GEMMA ROCYN JONES - Tools of Social Innovation
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Ponencia impartida por Gemma Rocyn Jones, directora de programa de la Young Foundation, el 4 de julio de 2013 en la II European Summer School of Social Innovation
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GEMMA ROCYN JONES - Tools of Social Innovation
- 1. Understanding, Evaluating and Fostering Social Innovation 4th July 2013 Gemma Rocyn Jones TOOLS OF SOCIAL INNOVATION II European School of Social Innovation
- 2. AGENDA I. Social Innovation II. Tools and Processes III. Practice
- 4. 1Feb1954 Sept1969 Michael Young’s vision for the first University in the air opens with the aim of widening access to higher education Oct1957 Michael created the Consumers’ Association, the precursor to Which? To help consumers tackle the issues that matter to them April1990 Initially covering just four languages, Language Line was first set up to enable communication between patients and staff at the Royal London Hospital in East London. The local police on the Isle of Dogs then requested 24 hours a day coverage in 16 languages. Language Line Services’ Telephone Interpreting and Translation Services grew rapidly throughout the 1990s, and the company is now part of the largest Interpreting company worldwide providing 170 languages. 1997 27June1977 Michael Young creates the Mutual Aid Centre to assist citizens in taking control over their lives Named after Michael Young and formed through the merger of his two organisations, The Institute for Community Studies and Mutual Aid Centre. Michael Young left a remarkable legacy of ideas and institutions which had an enormous impact on the day-to-day lives of the millions of people who use them and on how we think about our society. Over the next fifty years the Young Foundation, as a centre for social innovation and entrepreneurship, hopes to have an equally profound impact. April2005 Founded by Michael Young vehicle for social research and action and enterprise. Through which he created over 60 organisations and published hundreds of reports and books on social justice, equality, and policy. Family and kinship in East London. First published in 1957, this vivid and touching picture of family life in the East End of the 1950s is one of the great pioneering works of modern sociology. OUR HISTORY
- 5. 5 THE YOUNG FOUNDATION TODAY
- 6. BUILDING THE FIELD OF SOCIAL INNOVATION
- 8. 8 KEY AREAS OF RESEARCH THEORY MEASURING BARRIERS FINANCE ENGAGEMENT IMPACT SCALING NETWORKS
- 10. THERE ARE MAJOR CHALLENGES AHEAD • Recession and unemployment • Climate change • Ageing and isolation • Chronic disease and disability • Poverty and exclusion • Disengaged young people • Diversity and conflict
- 11. EXISTING MODELS DON’T WORK
- 12. • Bureaucracies averse to risk • Innovation can be disruptive, change power relations • Often lack of skills, capital, dedicated processes • Older models become efficient, mutually adapted, embedded in mindsets PUBLIC SECTOR CAN INNOVATE BUT FINDS IT HARD
- 14. 14 Social innovations = “new solutions (products, services, models, markets, processes etc.) that simultaneously meet a social need (more efficiently and effectively than existing solutions) and lead to new or improved capabilities, assets and/or relationships.” OUR WORKING DEFINITION
- 15. Core elements: should be present SOCIAL INNOVATION 1) meets a social need 3) from idea to implementation 2) novelty5) effective 4) enhance society’s capacity to act Common features that are often present CORE ELEMENTS & COMMON FEATURES
- 16. EXAMPLES
- 18. THE PROCESS OF SOCIAL INNOVATION
- 19. 1. prompts and triggers diagnosisethnography political mandates critical walking failure demand data and evidence cost escalation petitions, campaigns complaints choirs new technology user feedback reviewing extremes, positive deviance surveys and sousveys needs mapping new paradigms visits crisis rights to time for ideas
- 20. 20 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS ETHNOGRAPHY
- 21. 21 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS USER LED RESEARCH
- 22. 22 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS NEEDS MAPPING
- 23. 23 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS STORYBOARDING Source: Kimbell and Julier, 2012: The Social Design Methods Menu
- 25. 2. proposals and ideas inspiration Idea marketplaces hybridisation Design tools Ideas banks collaborative networks User led design A teams brainstorms creative meeting methods competitions Artists in residence Creativity methods incubation Living Labs reflection crowdsourcing SI Camps Skunkworks Staged prizes
- 29. 29 REASONS FOR CAUTION… • Getting people to participate is only valuable if it leads to other good things – participation in not an end in itself • The benefits of participatory activities depend on how they are run. There are lots of risks: • Processes can be co-opted by certain groups to push their own agendas • Who will participate? Do participants only represent the well educated and affluent? • If practiced poorly, participation activities can lead to disengagement and cynicism
- 30. 30 Absorbing and adopting ideas from other sources PRIVATE SECTOR INFLUENCE
- 31. 3. prototypes and tests trials beta testing proof of concept Randomised control trials pathfinders rapid prototyping trailblazers simulations pilots experimental zones test marketing open testing
- 32. 32 Testing and refining ideas Randomised Control Trials
- 33. 33 Testing and refining ideas INCUBATORS
- 34. 4. sustaining embedding Professional development policy commitment Organisational forms (CICs etc) grants for growth investment – loans, equity, quasi-equity Commissioner commitment formal validation Crowd-funding Public share issues formation programme funding
- 35. Developing a sustainable model SOCIAL BUSINESS MODEL CANVAS
- 36. Developing a sustainable model STANDARD BUSINESS TOOLS
- 37. Developing a sustainable model LEGAL STRUCTURE
- 38. 38 Social Impact Financial Sustainability Ability to replicate Skill/will Assessing sustainability ORGANISATIONAL HEALTH SCORECARD
- 39. 39 0 5 10 15 20 25 30 Board/Trustees (if app) CEO/Team/Networks - is the leadership in place Operating (admin) Systems Community of Benefit - is there social impact? Information and impact assessment Outcomes focus - does this build knowlegde for YF? Networks - Are YF best to help? - is it clear where we can help? Infrastructure Products Value for Money / investability Business Plan/ Finances Partnerships Support Assessment: Project Initial Assessment Assessing sustainability ORGANISATIONAL HEALTH SCORECARD
- 40. Hard development capital Working capital (closed) Pre-funding capital fundraising Working capital (open) Soft development capital Secured loan Standby facility Overdraft Unsecured loan Patient capital Quasi equity Equity Funding a sustainable model FINANCIAL TOOLS
- 41. 5. scaling and growth diffusion Strategies for diffusion and adoption licensing Brands franchises investment for growth – loans, equity, quasi-equity commissioning federations National policy directives professional networks growth through people takeover policy and programme funding consumer advocacy
- 42. • Demand pull, or push through law and programmes Examples • NHS Direct, Open University • Vodafone M-Pesa banking service by phone in east Africa with 7m customers • Alcoholics Anonymous Push and pull in sync SCALING AND GROWTH
- 43. 6. systemic change new mentalities regulation recalibrated markets coalitions for change changed scripts whole system demonstrators law technical diffusion through supply chains fast colleges finance for outcomes changed power relationships new metrics
- 44. Changing scripts and power structures SYSTEMIC CHANGE
- 45. IN PRACTICE
- 46. 46 Provider Social Enterprise Civil Society Consortium NHS Body Funder Foundation Trust Charitable Foundation Commercial Investor Public Sector Commissioners Central GovernmentShare of Savings Social Impact Bond From problem to scale SOCIAL IMPACT BONDS
- 47. 47 From problem to systemic change STUDIO SCHOOLS
- 49. A GROWING GLOBAL COMMUNITY
- 50. “Never waste the opportunities offered by a good crisis” Machiavelli
- 51. …BUT HOW?? Start small – persuade by example Don’t wait for permission or funding or acceptance by big institutions just do it Always taking ‘no’ as a question
- 52. SUGGESTED RESOURCES • The Open Book of Social Innovation, The Young Foundation http://youngfoundation.org/wp-content/uploads/2012/10/The-Open-Book-of-Social- Innovationg.pdf • The Social Design Methods Menu, Lucy Kimbell and Joe Julier http://www.lucykimbell.com/stuff/Fieldstudio_SocialDesignMethodsMenu.pdf • In and out of sync: the challenges of growing social innovations, The Young Foundation http://youngfoundation.org/publications/in-and-out-of-sync-the-challenge-of-growing-social- innovations/ • Growing Social Ventures, the Young Foundation www.growingsocialventures.org • Tepsie – Growing social innovation http://www.tepsie.eu/ 52
- 54. THANK YOU! tepsie.eu for publications Gemma.rocynjones@youngfoundation.org