and Middle East region.

Further learning, resources, published books and organisations of strategic interest are also listed for future reference.

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Given WV’s organisational drive for evidence-based learning and programmatic models, WV could fill an important knowledge resource gap for social innovation in civil society and the non-profit sector. Acting as an intermediary, WV could serve as a strategic conduit through which local level CSOs, as well as community members and regional coalitions are linked to social innovation stakeholders (funders, research networks, etc) across sectors and at various levels of engagement (nationally, regionally and globally). For example, WV’s Learning Hubs provide the space for testing innovative programme models, with an established monitoring and feedback loop that encourages analysis of sustainability and impact. The implications for WV of the aforementioned trends in social innovation in the non-profit sector are considered below.

1. Clarify criteria for what fields, contexts and issues should be addressed by WV regarding social innovation, particularly as a “systems entrepreneur”.

2. Consider creating a list of unmet regional/national needs or unresolved social challenges to help anchor the direction of a social innovation ‘hub’, vet future social innovation partners and help determine strategic research networks and funding bodies. Doing so would follow current trends in foundations and donors looking for potential social innovation grantees, award recipients and investments.

3. The relationship between funders and recipients is shifting away from a traditional, transactional relationship to one of more collaboration and partnership for longer-term cycles. As an intermediary, WV can assist by allocating grants on behalf of funders and providing packages of support like capacity-building and strategic/technical guidance.

This relationship requires organisational governance and transparency in order to engage beneficiaries and users in the decision-making process.

Executive summary

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Executive summary

SocialINNOVATION

sectorCHANGE

ENTREPRENEURIAL

Organizationswork

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ED

ASS

ET

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WorldPeople

JusticeImportant

Business

community

together

FU

TU

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newcompanies

government

society

private

Grass-RootsIMPACT

KNOWLEDGE

NOW

see

different

publicDEVELOPMENT

Responsibility

support OPEN

ideasFOCUS

4. WV should explicitly focus on knowledge management and developing relationships with research networks, funders and others in order to actively link the supply of ideas to the demand. Determine next steps for developing a pipeline of knowledge and resource centres in order to connect them with WV’s work on the ground. This facilitates more systematic partnerships between research centres, networks and think tanks to local level social innovators and would enable WV to act as an intermediary, building relationships that will play an important role in opening up new fields and partnering opportunities.

5. The need for social innovators to maintain flexibility through a multi-layered model of engagement at local, regional and transnational levels, as well as across sectors, is stressed throughout the literature. WV will need to possess a degree of organisational flexibility internally in order to better identify and partner with other stakeholders. Network theory is one viable approach.

6. Consider increasing access to knowledge and open-resource sharing with other stakeholders. Online platforms are making access to information easier than ever before, while networks and partnerships are becoming more and more vital to connecting people, ideas and resources.

In order to better resource local level social innovators, a knowledge-sharing online platform supported by WV will enable greater CSO resourcing. This would also enhance WV’s profile, thus increasing collaboration and funding opportunities.

7. Social innovation attracts a wide variety of donors and non-traditional funding models. WV should consider conducting further scoping on how to strategically engage with those funders, research networks and other partners including in the fields of social entrepreneurship and social enterprise.

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Executive summary

SocialINNOVATION

sectorCHANGE

ENTREPRENEURIAL

Organizationswork

NE

ED

ASS

ET

S

WorldPeople

JusticeImportant

Business

community

together

FU

TU

RE

newcompanies

government

society

private

Grass-RootsIMPACT

KNOWLEDGE

NOW

see

different

publicDEVELOPMENT

Responsibility

support OPEN

ideasFOCUS

What is social innovation?

The term “social innovation” can be used to explain a number of social transformations and shifts. The field is broad, covering everything from micro-finance to interventions in health and to online platforms enabling mass collaboration. For the purposes of this report, four trending themes are detailed below3. These themes can be used to better understand the implications of social innovation for WV International.

Social innovations are crosscutting and multi-disciplinary

The term “social innovation” originally referred to experimental research within social sciences and humanities4. Over time, the definition of social innovation has evolved from a narrow understanding of innovation, including social entrepreneurship and social enterprise, to a more holistic definition, encompassing the interconnectedness of the social economy5, and thus the complexity that drives social problems. Contemporary understanding of social innovation recognises that it can happen anywhere, in any sector. For civil society organisations (CSOs) to be effective in social innovation, they will need to reach across boundaries that divide sectors, disciplines and fields to play a critical role in innovation growth and diffusion6. For a social innovation to remain successful, it has to have a broad span of impact and durability, with the ability to withstand the shocks

3 This report only highlights themes pertaining to the non-profit sector that have emerged from the literature and through organizations that have carefully crafted their own defini-tions of “social innovation” (SI) At this point, offering a new, organizational specific definition is not a realistic product of this report.4 Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Defining Social Innovation, A deliverable of the project: “The theoretical, empirical and policy foundations for building social innova-tion in Europe” (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 2012 Pg 55 The term “social economy” cuts across four sub-economies: the market, the state, the grant economy and the household. See R Murray, J Caulier-Grice & G Mulgan, The Open Book of Social Innovation, NESTA, London, 2010 pg 142.6 R Murray, J Caulier-Grice & G Mulgan, The Open Book of Social Innovation, NESTA, London, 2010

and challenges of changing social needs7. Organisations that are able to identify these cross-sector nodes as opportunities for social innovation will thrive.8

The unit of adoption

Social innovation does not necessarily refer to a new solution or idea, but rather a solution that is “perceived as such by the relevant unit of adoption”9. In other words, social innovations are not necessarily new per se, but rather they are more about new ways in which available solutions are applied to work better and therefore bring about measurable improvements in society10. This includes new ways of building the capacity of individuals, communities and organisations to enable the scale-up and sustainability of a proven successful innovation11.

Social innovation is driven by the greater good

Social innovation is often used interchangeably with other terms like “social entrepreneurship” or “social enterprise”12. Yet social innovation moves beyond private gains and general benefits of

7 Westley argues that in order to strengthen a society’s capacity for a steady flow of social innovation, social inclusion and social innovation need to be recognised as intimately connected. See F Westley, The Social Innovation Dynamic, Social Innovation Generation, University of Waterloo, 20088 Contemporary understanding of social innovation is moving beyond the traditional notions the term is commonly couched in. Although innovations from business and economic sectors can have social impact they do not hold a monopoly on social innovation. Nor does non-profit sector, which has been traditionally seen as the sector pioneering approaches to tackling social need. Social innovation can happen anywhere and often happen when sectors overlap with one another. See: Social Innovation and Resilience, also F Westley, The Social Innovation Dynamic, Social Innovation Generation, University of Waterloo, 20089 Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Defining Social Innovation, A deliverable of the project: “The theoretical, empirical and policy foundations for building social innova-tion in Europe” (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 2012 pg 710 ibid11 http://www.ssireview.org/articles/entry/innovation_for_the_next_100_years Last visited July 18, 201312 Social entrepreneurship, understood as the use of entrepreneurial skills to achieve a so-cial purpose and social enterprise, understood to be the technique of trading in the market to achieve social aims, enables social innovation to occur Said School, Oxford pg 44

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the market or the economy13. Social innovations are motivated by benefiting the public as a whole, rather than being driven by profit and work to fill a gap that neither the market nor conventional government policies can fill. Critical resources to social innovators are also likely to be different from say, those in business. Social innovators usually seek out a different mix of resources that include political recognition and support, voluntary labour and philanthropic commitment.

Social innovations are contextually relevant and practice-driven

Social innovation does not happen in a vacuum. Because social innovation is ultimately concerned with social change, and thus changes in attitudes, behaviours and perceptions; improvement in society has to be understood in the context of where the change is taking place14. Organisations will have to be well versed in their cultural context in order to understand what ideas are

13 See J A Phills Jr., K Deiglmeier & D T Miller, ‘Rediscovering Social Innovation’, Stanford Social Innovation Review, vol. 6:4, 200814 ibid pg 12

considered sustainable and scale-able, for example. Furthermore, social innovation is a practice-driven field - more orientated toward testing out new ideas in the real world. Practice-driven social innovation also requires a degree of organisational flexibility for innovations to be implemented and measured15.

In 2012 a report on the theoretical, empirical and policy foundations for building social innovation in Europe (TEPSIE), was sponsored by the European Commission. The TEPSIE report developed a useful typology of social innovation, which articulates the core elements and common features of social innovations. These core elements and common features are outlined in the graphic above16.

15 Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Defining Social Innovation, A deliverable of the project: “The theoretical, empirical and policy foundations for building social innova-tion in Europe” (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 2012 pg 716 For more detail on SI core elements and common features, see Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Defining Social Innovation, A deliverable of the project: “The the-oretical, empirical and policy foundations for building social innovation in Europe” (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 2012 pgs 18-25

SOCIALINNOVATION

Cross-sectoral

Better use ofassets & resources

Developingcapabilities & assets

Mutualism

Grassroots

Newrelationships

Open &collaborative

Prosumption &co-production

Effective

Meets a social need

Novelty

From idea toimplementation

Enhance society’scapacity to act

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Organisational examples

The Change AgencyTraining for ChangeWitnessSocial Innovation Exchange Social Innovation Europe Social Innovator The HUB Centre for Social Innovation Posner Center for International Development, iDEMiddle East Youth InitiativeD-Lab, iLab Massachusetts Institute of Technology Digital Media and Learning Research HubSocial Venture NetworkInnocentive

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Shifts in Civil Society for Social Innovation

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While there is an emerging amount of literature on “innovation” in general, research and analysis of social innovation in the non-profit, public and informal sectors is still emerging, therefore information available is relatively thin17. For example, there has been virtually no work found “specifically analysing the role that policy plays in supporting the process of innovation”18.

The Said School of Business at Oxford in their report on social innovation suggests that this lack of information and systematic analysis is holding back the practice of social innovation, as it is harder to see the gaps in current funding, advice and support mechanisms for sustainable and scaled social innovations. WV is well positioned to partner with governments and other players to address some of these gaps. In order to do so effectively, there are significant shifts in the non-profit sector that should be considered (detailed below).

17 The non-profit sector, also referred to as the third sector, covers a huge variety of social issues and addresses needs neglected by the market and the state. The public sector includes government structures, systems and decision makers. The informal sector is considered to include activities by individuals, families and communities, including civic, religious and other community groups. See Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Defining Social Innovation, A deliverable of the project: “The theoretical, empirical and policy foundations for building social innovation in Europe” (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 2012 PG 28-2918 G Mulgan, S Tucker, R Ali & B Sanders, Social Innovation: What it is, Why it Matters and How it can be accelerated, Oxford Said Business School and The Young Foundation, 2007 Pg. 45

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Shifts in Civil Society for Social Innovation

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Importance of partnerships & networks

One of the most consistent patterns emerging from this research is the importance of networks for the development, incubation and dissemination of social innovations19. Networks serve as alternatives to formal organisational structures, enabling flexibility that otherwise is unattainable in formally constituted public sector organisations. For example, Social Innovation Exchange is a partnership network that works with cities, national governments and international bodies like the European Commission to foster improvements in society. They foster connections between their members, social innovators from the grassroots to policy-making level, as well as across sectors and countries. Overall, research networks have been the prominent pipeline to connect academic research centres, innovation labs and leading thinkers to local level practitioners, communities and policy-makers. There are a number of networks and partnership strategies being employed by burgeoning social innovators20. However, there is no one systematic knowledge pipeline or resourcing model that exists yet.

The need for organisations to maintain flexibility through a multi-layered model of engagement in social innovation at local, regional and transnational levels, as well as across sectors, is stressed throughout the literature. This can be done through leveraging knowledge and research assets that already exist by connecting with others21. Organisations may consequently need to challenge internal systems and processes in order to enable social innovations to develop and thrive.

19 This includes both online networking through social media and relational networks with online platforms for connection.20 See Research Networks in “Stakeholders” section of this report21 R Murray, J Caulier-Grice & G Mulgan, The Open Book of Social Innovation, NESTA, London, 2010

Open sourcing of expertise

The Internet has opened up new possibilities for the open-sourcing of expertise and for collective action. Online social platforms, information libraries and online learning laboratories have made knowledge and networks increasingly accessible to those who would otherwise be unable to access such resources. For example, the crowdsourcing of ideas and innovative social solutions through virtual collaboration can be done through online platforms like Innocentive. The newly developed initiative iLab at Massachusetts Institute of Technology (MIT) works to share expensive IT equipment and educational materials related to lab experiments as widely as possible to support distance learning. Online platforms are the mainstay for social innovation organisations, providing access to resources, information and publications on relevant topics. For example, Social Innovator is Social Innovation Exchange’s sister website solely dedicated as an online library resource, an online “textbook” of social innovation information made available to the public, in order to “guide and support all those who can contribute to the social economy”. Learning labs within universities are increasingly playing a critical role in social innovation development and dissemination22. For example, MIT’s D-Lab: Development through Dialogue Design and Dissemination fosters the development of technologies and sustainable solutions in international development, through trainings, youth outreach and creative capacity building.

In terms of technology and civil society training, there is no one overarching method or strategy that emerges in order to best capitalise on open-sourcing and mass communication. Rather, there remains a menu of choices in resources that are available to activists, organisations, communities and policy-makers23.

22 R Murray, J Caulier-Grice & G Mulgan, The Open Book of Social Innovation, NESTA, London, 201023 For more on digital media and local level activism see also Amplify: Campaigning in a Digital World. See also Local 2.0

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For example, the Change Agency in Australia provides training resources and workshops for community organisers and activists to promote social change, while Training for Change, located in the US, are two organisations that provide activist training through workshop facilitation and online training resources and facilitation manuals in order to spread skills of democratic, non-violent change. Witness is a human rights organisation that uses the power of video to advance their campaigns. They utilise workshops, online toolkits, how-to videos and downloadable curriculum to enable social impact. The Digital Media and Learning Research Hub is another resource available, providing webinars, workshops, trainings and facilitating research to develop best practices in how technology is changing learning environments, civic and social institutions and youth culture globally. Social innovation organisations also recognise that online resources need to be coupled with face-to-face trainings, conferences, etc. Curating face-to-face engagement is tantamount to cross pollination of ideas and solutions to social dilemmas, including trainings and capacity building. Building-based SI projects have emphasised the creative power of “space” and draw on the fact that any new venture needs to be based somewhere and people tend to like to congregate with others like them24.

Shifts in funding mechanisms

Non-profits are starting to diversify from largely project-based income streams. Inversely, donors are also trying to avoid some of the limitations of traditional grant funding25. Some are using prize funds to catalyse innovations like the KAAYIA Awards for Youth Innovation and Achievement. Others are treating grants more like long-term investments, providing funding along with

24 R Murray, J Caulier-Grice & G Mulgan, The Open Book of Social Innovation, NESTA, London, 2010; See for example Hub, Center for Social Innovation & iDE Colorado.25 Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Social Innovation Practices and Trends, Part two of a deliverable of the project “The theoretical, empirical and policy foundations for building social innovation in Europe (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 2012

project involvement and technical support26. Intermediaries can improve the relationship between granters and grantees by linking the two in more efficient and effective ways, as well as allocating funds for specific projects on behalf of the donor27. Crowdfunding and online giving platforms have also opened up new ways of funding social innovations in the non-profit sector28.

Venture philanthropy29 in particular is responding to the notion that traditional granting making has failed to successful assist in building the capacity of non-profits to grow and become financial sustainable30. Venture philanthropists provide multi-year support, usually 3-5 years with the aim of increasing financial stability once funding has ended31. Additionally, venture philanthropists provide non-financial assistance, value close engagement between donors and recipients, as well as engage in performance measurement32.

26 R Murray, J Caulier-Grice & G Mulgan, The Open Book of Social Innovation, NESTA, London, 201027 See for example, Social Innovation Fund28 For crowd funding see Kickstarter, Open IDEO, and IndieGoGo. Online giving platforms include: Global Giving Fund, Altruistiq Exchange, and Network For Good29 The definition of venture philanthropy is ever evolving, but can be simply defined as taking techniques from venture capital and applying them to achieving philanthropic goals. For more, see : The Growth of European Venture Philanthropy, http://evpa.eu.com/wp-content/uploads/2010/11/Summer_2013_The_Growth_of_European_Venture_Philanthropy.pdf30 http://www.socialinnovator.info/ways-supporting-social-innovation/third-sector/mis-sion-related-investment/venture-philanthropy Visited July 17, 201331 Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Social Innovation Practices and Trends, Part two of a deliverable of the project “The theoretical, empirical and policy foundations for building social innovation in Europe (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 201232 For example, see Venture Philanthropy Partners with a portfolio of non-profit investing in the US

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Challenges in civil society for social innovationIn general, the civil society sector lags behind the cutting edge of social innovation. Historically, research on social innovation has consisted of exploratory case studies, rather than substantial data sets or meta-analysis about how innovation should be best organised33. Organisations usually work in isolation from one another, so examples of excellence are few and far between34. Civil society organisations, especially at the local level, have limited resources so paying attention to new approaches or scaling up promising practice to encourage social change is not always possible35. Furthermore, non-profits may simply lack the know-how and tools to move in new directions or bring their ideas to scale in a way that generates serious social impact36.

33 G Mulgan, S Tucker, R Ali & B Sanders, Social Innovation: What it is, Why it Matters and How it can be accelerated, Oxford Said Business School and The Young Foundation, 2007 Pg. 4534 Caulier-Grice, J. Davies, A. Patrick, R. Norman, W, Social Innovation Practices and Trends, Part two of a deliverable of the project “The theoretical, empirical and policy foundations for building social innovation in Europe (TEPSIE), European Commission – 7th Framework Programme, Brussels: European Commission, DG Research, 201235 The non-profit, or third sector is often affected in times of recession and austerity through a increase demand on service provision while at the same time experience a cutback in government funding. For example in Central and Eastern Europe, expectations of non-profits have evolved to become primary service providers, filling gaps left by govern-ments. See: Comparative Non-Profit Sector Project, John Hopkins University36 P Plastrick and M Taylor, Net Gains: A Handbook for Network Builders Seeking Social Change, 2006 pg 102 http://networkimpact.org/downloads/NetGainsHandbookVersion1.pdf

World Vision’s nicheWV International is one of the largest global humanitarian relief, community development and advocacy organisations. Its regional headquarters for the Middle East and Eastern Europe are located in Cyprus and cover 12 countries regionally. WV is a member of the civil society community at local, national and regional/global levels, as well as a direct contributor to community development and governmental reforms. WV’s size, scope and capacity position WV to play a meaningful role in the development, incubation and scale-up of social innovation in the non-profit and public sectors. WV has a rich history of working with / through partner entities such as: non-governmental organisations, community-based organisations, local governments, etc.

It has expertise in training activists for advocacy at all levels, from grassroots initiatives to national level campaigns. The result has been systemic reforms in areas such as child and maternal health, child protection and anti-trafficking. In many countries WV is an active member of child-oriented NGO coalitions and very often it is a member of executive boards and other coalition structures, dedicating resources and human capacity to strengthening such coalitions.

Furthermore, WV’s child-focus is a key, as many foundations, governments and organisations are increasingly recognising the importance of engaging with youth leaders and investing in grassroots advocacy capacity. However, there is room for improvement and reflection, especially in light of recent social movements, technological advancements and ever-evolving complex social needs.

WV and its partners can gain significantly from a more strategic approach that would harness WV’s international stature towards multi-country / regional initiatives intended to ignite and sustain social change.

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As such, WV’s niche in social innovation can best be seen as that of an intermediary, also referred to as a “systems entrepreneur”. Intermediaries are those individuals, organisations, networks or spaces that connect people, ideas and resources37. Intermediaries can connect CSOs with supports they need to grow their innovations, generate a higher level of engagement between donors and recipients, as well as stimulate the spread of innovations by strengthening regional and transnational networks and their local level counterparts, encouraging multidisciplinary collaboration and encouraging training and leadership development through capacity building38.

37 R Murray, J Caulier-Grice & G Mulgan, The Open Book of Social Innovation, NESTA, London, 201038 See Open Forum for CSO Development Effectiveness and McKinsey’s Organizational Capacity Assessment Tool

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Key players in social innovation

WV comes to the table equipped with local level partnerships, national networks and regional coalitions, along with its size, scope and capacity for social impact. In order for WV to play a more meaningful role in connecting people, ideas and resources, a mapping of stakeholders both regionally and globally is necessary. While each section of stakeholders has been distinguished by function, it should be noted that overlaps exist - representing their interconnectedness. Various funders, including transnational funding bodies like the European Commission and USAID, together with research networks, facilitate knowledge pipelines to plug into university research centres and generate social innovation through local level civil society organisations.

Universities & Research CentresMIT (US)Harvard Ash Centre/Non-profit (US)London School of Economics (UK)Central European University (HUN)Stanford University (US)Johns Hopkins University (US)Oxford University (UK)

Think TanksAshokaBrookings InstituteChatham HouseCarnegie Endowment for International Peace Network of Democracy Research Institutes (NDRI) (Think Tank Network)

FoundationsThe Young FoundationThe Rockefeller Foundation Open Society FoundationInternational Youth FoundationSocial Venture PhilanthropyMacArthur Foundation

Research Networks EMES Research Network Network of Democracy Research InstitutesThe Network of Institutes and Schools of Public Administration in Central and Eastern Europe (NISPAcee).Policy Association for an Open Society (PASOS)International Society for Third-Sector Research (ISTR)

For a more comprehensive list of social innovation stakeholders review Annex A -Alphabetised list of SI Stakeholders

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Further reading

SI ToolkitsProject Innovation, The Project Innovation Toolkit, accessible online at: http://www.socialinnovationtoolkit.com/home.html

IDEO, Human Centered Design Toolkit, accessible online at: http://www.ideo.com/work/human-centered-design-toolkit/

Ash Centre for Democratic Governance and Innovation, Innovators Tool Kit, available online at: http://www.socialinnovation.ash.harvard.edu/innovators-toolkit.html

Stephen Goldsmith, The power of Social Innovation: How Civic Entrepreneurs Ignite Community Networks for Good, Jossey-Bass, San Francisco, 2010

Frank Moulart et al, The international Handbook on Social Innovation: Collective Action, Social Learning and Trans- disciplinary Research, Edward Elgar Publishing Ltd, Cheltenham UK, 2013

Steven Johnson, Where Good Ideas Come From, Riverhead Books, New York, 2010

Timo J. Hämäläinen (ed), Social Innovations. Institutional Change and Economic Performance, Edward Elgar Publishing Ltd, Cheltenham UK, 2007

Alex Nicholls (ed), Social Innovation: Blurring Boundaries to Reconfigure Markets, Palgrave MacMillan, Hampshire, 2012

D Bornstein, How to change the world: social entrepreneurs and the power of new ideas, Oxford University Press, Oxford, 2004

P Hartigan & J Elkington, The Power of Unreasonable People: How social entrepreneurs create markets that change the world, Harvard Business School Press, Boston, 2008

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Annex A - Alphabetised list of SI Stakeholders

Horizon 2020 Altruistiq ExchangeAsh Center for Democratic Governance & Innovation, Harvard Kennedy SchoolAshokaAshokaU Changemaker CampusAspen Institute PragueAspen Institute Program on Philanthropy and Social InnovationAspen Institute RomaniaBrookings Doha Center, Brookings InstitutionCarnegie Endowment for International Peace, BeirutCarnegie Endowment for International Peace, BrusselsCarnegie Endowment for International Peace, MoscowCarnegie Endowment for International Peace, Washington DCCaucus Institute for Peace Democracy and DevelopmentCenter for Civil Society Studies, John Hopkins University Center for Creative Leadership – EMEA (Europe, Middle East, Africa)Center for Entrepreneurship and Innovation, Said Business School, University of OxfordCenter for Policy Studies (CPS), Central European UniversityCenter for Social and Economic Research (CASE)Center for Social Innovation, Stanford Graduate School of Business, Stanford UniversityChatham House - EuropeChatham House – Middle East and North AfricaChatham House – Russia and EurasiaDevelopment through Dialogue, Design, and Dissemination (D-Lab), Massachusetts Institute of Technology Digital Media and Learning (DML) Research HubDubai School of GovernmentECPR Standing Group on South Eastern EuropeEMES Research NetworkEuclid Network

European Research Network on PhilanthropyFord FoundationGlobal Giving FundGlobal Public Innovation Network, Ash Center Harvard Kennedy SchoolGlobal Social Enterprise Initiative, McDonough School of Business, Georgetown UniversityGovernment Innovators Network, Ash Center Harvard Kennedy SchoolGulf Research CentreHauser Center for Non-Profit Organizations, Harvard UniversityIndieGoGoInnocentiveInnovation Union, European CommissionIntegrity ActionInternational Society for Third-Sector Research (ISTR)International Youth FoundationKAAYIA Awards for Youth Innovation and AchievementKickstarterLegatum Center for Development and Entrepreneurship, Massachusetts Institute of TechnologyLGT VPLSE IDEASLSE Ideas: Balkans International AffairsLSE Ideas: Middle East International AffairsLSEE Research Network on Social Cohesion in South Eastern Europe, London School of Economics (LSE)LSEE Research on South Eastern Europe, London School of Economics (LSE)Martin Trust Center for MIT EntrepreneurshipMason Center for Social Entrepreneurship, George Mason UniversityMcKinsey Organizational Assessment ToolMiddle East Youth InitiativeMIT OpenCourseWareNESsT

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NESTA Innovation LabNetwork for GoodNetwork of Democracy Research Institutes (NDRI)New Frontiers in Philanthropy Project, Center for Civil Society StudiesOpen Forum for CSO Development EffectivenessOpen IDEOOpen Society European Policy InstituteOpen Society FellowshipOpen Society Foundation (OSF)Open Society Foundation EuropeOpen Society Foundation Middle EastOverseas Development InstitutePolicy Association for Open Society (PASOS)Policy Documentation Center, Central European UniversityPolish Institute of International AffairsPosner Center for International Development, iDEPoverty Action Lab (J-PAL) Europe, Massachusetts Institute of TechnologyPoverty Action Lab (J-PAL), Massachusetts Institute of TechnologyProject on Social Innovation, Ash Center Harvard Kennedy SchoolPublic Integrity Education Network (PIEN) at Center for Policy Studies, Central European UniversityRockefeller FoundationSaban Center for Middle East Policy, Brookings InstitutionSilatechSkoll FoundationSocial Innovation Conversations, Center for Social Innovation Stanford UniversitySocial Innovation Europe (SIE)Social Innovation Exchange (SIX)Social Innovation Fund, Office of Social Innovation and Civic Participation, The White House

Social Innovation Program, George Mason UniversitySocial InnovatorSocial Venture NetworkStanford Center on Philanthropy and Civil Society (PACS), Stanford UniversityStanford Social Innovation ReviewStockholm International Peace Research InstituteThe Accelerator, Young FoundationThe Australian Centre for Social Innovation (TACSI)The Center for European Enlargement Studies (CENS)The Change AgencyThe Danish Technology InstituteThe HubThe iLab Project, Massachusetts Institute of TechnologyThe Network of Institutes and Schools of Public Administration in Central and Eastern Europe (NISPcee)The Social Innovation Initiative, Swearer Center for Public Service, Brown UniversityThe Theoretical, Empirical, and Policy Foundations for Social Innovation in Europe (TEPSIE)The Young FoundationTools of Government Project, Center for Civil Societies, John Hopkins UniversityTraining for ChangeVenture Philanthropy PartnersWILCO Project, Social Innovation ResearchWitness.OrgWolfensohn Center for Development, Brookings InstituteWroclaw Research Center EIT+Youth Policy.Org YouthActionNet

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