SOCIALBenchmark

Top SOCIAL Incubators IN THE U.S.EXECUTIVE SUMMARY

2015report

UBI GLOBAL

UBI GLOBAL

UBI GLOBAL

SOCIAL BENCHMARK 2015 REPORTTOP SOCIAL INCUBATORS IN THE U.S.

AUTHORS: DHRUV BHATLI AND AMANDA CUMBERLANDCONTRIBUTORS: MALIN ECKEL, LAURO CARNICELLI, AJAY SINGH, MIHAELA MARIN

CONTACT US UBI Global

info@ubi-global.com Stockholm, Sweden

PUBLISHED JULY 2015© 2015 UBI Global

Incubation impact and networkAll rights reserved

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This publication is a creative work copyrighted by the UBI Global and fully protected by all applicable copyright laws. Reproduction or translation of any part of this work without the permission of the copyright owner is unlawful. Requests for permission or further information should be addressed to the Permission Department, UBI Index AB, Jakobsbergsgatan 22, Stockholm, Sweden

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UBI GLOBAL Top social incubators in the U.S.3 - Executive Summary

There is a growing trend and need for solving important social issues using business practices and solutions. Social entrepreneurship is an attempt to solve such issues. Social entrepreneurship is helping society by sustainable harnessing of opportunities to create a positive change in the community. This first benchmark of social incubators in the U.S. conducted by UBI Global in partnership with Cisco is a testament to the positive economic and social impact by the incubators that support social entrepreneurship.

Emerging insights suggest that top performing social incubators help social startups create more jobs, retain local talent, generate revenue and provide long-term benefits to the local community. They also provide better access to funding opportunities and mentors who can help social entrepreneurs develop core skills.

In this vein, results for the whole sample highlight the impact created by the participating incubators. All of them combined created over 15000 jobs in the last five years alone of which over a third were created for underprivileged communities. To add to it, the incubators and its client startups have managed to attract over $290 million in funding in the last five years while generating combined revenues of around $725 million through the same period.

The total number of beneficiaries that were positively impacted by the incubators and their client startups stands at an impressive 6.3 million over the last five years with a median of around 6000. They attracted over 900 volunteers in the last year.

The duration of incubation varies considerably, ranging from 3 months to 24 months with 30% of social incubators have an incubation duration of 3 months. Top incubators also employ more coaches and mentors than an average incubator to help their startups.

Forty-two percent (42%) of social incubators have an operational budget between $50k-$400k whereas only 21% of social incubators had an operational budget in excess of $1.2m.

Average number of investors in an incubators network is 20, and this number is twice as high for top social incubators. The same trend continues for national and international sponsors where top incubators attract more than three times the number of sponsors than an average incubator.

This data gives us some interesting insights into how these social incubators are creating an ecosystem that creates employment and contributes positively to the economy of the regions where they are located.

With more and more players in the industry looking to support this space, we can expect bigger social and economic contributions from this sector in the coming years.

1 EXECUTIVE SUMMARY

Based in Stockholm, Sweden, UBI Global is a thought leader in performance assessment of business incubators around the world where more than 400 university business incubators and accelerators in over 70 countries participate. Through their international benchmark, UBI Global helps business incubators and accelerators become more efficient and competitive.

The purpose of UBI Global is two fold, a) help existing university business incubtors become efficient and b) help universities without a business incubator start one in the most effective manner. In addition to that UBI Global also provides corporations and governments with global incubation knowledge to better support incubation programs and entrepreneurship.

UBI Global Stockholm, Sweden

Some Key Insights

UBI GLOBAL 4 - Table of Contents Top social incubators in the U.S.

2 TABLE OF CONTENTS

1 EXECUTIVE SUMMARY � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �3

2 TABLE OF CONTENTS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �4

3 DEFINITIONS AND METHODOLOGY � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �7

01 DEFINITIONS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7

02 DIFFERENCE BETWEEN RANKING AND BENCHMARKING � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7

03 BENCHMARKING METHODOLOGY � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 8

04 BENCHMARKING CLASSIFICATIONS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 10

4 SAMPLE AND LANDSCAPE � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11

01 OPERATIONAL BUDGET � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11

02 SECTORS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11

03 YEAR OF FOUNDATION � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11

03 SEED FUNDING � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11

5 BENCHMARK � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12

01 U�S� SCORE � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12

02 APPLICATIONS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12

03 FUNDING STATUS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12

04 SURVIVAL RATE � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12

05 BUDGET ALLOCATION� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 13

06 SUPPORT FROM THE ECOSYSTEM � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 13

6 INSIGHTS & BEST PRACTICES � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 14

01 IS YOUR INCUBATOR AMONG THE BEST IN THE WORLD? � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 14

02 SPECIAL FEATURE: POPTECH � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 15

03 PUBLICATIONS AND EVENTS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 17

7 ACKNOWLEDGEMENTS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 18

8 PARTICIPANT DIRECTORY � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 19

UBI GLOBAL Top social incubators in the U.S.5 - Benchmarking Social Incubators

UBI GLOBAL

A social enterprise is an organization that

focuses on achieving social impact, applying

market-based solutions to address public sector

and market failure in innovative ways

BENCHMARKING SOCIAL INCUBATORS

According to European Venture Philanthropy Asso-ciation*, a social enterprise is an organization that focuses on achieving social impact, applying mar-ket-based solutions to address public sector and market failure in innovative ways. This definition is very relevant to our times. They are the innovation centers working toward creating not only social impact but also significant economic impact.

Unlike traditional companies, social startups focus on maximizing social impact, rather than maximizing profit gains. Closely related to this assumption, a fre-quently asked question arises, how can an incubator that focuses on social startups grow into a successful business?

On a closer look, social startups operate like most other startups, in addition to their main focus on environmental and societal issues. In this regard, the goals that sustain their core strategy consist of aiming to be economically feasible, facing the challenge of reaching a wider audience, acquiring a skilled workforce and resources in form of funding and relevant network.

Based on external research, and this first benchmark of social incubators we have concluded that social startups fulfill two conditions.

Amanda CumberlandMarket Research Lead Cisco Corporate Affairsacumberl@cisco.com

Dhruv BhatliDirector of Research, Co-founder UBI Globaldhruv@ubi-global.com

First, they are economically feasible, i.e. financially stable with a sustainable operation and second, they generate a high social or environmental impact for its community or its targets.

In conclusion, the more economically viable a social startup is, the more social impact it generates over time.

European Venture Philanthropy Association

WHY BENCHMARK SOCIAL INCUBATORS

This is where social incubators come in, to help social startups grow and become economically viable.

Social incubators are gaining relevance these days not just because society is becoming more conscious about the social and economic issues, but also be-cause the traditional way of charity or social contribu-tion for both corporate and non-corporates is under-going a transformation.

Social incubators support the innovative social ini-tiatives that would otherwise probably die because of less or no available support. These incubators not only provide these startups with funding options but also provide those services and skills that their client startups lack.

Social incubators also provide them with education

UBI GLOBAL 6 - Benchmarking Social Incubators Top social incubators in the U.S.

We believe this framework will help social incubation

programs, their support organizations and governments to

understand the relevant performance indicators associated

with social incubators in a systematic manner

through coaching and mentorship services to better manage their businesses.

Social incubators not only create economic impact but also have other impact in sectors, such as healthcare, education and the environment. As the number of social incubation programs increase their presence in the global incubation sector, there is a greater need to help programs improve and help others start.

Benchmarking them can help us understand best practices across social incubators and in turn help us make them better and create more jobs. However, in this regard, a framework to measure the performance of social incubators does not exist.

HOW TO BENCHMARK SOCIAL INCUBATORS

In this context it seems relevant to introduce a new framework to address this gap. It is built on two dis-tinct performance categories, a) Economic and social impact and b) Value for client startups.

On one side, it regulates the social and economic im-pact of the social incubator and its client startups and and on the other, it assesses the value provided by the social incubator to its client startups.

What this translates into is that a top performing social incubator and its client startups would generate high social and economic impact, all while it provides excellent services to its client startups in terms of skill development, access to funds and access to networks.

The quantitative metrics are supported by qualitative

interviews focused on understanding the quality of impact and the processes behind the performance of a given incubation program.

We believe this framework will help social incubation programs, their support organizations, and govern-ments to understand the relevant performance indica-tors associated with social incubators in a systematic manner.

Based on discussions with incubators managers and social impact experts it became clear that such a framework that measures both social and economic performance would also help to track and monitor the clients of social incubators and measure their social and economic impact.

In this regard, UBI Global in collaboration with Cisco developed a new framework that evaluates the per-formance of incubation programs targeting social and environmental themes.

UBI GLOBAL Top social incubators in the U.S.7 - Definitions & Methodology

01 DEFINITIONS THREE TYPES OF BUSINESS INCUBATORS

MANAGED BY, AFFILIATED WITH, OR ASSOCIATED TO UNIVERSITY (-IES)

BUSINESS INNOVATION CENTER

• Dedicates its efforts and resources to help entrepreneurs with innovative ideas and turn those ideas into viable, successful, and sustainable businesses

• Core mission is to accelerate innovative entrepreneurship at the local level, through the customized delivery of a comprehensive range of professional support and incubation services (pre-incubation, incubation, post-incubation) targeted at innovative startups, spin-offs, entrepreneurs and SMEs

BUSINESS ACCELERATOR

• A fixed cohort-based program that focuses on catalyzing growth of ventures through an array of intensive mentorship and educational services to prepare client startups for market access.

• Quality controlled intake of clients (startups) and regular time bound exits in form of graduates.

3 DEFINITIONS & METHODOLOGY

02 DIFFERENCE BETWEEN RANKING AND BENCHMARKING RANKING AND BENCHMARKING ARE NOT THE SAME

Developing a framework and methodology that measures the performance of university business incubators allows both for ranking and benchmarking. At UBI Global we have numerous types of benchmarking classifications depending on the type of incubator and the type of relationship between the incubator and the university.

The difference between ranking and benchmarking is that ranking implies the ordering of the incubators according to their performance, whereas benchmarking means the comparison of one particular incubator taken out of the sample against a point of reference which in this case are top performing incubators. In other words, if we were to

think of this difference in terms of numbers - a ranking process would attribute an absolute number to each of them (the position in the series), whereas benchmarking would be the ratio of incubator performance and that of the reference line (top global average, top regional average etc.)

At UBI Global, we follow a two pronged approach to benchmark social incubators. First, a reference line of top incubators is constructed, second a benchmark process stacks participating incubators against that reference line to identify the strengths, weaknesses and best practices associated with improving the performance of benchmarked incubators.

RANKING BENCHMARKING

BUSINESS INCUBATOR

• Primary objective: To facilitate entrepreneurship and support early stage (new) ventures through a systematic (mid-long term) and extensive incubation process that includes services and infrastructure

• Quality-controlled intake of clients (startups) and regular time-bound exits in the form of graduate startup clients

UBI GLOBAL 8 - Definitions & Methodology Top social incubators in the U.S.

* Based on Bhatli & Eriksson framework to measure incubator performance (2013)

40ECONOMIC AND SOCIAL IMPACT

VALUE FOR CLIENTS

Economic Impact

Social Impact

Competence Development

Access to Funds

Access to Network

1. APPROPRIATE RESEARCH DESIGN – A framework to ensure that the relevant metrics are considered for the benchmarking

2. APPROPRIATE DATA COLLECTION – The survey and preparation of the data for analysis are carefully screened to ensure non erroneous data collection and treatment

3. DATA ANALYSIS & BENCHMARK – To ensure reliable data analysis, fair comparisons and non-biased benchmarking

DESK RESEARCH

INCUBATION EXPERTS

03 BENCHMARKING METHODOLOGY BENCHMARKING PROCESS: 3 KEY STEPS

BENCHMARKING FRAMEWORK*

1. RESEARCH DESIGN

The benchmark of social incubators in the U.S. is built using the Bhatli & Cumberland framework*, a comprehensible and exhaustive structure, which is made up by clusters of indicators that form the basis of a standardized framework for comparison.

The same has been perfected through in-depth desk research and extensive consultations with numerous incubation experts around the world. It measures each participating incubator on two broad categories. These categories are further divided into five sub categories and constitute of over forty key performance indicators.

RELIABLE AND HOLISTIC METHODOLOGY

UBI GLOBAL Top social incubators in the U.S.9 - Definitions & Methodology

3. DATA ANALYSIS & BENCHMARK

For enabling comparison and removing bias, benchmark adjustments are conducted based on incubator type, age, and size to make their performance comparable.

The incubator managers were consulted to ascertain the weights of the KPIs, and a second validation came from the UBI Global research advisory board. Then, the research team moved on to cumulate the performance scores and correlations of KPIs to attribute points to each participant incubator. The results are weighted sums and attribute performance scores to each participant incubator. The attributed scores permits us to identify social incubators in the U.S. that perform well.

In every research study, there is still some risk for biases in the values of the variables. The key adjustments to counter this risk here were asking additional documents from selective participants to verify self reported data; ensuring statistical measures to eliminate errors; and when available, the research team used secondary sources of data to validate the assumptions. However even after trying to correct those problems, bias can exist. Hence, the resulting benchmark is an excellent description of the reality but can never be reality itself.

2. DATA COLLECTION AND TREATMENT

A benchmark of social incubators in the U.S. should ensure a proper representation of incubators. In this regard, the final participants for the study were selected amongst 40 incubators after a rigorous pre-assessment process.

Out of the initial sample, 24 incubators from 16 U.S. states were selected as suitable for the benchmarking process.

They were provided with an online survey based on the above-stated framework. The survey was made up of 72 questions, where each incubator had a period of two weeks to complete it and during this time a help desk was set in place to make sure that all queries were answered. The help desk was reachable during the week by a dedicated telephone line and by e-mail, to which the survey team responded within 24 hours.

The gathered data was screened for pattern data entry, outliers, anomalies, mistakes and inconsistencies. Secondly, coarse data was eliminated to ensure better representativeness of the study.

Next, based on the identified anomalies, the reported data was classified into two groups :

1. incubators which require additional verification (and support documents)

2. incubators that do not require additional verification.

For incubators in the first group additional documents and clarifications were sought. The cleaned and verified data was normalized, from different formats and units to scale of 0-1. Additional measures were taken to assess distribution of values (e.g. through plotting histograms), adjusting performance based on the size of the incubators (e.g. converting outputs and yields into ‘per capita, per year’ terms) and adjustments related to type of the incubator

(e.g. reducing weights for commercialization stage incubators). All these measures resulted in making the final performance indicators highly comparable and with minimum bias.

UBI GLOBAL 10 - Definitions & Methodology Top social incubators in the U.S.

04 BENCHMARKING CLASSIFICATIONS BASED ON THE TYPE OF INCUBATOR AND THE RELATIONSHIP WITH THE UNIVERSITY (-IES)

BENCHMARKING ADJUSTMENTS

$ Incubator’s

budget

# Incubator’s employees

# Incubator’s client startups

BY AGE

0-3 years

Young

4-6 years Mid-aged

6+ years Mature

UNIVERSITY ASSOCIATED Works closely with the university but has no formal affiliation with any university

ASSOCIATED

UNIVERSITY MANAGEDMajorly operated by the university

BUSINESS INCUBATORFacilitate entrepreneurship and supports new startups through a systematic and extensive incubation process

BUSINESS ACCELERATORA fixed cohort-based program that focuses on catalyzing growth of startups through an array of intensive mentorship and educational services

MANAGED

UNIVERSITY AFFILIATED Not managed by the university but has a formal affiliation with the university

AFFILIATED

BY SIZE

BY INCUBATOR TYPE

Business Incubator & & Business Innovation Center

Business Accelerator

As suggested earlier, there are numerous classifications that are considered when benchmarking social incubators. These can be broadly grouped into the type of incubator, i.e. business incubator or business accelerator or type of relationship between the incubator and the university.

UNIVERSITY RELATION INCUBATOR TYPE

UBI GLOBAL Top social incubators in the U.S.11 - Sample and Landscape

4 SAMPLE AND LANDSCAPE

02 SECTORS SECTOR SPREAD AT SOCIAL INCUBATORS

Economic Empowerment

Education

Others

Environment

Critical Human Needs

Human Rights

21% 18%

17%

16%

13%11% 5%

03 YEAR OF FOUNDATION NUMBER OF INCUBATORS PER YEAR 04 SEED FUNDING

SOCIAL INCUBATORS THAT HAVE A SEED FUND

01 OPERATIONAL BUDGET ANNUAL OPERATIONAL BUDGET

4%$800K - $1.2M

17%$400K - $800K

17%UP TO $50K

INCUBATORSAPPLIED40 24 INCUBATORS

BENCHMARKED

21%$1.2M - $2M

25%$50K - $200K

17%$200K - $400K

Healthcare

62%38%HAVE SEED

FUNDDO NOT HAVE A

SEED FUND01234567

1960 1970 1980 1990 2000 2010 2020

UBI GLOBAL 12 - Benchmark Top social incubators in the U.S.

ANALYSIS - The average percentage of clients who have received seed funding for top U.S. incubators is 53% higher than the average incubator

ANALYSIS - The graduated clients at top U.S. incubators have a 50% higher survival rate than the graduated clients at an average social incubator in the U.S.

5 BENCHMARK

01 U.S. SCORE* AVERAGE SCORE OF PARTICIPATING INCUBATORS 02 APPLICATIONS

DEALFLOW AT PARTICIPATING INCUBATORS

03 FUNDING STATUS CLIENTS WHO HAVE RECIEVED SEED FUNDING

04 SURVIVAL RATE GRADUATED CLIENTS THAT ARE SURVIVING

372

15437

U.S. TOP AVG: 72

U.S. AVG

U.S. AVG

U.S. AVG

U.S. TOP AVG

U.S. TOP AVG

69%

46%

31%

45%

2.4 x

50%

U.S. TOP AVG

53%

* U.S. TOP AVG - THE 10% BEST PERFORMING INCUBATORS

* ON A SCALE OF 100

UBI GLOBAL Top social incubators in the U.S.13 - Benchmark

05 BUDGET ALLOCATION PERCENTAGE BREAKDOWN OF BUDGET ALLOCATION

06 SUPPORT FROM THE ECOSYSTEM SUPPORT INCUBATORS BELIEVE THEY RECEIVE FROM KEY ACTORS IN THEIR ECOSYSTEM

U.S. TOP AVG

U.S. AVG

80%

54%

60%

38%

60%

54%

40%8%

20%29%

Local business development and recruitment network

Local organizations, NGOs

Government

Universities

Local investor community

Salaries & HR Costs

Marketing & CommunicationsEvents

Equity Fund Other

Infrastructure Maintenance

Space Mortgage & Rental

ANALYSIS - The managers at top social incubator in the U.S. perceive that their incubators receivemore support from from key actors in their ecosystem than the managers at an average social incubator. This gap is most exaggerated in the case of support from government where only 8% of the managers at an average social incubator perceive they receive enough support as against 40% among the managers at the top social incubators

U.S. AVG

U.S. TOP AVG

44%

39%

18%

15%

11%

16%

9%

6%

6%

6%

6%

7%

6%

11%

UBI GLOBAL 14 - Special Feature: PopTech Top social incubators in the U.S.

POPTECH

• LOCATION: Camden, Maine • FOUNDED: 2007• UNIVERSITY AFFILIATION: Harvard University,

Massachusetts Institute of Technology, Yale University and many other universities

• PRESIDENT: Leetha Filderman• MISSION: PopTech’s mission is to accelerate the positive

impact of world changing people, projects and ideas.• WEBSITE: http://www�poptech�org

INCUBATOR BRIEF

YOUR CASE STUDY?

PROFILE

This is an example of a best practice case study conducted by UBI Global. It contains an overview with incubator brief, performance on the latest benchmark, incubator profile, an interview with the managers about their processes, startup client success stories and the key takeaways on the case Would you like to read more top cases or perform a study on your incubator for distribution? Contact us today at info@ubi-global.com for more information

University Associated Business Incubator Non Profit

1.2m-2mOperational budget

200Full time employees

50Volunteers

24 mo 350 15Program duration Average applications

received per year Average applications

accepted per year

mo= months, k=thousand, m=million

UBI GLOBAL Top social incubators in the U.S.15 - Special Feature: PopTech

1. How do you ensure that your clients generate maximum economic impact? What are the 3 best practices to promote it?

2. What are the key challenges that PopTech faces? What are the 3 best practices to overcome those challenges

3. How do you attract deal flow? What are the 3 best practices to select high quality client startups?

4. How do you contribute to the success of your client startups? What are the 3 best practices to provide them with quality access to customers/ marketplace?

5. How do you assist your client startups with accessing capital? What are the 3 best practices to attract funds for the client startups?

An exclusive interview with Leetha Filderman, President of PopTech.

What is PopTech´s business model? What are the 3 best practices to ensure a sustainable business and revenue model?

We are a non-profit organization in the U.S. We have three primary revenue streams and are in the process of developing a fourth one in order to get closer to sustainability. These revenue streams are conferences, sponsorship, foundations and consultancy.

All these funds go into supporting the organization. Of these, consultancy is a new developing revenue stream. It revolves around tapping into the core competencies that we have – convening, documentary film making and training/mentoring. In addition to this, we also have a huge pool of diverse expertise through our projects and incubators. Consultancy taps into these areas of expertise. This is the first year we started it as an experiment to check the interest.

We have started working on a really interesting project with a new global health institute that looks at what a global health institute of 21st century would look like. We are also working on with a major U.S. toy manufacturer on how they develop they develop and address very early childhood cognitivity. We are doing it as a three or four day exploratory lab where we bring together thought leaders from our network to help them think through their next 20 years. There is one more very interesting project we are working on…

KEY TAKEAWAYS

SUCCESS STORIES

READ MORE ABOUT

Would you like to read the full story? Contact us today at info@ubi-global.com for more information

UBI GLOBAL Top social incubators in the U.S.

TOP SOCIAL INCUBATORS IN THE U.S.

PUBLICATION RELEASE

SOCIAL BENCHMARK 2015 REPORT- AVAILABLE AUGUST 2015

UBI Global in partnership with Cisco have assessed over 40 social incubators in the U.S. to identify what qualities make a top performing incubator and how they perform in comparison to an average incubator

The analysis includes an extensive comparison of the incubators on a wide range of data points, revealing the key elements of how to manage a successful social incubation program

These best practices will help everyone in the social incubation ecosystem from governments, supporting organizations to investors, coaches and incubator managers

READ MORE

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SOCAP15 is the world’s leading conference on impact investing and social enterprise. Held in San Francisco, October 6-9, SOCAP15 will unite innovators in business, tech, the sharing economy, health, philanthropy, and more to advance environmental and social causes

UBI Global and Cisco are proud sponsors of SOCAP15

UBI GLOBAL Top social incubators in the U.S.17 - Acknowledgements

6 ACKNOWLEDGEMENTS

Amanda CumberlandMarket Research Lead, Cisco Corporate Affairsacumberl@cisco.com

Amanda is a research specialist with the strategy and planning team at Cisco corporate affairs and spearheads their social innovation benchmark project to identify the most promising social incubation programs in the U.S

Dhruv BhatliDirector of Research, Co-founder, UBI Globaldhruv@ubi-global.com

Dhruv Bhatli is an entrepreneur seeking to transform and democratize the incubation ecosystems around the world. He has co-founded UBI Global, a thought leader in performance assessments of incubation programs which annually benchmarks over 400 incubators in more than 70 countries

UBI GLOBAL

Contributors:

• Malin Eckel• Lauro Carnicelli• Ajay Singh • Mihaela Marin

Our sincere thanks to:

Paolo BorellaDirector, App Campus, Aalto University, Helsinki, Finland

Jonathan BradfordManaging Director, Techstars, London, United Kingdom

Oriol Pascual Director, IQS Tech Factory, Barcelona, Spain

UBI GLOBAL 18 - Participant directory Top social incubators in the U.S.

INCUBATOR UNIVERSITY CITY STATE

Post-Graduate Certificate in Social Innovation Management

United Nations University for Peace George Mason University

Washington, D.C.

-

SEED SPOT - Phoenix Arizona

Tumml - San Francisco California

SENSA Labs Stanford University Stanford California

Global Social Benefit Institute Santa Clara University Santa Clara California

Social Venture Partners Denver University Denver Colorado

Points of Light Civic Accelerator Emory University Atlanta Georgia

PopTech InstituteHarvard University, Massachusetts Institute of Technology, Yale University

Augusta Maine

MassChallenge Boston University, Northeastern Worcester Polytechnic Institute

Boston Massachusetts

MIT D-Lab Scale-Ups Fellowships

Massachusetts Institute of Technology Cambridge Massachusetts

Innovation Incubator University of Michigan-Flint Flint Michigan

The Mission Center L3C Washington University in St. Louis St. Louis Missouri

Antioch Sustainable Business Initiative

Antioch University New England Keene New Hampshire

Princeton Social Innovation Princeton University Princeton New Jersey

Center for Social InnovationParsons|The New School, New York, University Reynolds, Ryerson University, OCAD University

New York New York

7 PARTICIPANT DIRECTORY

UBI GLOBAL Top social incubators in the U.S.19 - Participant directory

Center for Transformative Action Cornell University Ithaca New York

Social Entrepreneurship and Education Consortium

- Raleigh North Carolina

Cherokee-McDonough ChallengeDuke University, University of North Carolina, Chapel Hill, North Carolina State University

Raleigh North Carolina

CUBE University of North Carolina, Chapel Hill Chapel Hill North Carolina

Impact Entrepreneurs Social Innovation Incubator

Portland State University Portland Oregon

Tech RanchTexas State University, St. Edwards University, University of Texas

Austin Texas

GroundFloor - Dallas Texas

Fledge | The "conscious company" accelerator

Pinchot University Seattle Washington

Upaya Social VenturesUniversity of Chicago Booth School of Business

Seattle Washington

Top SOCIAL Incubators IN THE U.S.EXECUTIVE SUMMARY

UBI GLOBAL

SOCIAL Benchmark 2015 report