Vicki Sellick


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Vicki Sellick, from the Young Foundation presentation to the Ageing Well Leadership Academy.

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  • Ear close to the ground and acute sense of needs – from families in east London, to the first AIDS sufferers, to ageing putting things on agenda, in way that today others are doing on issues from modern slavery to elder abuse Every idea was resisted so he said always take no as q question Start small – persuade by example And if face a problem, a need, don’t wait for permission or funding or acceptance by big institutions just do it
  • Vicki Sellick

    1. 1. <ul><li>Social growth: can the Big Society be more than a slogan </li></ul><ul><li>Vicki Sellick </li></ul><ul><li>22 March 2011 </li></ul>
    2. 2. Michael Young (1915-2002) Policy maker shaped UK welfare state Sociologist and writer - coined term ‘meritocracy’, pioneer of thinking about ageing, family, communities etc Social entrepreneur – initiator of over 60 organisations and ‘probably the world’s most successful entrepreneur of social enterprises’ Prof. Daniel Bell
    3. 3. Young Foundation today <ul><li>Research – emerging social needs and how to innovate to meet them </li></ul><ul><li>Collaborations – piloting innovations in public services </li></ul><ul><li>Advising governments – on supporting innovation and social entrepreneurship </li></ul><ul><li>Social ventures – supporting and spinning out start-ups </li></ul>
    4. 4. <ul><li>Ageing Well Innovation Programme </li></ul><ul><li>In partnership with LGID </li></ul><ul><li>6 month programme from Dec ‘10 </li></ul>
    5. 5. Structure for today <ul><li>The Big Society in context </li></ul><ul><li>10 practical ways to encourage innovation and enhance social growth </li></ul><ul><li>Simple tips for innovation </li></ul>
    6. 7. Does the Big Society mean anything to you? <ul><li>The Big Society can be : </li></ul><ul><li>Misunderstood </li></ul><ul><li>Too politicised </li></ul><ul><li>Too toxic </li></ul><ul><li>Seen to be undermining existing good work </li></ul>
    7. 8. Ten ways to build social growth <ul><li>We suggest that instead the solution is to focus on social growth: </li></ul><ul><li>More and better quality connections </li></ul><ul><li>More resident responsibility </li></ul><ul><li>More innovative solutions to pressing social needs </li></ul>
    8. 9. <ul><li>1 Give new rights for society and individuals to act </li></ul>Coin St community builders Asset transfer Right to act locally Right to be represented Right to manage healthcare e.g. e.g. older people’s forums
    9. 10. <ul><li>2 Develop new tools to help people organise for themselves </li></ul>Fairstead estate, Kings Lynn community website Timebanks Online organising tools Southwark Circle
    10. 11. <ul><li>3 Develop new finance tools to fund preventative work </li></ul>Heygate estate, Southwark Social Impact Bonds Angel investors
    11. 12. <ul><li>4 Support (the right) social enterprises </li></ul>
    12. 13. <ul><li>4 Support (the right) social enterprises </li></ul>Elderpreneurs Social Entrepreneurs in Residence Social Venture Intermediaries
    13. 14. <ul><li>5 Open up public services to society </li></ul>Community planting Consultation and design e.g. Living Labs New delivery models e.g. Full of Life e.g. Connected Care e.g. Expert Elders
    14. 15. <ul><li>6 Promote a sense of belonging and community empowerment </li></ul>Community funday e.g. Change one thing e.g. Men’s Sheds e.g. The Big Lunch
    15. 16. <ul><li>7 Use the leadership talents of the over 60s </li></ul>Uprising 2010 Making the most of volunteers e.g. Grand-mentors e.g. Experience corps e.g. Community guardians
    16. 17. <ul><li>8 Think and learn globally </li></ul>Cisco telepresence e.g. Japan Fureai Kippu e.g. Scandinavia Co-housing
    17. 18. <ul><li>9 Never stop learning </li></ul>Learning champions Intergenerational learning Learning in care settings
    18. 19. <ul><li>10 Provide better care structures </li></ul>BedZed, Sutton e.g. Rejuv e.g. Community Agents e.g. Planmycare
    19. 20. <ul><li>Innovating in local areas </li></ul>
    20. 21. <ul><li>Bureaucracies averse to risk </li></ul><ul><li>Innovation can be disruptive, change power relations </li></ul><ul><li>Often lack of skills, capital, dedicated processes </li></ul><ul><li>Older models become efficient, mutually adapted, embedded in mindsets </li></ul>Public sector can innovate but finds it hard
    21. 22. <ul><li>“ Never waste the opportunities offered by a good crisis” </li></ul><ul><li>  </li></ul><ul><li>Machiavelli </li></ul>
    22. 23. <ul><li>Keep your ear close to the ground </li></ul><ul><li>Start small – persuade by example </li></ul><ul><li>Don’t wait for permission or funding or acceptance by big institutions just do it </li></ul>... but how?
    23. 24. <ul><li>… but how? </li></ul><ul><li>Lots of good work, but many wasted efforts </li></ul><ul><li>Connections are key – connecting the time, energy and creativity of users, volunteers and community groups with the capacity and strategic networks of the public sector </li></ul>
    24. 25. <ul><li>Please get in touch: </li></ul>Vicki Sellick Programme Leader [email_address] 020 8980 6263