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A social innovation workshop about tools for tackling urban deprivation in Malmo & Copenhagen
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Slide 1 The Young Foundation 2010
Hands-on social innovationTools for tackling urban
deprivation in Malmö &
Copenhagen
Workshops – May 12 & 13
Slide 2 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 3 The Young Foundation 2010
“We want you to leave
inspired, with a set of
practical tools and
methods to apply to the
social problems you are
tackling every day”
Outcomes
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 innovation
Session 3: Thinking differently• Linking tools and methods to the social problems you are working on
Session 4: Action on social innovation• Putting ideas into practice
Slide 5 The Young Foundation 2010
Session 1:
What makes places innovative?
Slide 6 The Young Foundation 2010
The development of new ideas (products, services or models) to meet unmet social needs and create new social relationships or collaborations.
Innovations that are both good for society and enhance society‟s capacity to act.
What is social innovation?
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 or locked into powerful interests
Plus an experimental social network analysis - to explore networks and relationships
UK case studies
Tower Hamlets: Youth
Services
Tower Hamlets was one of the first local
authorities in England to develop a
commissioning model for youth services
Involved letting a series of local and
thematic contracts to voluntary and
community sector organisations
Developed a Third Sector Strategy for the
entire Borough
South Tyneside: Social
Exclusion
A number of innovative projects to address
social exclusion
Council-led Neighbourhood Appraisal and
Action Planning project
Beacon-awarded financial inclusion
scheme
Knowsley: Secondary
Education
Secondary Transformation Scheme has
put in place a number of radical changes
Development of seven new learning
centres, which will replace all of the
Borough’s secondary schools by 2010
Highlands: Children’s
Services
Highland Council has radically reorganised
the delivery of Children’s Services in the
area (GIRFEC)
Created an effective joint working initiative
involving a number of key agencies.
Highlands selected as a Pathfinder for the
rest of Scotland
International case studiesLille, France:
Cultural Regeneration
Suffered greatly from
deindustrialisation
Repositioned image
Major programme of
regeneration
Pittsburgh, US:
Unemployment and
workforce development
Identified as a hub of socially
innovative activity
Strong foundation community
and universities
Renowned social
entrepreneursGouda, Netherlands:
Community cohesion
Ethnic tensions between
Moroccan and Dutch
communities
Grass roots projects and
municipality response
Portland:
mini case study
Innovation in civic
participation, urban planning
and development, transport,
environment
Slide 12 The Young Foundation 2010
How places innovate• Every place can innovate although it‟s not easy
•Innovation comes from urgent need
•Need clarity about when to innovate; when to focus on improvement
•Don‟t believe common myths about need or obstacles
•Need to balance action & response in three critical dimensions
Slide 13 The Young Foundation 2010
What we know• Innovation isn‟t a mystery
• Innovation isn‟t about wacky out of the box thinking
• It involves everyone – and anyone‟s insights can be useful
• But it is best done with the right methods, processes and skills –from questions through ideas to impact
Slide 14 The Young Foundation 2010
Visualising a local innovation system
•Start small – persuade by example
•Don‟t wait for permission or funding or acceptance by big institutions just do it
•Always taking „no‟ as a question
... but how?
“Innovation lies in the grey space between agencies”
Audit Commission
Slide 16 The Young Foundation 2010
An example from East London•London Borough of Barking & Dagenham
•De-industrialisation, high deprivation, resentment
•2006: far right (BNP) became 2nd
largest party, lost all seats in 2011
•Council, public sector, civil society, media all played key role
•Council set up „community communicators‟, staff asked to start dialogue on busses etc
Slide 17 The Young Foundation 2010
^ 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 these
Creative social design tools
Slide 18 The Young Foundation 2010
Your task
• Identify a problem or issue you are working on that is proving difficult to solve
•Working in groups, use the language of ideation as a tool for thinking differently about how to approach
Slide 19 The Young Foundation 2010
Session 2:Inspiration
End to end
innovation
The starting point is to ask the right questions, to diagnose and understand problems and
possibilities ....
1. prompts and triggersdiagnosis ethnography
political mandates
critical walking
failure demanddata and evidence
cost escalation
petitions
complaints choirs
new technology
user feedback
reviewing extremes, positive deviance
surveys and sousveys
needs mapping
new paradigms
visits
crisis
rights to time for ideas
campaigns
Slide 23 The Young Foundation 2010
The methods we find most useful 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 do
Slide 24 The Young Foundation 2010
Chaotic families, WiltshireProblem: Working with chaotic families costs too much and is only supported by public services
Method: Ethnography to gain new insights about family life in chaotic households to generate new ideas and approaches.
Also ran „Taskforce‟, carried out estate survey, ran service design sessions with locally based staff
Chaotic families: 5 big ideas1. Target additional support in areas with poor levels of
wellbeing and resilience
2. Develop opportunities for mutual aid within communities, promoting self help groups and community solutions
3. Reconfigure support services into area based working teams
4. Work with whole family not just individuals
5. Better differentiate the needs of chaotic families, to improve service offerings
We then move onto creative methods to multiply the options for
potential piloting....
2. proposals and ideas
inspiration Idea marketplaces
Hybridisation, recombination
Design tools
collaborative networks
User led design
A teams
brainstorms
creative meeting methods
Competitions & prizes
Artists in residenceCreativity methods
incubation
Living Labs
reflection
crowdsourcing
SI Camps
Skunkworks
Staged prizes
TRIZ
Slide 28 The Young Foundation 2010
The End of Regeneration?
A new approach to
tackling entrenched
deprivation on small
housing estates
Slide 29 The Young Foundation 2010
The three estates
Slide 30 The Young Foundation 2010
Focus on life transitions•Stories and anecdotes about life on the estates
•Focus on important life transitions
•Unstructured conversations with residents
•Semi-structured interviews with agencies
•Informal group discussions
Slide 31 The Young Foundation 2010
Social regeneration?
The importance of social and emotional support for regeneration
We then try to turn a shortlist of options into viable prototypes that can be tested in the real world ....
3. prototypes and teststrials beta testing
proof of concept
Randomised control trials
pathfinders
rapid prototyping
trailblazers
simulations
pilots
experimental zones
test marketing
open testing
Slide 34 The Young Foundation 2010
The methods we find most useful 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 exists
Slide 35 The Young Foundation 2010
•Problem:•Growing number of families in crsis in South Australia•Need to identify new preventative models instead of costly interventions at crisis point
•Solution:•TACSI/InWithFor - Radical Redesign Team•7 step redesign process including ethnography, service design & prototyping to develop
Slide 37 The Young Foundation 2010
Resilience for gang members•Commissioned by police
•Worked with NGOs, local authority youth services
•Building on our work using CBT based methods in schools
Slide 38 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 ....
4. sustainingembedding
Professional development
policy commitment
Organisational forms (CICs etc)
grants for growth
loans, equity, quasi-equity
Commissioner commitment
Incremental improvement
Crowd-funding
Public share issues
formation
programme funding
Refining business models
formal validation
Slide 41 The Young Foundation 2010
We use many tools at this stage, including: Examples
• measurement tools to assess whether projects really do work
• Tools for designing business plans
• Intensive business support
Slide 42 The Young Foundation 2010
UpRising•Youth leadership programme, 19-25 year olds from diverse backgrounds
•East London and Birmingham
•Offers skill, knowledge, networks, confidence through training sessions, mentoring, visits, running local campaigns
Slide 43 The Young Foundation 2010
Slide 44 The Young Foundation 2010
Maslaha•Increasing understanding of Islam and helping Muslims navigate the dilhemmas of a secular society
•Producing health advice (diabetes, caring for your heart) , educational resources, publicising resources by Islamic scholars
Slide 45 The Young Foundation 2010
5. scaling and growthdiffusion
Strategies for diffusion and adoption
licensing
Brands
franchises
investment for growth – loans, equity, quasi-equity
commissioning
federations
National policy directives
professional networks
growth through people takeover
policy and programme funding
consumer advocacy
Then, to scale an idea we use a range 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 ...
6. systemic changenew mentalities
regulation
recalibrated markets
changed scripts whole system demonstrators
technical diffusion through supply chains
fast colleges
finance for outcomes
changed power relationships
new metrics
lawcoalitions for change
Slide 51 The Young Foundation 2010
Studio Schools•New model of state school for 14-19 year olds
•Bold new approach to learning involving enterprises
•Employability and enterprise skills, personalised curriculum, practical learning, real work, students of all abilities, all small schools
•31 studio schools in development
Slide 52 The Young Foundation 2010
Session 3:Thinking differently
Slide 53 The Young Foundation 2010
1 Prompts
2 Proposals
3 Prototypes
4 Sustaining
5 Scaling
6 Systemic change
Disengaged communities, poor education, high levels of disadvantage
Consensus about need for new approach
Data/studies on social need
External inspiration, social design principles, co-design solutions with participants
Learn from success of environmental sustainability programmes
Developing Malmö‟sinnovationstory
Slide 54 The Young Foundation 2010
Are we asking the right questions?
1. What is the problem?
2. Do we understand the
critical causes and
drivers?
Slide 55 The Young Foundation 2010
Predictable mistakes
•Improvement not innovation
•Adoption not adaption
•Policy not leadership and action
•Isolation not collaboration
Slide 56 The Young Foundation 2010
What is your role?Innovation comes from connecting:
bees: small groups, individuals,
social entrepreneurs with insight and ideas
trees: big organisations -
governments, companies, foundations with power and money
Slide 57 The Young Foundation 2010
Useful questions•What is the problem I am working to address?
•What are the underlying drivers and causes of the problem?
•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 58 The Young Foundation 2010
Your task•Review your challenge from the morning session. Do you want to change groups or continue with the same conversation?
•Working in groups, use your social innovation toolkit to think about new approaches & practical steps to addressing your problem
•What is the one practical action you will take away from the workshop?
Slide 59 The Young Foundation 2010
Session 4:Action on social innovation
Slide 60 The Young Foundation 2010
Action on social innovation
•What is the one practical action you will take away from the workshop?
•Who will you/do you need to collaborate with?
Slide 61 The Young Foundation 2010
Useful resources for social innovators
Slide 62 The Young Foundation 2010
Slide 63 The Young Foundation 2010
The Global Innovation Academy Vision
A radically new model of learning to serve a global field of practitioners, needing constant real-time learning, held together by a shared knowledge platform gathering together tools, case studies and models.
• The fully mature version of the Academy would be:
– 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.
• This is a new approach to learning will help government, the social sector and industry learn more quickly from one another to solve social challenges.
The Global Academy will be at the heart of the movement to make
social innovation as well-supported, funded, and grounded in evidence as scientific, medical
and commercial innovation.
Objective: To build the skills and capacity needed for fast and effective innovation to meet social needs.
1. Connecting learners teachers
For further information please contact: