Syllabus

Enterprising Leadership (PPS144)
Enterpreneurship in the Social Sector
Spring 2004

Instructor: Tony Brown
Office: Room 149, Sanford Institute
Telephone: 613-7347(O), 383-0740(H)
Email: brown@pps.duke.edu
Office Hours: Wednesday, 10:00am – 3:00pm and by appointment

Teaching assistant: Tim Greeff
Email: thg3@duke.edu
Office hours: by appointment

Course Overview
Enterprising Leadership (PPS144s) is designed to provide students with the skills, analytical perspectives, and knowledge needed to deal effectively with social entrepreneurism as a major contemporary force addressing problems in our society.

An innovative spirit has always been important to progress in our society, and it is even more so today. Social entrepreneurs demonstrate new ways to create sustainable social benefits by fusing a social mission with innovative business practices. These leaders have a clear and compelling moral purpose, they possess effective leadership skills and business savvy, and they are emotionally engaged in their work. Above all, they embrace innovation as a way of life.

The scope of public policy education must expand to respond to the growing social and economic importance of social innovation and the need to study, to understand, and to teach about the unique challenges that social entrepreneurs face. Students at a formative period in their lives need to be prepared for this new era in market-based social innovation. To realize their potential as social entrepreneurs, they need courses and experiences that help them to learn about and develop their own capacities for social purpose innovation and that inspire them to action.

Enterprising Leadership studies social entrepreneurs and the organizations that they create and lead. The leadership focus in the course is on the nature of effective leadership in social purpose organizations. The organizational focus will be on social purpose enterprises that have strong social and commercial values. Students will study the functions of effective social entrepreneurship, different types of community enterprises, and other cutting-edge issues in the social sector.

Objectives and Outcomes
1. Understand the meaning of social entrepreneurship, and develop clear and strong identities as change agents in public policy issues.
2. Increase the cognitive understanding of innovation and social enterprise theories and models, the ability to evaluate their relevance, and the ability to apply them to specific situations.
3. Strengthen diagnostic, evaluation, and planning skills concerning social entrepreneurs, social enterprises, and their roles in addressing important social problems.
4. Improve practical knowledge and competencies important to personal effectiveness in social innovation and enterprising leadership.
5. Contribute value to the Durham and University communities through the enterprising venture projects and other social entrepreneurship activities.
6. Develop vibrant relationships with classmates and have fun in the process.

Outputs
Enterprising Project
The enterprising project challenge will be to define a promising idea and develop a compelling plan that addresses a real problem or opportunity in the Duke or Durham communities, with the objectives of creating meaningful learning experiences for the students and something of enduring value for the community. The project will begin on an individual basis and be consolidated into teams once the proposed ideas are evaluated.

Papers
1. An individual paper that defines and makes the case for your enterprising project idea proposal.
2. A business plan for your team's enterprising project. (One per team, 30-50 pages).
3. A paper that defines and assesses your enterprising project outputs, potential outcomes, and learning experience. (One per team, 3-10 pages, double spaced)
4. A personal social entrepreneurship action plan.
5. A reflection paper at the end of the course (3 - 10 pages, double spaced)
6. Short forms that integrate the class topics with the enterprising projects (one per team). They will not be graded if they are satisfactory.

Expectations and Requirements
As a seminar, Enterprising Leadership is not a course to be "taught.” A learning partnership and the development of a class community are essential to a meaningful experience. This is a course where there is a strong correlation between the level of student engagement and the value of the educational
experience.

Assignments
A folder for each class will be posted on Blackboard course documents. The folder will contain the assignment, assignment comments and discussion questions, class notes, forms, and external links. The assignment in the Blackboard folder will always override the assignment in the PPS144s Syllabus.

Reading assignments and course materials
Most of the reading assignments are on the Internet or distributed in class.
Students are responsible acquiring books for the Book Club. Current journal articles and newsletters will be assigned periodically during the semester.

Class preparation and discussion
Given the breadth of the subject matter covered in the course, class discussions will necessarily focus on basic principles and will assume knowledge of the assigned reading material. Class Notes for all class topics are posted in Blackboard’s Course Documents section. Students have the responsibility to use the class notes to understand the subject matter in each given topic.

Class contribution
As a learning community member, each student is responsible for contributing to the educational experience of the whole class. The class contribution grade will reflect the quality (not quantity) of contributions to class discussions and also other voluntary activities that enhance the course experience for everyone. This includes, but is not limited to Blackboard and discussion group participation.

Guest speakers
We will invite a number of guest speakers to our classes. It is especially important that students prepare for these sessions and contribute to a vibrant discussion.

Personal initiative
Students are responsible to take the initiative to meet with Teddie or me if they have questions or concerns about the course or just so that we can get to know each other.

Activities outside the classroom
Students will participate in book clubs during the semester. Each club will read and discuss two or three popular leadership books. Participation in the book clubs is mandatory. The purposes of these clubs are:
1. Sharpen critical think skills by examining popular leadership books.
2. Share insights about leadership and learn from each other.
3. Build relationships among the students in the class.

The class will take several field trips to meet with social entrepreneurs and community leaders in the Triangle area. We will schedule additional activities outside of the classroom intended to enhance the students’ educational experiences. Examples include meals at my home and a ropes course experience. Participation in these various activities is expected unless there is an important schedule conflict.

Grades, evaluation, and feedback
The final grade for the course will be based on the following:

30 % Class contribution, attendance, and miscellaneous assignments
5 Social entrepreneurship action plan and class reflections
10 Enterprising project idea proposal
20 Enterprising project plan and business plan critique
30 Enterprising project results, project assessment paper, and presentation
5 Reflection paper
100 % Total

Class attendance is essential. Additional credit will be given for 100% attendance and penalties will be imposed for more than two absences (and significant penalties are imposed for excessive absences).

I will distribute a detailed memorandum that defines my grading criteria and processes.
We will compare notes regarding how you are doing in the course at mid-semester. While the class will not be graded on a curve, the standards and final grades will take into consideration the normal distribution for a class of this type. Hopefully, the contribution to, and benefit of this course will be more important than reported grades.

Feedback is a two-way street. I will solicit evaluations and suggestions from you during the semester with the idea of enhancing the course.

Course Outline

Introduction
1) Introduction to PPS144s
2) Introduction to entrepreneurism in the social sector and enterprising projects
3) Entrepreneurship and innovation

Exploration: From Ideas to Promising Proposals
4) Social entrepreneurship development plans and effective team play
5) Practical skills for enterprising leaders
6) Enterprising project idea proposals
7) Enterprising project decisions and team assignments

Validation: From Promising Proposals to Compelling Plans
8) Strategies for sustainability and growth: finding the “sweet spots”
9) Understanding the landscape: needs, stakeholders, collaborative opportunities, and challenges
10) Duke and Student Affairs
11) Durham and the Duke/Durham Partnership
12) Market analysis and opportunity identification
13) Recognizing value and assets - stakeholder analysis and initial engagement
14) Risk management
15) Credible enterprising project proposals: mid-semester team presentations
16) Selling ideas, creating a buzz, and great presentations
17) Budgets and accounting
18) Organization and governance
19) Program evaluation and social return on investment (SROI)
20) Business plans and pitch books

Implementation: From Compelling Plans to Marshalling Resources
21) Stakeholder support and collaboration: institutional, community, like-minded student organizations, and volunteers
22) Financial resources
23) Project implementation and operational plans

Entrepreneurism in the Social Sector
24) Social purpose businesses and for-profit social ventures
25) Social enterprises
26) What works: enterprising leadership theories, principles, models, and lessons

The Final Chapter
27) Social entrepreneurship action plans
28) Final class and PPS144s outcomes

Specific Schedule and Assignments (Bold italic type indicates a written assignment)

Jan. 8 - Introduction to PPS144s
Assignment
PPS144s Personal Questionnaire (Blackboard)
A copy of your resume

Jan. 13 - Introduction to entrepreneurism in the social sector and enterprising projects
Assignment
PPS144s Syllabus Survey (Zoomerang)
Enterprising project proposal (trial run)
Dees, “The Meaning of Social Entrepreneurship” (External links)
Blackboard class notes

Jan. 15 - Entrepreneurship and innovation
Assignment
Excerpts from Butler and Waldroop. Discovering Your Career in Business
Excerpts from Sharma, The Harvard Entrepreneurs Club Guide to Starting Your Own Business
Blackboard class notes

Jan. 20 - Social entrepreneurship development plans and effective team play
Assignment
Enterprising project proposal (1st draft)
Brooks, “The Organization Kid.” The Atlantic. April 2001 (External links)
Read the PPS144s syllabus
Reread the January 15 assignments

Jan. 22 - Practical skills for enterprising leaders
Assignment
Blackboard form (one from each student)
InnoNet program plan (www.innonet.org)
Student Organization Advising Resources (SOAR) web site
http://osa.studentaffairs.duke.edu/soar/index.html
Blackboard class notes

Jan. 23 - Field trip to TROSA (2:45 – 6:00pm)
(Friday)

Jan. 25 - Pancakes at Teddie and Tony’s house from noon – 2:00pm
(Sunday)

Jan. 25 - Enterprising project proposals due at 6:00pm
(Monday)

Jan. 27 - Enterprising project idea proposals
Assignment
Review project proposal memos (Course Documents)
Enterprising project presentations

Jan. 28 - Project evaluations and personal preferences due at 6:00pm
(Wednesday)

Jan 29 - Enterprising project decisions and team assignments
Assignment
PPS144s evaluation methods memorandum

Feb. 3 - Strategies for sustainability and growth: finding the “sweet spots”
Assignment
Blackboard form (one per team)
Enterprising project definition update, status report, and work plan #1 (one per team)
Case: Ben & Jerry’s Homemade Ice Cream, Inc.: A Period of Transition.”
Harvard Business School Publishing #9-796-109 (distributed in class)
Initiate Student Affairs critique and suggestion process
Blackboard class notes

Feb. 4 - Guest speaker in Professor Fleishman’s class
(Wednesday) Trent Stamp, Founder and CEO
Charity Navigator

Feb. 5 - Understanding the landscape: needs, stakeholders, collaborative opportunities, and challenges
Assignment
Blackboard form (one per team)
Guclu, Dees, and Anderson, “The Process of Social Entrepreneurship: Creating Opportunities Worthy of Serious Pursuit.” (External Links)
Blackboard class notes

Feb. 10 - Duke and Student Affairs
Assignment
Student Affairs Critique and Suggestion form (one per team)
Student Organization Advising Resources (SOAR) web site
http://osa.studentaffairs.duke.edu/soar/index.html
Blackboard class notes

Guest
Larry Moneta, Vice President
Student Affairs

Feb. 12 - Durham and the Duke/Durham Partnership
Assignment
Blackboard form (one per team)
Blackboard class notes

Guest
Sam Miglarese and Mayme Webb
Community Affairs

Feb. 17 - Market analysis and opportunity identification
Assignment
Blackboard form (one per team)
Enterprising project definition update, status report, and work plan #2 (one per team)
Case: Amazon.com-2002.”
Harvard Business School Publishing #9-803-098 (distributed in class)
Community Wealth Ventures web site
Blackboard class notes

Feb. 19 - Recognizing value and assets – stakeholder analysis and initial engagement
Assignment
Blackboard form (one per team)
Blackboard class notes

Guest
Jason King, Founder and President
Turning the Page

Feb. 24 - Risk management
Assignment
Blackboard form (one per team)
Blackboard class notes

Feb. 25 - Guest speaker in Professor Fleishman’s class
(Wednesday) Grant Garrison, Special Assistant to the President
Rockefeller Brothers Fund

Feb. 26 - Selling ideas, creating a buzz, and great presentations
Assignment
Blackboard form (one per team)
Blackboard class notes
Excerpts from Gladwell. The Tipping Point

Guest
John Tolsma, President and CEO
Erroyo, Inc.

March 2 - Credible enterprising project proposals: mid-semester team presentations
Assignment
Enterprising project definition update, status report, and work plan #3 (one per team)
Presentation materials
Mid-semester evaluation

March 4 - Social enterprises
Assignment
Blackboard form (one per team)
Blackboard class notes
Visit One World Market (Ninth Street)
Ten Thousand Villages web site

Guest
Paul Myers, CEO
Ten Thousand Villages

March 9 &11 - No classes (spring break)

March 16 - Social purpose businesses and for-profit social ventures
Assignment
Blackboard form (one per team)
Dees and Anderson, “Blurring Sector Boundaries: Serving Social Purposes Through For-Profit Structures.” (External Links)
Blackboard class notes
Responsible World, Inc. web site

Guest
Jon Aram, President
Responsible World, Inc.

March 18 - Business plans
Assignment
Blackboard form (one per team)
Blackboard class notes

March 23 - Budgets and accounting
Assignment
Blackboard form (one per team)
Blackboard class notes

March 25 - Organization and governance
Assignment
Blackboard form (one per team)
Blackboard class notes

March 30 - Program evaluation and social return on investment (SROI)
Assignment
Blackboard form (one per team)
Enterprising project definition update, status report, and work plan #4 (one per team)
Blackboard class notes
Program Evaluation on Innonet.org web site
http://www.redf/aboutsroi.htm

April 1 - Stakeholder support and collaboration: institutional, community, like-minded student organizations, and volunteers
Assignment
Blackboard form (one per team)
Blackboard class notes

April 6 - Financial resources
Assignment
Blackboard form (one per team)
Draft of enterprising project business plan (one per team)
Case: "New Profits, Inc."
Harvard Business School Publishing #MCG006 (distributed in class)
New Profit, Inc and Acumen Fund web sites
Blackboard class notes

April 8 - Project implementation and operational plans
Assignment
Blackboard form (one per team)
Blackboard class notes

April 13 - What works: enterprising leadership theories, principles, and models
Assignment
Enterprising project definition update, status report, and work plan #5 (one per team)
Critique of another team’s enterprising project business plan (one per team)
Blackboard class notes

April 15 - Social entrepreneurship action plans
Assignment
Blackboard form (one from each student)
Blackboard class notes

April 16 - Lunch with Jay Woffington, President, Bridge Worldwide
(Friday)

April 17 - Social meeting with alumni at Tony’s house from 5:00 – 7:00pm
(Saturday)

April 20 - Final class and PPS144s outcomes
Assignment
Social entrepreneurship action plans
PPS144s Zoomerang survey

April 24 - Enterprising project presentations (9:00am – noon)
(Saturday)

April 26 - Enterprising project business plan (one per team)
(Monday) Enterprising project outputs and assessment paper (one per team)

April 28 - Personal reflection paper:
(Wednesday)