Understanding, Evaluating and
Fostering Social Innovation
4th July 2013
Gemma Rocyn Jones
TOOLS OF
SOCIAL
INNOVATION
II Eu...
AGENDA
I.  Social Innovation
II.  Tools and Processes
III.  Practice
3
MICHAEL YOUNG
(1915-2002)
1Feb1954
Sept1969
Michael Young’s
vision for the first
University in the air
opens with the aim
of widening access
to high...
5
THE YOUNG FOUNDATION TODAY
BUILDING THE FIELD OF SOCIAL
INNOVATION
8	
  
KEY AREAS OF RESEARCH
THEORY MEASURING BARRIERS FINANCE
ENGAGEMENT IMPACT SCALING NETWORKS
SOCIAL
INNOVATION?
THERE ARE MAJOR CHALLENGES
AHEAD
•  Recession and unemployment
•  Climate change
•  Ageing and isolation
•  Chronic diseas...
EXISTING MODELS DON’T WORK
•  Bureaucracies averse to risk
•  Innovation can be disruptive,
change power relations
•  Often lack of skills, capital,
...
14
Social innovations =
“new solutions (products, services, models,
markets, processes etc.) that simultaneously
meet a so...
Core elements:
should be present
SOCIAL
INNOVATION
1) meets a
social need
3) from idea to
implementation
2) novelty5) effe...
EXAMPLES
TOOLS AND
PROCESSES
THE PROCESS OF SOCIAL
INNOVATION
1. prompts and triggers
diagnosisethnography
political mandates
critical walking
failure demand
data and evidence
cost esc...
20
UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS
ETHNOGRAPHY
21
UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS
USER LED RESEARCH
22
UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS
NEEDS MAPPING
23
UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS
STORYBOARDING
Source: Kimbell and Julier, 2012: The Social Design Methods M...
http://vimeo.com/21592651
24
2. proposals and ideas
inspiration Idea marketplaces
hybridisation
Design tools
Ideas banks
collaborative networks
User le...
26
CO-DEVELOPING SOLUTIONS
CO-DESIGN
27
CROWDSOURCING SOLUTIONS
CITIZEN COMPETITIONS
28
CROWDSOURCING SOLUTIONS
CROWDSOURCING
29
REASONS FOR CAUTION…
•  Getting people to participate is only valuable if it leads to other good
things – participation...
30
Absorbing and adopting ideas from other sources
PRIVATE SECTOR INFLUENCE
3. prototypes and tests
trials beta testing
proof of concept
Randomised control trials
pathfinders
rapid prototyping
trail...
32
Testing and refining ideas
Randomised Control Trials
33
Testing and refining ideas
INCUBATORS
4. sustaining
embedding
Professional
development
policy commitment
Organisational forms (CICs
etc)
grants for growth
inves...
Developing a sustainable model
SOCIAL BUSINESS MODEL CANVAS
Developing a sustainable model
STANDARD BUSINESS TOOLS
Developing a sustainable model
LEGAL STRUCTURE
38
Social
Impact
Financial
Sustainability
Ability to
replicate
Skill/will
Assessing sustainability
ORGANISATIONAL HEALTH S...
39
0
5
10
15
20
25
30
Board/Trustees (if app)
CEO/Team/Networks - is
the leadership in place
Operating (admin)
Systems
Com...
Hard
development
capital
Working
capital
(closed)
Pre-funding
capital
fundraising
Working
capital
(open)
Soft
development
...
5. scaling and growth
diffusion
Strategies for diffusion and adoption
licensing
Brands
franchises
investment for growth – ...
•  Demand pull, or
push through law
and programmes
Examples
•  NHS Direct, Open
University
•  Vodafone M-Pesa
banking serv...
6. systemic change
new mentalities
regulation
recalibrated markets
coalitions for change
changed scripts whole system demo...
Changing scripts and power structures
SYSTEMIC CHANGE
IN PRACTICE
46
Provider
Social Enterprise
Civil Society Consortium
NHS Body
Funder
Foundation Trust
Charitable Foundation
Commercial I...
47
From problem to systemic change
STUDIO SCHOOLS
A GROWING GLOBAL COMMUNITY
“Never waste the
opportunities offered by a
good crisis”
Machiavelli
…BUT HOW??
Start small – persuade by
example
Don’t wait for permission or
funding or acceptance by big
institutions just d...
SUGGESTED RESOURCES
•  The Open Book of Social Innovation, The Young Foundation
http://youngfoundation.org/wp-content/uplo...
QUESTIONS/
DISCUSSION
THANK YOU!
tepsie.eu for publications
Gemma.rocynjones@youngfoundation.org
GEMMA ROCYN JONES - Tools of Social Innovation
GEMMA ROCYN JONES - Tools of Social Innovation
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. 1. Understanding, Evaluating and Fostering Social Innovation 4th July 2013 Gemma Rocyn Jones TOOLS OF SOCIAL INNOVATION II European School of Social Innovation
  2. 2. AGENDA I.  Social Innovation II.  Tools and Processes III.  Practice
  3. 3. 3 MICHAEL YOUNG (1915-2002)
  4. 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. 5 THE YOUNG FOUNDATION TODAY
  6. 6. BUILDING THE FIELD OF SOCIAL INNOVATION
  7. 7. 8   KEY AREAS OF RESEARCH THEORY MEASURING BARRIERS FINANCE ENGAGEMENT IMPACT SCALING NETWORKS
  8. 8. SOCIAL INNOVATION?
  9. 9. 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
  10. 10. EXISTING MODELS DON’T WORK
  11. 11. •  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
  12. 12. 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
  13. 13. 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
  14. 14. EXAMPLES
  15. 15. TOOLS AND PROCESSES
  16. 16. THE PROCESS OF SOCIAL INNOVATION
  17. 17. 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
  18. 18. 20 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS ETHNOGRAPHY
  19. 19. 21 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS USER LED RESEARCH
  20. 20. 22 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS NEEDS MAPPING
  21. 21. 23 UNDERSTANDING INDIVIDUAL NEEDS AND PROBLEMS STORYBOARDING Source: Kimbell and Julier, 2012: The Social Design Methods Menu
  22. 22. http://vimeo.com/21592651 24
  23. 23. 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
  24. 24. 26 CO-DEVELOPING SOLUTIONS CO-DESIGN
  25. 25. 27 CROWDSOURCING SOLUTIONS CITIZEN COMPETITIONS
  26. 26. 28 CROWDSOURCING SOLUTIONS CROWDSOURCING
  27. 27. 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
  28. 28. 30 Absorbing and adopting ideas from other sources PRIVATE SECTOR INFLUENCE
  29. 29. 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
  30. 30. 32 Testing and refining ideas Randomised Control Trials
  31. 31. 33 Testing and refining ideas INCUBATORS
  32. 32. 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
  33. 33. Developing a sustainable model SOCIAL BUSINESS MODEL CANVAS
  34. 34. Developing a sustainable model STANDARD BUSINESS TOOLS
  35. 35. Developing a sustainable model LEGAL STRUCTURE
  36. 36. 38 Social Impact Financial Sustainability Ability to replicate Skill/will Assessing sustainability ORGANISATIONAL HEALTH SCORECARD
  37. 37. 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
  38. 38. 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
  39. 39. 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
  40. 40. •  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
  41. 41. 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
  42. 42. Changing scripts and power structures SYSTEMIC CHANGE
  43. 43. IN PRACTICE
  44. 44. 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
  45. 45. 47 From problem to systemic change STUDIO SCHOOLS
  46. 46. A GROWING GLOBAL COMMUNITY
  47. 47. “Never waste the opportunities offered by a good crisis” Machiavelli
  48. 48. …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
  49. 49. 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
  50. 50. QUESTIONS/ DISCUSSION
  51. 51. THANK YOU! tepsie.eu for publications Gemma.rocynjones@youngfoundation.org

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