We all have a story. Whether that is growing up in rural farmland or hearing the unending deluge of car horns in the high-rises of a major city, people are hooked by the captivating and unique details of where you come from.

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Our social sector has reached a critical juncture in its ability to address society’s most pressing needs. Economic crises, natural disasters, declines in philanthropic support, and a variety of societal factors have created an untenable situation for many nonprofit organizations. Faced with increasing demand for their services, these organizations are often unable to scale their programs and services to further their missions and broaden their impact. Despite the continuous growth in the number of organizations and service providers, the sector is still unable to build capacity, acquire the necessary resources, and achieve the outcomes needed to truly provide societal benefit.

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Philadelphia has always been a community filled with partnership and innovation, and in the last few years the city has built a burgeoning tech hub and an entrepreneurial-minded district that has enhanced innovative partnerships in scope and scale. But what does social innovation mean for the operation and management of schools?  In order to ensure that social innovations are being optimized, it is critical for the school to foster an environment that is amicable to change and open to new ways of operating. Innovative thinking first happens internally at the school level, which in turn leads to opportunities to partner with groups that are socially entrepreneurial.  If the school is the innovation hub then it must take on a leadership role when engaging with partners. For this to be true, I believe 3 things are necessary for innovation and social entrepreneurship to truly thrive within schools. 

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Social media can be loosely defined as ‘a group of internet based applications which are used to turn communication into interactive dialogue among organizations, communities, and individuals.' Over the last several years, social media has become a powerful source of news updates through different sources, such as Twitter, Facebook, LinkedIn, YouTube and many more. Whether personal or business, there are different platforms for all types of interests.

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Social Innovations through the Public Sector: University of Pennsylvania, Fels Institute of Government Awards Public Policy Challenge to New York University for development of a mobile app providing timely student attendance information to support teachers and empower caregivers to assure all children are present in school.

One of the biggest opportunities for community and social impact is through innovations in the public sector, and understanding how to move policymakers and stakeholders to make them happen. On Sunday April 22, 2012 at the National Constitution Center, five student teams competed to win $15,000 to support their proposed public sector innovation through a national invitational competition organized by the University of Pennsylvania’s Fels Institute of Government. The competition was held as part of the school’s celebration of its 75th anniversary. The five finalists, who had competed locally to advance to the final round in Philadelphia, presented useful and scalable ideas to save local government funding and address a social or environmental issue facing their local communities. All proposals included a thoughtful analysis of how to address policy issues and barriers to implementation. The Philadelphia Social Innovations Journal was a proud supporter of the Public Policy Challenge along with WHYY, the National Constitution Center, Greater Philadelphia Tourism Marketing Corporation, GOVERNING Magazine, Dr. G. Geoffrey & Mrs. Loredana Cromarty, and sponsor organizations Deloitte Consulting and Knight Foundation.

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As a blog written about senior service and health issues, In the Loop has primarily tried to inform readers rather than taking controversial stances. However, current circumstances in our country seem to be calling me to take a strong stand on behalf of, of all things, the virtues of taxes!

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“I give her two more years—tops,” I said to a colleague after School District of Philadelphia then-Superintendent Arlene Ackerman met with me and a diverse group of around 50 other Philadelphia charter school leaders in the spring of 2009.

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The job of a superintendent is that of a leader, teacher, principal, parent and student. Their goal is to understand the workings of their district and how to best support the community’s children. Today, all superintendents are required to increase student success while addressing serious operational issues due to budget cuts and reductions in workforce. The key to being a successful superintendent depends on their relationship with the central administration staff. The administration staff are the employees that put the superintendent’s policies into practice and are the gatekeepers to all outside parties looking for information, support or access. Creating a system where information flows openly and all individuals are valued for their contribution is critical to increasing morale and efficiency. Recognizing the critical nature of this relationship, I have provided my list of core requirements that will ensure that employees support and advocate for their superintendent through thick and thin.

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This fall our colleagues in the School District of Philadelphia are faced with some significant challenges, including the important task of conducting a search for a new superintendent. While there is much being written and spoken about this abstract idea of “leadership,” I wonder if enough thought is being given to the specific qualities and behaviors that comprise effective leadership.

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Since Ackerman’s departure, there have been a flurry of editorials on the next superintendent and the direction of Philadelphia education. Here are three:

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