Fall 2011

Volume 9, Number 4

In the fall 2011 issue of the Stanford Social Innovation Review we bring you an in-depth report—“Too Good to Fail”—on what had been one of America’s oldest and most important social enterprises, ShoreBank Corp., and the events that led to its recent collapse. Long before anyone coined terms like shared value, blended value, or double bottom line, the people at ShoreBank were busy building a for-profit company that doggedly pursued a social mission.

View the digital edition and download the PDF.


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Finding Your Funding Model

By Peter Kim, Gail Perreault, & William Foster 11

Four guidelines provide a road map for leaders to identify and develop the right funding model for their organization.

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Civil Society

Circles of Change

By Tracy A. Thompson 6

Lending circles, self-help groups, and study circles are among the oldest and most effective tools for creating personal and social change.

What’s Next


Student Retention App

By Suzie Boss

A new Facebook app helps incoming freshmen connect—but within the closed community of their college.

Field Report

Case Study


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Water Thinking

By Rajesh Shah 13

The Peer Water Exchange manages diverse solutions and resources to fight the global water crisis.

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Partnering for a Cure

By Scott Johnson 1

The Myelin Repair Foundation is creating a process for the rapid development of new treatments and cures.




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Corporate Philanthropy

Chris West

By Johanna Mair 1

Chris West leverages the assets of the Shell Foundation and its corporate parent to improve the lives of low-income people in the developing world.


Innovating for More Affordable Health Care

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Government 2.0

By Carleen Hawn

Thanks to Todd Park, a federal agency has discovered that health care organizations can think more like nimble startups than like lumbering giants.

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