Hands on social innovation: tools for tackling urban deprivation
Hands-on social innovation Tools for tackling urban deprivation in Malmö & Copenhagen Workshops – May 12 & 13Slide 1 The Young Foundation 2010
About the Young Foundation• Named after Lord Michael Young, called “the world‟s most successful entrepreneur of social enterprises” and co-author of Labour‟s 1945 election manifesto.• Our core work is researching social needs and developing practical and innovative solutions to address them. We have a 55-year track record in innovation in areas including health, education, ageing, communities, and families.• Responsible for starting scores of successful ventures and organisations including the Open University, NHS Direct and Which? Magazine. Slide 2 The Young Foundation 2010
Outcomes“We want you to leaveinspired, with a set ofpractical tools andmethods to apply to thesocial problems you aretackling every day”Slide 3 The Young Foundation 2010
What are we doing today?Session 1: What makes some places innovative?Session 2: Inspiration• Introducing case studies and practical tools and methods for social innovationSession 3: Thinking differently• Linking tools and methods to the social problems you are working onSession 4: Action on social innovation• Putting ideas into practice
Session 1: What makes places innovative?Slide 5 The Young Foundation 2010
What is social innovation?The development of new ideas (products, services ormodels) to meet unmet social needs and create new socialrelationships or collaborations.Innovations that are both good for society and enhancesociety‟s capacity to act.Slide 6 The Young Foundation 2010
Why does it matter?• About the survival of places- unlike organisations or businesses, places do not get wound up- essential to survival, adaptation, making use of opportunities• About the survival of organisations- an explanation for the decline in local government power over last 30 years?• Failure to innovate has real consequences• Little is known, much is assumed- about the importance of money, institutions, freedom versus constraints?
Existing models don‟t work –too inflexible, unimaginative, fitted to past problems orlocked into powerful interests
UK case studiesHighlands: Children’s South Tyneside: SocialServices ExclusionHighland Council has radically reorganised A number of innovative projects to addressthe delivery of Children’s Services in the social exclusionarea (GIRFEC) Council-led Neighbourhood Appraisal andCreated an effective joint working initiative Action Planning projectinvolving a number of key agencies. Beacon-awarded financial inclusionHighlands selected as a Pathfinder for the schemerest of Scotland Tower Hamlets: Youth ServicesKnowsley: Secondary Tower Hamlets was one of the first localEducation authorities in England to develop aSecondary Transformation Scheme has commissioning model for youth servicesput in place a number of radical changes Involved letting a series of local andDevelopment of seven new learning thematic contracts to voluntary andcentres, which will replace all of the community sector organisationsBorough’s secondary schools by 2010 Developed a Third Sector Strategy for the entire Borough Plus an experimental social network analysis - to explore networks and relationships
International case studies Lille, France:Pittsburgh, US: Cultural RegenerationUnemployment and Suffered greatly fromworkforce development deindustrialisationIdentified as a hub of socially Repositioned imageinnovative activity Major programme ofStrong foundation community regenerationand universitiesRenowned socialentrepreneurs Gouda, Netherlands:Portland: Community cohesionmini case study Ethnic tensions between Moroccan and DutchInnovation in civic communitiesparticipation, urban planningand development, transport, Grass roots projects andenvironment municipality response
How places innovate• Every place can innovatealthough it‟s not easy•Innovation comes from urgentneed•Need clarity about when toinnovate; when to focus onimprovement•Don‟t believe common mythsabout need or obstacles•Need to balance action &response in three criticaldimensionsSlide 12 The Young Foundation 2010
What we know• Innovation isn‟t a mystery• Innovation isn‟t about wacky outof the box thinking• It involves everyone – andanyone‟s insights can be useful• But it is best done with the rightmethods, processes and skills –from questions through ideas toimpactSlide 13 The Young Foundation 2010
Visualising a local innovation systemSlide 14 The Young Foundation 2010
... but how? •Start small – persuade by example •Don‟t wait for permission or funding or acceptance by big“Innovation lies in the grey institutions just do itspace between agencies” •Always taking „no‟ as a Audit Commission question
An example from EastLondon•London Borough of Barking &Dagenham•De-industrialisation, highdeprivation, resentment•2006: far right (BNP) became 2ndlargest party, lost all seats in 2011•Council, public sector, civilsociety, media all played key role•Council set up „communitycommunicators‟, staff asked tostart dialogue on busses etcSlide 16 The Young Foundation 2010
Creative social design tools^ inversion (peasants become bankers, patients become doctors)t translation (airport management for hospitals, business planning for families)x extension (extended schools, outreach)+ addition (getting GPs to do a new test, libraries running speech therapy)- subtraction (no frills, cutting targets, decluttering)∫ integration (personal advisers, one stop shops, portals)∂ differentiation (segmenting services by groups)r random inputs (eg dictionaries, Yellow Pages) Most successful innovations need a combination of theseSlide 17 The Young Foundation 2010
Your task• Identify a problem or issue you are working on that isproving difficult to solve•Working in groups, use the language of ideation as a toolfor thinking differently about how to approachSlide 18 The Young Foundation 2010
Session 2: InspirationSlide 19 The Young Foundation 2010
The starting point is to ask the right questions, to diagnose and understand problems and possibilities ....
user feedback rights to time political mandates for ideas failure demand new technology data and evidence crisis surveys and sousveysneeds mapping diagnosis ethnography 1. prompts and triggers cost escalation new paradigms critical walking reviewing extremes, positive deviance petitions visits campaigns complaints choirs
The methods we find mostuseful include• Ethnography – seeing things through people‟s eyes• Observation – seeing how do people use things, solve problems; what‟s out there in the field• Systems diagnosis – what the underlying causes of problems• Tools such as 12 economies, WARM• Mapping contradictions and tensions: the biggest gaps between aspiration and achievement, between what services claim to do and what they doSlide 23 The Young Foundation 2010
Chaotic families, WiltshireProblem: Working with chaoticfamilies costs too much and is onlysupported by public servicesMethod: Ethnography to gain newinsights about family life in chaotichouseholds to generate new ideas andapproaches.Also ran „Taskforce‟, carried out estatesurvey, ran service design sessions withlocally based staffSlide 24 The Young Foundation 2010
Chaotic families: 5 big ideas1. Target additional support in areas with poor levels of wellbeing and resilience2. Develop opportunities for mutual aid within communities, promoting self help groups and community solutions3. Reconfigure support services into area based working teams4. Work with whole family not just individuals5. Better differentiate the needs of chaotic families, to improve service offerings
We then move onto creativemethods to multiply the options for potential piloting....
Competitions & prizes Hybridisation, recombination creative meeting methods collaborative networks SI Campsincubation inspiration Idea marketplaces 2. proposals and ideas User led design Living Labs Design tools crowdsourcing Skunkworks Artists in residence Creativity methods A teams reflection brainstorms TRIZ Staged prizes
The End of Regeneration? A new approach to tackling entrenched deprivation on small housing estatesSlide 28 The Young Foundation 2010
The threeestatesSlide 29 The Young Foundation 2010
Focus on life transitions•Stories and anecdotesabout life on the estates•Focus on important lifetransitions•Unstructured conversationswith residents•Semi-structured interviewswith agencies•Informal group discussionsSlide 30 The Young Foundation 2010
Social regeneration?The importance ofsocial andemotional supportfor regenerationSlide 31 The Young Foundation 2010
We then try to turn a shortlist ofoptions into viable prototypes that can be tested in the real world ....
pilots pathfinders proof of conceptrapid prototyping simulations trials beta testing 3. prototypes and tests open testing Randomised control trials test marketing experimental zones trailblazers
The methods we find mostuseful include• Ideation events• User journey mapping, critical walking• SIX events and telepresences• Task Forces, YouCan Kingston• SI Camps• ..... all drawing on existing evidence where it existsSlide 34 The Young Foundation 2010
•Problem:•Growing number of families in crsis in SouthAustralia•Need to identify new preventative models instead of costlyinterventions at crisis point•Solution:•TACSI/InWithFor - Radical Redesign Team•7 step redesign process including ethnography, servicedesign & prototyping to developSlide 35 The Young Foundation 2010
Resilience for gang members•Commissioned bypolice•Worked with NGOs,local authority youthservices•Building on our workusing CBT basedmethods in schoolsSlide 37 The Young Foundation 2010
When pilots and prototypes succeed – often with further adaptation – we then turn to how they can be sustained, either as a public programme or as a venture ....
Incremental improvement formal validation grants for growth policy commitment programme funding Refining business models Commissioner embedding commitment 4. sustainingOrganisational forms loans, equity, quasi-equity(CICs etc) Public share issues Professional development Crowd-funding formation
We use many tools at thisstage, including:Examples• measurement tools to assess whether projects really do work• Tools for designing business plans• Intensive business supportSlide 41 The Young Foundation 2010
UpRising•Youth leadershipprogramme, 19-25 year oldsfrom diverse backgrounds•East London andBirmingham•Offers skill, knowledge,networks, confidencethrough training sessions,mentoring, visits, runninglocal campaignsSlide 42 The Young Foundation 2010
Maslaha•Increasing understanding ofIslam and helping Muslimsnavigate the dilhemmas of asecular society•Producing health advice(diabetes, caring for yourheart) , educational resources,publicising resources byIslamic scholarsSlide 44 The Young Foundation 2010
federations franchises licensing policy and programme fundinginvestment for growth – loans, equity, quasi-equity diffusion commissioning 5. scaling and growthBrands Strategies for diffusion and adoption consumer advocacy growth through people takeover professional networks National policy directives
Then, to scale an idea we use arange of methods. These focus in particular on ....
And tools for thinking about appropriate organisational models (franchises, licenses, federations,organisational growth, takeover &c) and what these require in terms of governance, finance and culture
Finally we have developed methods for thinking about genuinely systemic change, which links the diagnoses and prompts to understanding of how many different kinds of change can be brought together ...
coalitions for change law regulation changed power relationshipschanged scripts whole system demonstrators new mentalities 6. systemic change recalibrated markets new metrics finance for outcomes technical diffusion through supply chains fast colleges
Studio Schools•New model of state school for 14-19 year olds•Bold new approach to learninginvolving enterprises•Employability and enterpriseskills, personalised curriculum,practical learning, real work,students of all abilities, all smallschools•31 studio schools in developmentSlide 51 The Young Foundation 2010
Session 3: Thinking differentlySlide 52 The Young Foundation 2010
Data/studies on social need Learn from success of environmentalExternal inspiration, social design sustainability programmesprinciples, co-design solutionswith participants Consensus about need for new approach 1 Prompts Disengaged communities, poor education, high 2 Proposals levels of disadvantage 6 Systemic 3 Prototypes change 4 Sustaining Developing 5 Scaling Malmö‟s innovation Slide 53 The Young Foundation 2010 story
Are we asking the rightquestions?1. What is the problem?2. Do we understand the critical causes and drivers?Slide 54 The Young Foundation 2010
Predictable mistakes•Improvement not innovation•Adoption not adaption•Policy not leadership and action•Isolation not collaborationSlide 55 The Young Foundation 2010
What is your role?Innovation comes fromconnecting:bees: small groups, individuals,social entrepreneurs with insightand ideastrees: big organisations -governments, companies,foundations with power andmoneySlide 56 The Young Foundation 2010
Useful questions•What is the problem I am working to address?•What are the underlying drivers and causes of theproblem?•What do I know about the people involved?•What tools and approaches should I be using?•Who can I collaborate with to share ideas/resources?•What are the constraints and how can I overcome them?Slide 57 The Young Foundation 2010
Your task•Review your challenge from the morning session. Do youwant to change groups or continue with the sameconversation?•Working in groups, use your social innovation toolkit tothink about new approaches & practical steps to addressingyour problem•What is the one practical action you will take away fromthe workshop?Slide 58 The Young Foundation 2010
Session 4: Action on social innovationSlide 59 The Young Foundation 2010
Action on social innovation•What is the one practical action you willtake away from the workshop?•Who will you/do you need to collaboratewith?Slide 60 The Young Foundation 2010
Useful resources for social innovatorsSlide 61 The Young Foundation 2010
The Global Innovation Academy VisionA radically new model of learning to serve a Objective: To build the skills and capacity needed for fastglobal field of practitioners, needing constant and effective innovation to meet social needs.real-time learning, held together by a sharedknowledge platform gathering together tools,case studies and models. 1. Connecting learners• The fully mature version of the Academy would be: teachers – active across the globe, – working with thousands of social innovators every year, – connecting a burgeoning alumni network – making available a wealth of materials documenting social innovation methods and examples – sharing the most effective and cutting edge developments in sustainable social innovation. The Global Academy will be at the heart of the movement to make• This is a new approach to learning will social innovation as well- help government, the social sector and supported, funded, and grounded industry learn more quickly from one in evidence as scientific, medical another to solve social challenges. and commercial innovation.
For further information please contact:email@example.com@youngfoundation.org