Government and Social Innovation: Current State and Local Models

Abstract

In 2006, then Lieutenant Governor Mitch Landrieu launched the Louisiana Office of Social Entrepreneurship, putting his state at the forefront of a growing national trend of government-led efforts to spur social innovation and better match resources with results. In establishing this office, Landrieu aimed to make Louisiana "the most hospitable place in the country for those who are launching and testing the best, most effective new program models for social change." 1 Landrieu's launch took place at a time when government leaders across the nation were looking for a better way to address social problems. Faced with steep budget deficits and minimal appetite for higher taxes, plus historically low approval ratings of government-all exacerbated by a lagging economy that has created greater need among citizens-government leaders set out to do more with less. A number of them began to cast their eyes toward the nonprofit sector and explore partnership opportunities with nonprofits, foundations, and corporations. 2 Meanwhile, the nonprofit sector-particularly nonprofits and foundations dedicated to social entrepreneurship and performance measurement-was increasingly recognizing the influence of government on its work. The innovative service delivery models that social entrepreneurs had developed, and that some foundations were supporting, had often evolved as a direct reaction to what they saw as failed government policies and systems, but now these organizations