The document discusses the need for social innovation in cities to address challenges facing citizens. It notes that governments are often stuck adhering to old ideas and lack transparency, impeding meaningful change. The author advocates for an approach of innovative pragmatism to replace compliance and partisanship. Successful social innovators are highlighted who learn constantly, use data and citizen feedback, take risks, and drive results through openness to new ideas, measurable standards, and cross-sector collaboration. Ten steps for governments to promote social innovation are provided.
A White Paper looking in detail at the barriers across the public realm to breakthrough social innovation - and 20 recommendations for policy, public sector innovation, philanthropy, social enterprise and non-profits to transcend them.
This white paper discusses the lack of breakthrough social innovations that permanently solve social problems, despite significant funding. It provides 4 key characteristics of breakthrough innovations: 1) systemic, targeting root causes rather than symptoms, 2) sustainable without continuous funding, 3) scalable to millions, and 4) self-organized by empowering communities. However, there are barriers including a focus on easily measured symptoms, separating problems into silos, and sidelining visionaries. The paper recommends shifts to overcome these barriers and better harness creativity to generate sustainable, scalable solutions that dissolve social issues.
This document discusses the rise of entrepreneurship and home-based businesses over large corporations. It argues that technological advances have reduced transaction costs, making it more efficient for individuals to work independently. Home-based entrepreneurs now have access to the best technology and can be more innovative than large corporations. Recent tax law changes also provide benefits like retirement savings and health insurance to self-employed individuals, leveling the playing field compared to traditional employees. The author concludes that the greatest opportunities today lie in entrepreneurship rather than working for large corporations that are increasingly being dismantled.
This document discusses how those trying to solve systemic problems and crises are often looking in the wrong places and asking the wrong questions. It notes that innovative responses often come from "the edge" rather than the center, where most resources and established organizations are located. The document introduces Edgeryders as an organization that works with a global community to harness collective intelligence and help clients address complex challenges in new ways through an "open consultancy" model rather than traditional consulting.
Public Engagement in the Conversation Age Vol. 2 (2009)Edelman Digital
This second volume of Edelman’s annual publication, Public Engagement in the Conversation Age, is a collection of thought pieces written by the UK team about the communications challenges facing brands, corporate, politics and NGOs – as well as our own industry, as we evolve from Public Relations to Public Engagement.
The role of the media towards building a critical mass of young entrepreneursMy Beautiful Africa
How the Media can shape our Brands in our Entrepreneurial Journey. This is to take into consideration, the need to adopt media early in business to enable us have an edge over competition
Fresh thinking begins with exploration. As you plan for how your organization will overcome nascent obstacles and meet emerging needs, consider the approaches introduced here to better incorporate innovation and design methodologies to evolve your organization.
A White Paper looking in detail at the barriers across the public realm to breakthrough social innovation - and 20 recommendations for policy, public sector innovation, philanthropy, social enterprise and non-profits to transcend them.
This white paper discusses the lack of breakthrough social innovations that permanently solve social problems, despite significant funding. It provides 4 key characteristics of breakthrough innovations: 1) systemic, targeting root causes rather than symptoms, 2) sustainable without continuous funding, 3) scalable to millions, and 4) self-organized by empowering communities. However, there are barriers including a focus on easily measured symptoms, separating problems into silos, and sidelining visionaries. The paper recommends shifts to overcome these barriers and better harness creativity to generate sustainable, scalable solutions that dissolve social issues.
This document discusses the rise of entrepreneurship and home-based businesses over large corporations. It argues that technological advances have reduced transaction costs, making it more efficient for individuals to work independently. Home-based entrepreneurs now have access to the best technology and can be more innovative than large corporations. Recent tax law changes also provide benefits like retirement savings and health insurance to self-employed individuals, leveling the playing field compared to traditional employees. The author concludes that the greatest opportunities today lie in entrepreneurship rather than working for large corporations that are increasingly being dismantled.
This document discusses how those trying to solve systemic problems and crises are often looking in the wrong places and asking the wrong questions. It notes that innovative responses often come from "the edge" rather than the center, where most resources and established organizations are located. The document introduces Edgeryders as an organization that works with a global community to harness collective intelligence and help clients address complex challenges in new ways through an "open consultancy" model rather than traditional consulting.
Public Engagement in the Conversation Age Vol. 2 (2009)Edelman Digital
This second volume of Edelman’s annual publication, Public Engagement in the Conversation Age, is a collection of thought pieces written by the UK team about the communications challenges facing brands, corporate, politics and NGOs – as well as our own industry, as we evolve from Public Relations to Public Engagement.
The role of the media towards building a critical mass of young entrepreneursMy Beautiful Africa
How the Media can shape our Brands in our Entrepreneurial Journey. This is to take into consideration, the need to adopt media early in business to enable us have an edge over competition
Fresh thinking begins with exploration. As you plan for how your organization will overcome nascent obstacles and meet emerging needs, consider the approaches introduced here to better incorporate innovation and design methodologies to evolve your organization.
3 cma 2011 benefits and pitfalls of crowdsourcing community involvement (paul...Paul Janowitz
Paul Janowitz, CEO of icanmakeitbetter.com, discusses the benefits and pitfalls of crowdsourcing community involvement at the 3CMA Annual Conference in 2011. He explains how crowdsourcing can help triple staff sizes with no increased costs, generate hundreds of new ideas to solve problems, and engage employees and citizens. However, he cautions that not all ideas are good and some oversight is still needed. Janowitz provides tips on running effective crowdsourcing campaigns and emphasizes testing ideas and using the crowd to generate inspiration rather than final decisions.
Systems Change: Facing Canada’s toughest challenges - MaRS Global LeadershipMaRS Discovery District
Around the world, societies are faced with complex challenges that require systems change. How do we develop solutions to address these challenges? Increasingly, labs – or dedicated experimental spaces – are helping to organize social innovation by bringing together multiple stakeholders to develop, test and scale new solutions. For 10 years, Joeri van den Steenhoven was CEO of Knowledgeland, one of the leading change labs in the Netherlands and Europe, where he helped to build capacity for this type of solutions seeking.
In April 2013, Joeri was named the first Director of the MaRS Solutions Lab. This new lab will tackle some of Canada’s toughest problems, including chronic disease, youth unemployment and unsustainable food systems. During this Global Leadership event, Joeri will share his perspective on systems change and why it is necessary, and discuss the strategy for the MaRS Solutions Lab and how it will work to bring about the change required.
Marketing: How to craft a brand that people love and value?Anders Lindgren
Discover the remarkable simple formula for crafting brands that stand out and people love and value. The formula is as powerful as it is simple: Aim to Serve, Build on Love and Spread the Joy.
Service design: why haven't we changed the world yet?ThePublicOffice
This document discusses challenges in making lasting transformational change through service design projects in public services. It describes work done by ThePublicOffice with Essex County Council to rethink early years services as a case study. Three key challenges are identified: 1) Energy and ideas from projects often dissipate when projects end before changes are embedded in the system and culture. 2) Projects can be isolated, short-term, or at the edge of mainstream systems. 3) New approaches fail to take root against prevailing systems and cultures that squash new ideas. The document calls for addressing underlying system conditions to enable service design to drive sustained change through skills, methods, and supporting transformation of the wider system and culture.
This document provides an overview of social impact bonds from 2010 to 2016. Some key points:
- Social impact bonds were developed to encourage innovation in social services and reward successful outcomes. They use private investment to fund preventative social programs.
- Since the first social impact bond launched in Peterborough, UK in 2010, approximately 60 have launched globally in 15 countries.
- 21 of the 22 social impact bonds that have reported performance data so far indicate positive social outcomes. However, one project in New York was discontinued due to unsuccessful results.
- The rapid adoption of the model underscores a need for systemic change in how we address social challenges. Common characteristics like committed public sectors, effective social service providers, and investor appetite have
Public Engagement In The Conversation AgePiaras Kelly
This document discusses several topics related to public engagement in the conversation age, including:
1. Trust in financial institutions and governments has collapsed due to the global economic crisis, and restoring confidence and trust will be key to recovery.
2. The financial services sector has seen a significant decline in trust, particularly banks, and rebuilding trust with citizens will require adapting communications strategies to new digital channels.
3. Other industries like hedge funds and insurance have been less directly impacted but still face challenges in engaging external stakeholders and avoiding excessive regulation due to negative perceptions.
4. Public relations is evolving towards a model of public engagement that converges different communications disciplines and emphasizes constructive dialogue between citizens, businesses, and governments.
The document discusses the city of the future and what factors are needed for it to be feasible and sustainable. It argues that the city of the future must combine sustainable development, proper social and governmental institutions, and technology. Institutions must function properly to achieve economic growth without corruption. Sustainable development requires all citizens to contribute fairly and work towards long-term gains. Technology will be important to measure progress, hold officials accountable, and empower citizens so the vision of a sustainable city can become reality.
The Economist ideas community june 2012 finalNick Blunden
This document discusses how the relationship between people and information is fundamentally changing in an age of information abundance. Key points include:
- Information is no longer scarce and is increasing exponentially, with 5 exabytes in 2003 but that amount now created every two days.
- Digital tools have made media creators of us all and information is now a social currency actively traded by many, not just consumed by the masses.
- This represents both opportunities and challenges for traditional media companies and culture. While some see only threats, others see opportunities to engage intelligent audiences with high-quality content.
- Influence is now less about who you know and more about the ideas one has to share in this new ideas-driven economy where intelligence is
REcent years have seen a rising interest for "swarms", meaning instant campaigns, unconferences, hackathons and other unorthodox constellations of people in action that are both collaborative and non-hierarchical. For years now I have been involved in policy initiatives that incorporate an element of that openness, of that fluidity. Can we really speak of policy making for swarms? If so, what does that mean?
These slides accompanied my talk at Big Picture Days Episode 1 in London, on June 1st 2013.
The document summarizes highlights from SXSW 2019. It discusses how connected experiences centered around content were impactful this year. It also notes that major brands supported local Austin culture through partnerships. There was a increased focus on politics, technology, and their intersection with culture. Health and wellness were also prominent topics, with the health track seeing growth. Overall, the festival celebrated progress while also pushing for more open discussions around diversity, inclusion, and other uncomfortable issues.
The document outlines the work of the Mayor's Innovation Delivery Team (IDT) in Memphis, TN to promote neighborhood economic vitality. It discusses how the IDT used a series of low-cost, targeted, and community-driven programs and investments to spur revitalization in distressed neighborhoods. Key programs included MEMFix events to activate public spaces, MEMShop to incubate new businesses in vacant storefronts, and MEMobile food trucks to promote entrepreneurship. Through these initiatives, the IDT helped reduce vacancy rates, start over 30 new businesses, and generate over $20 million in private investment across target neighborhoods in Memphis.
Boostzone WebReview on the Future of the World of Work - October 2012Boostzone Institute
This monthly review from the Boostzone Institute provides a summary of the best articles on management and the future of work from the previous month. One article discusses how employees at green companies are 16% more productive due to more training, better relationships, and increased motivation. Another article talks about how the globalization of work through mobile devices will lead to a more transnational workforce as talented people compete globally. A third article warns that presenting competing arguments to strongly held views may increase polarization rather than reduce it.
This document discusses the opportunity for social impact networks to engage businesses by delivering business value while also pursuing social goals. It outlines five models of social impact networks:
1) Networks that steward natural resources, which directly benefit businesses that rely on raw materials.
2) Networks that enable market-based solutions, benefiting businesses by developing new market opportunities or increasing supply chain stability.
3) Networks that raise industry standards, benefiting businesses by elevating practices within their industries.
4) Place-based networks that align solutions within communities, indirectly benefiting businesses through local improvements.
5) Networks that mobilize action on large-scale issues, indirectly benefiting businesses through helping address societal challenges.
State of Drupal keynote, DrupalCon AmsterdamDries Buytaert
The document discusses strategies for sustaining open source projects like Drupal that rely on volunteer contributions. It notes challenges around maintaining motivation as projects grow larger and more complex. It proposes tracking contributions from individuals, organizations, and end users to give them recognition and incentivize continued involvement. Tracking different types of contributions beyond just code could help capture an organization's full participation.
This document discusses public finance considerations for planners. It notes that planners should understand how municipal revenues and budgets work because they will be asked to explain fiscal impacts of projects and policy changes. Revenues come from sources like property taxes, fees, and state aid, which are vulnerable to economic fluctuations. Planners' decisions around development can affect budgets by impacting areas like schools, public works, and public safety. Tools like fiscal impact analyses help evaluate these costs and benefits, though they have limitations and require credible application. Overall, the document stresses the importance for planners to thoughtfully consider financial implications of their work.
Solving the Wanamaker Problem for Healthcare (keynote file)Tim O'Reilly
Finding a solution to Wanamaker's complaint, "Half of my advertising doesn't work, I just don't know which half" fueled the consumer internet revolution. We are now in the process of finding and solving a similar dilemma in healthcare. I offer some lessons from Silicon Valley for Healthcare
This document discusses the concept of the "Big Society" and citizen involvement in public service delivery. It outlines three approaches to citizen involvement: self-help, self-organizing, and co-producing services with public agencies. While self-organizing works in some cases, it does not always work due to issues like free riders or regulating activities that could harm people. The document also discusses different levels of citizen co-production, finding that citizens are willing to do more but need meaningful roles. It argues public services should involve citizens more in decision making through participatory budgeting or referendums. Overall citizen involvement requires resources but can improve services if done properly.
This document discusses the importance of public participation and democratic urbanism for community health and city planning. It provides examples of how inclusive community engagement processes have led to positive placemaking outcomes, such as transforming derelict areas into active public spaces with gardens and cultural assets. Truly collaborative approaches that involve citizens in decision making from the beginning help address issues of apathy and opposition, build social capital, and create places that reflect community values. In contrast, top-down "smart city" projects and an "orgy of public process" can undermine urban democracy and civic empowerment. When cities leverage culture and citizen ideas, remarkable impacts on people and communities are possible.
Annual Curators Meeting - Global Shapers Porto Alegre HubGab Gomes
The document summarizes discussions from the annual meeting of Global Shapers curators held in Geneva, Switzerland from August 16-20, 2013. Key topics included defining best practices for projects, governance, and engagement with the World Economic Forum. Presentations were given on successful hub projects, including Porto Alegre's "DearFriend" project. Discussions also focused on cross-hub collaboration, fundraising strategies, and engaging local communities and Forum leaders. The meeting aimed to help curators strengthen their hubs and find ways to better impact their communities through shared knowledge and experiences.
Hiriko is an innovative urban mobility solution for cities in the 21st century. It involves a consortium of international and local partners, including Epsilon, CIE, Maser, and Cegasa. Cegasa is a glass supplier with a major market share in Spain and worldwide production. There will be four phases to distributing Hiriko vehicles, beginning with a prototype phase and moving to phases where module suppliers in the Basque region and other plants worldwide will produce parts for vehicles to be assembled in Europe, North America, and other regions starting in 2011 and beyond. The Hiriko company structure will involve three entities for manufacturing vehicles, administering franchises, and building infrastructure like electric vehicle charging systems.
3 cma 2011 benefits and pitfalls of crowdsourcing community involvement (paul...Paul Janowitz
Paul Janowitz, CEO of icanmakeitbetter.com, discusses the benefits and pitfalls of crowdsourcing community involvement at the 3CMA Annual Conference in 2011. He explains how crowdsourcing can help triple staff sizes with no increased costs, generate hundreds of new ideas to solve problems, and engage employees and citizens. However, he cautions that not all ideas are good and some oversight is still needed. Janowitz provides tips on running effective crowdsourcing campaigns and emphasizes testing ideas and using the crowd to generate inspiration rather than final decisions.
Systems Change: Facing Canada’s toughest challenges - MaRS Global LeadershipMaRS Discovery District
Around the world, societies are faced with complex challenges that require systems change. How do we develop solutions to address these challenges? Increasingly, labs – or dedicated experimental spaces – are helping to organize social innovation by bringing together multiple stakeholders to develop, test and scale new solutions. For 10 years, Joeri van den Steenhoven was CEO of Knowledgeland, one of the leading change labs in the Netherlands and Europe, where he helped to build capacity for this type of solutions seeking.
In April 2013, Joeri was named the first Director of the MaRS Solutions Lab. This new lab will tackle some of Canada’s toughest problems, including chronic disease, youth unemployment and unsustainable food systems. During this Global Leadership event, Joeri will share his perspective on systems change and why it is necessary, and discuss the strategy for the MaRS Solutions Lab and how it will work to bring about the change required.
Marketing: How to craft a brand that people love and value?Anders Lindgren
Discover the remarkable simple formula for crafting brands that stand out and people love and value. The formula is as powerful as it is simple: Aim to Serve, Build on Love and Spread the Joy.
Service design: why haven't we changed the world yet?ThePublicOffice
This document discusses challenges in making lasting transformational change through service design projects in public services. It describes work done by ThePublicOffice with Essex County Council to rethink early years services as a case study. Three key challenges are identified: 1) Energy and ideas from projects often dissipate when projects end before changes are embedded in the system and culture. 2) Projects can be isolated, short-term, or at the edge of mainstream systems. 3) New approaches fail to take root against prevailing systems and cultures that squash new ideas. The document calls for addressing underlying system conditions to enable service design to drive sustained change through skills, methods, and supporting transformation of the wider system and culture.
This document provides an overview of social impact bonds from 2010 to 2016. Some key points:
- Social impact bonds were developed to encourage innovation in social services and reward successful outcomes. They use private investment to fund preventative social programs.
- Since the first social impact bond launched in Peterborough, UK in 2010, approximately 60 have launched globally in 15 countries.
- 21 of the 22 social impact bonds that have reported performance data so far indicate positive social outcomes. However, one project in New York was discontinued due to unsuccessful results.
- The rapid adoption of the model underscores a need for systemic change in how we address social challenges. Common characteristics like committed public sectors, effective social service providers, and investor appetite have
Public Engagement In The Conversation AgePiaras Kelly
This document discusses several topics related to public engagement in the conversation age, including:
1. Trust in financial institutions and governments has collapsed due to the global economic crisis, and restoring confidence and trust will be key to recovery.
2. The financial services sector has seen a significant decline in trust, particularly banks, and rebuilding trust with citizens will require adapting communications strategies to new digital channels.
3. Other industries like hedge funds and insurance have been less directly impacted but still face challenges in engaging external stakeholders and avoiding excessive regulation due to negative perceptions.
4. Public relations is evolving towards a model of public engagement that converges different communications disciplines and emphasizes constructive dialogue between citizens, businesses, and governments.
The document discusses the city of the future and what factors are needed for it to be feasible and sustainable. It argues that the city of the future must combine sustainable development, proper social and governmental institutions, and technology. Institutions must function properly to achieve economic growth without corruption. Sustainable development requires all citizens to contribute fairly and work towards long-term gains. Technology will be important to measure progress, hold officials accountable, and empower citizens so the vision of a sustainable city can become reality.
The Economist ideas community june 2012 finalNick Blunden
This document discusses how the relationship between people and information is fundamentally changing in an age of information abundance. Key points include:
- Information is no longer scarce and is increasing exponentially, with 5 exabytes in 2003 but that amount now created every two days.
- Digital tools have made media creators of us all and information is now a social currency actively traded by many, not just consumed by the masses.
- This represents both opportunities and challenges for traditional media companies and culture. While some see only threats, others see opportunities to engage intelligent audiences with high-quality content.
- Influence is now less about who you know and more about the ideas one has to share in this new ideas-driven economy where intelligence is
REcent years have seen a rising interest for "swarms", meaning instant campaigns, unconferences, hackathons and other unorthodox constellations of people in action that are both collaborative and non-hierarchical. For years now I have been involved in policy initiatives that incorporate an element of that openness, of that fluidity. Can we really speak of policy making for swarms? If so, what does that mean?
These slides accompanied my talk at Big Picture Days Episode 1 in London, on June 1st 2013.
The document summarizes highlights from SXSW 2019. It discusses how connected experiences centered around content were impactful this year. It also notes that major brands supported local Austin culture through partnerships. There was a increased focus on politics, technology, and their intersection with culture. Health and wellness were also prominent topics, with the health track seeing growth. Overall, the festival celebrated progress while also pushing for more open discussions around diversity, inclusion, and other uncomfortable issues.
The document outlines the work of the Mayor's Innovation Delivery Team (IDT) in Memphis, TN to promote neighborhood economic vitality. It discusses how the IDT used a series of low-cost, targeted, and community-driven programs and investments to spur revitalization in distressed neighborhoods. Key programs included MEMFix events to activate public spaces, MEMShop to incubate new businesses in vacant storefronts, and MEMobile food trucks to promote entrepreneurship. Through these initiatives, the IDT helped reduce vacancy rates, start over 30 new businesses, and generate over $20 million in private investment across target neighborhoods in Memphis.
Boostzone WebReview on the Future of the World of Work - October 2012Boostzone Institute
This monthly review from the Boostzone Institute provides a summary of the best articles on management and the future of work from the previous month. One article discusses how employees at green companies are 16% more productive due to more training, better relationships, and increased motivation. Another article talks about how the globalization of work through mobile devices will lead to a more transnational workforce as talented people compete globally. A third article warns that presenting competing arguments to strongly held views may increase polarization rather than reduce it.
This document discusses the opportunity for social impact networks to engage businesses by delivering business value while also pursuing social goals. It outlines five models of social impact networks:
1) Networks that steward natural resources, which directly benefit businesses that rely on raw materials.
2) Networks that enable market-based solutions, benefiting businesses by developing new market opportunities or increasing supply chain stability.
3) Networks that raise industry standards, benefiting businesses by elevating practices within their industries.
4) Place-based networks that align solutions within communities, indirectly benefiting businesses through local improvements.
5) Networks that mobilize action on large-scale issues, indirectly benefiting businesses through helping address societal challenges.
State of Drupal keynote, DrupalCon AmsterdamDries Buytaert
The document discusses strategies for sustaining open source projects like Drupal that rely on volunteer contributions. It notes challenges around maintaining motivation as projects grow larger and more complex. It proposes tracking contributions from individuals, organizations, and end users to give them recognition and incentivize continued involvement. Tracking different types of contributions beyond just code could help capture an organization's full participation.
This document discusses public finance considerations for planners. It notes that planners should understand how municipal revenues and budgets work because they will be asked to explain fiscal impacts of projects and policy changes. Revenues come from sources like property taxes, fees, and state aid, which are vulnerable to economic fluctuations. Planners' decisions around development can affect budgets by impacting areas like schools, public works, and public safety. Tools like fiscal impact analyses help evaluate these costs and benefits, though they have limitations and require credible application. Overall, the document stresses the importance for planners to thoughtfully consider financial implications of their work.
Solving the Wanamaker Problem for Healthcare (keynote file)Tim O'Reilly
Finding a solution to Wanamaker's complaint, "Half of my advertising doesn't work, I just don't know which half" fueled the consumer internet revolution. We are now in the process of finding and solving a similar dilemma in healthcare. I offer some lessons from Silicon Valley for Healthcare
This document discusses the concept of the "Big Society" and citizen involvement in public service delivery. It outlines three approaches to citizen involvement: self-help, self-organizing, and co-producing services with public agencies. While self-organizing works in some cases, it does not always work due to issues like free riders or regulating activities that could harm people. The document also discusses different levels of citizen co-production, finding that citizens are willing to do more but need meaningful roles. It argues public services should involve citizens more in decision making through participatory budgeting or referendums. Overall citizen involvement requires resources but can improve services if done properly.
This document discusses the importance of public participation and democratic urbanism for community health and city planning. It provides examples of how inclusive community engagement processes have led to positive placemaking outcomes, such as transforming derelict areas into active public spaces with gardens and cultural assets. Truly collaborative approaches that involve citizens in decision making from the beginning help address issues of apathy and opposition, build social capital, and create places that reflect community values. In contrast, top-down "smart city" projects and an "orgy of public process" can undermine urban democracy and civic empowerment. When cities leverage culture and citizen ideas, remarkable impacts on people and communities are possible.
Annual Curators Meeting - Global Shapers Porto Alegre HubGab Gomes
The document summarizes discussions from the annual meeting of Global Shapers curators held in Geneva, Switzerland from August 16-20, 2013. Key topics included defining best practices for projects, governance, and engagement with the World Economic Forum. Presentations were given on successful hub projects, including Porto Alegre's "DearFriend" project. Discussions also focused on cross-hub collaboration, fundraising strategies, and engaging local communities and Forum leaders. The meeting aimed to help curators strengthen their hubs and find ways to better impact their communities through shared knowledge and experiences.
Hiriko is an innovative urban mobility solution for cities in the 21st century. It involves a consortium of international and local partners, including Epsilon, CIE, Maser, and Cegasa. Cegasa is a glass supplier with a major market share in Spain and worldwide production. There will be four phases to distributing Hiriko vehicles, beginning with a prototype phase and moving to phases where module suppliers in the Basque region and other plants worldwide will produce parts for vehicles to be assembled in Europe, North America, and other regions starting in 2011 and beyond. The Hiriko company structure will involve three entities for manufacturing vehicles, administering franchises, and building infrastructure like electric vehicle charging systems.
The Vitaever project is developing a mobile smart technology platform called Vitaever to track, manage, and optimize personnel, assets, and resources for the ANT Foundation, the largest distributed hospital network in Europe for cancer patients. Vitaever was launched in mid-2008 and adopted fully by the ANT Foundation network of over 3,300 patients and 300 professionals across 21 clusters in 10 Italian regions by the end of 2010. The project aims to eventually expand the cost-saving Vitaever model to underdeveloped countries to help overcome economic barriers to healthcare technologies.
The document discusses hackdays and barcamps where participants share ideas and build web applications. It describes projects focused on data-driven news, political processes, and data visualization. The document also mentions participatory budgeting, crypto-currencies, and that 43 apps were submitted at one event. It closes by thanking readers.
Presentation by Ezio Manzini for Social Innovation Europe's "A Brighter Future for Europe: Innovation, integration and the migrant crisis" event on 11-12 April in Siracusa, Sicily
ELTERN-AG is a German group which seeks to help struggling families give their children better life chances by creating innovative peer support networks between families.
This document summarizes the key findings of a study on digital social innovation. The study had three objectives: define digital social innovation, map organizations working in the field, and develop policy recommendations. The study found digital social innovation empowers citizens and creates new partnerships. It identified four technology trends in digital social innovation: open hardware, open knowledge, open networks, and open data. The study mapped over 100 organizations and case studied 39. It concluded digital social innovation is led by new types of social innovation organizations and faces skills gaps, but has significant potential if certain policy and funding measures are implemented.
The document outlines an 8-session startup training for Sunday Assembly, including sessions on history, branding, potluck dinners, live better groups, fundraising, and networking. Session 7 focuses on everything being awesome and includes details on live better groups, the Sunday Assembly everywhere network, an application form, a 5% network contribution, fundraising, localized logos, and having any questions.
This document describes a problem definition tool to help clarify priorities and focus on critical issues. The tool involves working through a worksheet individually or in a team to examine a problem from multiple angles. It structures the analysis of a problem in a way that efficiently compares issues and looks at deeper underlying problems rather than surface symptoms. Using the tool with stakeholders can provide different perspectives and lead to reframing problems in a manner that offers clues for effective solutions.
Matt Stokes and others presented a social business model to support entrepreneurs in the Tilburg community. The model draws on expertise from the local entrepreneur and Tilburg communities through mentoring, student advice, and events. It aims to support entrepreneurs in growing and scaling their businesses through skills, expertise, and funding to ultimately grow the local economy and improve citizens' lives. The model seeks to minimize costs through volunteering and timebanking while generating revenue from sponsorship, events, membership programs, and venue hire.
This document discusses social innovation in Zagreb, Croatia. It describes the Social Innovation Lab, which maps and supports social innovation in the Western Balkans. The Lab explores new models and solutions, develops a network of social innovators, and conducts policy analysis. It discusses common misconceptions about social innovation and outlines aspects that currently support social innovation in Croatia, such as recognition of its importance and some intermediary support for social entrepreneurs. The document proposes a "City Lab" model for Zagreb to channel individual efforts into an ecosystem through components like a creative lab, centers for urban culture and social entrepreneurship development, and marketing assistance. It outlines next steps such as developing a social innovation training curriculum and exploring a City Lab with the
The Role of Housing Providers in Sparking and Supporting SI by Margaret BurrellSocial Innovation Exchange
This document discusses a program run by the Young Foundation, Metropolitan Housing Association, and Olmec to support migrant social entrepreneurs in London and Nottingham. Through two programs called FSISE and CLIMB, over 60 migrant social entrepreneurs received support over 12 months. Metropolitan was interested due to its history assisting immigrants. Barriers faced by migrant entrepreneurs included prejudice, unrecognized qualifications, language skills, and lack of relationships with decision makers. The program helped participants establish businesses structures, networks, and articulate their offerings to housing associations. It served as a model for housing providers to support social entrepreneurs through intermediary organizations and address social needs.
This document summarizes the economic and social changes in Dortmund, Germany over recent decades known as the "Dortmund Consensus". Key points:
- Dortmund transitioned from an economy dependent on coal, steel and beer production to a more diversified, technology-based service economy following major job losses from 1970-2000.
- Its population is now the only one growing in the Ruhr region, surpassing 1983 employment levels, with most workers now in services.
- Through cooperation between stakeholders in government, industry and labor, Dortmund created governance structures and a culture of collaboration that helped manage structural change.
This document discusses future scenarios for social innovation and community networks in 2026. It presents guiding questions about envisioning a positive vision for 2026 and what would need to change to achieve that vision. It then lists 8 social innovation and community networks that could be considered, including public sector innovators, digital social innovation, and collaborative/sharing economy.
Station 88 is a knowledge-inspiring and transfer centre in Tilburg, Netherlands that supports entrepreneurship and innovation with a unique single program. It combines social and economic value by creating a community of entrepreneurs, civic leaders, businesses, organizations and more. The centre aims to support existing small businesses and third-sector organizations as well as potential new entrepreneurs. It receives funding from the European Union and one scenario suggests the municipality could act as a mediator to bring real citizen needs and stimulate procurement to feed challenges to the centre.
This document discusses social innovation research funded by the EU Framework Programme for Research and Innovation (Horizon 2020). It focuses on research conducted under Societal Challenge 6 on inclusive, innovative and reflective societies. This includes several past and current research projects exploring topics like social entrepreneurship, social services innovation, and poverty reduction. The 2017 work program for Challenge 6 is outlined, with four main calls and 29 total topics addressing issues like education, inequalities, cultural participation, and migration. Brief descriptions are provided for several of the 2017 topics.
The document discusses how governance can be "unbundled" by distributing government functions through technology and citizen participation. It provides examples from Bowen Island, Canada where citizen initiatives like a crowdsourced road conditions map emerged during a snowstorm, bypassing traditional government processes. The author argues that crises, political will, and "constructive renegades" can drive this unbundling. Governments may take on more of a facilitator role by integrating citizen input and data. For unbundling to work, citizens need to create tools, relate institutional data, and embrace responsibility while governments embrace openness.
2014-02 - Debate Writing @MindLab - Prompt#2 Are we 'using' users?Stéphane VINCENT
The document discusses the role of "users" and "citizens" in the work of designing public policies and services. It describes two programs - one working directly with students, teachers and staff at a school, and the other working within public administrations to transform policies in a more user-centered way. While the first program involved direct participation of users, the second found it difficult to involve everyday citizens in policymaking processes. The document questions whether using ethnographic research to understand user experiences is ethical if users are not true partners in co-creating policies. It proposes alternative approaches that focus on collecting stories to build local movements led by community members.
i-teams: The teams and funds making innovation happen in governments around t...Antonio Sánchez Zaplana
The i-teams featured in this report work to drive innovation in government through four main categories: developing solutions, engaging citizens and external partners, transforming processes and skills within government, and achieving policy and systems change. Common elements across the i-teams include strong leadership, diverse teams and partnerships, explicit methods, and impact measurement. The report analyzes 20 i-teams from around the world to understand their approaches and identify lessons for setting up new innovation teams in government.
Engaging the Edge – Activating citizen experts for innovation that worksAlberto Cottica
Presentation delivered at UNDP Innovation Summit in November 2013. It deals with how large, corporate bureaucracy can engage innovators "at the edge" while still complying with accountability requirements. Based on an experience led by the Council of Europe in 2011-2012.
Improving Civic Intelligence: Repairing the Engine on a Moving Car?Douglas Schuler
These are the slides from my keynote presentation at the recent Conference, Electronic Governance and Open Society: Challenges in Eurasia (EGOSE 2014), in St. Petersburg, Russia. Bottom line: There is a LOT to be done — and government, e- or not, can't do it without citizens.
Civic Hacking & Digital Social InnovationFrank Kresin
Civic hacking and smart citizens are discussed. Key points include:
- Citizens should reclaim agency over the processes, algorithms and systems that shape their world.
- Smart citizens are ready and willing to get involved, but governments are not keeping up with 21st century challenges.
- Governments should tap into citizens' creativity by embracing civic hacking, prototyping quickly, and empowering self-organization at local levels.
This document discusses how governments and societies will need to change and adapt to face future challenges. It suggests careers in local government will focus on change, agility, and efficiency. Weak signals of change like new technologies are mentioned. Government will need more collaboration and build capacities for innovation. How we think, learn, govern, relate and find purpose are discussed as changing. New leadership skills like building capacities for transformation will be important. A Future's Institute is proposed to help identify trends, develop innovative workforces and new types of leaders comfortable with constant change.
This presentation is based on a talk by Brian Reich in the Beacon Lounge at the 2014 SXSW Interactive Festival (March 8, 2014). The focus was 'Five Good Questions' designed to challenge people to think differently about how we address serious issues and try to find solutions to our most complex problems.
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...Wayne Dunn
Thoughts on being a stakeholder and not an international expert as a major LNG project is announced for my backyard.
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Here is a summary of David's day in 3 sentences:
David wakes up early to meditate before starting his day as a community organizer, where he works tirelessly to enact positive change. In the evenings, he enjoys unwinding on social media and browsing news articles, allowing Ads4Change to donate small amounts with each ad viewed to causes like environmental protection and criminal justice reform without disrupting his routine. Though passionate about many issues, David is happy to support causes indirectly through passive participation when his busy schedule prevents more hands-on involvement.
Tasked with forming a design firm, my team initiated Ads4Change, an adblocker that replaces ads with socially conscious ones and donates ad revenue to charity. It revolutionizes online ads, enhancing user experience while making a positive impact on society through charitable contributions.
On the streets, on social networks and at the ballot box, people are voicing their discontent. They are worried about the environment. They are demanding social equality. They are advocating for better living and working conditions. And they are reacting to perceived institutional injustices. In short, they are angry at their leaders and they are making sure their voices are heard. This is not about a handful of radicals shouting from the wilderness. What we are witnessing is a massive shift in the ‘middle’. Indeed, the voices on the fringes of these issues largely remain shrill and extreme. What is changing is the quiet chorus of voices that make up the middle ground (i.e., the average voter).
For many governments, this upswelling of discontent could not be happening at a worse time. Public budgets are highly constrained (either by debt or by borrowing limits). Technologies are rapidly changing. New risks are emerging. And planning is becoming infinitely more complex. The pace of response from governments is proving to be inadequate.
Magazine 2 - Dinobusters! English magazine. November 2014.Dinobusters
From 11th - 13th of November 2014 the Dinobusters were one of the keynotes at an OECD conference (from idea to impact). They published this magazine in order to spread their ideas of innovating public sector - and above all: spotting (and removing) dinosaurs within governments.
Stuart Etherington speech BIG Assist conference 25 Feb 2016elizabethpacencvo
The document summarizes the keynote speech given at the final Big Assist national conference. The speech discusses:
1) The success of the Big Assist program in helping over 700 organizations access advice and support to strategize, develop new ways of working, and generate income since 2012.
2) The need for infrastructure organizations to adapt to changing times and demonstrate their impact by convening communities, generating income, and facilitating partnerships between sectors.
3) A roadmap for infrastructure organizations focusing on skills development, demonstrating impact, playing a central role in community planning, and brokering new resources.
Prolific is the world's first PCM (Personal Creativity Management) software platform. Founded by writer, artist and entrepreneur Scott Ginsberg, this slide deck takes you through the origin story of this revolutionary new business discipline. Try any of the 300+ tools for free at getprolific.io
This document discusses government spending and taxes. It argues that government plays an essential role in solving shared problems through public tools and resources. While some see government as just politics or bureaucracy, the document asserts its importance for the common good, quality of life, and community well-being. It acknowledges dominant narratives that challenge this view, such as overspending being the cause of problems or the need to cut spending. However, it pivots to refocus on government's mission to achieve shared goals and build the future through wise decisions that consider new revenues alongside spending cuts.
The document discusses implementing a business intelligence and big data infrastructure for a large company. It notes that the consulting firm, Huron, has significant experience in similar projects and can help the company leverage big data as a strategic asset. Huron emphasizes their client-focused approach and ability to effectively analyze and communicate complex issues.
The Innovation team at the RNLI held a workshop using foresight techniques to explore potential future scenarios and develop strategic questions. Attendees prioritized key trends and insights that could impact the RNLI. They then created narratives describing how the RNLI could operate in future contexts. From these, the team generated questions about how the RNLI could adapt, such as how to identify future communities, collaborate with other organizations, and add value. These questions will inform a new foresight program to guide RNLI strategy.
Village President Alex Torpey's Rough Notes for 2015 State Of The Village Add...Alex Torpey
This document summarizes a speech given by the speaker to trustees and government officials in South Orange. The speaker thanks the trustees and government staff for their hard work in serving the community. The speaker discusses transparency initiatives in South Orange such as online budget tools, a citizen-guided budget, and a 311 system. The speaker emphasizes the importance of institutional transparency and accountability over personal responsiveness, aiming to deliver equitable services through the government system rather than personal connections.
Similar to The power and necessity- of social innovation in our cities, Gigi Georges at six and the city (20)
The People & Connections Map is a tool to visualize who an organization is trying to reach and how different individuals and organizations are involved or related to their work. It maps stakeholders in concentric circles to show their level of influence and proximity to the target audience or beneficiaries. The map is created by listing the target audience in the center and then mapping other people and organizations outward in circles and sections according to their relationship to the work. This provides a clear overview of networks and connections to help communicate and discuss key relationships.
Joseph is a young person who completed an ICT diploma but has been unable to find a job. He learns about a new Apprenticeship Academy through his former college and attends an information session. He applies and is accepted to a one-year IT support apprenticeship with the local authority. He receives training through the Academy one day a week while working the other days. Though he initially struggles, he finds support through Academy structures and completes the apprenticeship. All apprentices are assessed using the Academy's evaluation frameworks. Inspired, Joseph then pursues a degree in ICT. The Academy is a partnership that provides back office support while members support local apprentices and liaise with the central organization
This document discusses storyboarding for a project by considering questions about how someone becomes aware of it, decides to get involved, and their experience throughout - from their initial experience to their experience as a mature user, and whether there is an end point. It focuses on using storyboarding to plan the user experience from start to finish.
This document provides a legend for mapping out user journeys and touchpoints with a service. It outlines questions to consider at each stage including what the user wants and does, how they come into contact with the service, and how the service answers the user's needs. Users move through stages from an initial need, deciding to use and first using the service, further ongoing use, and potential help with problems or end of use. The document instructs to map each persona's journey through the service using color-coded lines to connect their relevant touchpoints.
This document maps out a customer's journey through a service in 3 phases - before, during, and after - and identifies 15 total steps. The phases are labeled as before, during, and after using the service, with numbered steps illustrated for each phase to show the user's interactions and progression through the service.
This document provides instructions for creating a user storyboard to map out the key interactions and touchpoints of a service from the perspective of the main user. Users are directed to draw frames from the point of view of the primary user, write a narrative to explain the drawings with the user as the protagonist, and identify the main need expressed at each frame before selecting or designing touchpoints that address the identified needs.
This document discusses the key components of a social business model canvas, including activities, resources, customer segments, value propositions, channels, customer relationships, revenue streams, key partners, cost structure, and social impact. It prompts the user to consider questions around delivery, sales and marketing, finance, macroeconomic factors, competitors, and reinvestment to develop a comprehensive social business model.
Participants were asked to post potential solution ideas and vote on them using colored stickers to determine which ideas they wanted to further develop. The ideas were then sorted on a poster to collectively decide which were feasible, not yet feasible, or ordinary based on the voting in order to select the original ideas to focus on developing further.
This document discusses the Thinking Hats technique for structured group discussions. It describes how Thinking Hats allows a discussion to consider different viewpoints by assigning each participant a role or "hat" such as logical, factual, cautious, emotional, or out of the box. Participants discuss an issue from the perspective of their assigned hat. This structures the conversation and avoids open debates, instead creating a meaningful discussion that considers all angles of an issue. The document provides instructions for how to implement Thinking Hats in a group.
The document provides prompts to help define a challenge or problem, understand the real needs, and imagine what the solution would look like with the problem solved. It asks the reader to describe an idea that addresses the defined challenge and explains how the idea would achieve its goals.
The document discusses different levels of cooperation in social innovation processes, from informal networking to long-term clusters. It presents a table that defines cooperation, collaboration, engagement, and clusters based on the intensity of ties, whether goals and benefits are mutual, what is shared like resources, and the duration of the link. Cooperation involves formal ties, sharing information and knowledge for development, having mutual goals and benefits, and medium-term duration.
This document provides an overview of the ChiC project and its activities to coordinate and promote the CAPSSI initiative. The key points are:
1. ChiC is a Horizon 2020 project that aims to strengthen the CAPSSI ecosystem by connecting related projects, promoting impact, and providing tools to grow social innovation.
2. Some of ChiC's main actions include developing promotional materials, knowledge sharing resources, best practices, and recommendations to define and assess impact.
3. Upcoming events coordinated by ChiC include a CAPSSI community workshop in September 2016 in Bratislava and the Digital Social Innovation Fair in February 2017 in Rome.
A field driven primarily by startups and new organizations, with established charities and social enterprises not adopting new technologies much. While new technologies show promise, more focus is needed on solving social challenges to effectively communicate benefits to broader audiences. The field sees a lot of new ideas but few have scaled significantly.
Collective Awareness Platforms for Sustainability and Social Innovation aims to:
1) Harness ICT networks and collective intelligence to support new economic models beyond GDP and cooperation.
2) Create awareness of sustainability challenges and bottom-up solutions from real communities.
3) Use open data, source and hardware for participatory innovation involving at least two non-ICT entities such as social entrepreneurs and civil society organizations.
The document discusses new projects from the 2nd Call of the CAPS Ecosystem including environmental sensing, redistributing surplus food, using ICT in social and health care and small-scale farming, addressing water scarcity, security and quality, and taking a collective approach to crises. It provides contact information for the CAPSSI community hub for sharing resources and ideas and subscribing to the CAPSSI NEWS channel, and announces the upcoming Digital Social Innovation Fair 2017 in Rome.
The document summarizes the state of social innovation in Europe based on research conducted by the Joint Research Centre. It discusses the mapping of over 600 social innovation initiatives across Europe, with a focus on initiatives that combine information and communication technologies with social services. It also introduces a proposed methodological framework called i-FRAME that aims to assess the impacts and return on investment of social innovation initiatives. Finally, it discusses ongoing work to analyze different scenarios for the future of welfare systems in Europe.
Urban Social Innovation Systems and Networks: Exemplified by the case of ViennaSocial Innovation Exchange
This document discusses social innovation in Vienna. It begins by stating that all innovations are socially relevant and have an impact on living and working conditions. It then provides an overview of principles of social innovation, including that social innovations apply to all sectors of society and their impact depends on cultural and socioeconomic contexts. The document also discusses intermediaries that support social innovation in Vienna, such as the Centre for Social Innovation, and requirements for an effective social innovation ecosystem, including structural triggers, path dependency, and management.
Urban Social Innovation Systems and Networks: Exemplified by the case of Vienna
The power and necessity- of social innovation in our cities, Gigi Georges at six and the city
1. The Power
- and Necessity -
of Social Innovation in our Cities
Gigi Georges
September 2010
2. Imagine that you’re a mayor. Or local agency head or city
manager or high level appointee charged with delivering
concrete services to local citizens. You know there are real
consequences at stake: a child’s education, a father’s
livelihood, a mother’s health...a home.
You’re struggling every day to stay one step ahead...but you
feel buried
buried...
3. Then one day, someone comes to you and says: here’s what were going to do...
-We’ll allot serious funds to new efforts, knowing that more than 50% of them will fail.
We ll
-We’ll encourage a public fight with local nonprofit and foundation leaders.
-We’ll open ourselves up to more scrutiny at every step from every quarter: and demand to be held to the highest
standards
-We’ll actively seek out client feedback at every turn, even from clients who aren’t wrapped into the system voluntarily.
You listen, and you think, Thanks but I think this is a ride I’d rather not take. You can literally see your political career
going off the rails...
But then, you think about where you are, and what you’ve got going. And why you got into government in the first place.
4. And it hits you, that for the most part, in government you’re pretty much stuck on
an enormous slowly sinking ship
enormous, ship.
Sure, there are some bright moments here or there. But it’s not a pretty picture.
Because the reality is that too often, we’re held back by the very systems that were
designed to address our society’s g
g y greatest p problems. Meaningful change is
g g
frequently impeded by government’s adherence to old ideas, precedents and
practices. And lack of transparency and accountability keeps us from being able to
identify and quantify failure.
5. So, even though you have the best
intentions, you -- or more to the point, the
machinery of government -- are the
y g
obstacle, not the facilitator of people’s lives.
Think about it: wherever you hail from,
government dominates funding in every
important area of social policy. With rare
exception, it spends citizens’ t d ll
ti d iti ’ tax-dollars on
one-size fits all services, It is averse to risk
and innovation. It’s mired in bureaucratic
red-tape, bound by impenetrable
regulations, and dominated by a culture of
compliance over results. An Iron Triangle of
results
incumbent interests rules.
These a aren’t bad people, they just don’t
want to lose their jobs and funds. It rarely
asks citizens what works for them. All
these things keep good innovators -- and
good innovations -- out.
6. There is a program for every problem, with lots of money funding lots of activity by lots
of well-intentioned people -- often accomplishing little.
Ask a program worker what they’re accomplishing and, more often than not, they will
answer with a process or a program: “We filled 37 new job training slots today.” “We
moved 200 people into homeless shelters this week.” “We filed 14,392 claims this
month.” But with all this activity, as you sit there, good intentions and all, how often
can you honestly say: Here’s how have I’ve helped change a citizen’s life today -- for
Here s I ve citizen s
the good and for the long term. Here’s how I’ve worked WITH them, not simply for or
at them, to bring about measurable change.
7. Back in America, these problems share the same root causes: a governing
mentality driven by compliance and status quo inertia and a political discourse too
often driven by ideological partisanship.
We need to replace both of these with a new approach: that of innovative
pragmatism.
And, if we take that approach, we can do much better. Or at the very minimum,
we can’t do worse than we are today.
8. So of course, the easy thing to do, is,
, y g , ,
well...
But the proverbial head in the sand never
got anyone anywhere but deeper into the
hole.
hole
And the real question is not whether
government should participate in serving
its citizens, but how.
So I’m here this afternoon to start the
discussion a bit about why it’s imperative
to innovate in our cities -- and that it can
be done with some promising results...
p g
9. But also to acknowledge that the route to success can be long and winding
winding.
Working with and talking to more than 100 local government, non-profit and foundation innovators back in the
states over the past two years, my colleagues and I at Harvard have seen how it can be done in pockets across
the country. We put our findings into a book, under the lead authorship of Stephen Goldsmith, called “the Power
of Social Innovation.”
Innovation
What we saw and have written about gave us hope that with the right strategies, and some strong passionate
folks leading the way, pockets of promise can build and grow.
10. But before you say I know where she’s going: the innovators
say, she s
will ride in on a white horse in and rescue government from
itself. And happily ever after and such.
Not so. Because if we do anything as we gather, we ought to
be honest about the limits - and potential p
p pitfalls - of innovation.
To start, we need to acknowledge that no single sector can - or
should- corner the market on innovation. Public, private and
non profit officials can all be the problem, but it takes more than
one of them to be the solution. in our research and experience,
we h
have seen t ifi id
terrific ideas well executed i one sector th t can
ll t d in t that
cause changes in the others.
We’ve also seen the incredibly important lesson that you don’t
have to be an “expert” to be a great innovator who contributes
something meaningful to public service In fact many of the
service. fact,
most inspiring and successful innovations we came across
came from ordinary citizens who were frustrated with how
government was failing to get results, and took action.
Often they brought the p
y g power of new technology -- digital and
gy g
social media, web-based services and cutting edge data
incorporation -- to problem solving in their own communities.
Sometimes, their innovations were as simple as taking a
political or financial risk, and challenging local government
leadership to do the same.
10
10
11. In our journey through cities and towns, we also recognized that all innovation is not good. So even as we
celebrate shaking up government with waves of innovation, some words of caution are in order.
Good social innovators constantly ask themselves: what is our mission and is it the right one? In this
searching,
searching the old adage comes to mind of asking : “have we given this family a fish today or have we
mind, have today–
taught them how to fish”? Are we simply serving the homeless – or are we ending homelessness? [Example
of Linda Gibbs in New York City]
Because, even among innovators, too often, efforts to match needs and services are no better than a child’s
game of telephone. An innovator has a solution but it’s not connected to demand. They tell citizens “take
it s take
this. It’s good for you.” Citizens have too few mechanisms to talk back – to say “no, this is what I really need.”
And when they do try to talk, it somehow ends up garbled along the way. We need to build a two way system
between supply and demand that works – where we give voice to those who lack power on the demand side
so that providers can create and modify approaches that work for and with more people.
12. Good social innovators also
acknowledge the risk of being too
certain that because you are
innovative, your ideas will
automatically work in the public
sphere. Or that because they’re your
ideas, and you’re smarter than
everyone else, they you’ve got the
y , yy g
winning playbook
-These are the risks of replacing the
arrogance of government with the
arrogance of the innovator. And
they’re big.
th ’ bi
So what are the marks of good
innovation? We found some sharp
consistencies among those that
achieved successes not just in one
place or one year, but with scale and
sustainability over time. With real
results for real people.
13. The success stories were dominated by individuals -- and organizational cultures -- that prized
constant learning. [Example: Teach for America, move from placing teachers to developing a
cadre of alumni leadership who are now taking on key roles in government and education,
pushing a school reform agenda.]
This means being willing - eager - to learn as you go, to adapt quickly when things aren’t
working, to admit mistakes and seek to correct them.
To prize data at the same time as you incorporate the human element, the stories, the voices
of those on the other end of the desk, phone line or computer.
14. The need to constantly improve; to be always focused on
becoming better and being humble enough to know that in
order to be a great innovator and contributor you must be
willing to learn from others:
Mentors, peers, subordinates and competitors as well as
through a willingness to take on jobs or tasks, not because of
th h illi t t k j b t k tb f
the prestige or compensation, but by determining if it will make
you and others better.
17. And the courage to take risks in order to
achieve your goals – even when the odds
are against you.
Especially in these times, when
governments -- and the people they are
there to serve -- are facing significant
economic and social challenges.
[Example: Blair Taylor, Los Angeles Urban
League. Put the credibility of his trusted
organization, plus his own reputation. on
the line to pursue a bold and risky effort to
p y
holistically address the needs of a troubled
community in California. Convinced
community, local government, civic leaders
to work with him when all others had given
up. Goal: to cut violent crime rates in half,
using th l
i the local hi h school as an anchor
l high h l h
for neighborhood and civic realignment. In
2 years, a 17 percent reduction in violent
crimes, and an 80 percent decrease in
homicides.]
19. That also sounds great, but really: How do you do it?
?
Start by being willing to make the long climb out of the status
quo.
20. And by opening space for innovation so that it can feed and grow:
•Be willing to throw out incumbent providers - legacy non profits that aren’t making the grade but get funded
y
year after year j
y just because it’s “always been so”.
y
•Make legal and regulatory changes that break down structural barriers to innovation
•Bring in new people and organizations that are hungry, creative, passionate AND not just willing, but eager to
be held to high standards and measurable results.
[Example: Washington DC Schools Chancellor Michelle Rhee]
And give them room to test their wings, and hopefully, fly...
And remember, some of these new entrants WILL fail. But that’s at the core of innovation. And the key is to
give them the room to try the support to adapt and improve and the notice that if they can’t show value in a
try, improve, can t
reasonable time frame, they won’t be invited back.
[Example: Under NYC Mayor Bloomberg, Center for Economic Opportunity Innovation Fund/conditional cash
transfers experiment].
21. Trust in citizens:
Ask f f db k
A k for feedback on services. D
i Devolve access t i f
l to information. L
ti Leverage social media.
i l di
Replace patronizing systems.
develop new volunteer and donor goodwill pipelines
[Example: Maurice Miller’s Family Independence Initiative in San Francisco shifts
responsibility for change to those who experience poverty. Through FII low-income
poverty FII, low income
families are encouraged to create and rely on their own networks for success, and are
challenged to set high expectations for themselves. Participating households in FII’s
pilot increased their income by 20% while 70% of children improved their grades. Now
expanding to Boston.]
22. What you need
Open Space Trust in Drive Results
for Innovation Citizens
And always drive toward results. Hold yourself, your agencies, your political and
civil appointees -- and the people you are there to serve -- to higher standards. It s
standards It’s
hard, but we have seen that it can be done.
[Examples: Indianapolis Mind Trust; Massachusetts-based New Profit, Inc.]
23. Ten Steps to Drive Social Innovation
in Cities
What’s Next?
Engage the Community
Be willing to take political risk
Create Innovation Capital/Venture Fund
p
Initiate Performance Measurement
Trust Those in Need
Consider a ‘Sunset’ Clause in Funding
Stop Incumbent Protectionism
Identify New Intermediary Models
Identify and Import Best National (and
international) Models
)
Encourage Business Leader Initiative
We took what we learned and came up with ten steps any local government leader can
look to if they really want to embark on this journey...
24. And finally, think systemically and act
finally
catalytically.
Looking at the inner circle: A host of forces
operate on a community’s social service delivery
structure—few of which argue for change. The
g g
tendency to resist disruptive change doesn’t
result from a nefarious political conspiracy.
Rather, it is the natural result of a system in
which one closely tied group of individuals—
philanthropic and government funders—makes
decisions f another group—citizens i need.
d i i for th iti in d
Yet an impassioned person with an appealing
vision can act as a catalyst. The center circle in
the figure represents the civic reaction—the
disruption and eventual transformation of the
existing system triggered by civic
entrepreneurship that produces more social
good.
In all this, a key piece is to know that while the
actor as catalyst, working across traditional lines,
y g
is crucial, they cannot make change in any
meaningful, scalable way if they try do it alone.
And they certainly can’t do it without engaging
government. This goes back to understanding
that the best innovation crosses sectors, brings
players t
l together t b i d
th to bring down b i
barriers and b ild
d build
up successes, block by block.
26. But stick with it, and we can figure out how to create the exceptional model, the
one that stands out and gets people talking
talking.
So that before you know it...
28. And before you know it, we can all have a lot more to celebrate.
Even if it seems today like a long shot...or a miracle. [1980 US HOCKEY VICTORY]
There is a path, it starts with the people we met and talked to working in cities across
America. With innovative leaders like you, helping lead the way.