PROFITING FROM SCIENCE www.matrix-ni.org HarnESSing tHE PowEr oF SoCiaL innoVation to DriVE tHE nortHErn irELanD EConomY DETI SoCIAL IMPoRTANT GovERNMENT INNovATIoN PANEL NoTICE DEPARTMENT MEMBERS ACkNoWLEDGEMENT

John McMullan – Whilst reasonable steps have been The social innovation report was Bryson House (Chair) taken to ensure that the information circulated across government Bryan Keating – contained within this Report is departments of the Northern Ireland MATRIX (Northern Ireland Science correct, you should be aware that Executive and we would like to Industry Panel) that the information contained thanks those departments that Sinclair Stockman – Digital NI 2020 within it may be incomplete, made valid and important comments Juliet Cornford – Social Enterprise NI inaccurate or may have become on the content of this report. David Brownlee – HSC (Innovation) out of date. Accordingly, the DETI Nigel McKinney – Social Innovation Panel makes no Responses received from: Building Change Trust warranties or representations of • Office of the First Minister and Paul Braithwaite – any kind as to the content of this Deputy First Minister Building Change Trust Report or its accuracy and, to the • Department of Agriculture and Claire Ferris – Work West maximum extent permitted by law, Rural Development Stephen McGarry – Gauge NI accept no liability whatsoever for • Department of Social Development Paula Jennings – the same including, without limit, Stepping Stones (NI) Ltd for direct, indirect or consequential Tony Colville – loss, business interruption, loss The Young Foundation of profits, production, contracts, Sharon Polson – Invest NI goodwill or anticipated savings. Any Glen Mehn – Social innovation Camp person making use of this Report Jo Casebourne – Nesta does so at their own risk. Peter MacCafferty – Social Impact Tracker Denise Crossan – School of Business, Trinity College Dublin PagE 3

CHairman’S ForEworD

Northern Ireland may be unique growing Northern Ireland economy. author Roger Warnock, who was within the United kingdom, The work of the panel contained seconded into the department. but we share many common in this report proposes a definition I would also like to formally challenges with other regions, for social innovation; the need acknowledge the hard work and which include high levels of social for a framework to measure commitment of each of the panel exclusion, growing levels of social value; analyses the current members and all those who have youth unemployment, an ageing capability within Northern Ireland assisted in producing this important population, high levels of benefit and identifies key barriers and report which will contribute dependency and chronic long term opportunities for harnessing positively to the development of an illness and the uncertainty of climate social innovation to delivering innovative and enterprising society change. As we face and overcome social and economic benefit. The in Northern Ireland. these challenges, innovation and recommendations, which were in particular social innovation, will developed from the hard work and be and must remain a key driver vision of the panel, ably supported John McMullan in achieving social stability and by a professional staff team, will Committee Chairman economic growth. make a positive contribution to the Northern Ireland innovation strategy. There has never been a greater It was an honour to be asked to interest in supporting social Chair this panel and participate with innovation across the Public, Private so many enthusiastic people in this and Third Sectors as we seek to important and challenging task. I develop new research to inform would like to thank the Minister of public policy. Social innovation Enterprise, Trade and Investment, is recognised as being central Arlene Foster, for supporting this to achieving stable economic work and providing the opportunity growth and as a result will play an to produce this report with the increasingly important role in the support of her Departmental development of an enterprising and team and in particular the report ContEntS

3 02 DETI SOCIal INNOvaTION 38 THE SCOPE OF SOCIal 59 NON-PROFIT CaPaBIlITY aNalYSIS PaNEl MEMBERS INNOvaTION 60 the Purpose of non-Profit GOvERNMENT DEPaRTMENT 40 revisiting the Key Sectors in organisations aCKNOWlEDGEMENT Social innovation 63 NON-PROFIT ORGaNISaTIONS 04 CONTENTS 40 the Public Sector IN NORTHERN IRElaND – SOCIal 06 lIST OF TaBlES 41 the Private Sector INNOvaTION CaSE STUDIES 07 lIST OF DIaGRaMS 41 the non-Profit Sector (third Sector) 64 aCaDEMIa CaPaBIlITY aNalYSIS 08 EXECUTIvE SUMMaRY 42 the informal Sector 67 aCaDEMIa IN NORTHERN IRElaND 09 INTRODUCTION 43 additions to Current thinking – RESEaRCH aND INNOvaTION 43 Diagram 6: revised Social CaSE STUDIES innovation Sectors 68 PUBlIC SECTOR CaPaBIlITY 1 43 academia aNalYSIS 22 BaCKGROUND: THE IMPORTaNCE (Higher and Further Education) 68 Key Strategy OF SOCIal INNOvaTION 44 Social Enterprise 68 the northern ireland Executive – Draft 26 research aims and objectives 44 Summary innovation Strategy for northern ireland 26 Key outputs of research 46 SOCIal INNOvaTION: a BRIEF 2013-2015 27 research methodology GlOBal OvERvIEW 69 the Economy and Jobs initiative task 27 Caveat to research technique 49 PRIvaTE SECTOR CaPaBIlITY and Finish group aNalYSIS 71 DEti/DSD – Joint Strategy on 50 matrix Sector analysis and Development of nine Social 2 Benchmarking for opportunities Enterprise Hubs 51 PRIvaTE SECTOR IN NORTHERN 71 KEY GOvERNMENT FUNDED 28 SOCIal INNOvaTION IRElaND – SOCIal INNOvaTION ORGaNISaTIONS 30 Core Definition CaSE STUDIES 72 PUBlIC SECTOR ORGaNISaTIONS/ 30 Core Elements 52 SOCIal ENTERPRISE CaPaBIlITY PaRTNERSHIPS – SOCIal 31 Common Features of Social innovation aNalYSIS INNOvaTION CaSE STUDY 32 a typology of Social innovations 54 the Purpose of Social Enterprises 73 SUMMaRY OF CaPaBIlITY 33 the Social innovation Process 58 SOCIal ENTERPRISE IN aNalYSIS 35 Centre for Social innovation NORTHERN IRElaND – SOCIal 74 KEY CaTalYST ORGaNISaTIONS - Boston College INNOvaTION CaSE STUDIES 75 Explanation of Key Catalyst organisations PagE 5

4 5 98 76 INTRODUCTION Shared Value measurement 104 CONClUSION 99 78 KEY HEaDlINE OPPORTUNITIES Blended Value 106 RECOMMENDaTIONS, aCTIONS 99 FOR NORTHERN IRElaND opportunity aND OPPORTUNITIES 100 4 COllaBORaTION aND 78 Creating Shared Value and 107 Key actions and opportunities COORDINaTED aPPROaCH TO Collective impact 109 Proposed text for ni Executive SOCIal INNOvaTION 78 Shared Value innovation Strategy 100 incubators and Hubs 80 Collective impact 101 82 aDDITIONal OPPORTUNITIES open Source 101 aND SOlUTIONS investing the Values Dividend 102 82 1 FINaNCE Collaborative Consumption 103 Big Data 82 SBri (Small Business research 103 Hackathons initiative) 83 innovation Vouchers 84 EU Funding 84 Social innovation Prizes and Competitions 85 Building Change trust (VCSE Sector Specific) 85 microfinance 87 Seed Funds/Start-Up Funds 88 accelerators 88 impact investment 89 Social impact Bonds 91 2 THE PUBlIC SECTOR 91 opportunities: new ways of thinking 92 government by network 93 advantages of networked government 94 mindlab – Design Led innovation 95 nesta - radical Efficiency 96 3 MEaSURING IMPaCT 96 inspiring impact (VCSE Specific) 97 Shared Value Framework 97 iriS – impact reporting and investment Standards ContEntS

aPPEnDiCES LiSt oF taBLES 111 aPPENDIX 1 – KEY CaTalYST 30 table 1: tEPSiE - “Core Elements of Social innovation” ORGaNISaTIONS – EXTERNal 31 table 2: tEPSiE - “Common Features of Social innovation” (UK WIDE) 39 table 3: Key areas of Social innovation 112 aPPENDIX 2 – NOMINET TRUST 42 table 4: Flows of Finance between Sectors 100 (WWW.SOCIalTECH.ORG.UK) 45 table 5: Flows of non-Financial Capital between Sectors 116 aPPENDIX 3: PRIvaTE SECTOR – 50 table 6: matrix Capability analysis SOCIallY CONSCIOUS INITIaTIvES 54 table 7: main primary purposes of social enterprises 117 aPPENDIX 4 – INTERNaTIONal 56 table 8: Social Enterprise Capability Scale SITE vISITS (BRazIl & USa) 60 table 9: main primary purposes of non-profit organisations 124 aPPENDIX 5 – RECYClEBaNK 62 table 10: non-profit organisations Capability Scale PROCESS 69 table 11: innovation Strategy Linkages 124 BaSIC GlOSSaRY 73 table 12: Capability analysis results 126 ENDNOTES 80 table 13: the Five Conditions of Collective impact 81 table 14: isolated impact vs. Collective impact 87 table 15: Social innovation Funders PagE 7

LiSt oF DiagramS 27 Diagram 1: model for Strategic management 34 Diagram 2: the Six Stages of Social innovation 35 Diagram 3: Boston College - Social innovation typology 36 Diagram 4: Boston College - Social innovation Process 40 Diagram 5: tEPSiE: the Four Sectors 43 Diagram 6: revised Social innovation Sectors 52 Diagram 7: where social enterprise trade 55 Diagram 8: main goals for social enterprises 57 Diagram 9: Social Enterprise - Length of time in operation 59 Diagram 10: where non-profit organisations trade 61 Diagram 11: main goals for non-profit organisations 62 Diagram 12: non-Profits - Length of time in operation 70 Diagram 13: HiLS Hub & Health innovation infrastructure (Key Economic attractors) 74 Diagram 14: Key Catalyst organisations 78 Diagram 15: aligning Social and Business Values 88 Diagram 16: the Young Foundation accelerator Programme overview 93 Diagram 17: networked government matrix 98 Diagram 18: Shared Value measurement 99 Diagram 19: Blended Value Concept 105 Diagram 20: incremental Scaling EXECUTIvE SUMMaRY

tHiS rESEarCH rEPort iS aBoUt How SoCiaL innoVation Can BE HarnESSED to BEnEFit tHE nortHErn irELanD EConomY aS wELL aS itS ExPECtED goaL oF SoCiaL imPaCt. it aimS to ProViDE a PraCtiCaL anD tHEorEtiCaLLY groUnDED gUiDE For tHE growing nUmBEr oF inDiViDUaLS anD organiSationS in nortHErn irELanD wHo arE trYing to UnDErStanD wHat SoCiaL innoVation iS anD itS imPortanCE aCroSS aLL SECtorS oF tHE EConomY: tHE PriVatE, SoCiaL EntErPriSE, non -ProFit anD inFormaL SECtorS. it DrawS on a growing BoDY oF gLoBaL rESEarCH From rESPECtED aCaDEmiCS, innoVatorS, PoLiCY - maKErS, FUnDErS, SoCiaL innoVation EnaBLErS anD PraCtitionErS, anD DiStiLS tHE KEY inFormation into rECommEnDationS, aCtionS anD oPPortUnitiES to BE imPLEmEntED oVEr tHE SHort to Long tErm wHiCH wiLL HaVE a PoSitiVE EFFECt on tHE EConomY anD SoCiaL imPaCt in nortHErn irELanD. PagE 9

introDUCtion & BaCKgroUnD – tHE imPortanCE oF SoCiaL innoVation

over the last number of years there today there are signs that social has been a growing curiosity and innovation is becoming even more focused interest on social innovation important for economic growth, so among public, private and non-profit it is essential that northern ireland sectors, including policymakers, is ready to take advantage of future leading academics and corporations opportunities as they arise. this rise across the UK, Europe and globally. in importance is due partly because some of the barriers to lasting Like most countries the United growth (i.e. climate change, ageing Kingdom has a range of intractable populations) can only be overcome issues that the national government with the help of social innovation, and regional devolved administrations and partly because of rising demands are struggling to find solutions for types of economic growth that to. Examples of these intractable enhance rather than damage human issues are social exclusion, youth relationships and wellbeing. the key unemployment, ageing population growth sectors of the 21st century and chronic long-term illness as well economy look set to be health, as northern ireland specific social education and care, accounting issues associated with a post conflict between them for around 20-30% of environment. gDP, and more in some countries. rationaLE & aimS oF tHE ForESigHt rESEarCH

in nortHErn irELanD tHErE iS a PErCEPtion tHat SoCiaL innoVation iS DriVEn BY tHE tHirD SECtor aS HigHLigHtED in rECEnt rEPortS. HowEVEr tHiS iS inaCCUratE aS SoCiaL innoVation Can BE DriVEn oVEr FoUr SECtorS: PUBLiC, PriVatE (inCLUDing SoCiaL EntErPriSE), non-ProFit anD inFormaL SECtorS1 aS StatED BY gEoFF mULgan (nESta/YoUng FoUnDation):

“manY oF tHE moSt SUCCESSFUL innoVatorS HaVE LEarnED to oPEratE aCroSS tHE BoUnDariES BEtwEEn tHESE SECtorS anD innoVation tHriVES BESt wHEn tHErE arE EFFECtiVE aLLianCES BEtwEEn SmaLL organiSationS anD EntrEPrEnEUrS anD Big organiSationS wHiCH Can grow iDEaS to SCaLE. innoVationS tHEn SCaLE UP aLong a ContinUUm From DiFFUSion oF iDEaS to organiC growtH DEPEnDEnt on tHE mix oF EnVironmEntaL ConDitionS (inCLUDing EFFECtiVE DEmanD to PaY For tHE innoVation) anD CaPaCitiES (managEriaL, FinanCiaL EtC.).”2 PagE 11

rESEarCH KEY aimS & oUtPUtS oF oBJECtiVES rESEarCH

this Social innovation Foresight 1 Development of a capability matrix Study intends to focus on four core to identify opportunities for the areas and segments: northern ireland economy. 2 Deliver effective recommendations 1 Defining social innovation and key actions to encourage 2 analysis of current capability in organisations across all sectors to northern ireland. harness the growing importance 3 identify the key barriers and of social innovation and enhance opportunities for harnessing social the northern ireland economy and innovation in northern ireland. create sustainable social impact. 4 a way forward: recommendations 3 Propose a suggested structure to and key actions to be embedding social innovation in implemented in the short to northern ireland across all sectors medium term to embed social to benefit the economy. innovation into the northern 4 report recommendations and ireland economy. actions to align with external social innovation strategies that are being undertaken concurrently to this report (e.g. Building Change trust social innovation strategy for the third Sector – spring 2014). rESEarCH mEtHoDoLogY

to give structure to this piece of research we have used a 3model for strategic management to provide a helpful, practical review and set of recommendations to develop a long term social innovation strategy for northern ireland that can be added to the current draft innovation strategy for northern ireland.

DIaGRaM 1: MODEl FOR STRaTEGIC MaNaGEMENT

Current Implementation Situation

Environmental Definitions new ways recommendations analysis Capability analysis of thinking Key actions

Organisational Opportunities analysis PagE 13

SoCiaL innoVation – a DEFinition

SoCiaL innoVation iS a rELatiVELY nEw tErm anD tHE EarLiESt oCCUrrEnCES oF tHE tErm aPPEar in tHE 1960S. tHE SCoPE tHE main iSSUE aroUnD SoCiaL innoVation HaS BEEn wHat iS it anD How Do wE DEFinE it? oF SoCiaL innoVation

many individuals and organisations “Social innovations are new Social innovation has a large scope, and haveused the term social innovation solutions (products, services, for the purposes of this report is divided to describe the following: models, markets, processes into a number of sub-fields as listed5: • Societal transformation; etc.) that simultaneously meet • Rising life expectancy; • A model of organisational a social need (more effectively • Climate change; management; than existing solutions) and lead • Growing diversity of countries and • Social entrepreneurship; to new or improved capabilities cities; • The development of new and relationships and better use • Stark inequalities; products, services and of assets and resources. In other • Rising incidence of long-term programmes; and words, social innovations are both conditions; • Behavioural problems of affluence; • A model of governance, good for society and enhance • Difficult transitions to adulthood; and empowerment and capacity society’s capacity to act.” • Happiness building.

4 in addition to the core social innovation recent work by the Young the Young Foundation and sub-fields there are a unique set Foundation and tEPSiE (the tEPSiE partners have stated of social issues in northern ireland theoretical, Empirical and Policy that this definition is still evolving, stemming from a sustained period of Foundations for Social innovation in however have drawn on earlier conflict and division within communities Europe) partners, have developed the definitions which emphasise the such as: following definition of social innovation: product (meeting social needs), • Restorative justice and reconciliation; process (improving relationships • Peace building and bringing divided and capabilities or using assets communities together; and resources in a new way) and • Re-integration of ex-combatants into empowerment dimensions (enhancing employment; and society’s capacity to act). • Trauma and victim support.

many organisations have been established to solve these issues and have worldwide reputations with their socially innovative methods and services offering high levels of innovation and intellectual capital contained within northern ireland. rEViSiting tHE KEY SUmmarY oF SECtorS in innoVation CaPaBiLitY & aDDitionS to anaLYSiS CUrrEnt tHinKing the Young Foundation and its tEPSiE Partners describe From the capability analysis social innovation as having four key sectors and specific completed, it has given basic flows of finance between these sectors: indicators to how capable the private, • The public sector, private sector, non-profit sector and social enterprise and non-profit informal sector. sectors are in potentially harnessing opportunities through social innovation. Evidence would suggest that two more distinct sub- sectors should be highlighted. these two additional sub- in summary the final ratings achieved sectors are social enterprise and academia. two high capability ratings and six medium ratings, giving an overall as evidenced social innovation does not refer to any impression that northern ireland is particular sector of the economy, but to innovation in well placed to take advantage of the creation of social outputs, regardless of where they developing new solutions to tackle emanate. as such, social innovation can take place social issues and harness capability across all sectors and provide opportunities that not only within the sector to increase solve intractable social issues but provide commercial employment and exportable services opportunities including wealth and job creation for all and products across northern ireland. organisations regardless of sector. PagE 15

BarriErS – SoCiaL innoVation in nortHErn irELanD

many acute social innovation issues • The prevalence of a “risk averse” • Scaling Models: The ability to across the developed world are culture; create new markets, accelerators becoming an increasing drain on • Limited funding; and incubators, Value Propositions national government budgets and • High levels of bureaucracy; etc. require new innovative and disruptive • Culture/mind-set; • Full integration: The integration of thinking not just by governments • Lack of support/mentoring for key social innovation into “mainstream” but also non-profit organisations, personnel; and innovation. the understanding and commercial businesses and social • The wider economic environment acceptance of the so called private enterprise. sector that social innovation is part However these reports focussed on and parcel of normal economic life also a number of barriers have been the Voluntary, Community and Social not an adjunct. identified by several reports; they Enterprise sectors and when scanning • Capability of 3rd Sector: outline the difficulties and challenges across all sectors whilst there is Perceptions that the 3rd sector faced by those trying to be active synergy with these barriers, there is delivers large scale Social within the Social innovation arena. a vast array of issues that need to innovation projects. the scale of the barriers noted vary, be reviewed and solutions found to • Skills Gap: Lack of developed some have a national perspective and overcome these barriers to exploiting channels for spreading skills, some being more granular. Highlighted social innovation in northern ireland: knowledge etc. below are the findings from recent • Public Sector: Traditionally • Collaboration and Coordinated northern ireland focussed reports from risk averse, bureaucracy, little approaches: Silo mentality 6Building Change trust and 7Queens innovation etc. across all sectors and little cross- University Belfast, which give a good • Access to finance: “Starvation sector collaboration on social overview of current perceived barriers Cycles”, hard to secure growth innovation projects. to developing social innovation: capital, lack of angel funds etc. oPPortUnitiES – SoCiaL innoVation in nortHErn irELanD

Key to the success of a future strategy on developing a social innovation ecosystem in northern ireland will be the development of a comprehensive collaborative platform harnessing new systems and processes though benchmarking and research.

Leading global organisations have acknowledged that they need to drive social value as well as economic value as recently stated by gabi Zedlmayer of HP (VP – global Social innovation): “Driving economic success and at the same time creating social value is not only a responsibility but also an opportunity to rethink the way we do business and drive sustainable economic growth.”8 PagE 17

SHarED VaLUE

Developed by michael Porter at this research also offers additional • Measuring Impact: Inspiring Harvard University, Shared Value new ways of thinking and identifies impact, Shared Value measurement can be defined as opportunities that will help establish measurement, Blended Value, policies and operating practices a sustainable social innovation iriS, etc. that enhance the competitiveness ecosystem as listed across key areas: • Collaboration and Coordinated of a company while simultaneously • Finance: SBRI, Accelerators, approach: Collective impact, advancing the economic and social impact investing, Competitions, open Source, Collaborative conditions in the communities in etc. Consumption, Hackathons, etc. which it operates. • Government: Networked government, radical Efficiency, Shared value creation focuses etc. on identifying and expanding the connections between societal and economic progress. the concept of shared value resets the boundaries of capitalism and socialism. By better connecting companies’ success with societal improvement, it opens up many ways to serve new needs, gain efficiency, create differentiation, and expand markets. Creating Social Creating Shared value: Creating Business value: investments in long -term value: investments that business competitiveness investments in long- address social that simultaneously address term competitiveness. and environmental social and environmental objectives. objectives. ConCLUSion

these recommendations, suggested actions and opportunities have been proposed to instil a new way of thinking across all sectors that will embed social innovation into the northern ireland economy and create long term systemic change. the process will be incremental with short to medium term objectives and will raise existing capabilities, which in turn will enable organisations across the economy to maximise opportunities having a direct impact on employment, knowledge retention and export capacity. PagE 19

rECommEnDationS, aCtionS anD oPPortUnitiES KEY aCtionS & oPPortUnitiES

Extensive field and desktop 2 Establishment of a sustainable in order to for these research has been undertaken over social innovation ecosystem recommendations to be implemented the last ten months and two key and embed shared value across in full, key actions and opportunities recommendations are proposed all sectors in northern ireland that have been identified and will need will lead to direct positive impact to be achieved over the short (6-24 1 Social innovation to be accurately on the economy and enable months) and mid (24-36 months) defined by government northern ireland to maximise terms to embed a culture of social departments as: global opportunities in the field of innovation in northern ireland. social innovation. “Social innovations are new solutions (products, services, it is proposed that the responsibility models, markets, processes for implementation of the first etc.) that simultaneously meet key recommendation lies with the a social need (more effectively Department of Enterprise, trade than existing solutions) and lead and investment and the second key to new or improved capabilities recommendation will require support and relationships and better use from all government departments of assets and resources. in other in partnership with key stakeholder words, social innovations are both organisations, but led by the good for society and enhance Department of Enterprise, trade society’s capacity to act” and investment.

this definition will raise awareness across government departments and embed social innovation in future programmes for government. aCTION TIMESCalE SUGGESTED KEY STaKEHOlDER(S)

Social innovation report referenced in the immediate: 1-2 months DEti ni Executive innovation strategy additional research undertaken to identify and immediate: 1-2 months DEti, Castlereagh Borough Council benchmark key social innovators across ireland

Formation of Cross-Sectoral working group to identify Short: 12 months government Departments investni, Social Enterprise ni, pipeline of opportunities by march 2015 (including on-going niCVa, Building Change trust & Private Sector engagement with UK based social innovation experts representatives

Establishment of social innovation accelerator in Belfast Short: 12 months Cross Sectoral working group, Young Foundation

Establishment of social innovation accelerator in the Short: 12 months trinity College Dublin, Young Foundation north west (L'Derry) & Local innovators PagE 21

OPPORTUNITY TIMESCalE SUGGESTED KEY STaKEHOlDER(S)

Establishment of collaborative network focussing Short: 6-12 months investni (Collaborative networks team), on digital social innovation Partner organisations agreement to scope out research for social impact Short: 6-12 months Social innovation H2020 Partnership measurement study through Horizon 2020 funding

Feasibility study on effectiveness of social innovation Short : 6-12 months investni, Young Foundation, Si Camp, nesta vouchers and consultation with Social innovation Experts

Feasibility study for the establishment of a social Short: 12-24 months Cross Sectoral working group, Young Foundation, innovation hub in Belfast (to cover northern ireland) nesta, Bethnal green Ventures, Hub impact network

Private Sector engagement through BitCni proposal Short: 12-24 months BitCni & Private Sector partners for Social innovation Leadership opportunities programme (SiLos)

Evaluation of SE Hubs outputs - Benchmarked against medium: 24-36 months DSD, DEti, investni key social innovation sub-fields (page 30)

Development of seed funding strategy for social medium: 24 months investni, Social Enterprise ni, Building Change trust innovation including Prize and Challenge funds integration of Social innovation into ni University and medium: 24-36 months DEL, QUB, UU & FE Colleges College Curricula BaCKGROUND 1 PagE 23

introDUCtion

oVEr tHE LaSt nUmBEr oF YEarS tHErE HaS BEEn a growing CUrioSitY anD FoCUSED intErESt on SoCiaL innoVation among PUBLiC, PriVatE anD non-ProFit SECtorS, inCLUDing PoLiCYmaKErS, LEaDing aCaDEmiCS anD CorPorationS aCroSS tHE UK, EUroPE anD gLoBaLLY.

Like most countries the United However to date there has been little Kingdom has a range of intractable research completed around social issues that the national government innovation in comparison with other and regional devolved administrations areas such as innovation in business are struggling to find solutions and science. to. Examples of these intractable issues are social exclusion, youth in northern ireland there is a clear unemployment, ageing population issue in what the definition of social and chronic long-term illness as well innovation is and in many cases as northern ireland specific social is interpreted as social enterprise. issues associated with a post conflict this is clearly not the case as social environment. enterprise is only one small part of the sphere of social innovation and from the purpose of this Department of the outset social innovation should be Enterprise, trade and investment distinguished as separate from social (DEti) Foresight and Horizon enterprise. Scanning study is to research social innovation and identify opportunities for the northern ireland economy in the short (6-12 months) to mid (24-36 months) terms and get an understanding of where northern ireland currently sits in its understanding of social innovation. BaCKgroUnD: tHE imPortanCE oF SoCiaL innoVation

toDaY tHErE arE SignS tHat SoCiaL innoVation iS BEComing EVEn morE imPortant For EConomiC growtH, So it iS ESSEntiaL tHat nortHErn irELanD iS rEaDY to taKE aDVantagE oF FUtUrE oPPortUnitiES aS tHEY ariSE.

this rise in importance is due partly so on. as 10alex nicholls and alex because some of the barriers to lasting murdock explain, “intractable problems growth (i.e. climate change, ageing are seen as highlighting the failure of populations) can only be overcome conventional solutions and established with the help of social innovation, paradigms entrenched in intractable and partly because of rising demands institutional settings across all three for types of economic growth that conventional sectors of society.” enhance rather than damage human tackling these challenges is hampered relationships and wellbeing. the key in the public sector by silos, in the growth sectors of the 21st century private sector by market failures and economy look set to be health, in the civil sector by a lack of scale education and care, accounting and fragmentation. Social innovation is between them for around 20-30% of seen as a response to overcoming and gDP, and more in some countries. resolving these challenges.

9Social innovation has also emerged as a response to growing social, environmental and demographic challenges – often called “wicked problems” because they are complex, multi-faceted, involve a range of stakeholders and are, by their nature, impossible to solve. these challenges are numerous but include the “failure” of the modern welfare state, the failure of conventional market capitalism, resource scarcity and climate change, an ageing population and the associated care and health costs, the impact of globalisation, the impact of mass urbanisation and PagE 25

rationaLE & aimS oF tHE ForESigHt rESEarCH

over recent months there has been Geoff Mulgan Stephen Goldsmith several key reports written about “Many of the most successful “This book rejects the notion that social enterprise, the third sector and innovators have learned to operate innovation occurs only in one social innovation in northern ireland as across the boundaries between sector. It assumes that public, follows: these sectors and innovation private, and non-profit officials • Building Change Trust (RSM thrives best when there are can be the problem, but it takes mcClure watters & Young effective alliances between small more than one of them to be the Foundation): organisations and entrepreneurs solution.”14 “growing Social innovation in and big organisations which can northern ireland.” (2013) grow ideas to scale. Innovations as mentioned in northern ireland there • Department of Enterprise, then scale up along a continuum is a clear issue in what the definition of trade and investment and the from diffusion of ideas to organic social innovation is and in many cases Department of Social Development growth dependent on the mix is interpreted as social enterprise. (PwC): “a survey of northern of environmental conditions this is clearly not the case as social ireland’s third Sector and its (including effective demand to pay enterprise is only one small part of the potential to become more for the innovation) and capacities sphere of social innovation and it is enterprise driven.” (2013) (managerial, financial etc.).”12 critical that social innovation is distinct • Queens University Belfast (Small from social enterprise. Change Consulting & JmC Michael Harris and David albury Consulting): “the Social Economy “Social innovation can come from in northern ireland.” (2013) any sector and social innovation • NICVA: “State of the Sector VI” should not be defined as (2012) emanating from any one sector in particular. This is a direct response in northern ireland there is a to the tendency to define social perception that social innovation innovations which come from the is driven by the third sector as third sector alone.”13 highlighted in these recent reports. However this is inaccurate as social innovation can be driven over four sectors: public, private (including social enterprise), non-profit and informal sectors11 as stated by: rESEarCH KEY aimS & oUtPUtS oF oBJECtiVES rESEarCH

this Social innovation Foresight 1 Development of a capability matrix Study intends to focus on four core to identify opportunities for the areas and segments: northern ireland economy. 2 Deliver effective recommendations 1 Defining social innovation and key actions to encourage 2 analysis of current capability in organisations across all sectors to northern ireland. harness the growing importance 3 identify the key barriers and of social innovation and enhance opportunities for harnessing social the northern ireland economy and innovation in create sustainable social impact. northern ireland. 3 Propose a suggested structure to 4 a way forward: recommendations embedding social innovation in and key actions to be northern ireland across all sectors implemented in the short to to benefit the economy. medium term to embed social 4 report recommendations and innovation into the northern actions to align with external social ireland economy. innovation strategies that are being undertaken concurrently to this report (e.g. Building Change trust social innovation strategy for the third Sector – spring 2014). PagE 27

rESEarCH CaVEat to rESEarCH mEtHoDoLogY tECHniQUE

to give structure to this piece of it needs to be noted that the research this simple capability scale will rate research we have used a 15model for findings and data that we had access specific sectors as: Low, medium strategic management to provide a to was limited with small data sets and and High. we accept that the report helpful, practical review and set of low response rates to surveys etc. a is more qualitative than quantitative, recommendations to develop a long capability scale has been developed however the key aim has been to try term social innovation strategy for to make an educated guess as to the and find a logical pathway through this northern ireland that can be added to capability of a specific sector against diverse set of research papers and the current draft innovation strategy the initial social innovation sub-sections find key indicators for further debate for northern ireland. identified by geoff mulgan in his joint and agreement through the Social Young Foundation/nesta research. innovation expert panel (Page 59 – table 12).

DIaGRaM 1: MODEl FOR STRaTEGIC MaNaGEMENT

Current Implementation Situation

Environmental Definitions new ways recommendations analysis Capability analysis of thinking Key actions

Organisational Opportunities analysis

Control & Evaluating Strategies Continual assessment DEFINING SOCIal INNOvaTION 2 PagE 29

SoCiaL innoVation

Social innovation is a relatively new many individuals and organisations have used the term term and the earliest occurrences of social innovation to describe the following: the term appear in the 1960s. the • Societal transformation; main issue around social innovation • A model of organisational management; has been what is it and how do we • Social entrepreneurship; define it? • The development of new products, services and programmes; and • A model of governance, empowerment and capacity building.

WEB IMaGE 1: IMaGE COURTESY OF lUND UNIvERSITY SOCIal INNOvaTION CENTRE – WWW.lUSIC.SE CorE CorE DEFinition ELEmEntS

16recent work by the Young the Young Foundation and tEPSiE in addition to this definition the research Foundation and tEPSiE (the partners have stated that this definition has suggested that the following five theoretical, Empirical and Policy is still evolving, however have drawn elements should be present to define a Foundations for Social innovation in on earlier definitions which emphasise practice as socially innovative: Europe) partners, have developed the the product (meeting social needs), • Novelty; following definition of social innovation: process (improving relationships • From ideas to implementation; and capabilities or using assets • Meets a social need; “Social innovations are new and resources in a new way) and • Effectiveness; and solutions (products, services, empowerment dimensions (enhancing • Enhances society’s capacity to act. models, markets, processes society’s capacity to act). etc.) that simultaneously meet a social need (more effectively than existing solutions) and lead to new or improved capabilities and relationships and better use of assets and resources. In other words, social innovations are both good for society and enhance society’s capacity to act.”

TaBlE 1: TEPSIE - “CORE ElEMENTS OF SOCIal INNOvaTION”

CORE ElEMENTS DESCRIPTION novelty Social innovations are new to the field, sector, region, market or user, or to be applied in a new way.

From ideas to implementation there is a distinction between invention (developing ideas) and innovation (implementing and applying ideas). meets a social need Social innovations are explicitly designed to meet a recognised social need.

Effectiveness Social innovations are more effective than existing solutions - create a measurable improvement in terms of outcomes.

Enhance a society's capacity to act Empowers beneficiaries by creating new roles and relationships, developing assets and capabilities and/or better use of assets and resources. PagE 31

CorE Common FEatUrES oF ELEmEntS SoCiaL innoVation

tEPSiE have also identified a number the common features are as follows: of common features within social • Cross-sectoral; innovation. many of these features • Open and collaborative; overlap quite closely and are inter­ • Grassroots and bottom-up; linked (i.e. openness, collaboration, • Pro-sumption and co-production; grassroots and the creation of new • Mutualism; roles). moreover, social innovations • Creates new roles and might not display many or any of relationships; these common features – tEPSiE • Better use of assets and also state that these features are not resources; and definitive and may be revised at a later • Develops assets and capabilities. stage. However the aim of tEPSiE’s research is to make some general hypotheses which can be tested over the course of their current research.

TaBlE 2: TEPSIE - “COMMON FEaTURES OF SOCIal INNOvaTION”

COMMON FEaTURES DESCRIPTION

Cross-sectoral occur at the interfaces between sectors and involve actors from across sectors.

new social relationships and capabilities Social innovations are developed "with" and "by" users and not delivered "to" and "for" them. they can be identified by the type of relationships they create with and between their beneficiaries.

open, collaborative and experimental Production by the masses - large numbers of people working independently on collective projects without normal market structures and mechanisms.

Pro-sumption and co-production Blurred boundary between producers and consumers.

grass-roots, bottom-up Distributed systems where innovation and initiative are dispersed to the periphery and connected by networks.

mutualism notion that individual and collective well-being is obtainable only by mutual dependence.

Better use of assets and resources recognition, exploitation and coordination of latent social assets.

Development of capabilities and assets Participatory approach enabling beneficiaries to meet needs over the longer term. a tYPoLogY oF SoCiaL innoVationS

as well as explaining what they tEPSiE drew heavily on this analysis it is also important to draw a distinction believed the core elements and in formulating their typology which is between incremental and radical common features of social innovation outlined as follows: innovation. and indeed, some social are, tEPSiE offer a typology of social • New products, such as assistive innovations are incremental (they innovations. one way of distinguishing technologies developed for build on what went before), others between different “types” of innovation people with disabilities e.g. voice are radical (they provide entirely new is by looking at their form. Joseph synthesizers and Braille readers. models for thinking and doing) and Schumpeter was the first to provide an • New services, such as mobile others are generative (they generate analysis of innovation and a typology banking, e.g. mPesa in Kenya. further ideas and innovations). of different forms of innovation. new processes such as incremental innovations build on according to Schumpeter, an continuous improvement methods existing knowledge and resources innovation can consist of the following: and crowdsourcing. new markets, (usually by an established player “(1) the introduction of a new good... such as Fair trade, or time in the field). a radical innovation or of a new quality of a good. (2) banking. marks a significant departure from the introduction of a new method of • New platforms, such as new what was available before – such as production... (3) the opening of a new legal or regulatory frameworks or the creation of new markets or the market... (4) the conquest of a new platforms for care such as tyze deployment of a new technology – source of supply of raw materials or which helps older people track and as such requires new knowledge half of manufactured goods... (5)...the informal and formal care. and resources. radical innovations new organisation of any industry, like • New organisational forms such as will often render existing products or the creation of a monopoly position... community interest companies or services non-competitive or obsolete. or the breaking up of a monopoly networks such as the Hub. in this sense, radical innovations can position...”17 • New business models such as be both disruptive and generative social franchising, or just in time – they disrupt existing patterns models applied to social challenges of production, consumption and such as aravind Eye Care System distribution, and at the same time, in india which carries out 175,000 generate further ideas and innovations cataract surgeries and laser in their wake. procedures every year at its five main hospitals. PagE 33

tHE SoCiaL innoVation ProCESS

18the Young Foundation has identified to identifying the causes of a particular social enterprise or charity, that will six stages that take ideas from problem. carry the innovation forward. in the inception to impact (shown in Diagram public sector this means identifying 2). these stages are not always Proposals and ideas: this is the budgets, teams and other resources sequential, and there are feedback stage of idea generation. this can such as legislation. loops between them. they can also involve formal methods – such as be thought of as overlapping spaces, design or creativity methods to widen Scaling and diffusion: at this stage with distinct cultures and skills. this the menu of options available. many of there are a range of strategies for Young Foundation process model the methods help to draw in insights growing and spreading an innovation gives us a good starting point and and experiences from a wide range of –from organisational growth, through useful framework for thinking about sources. licensing and franchising to federations the different kinds of support that and looser diffusion. Emulation and innovators and innovations need in Prototyping and pilots: this is where inspiration also play a critical role in order to grow. ideas get tested in practice. this can spreading an idea or practice. Demand be done through simply trying things matters as much as supply: how Prompts, inspirations and out, or through more formal pilots, market demand, or demand from diagnosis: in this stage the Young prototypes and randomised controlled commissioners and policymakers is Foundation includes all the factors trials. the process of refining and mobilised to spread a successful new which highlight the need for social testing ideas is particularly important model. this process is often referred innovation – such as crisis, public in the social economy because it’s to as “scaling”, and in some cases the spending cuts, poor performance, through iteration, and trial and error, word is appropriate, as the innovation strategy – as well as the inspirations that coalitions gather strength and is generalised within an organisation which spark it, from creative conflicts are resolved. it’s through or the organisation itself expands. But imagination to new evidence. this these processes that measures of scaling is a concept from the mass stage involves diagnosing the problem success come to be agreed upon. production age, and innovations take and framing the question in such hold in the social economy in many a way that the root causes of the Sustaining: this is when the idea other ways, whether through inspiration problem, not just its symptoms, will be becomes everyday practice. it involves and emulation, or through the provision tackled. Framing the right question is sharpening ideas, and identifying of support and know-how from one to halfway to finding the right solution. income streams to ensure the long another in a more organic and adaptive this means going beyond symptoms term financial sustainability of the firm, kind of growth. Systemic change: this is the ultimate up against the barriers and hostility of sector, grant economy (third sector) goal of social innovation. Systemic an old order. Pioneers may sidestep and household sector (informal sector), change usually involves the interaction these barriers, but the extent to which usually over long periods of time. of many elements: social movements, they can grow will often depend on the although much recent research revolves business models, laws and regulations, creation of new conditions to make around this Young Foundation process data and infrastructures, and entirely innovations economically viable. these it is also useful to pay cognisance to new ways of thinking and doing. conditions include new technologies, some other social innovation methods Systemic change generally involves supply chains, institutional forms, skills, and processes to not only support new frameworks or architectures and regulatory and fiscal frameworks. the above model, but highlight some made up of many smaller innovations. Systemic innovation commonly involves additional supporting strands. Social innovations commonly come changes in the public sector, private

DIaGRaM 2: THE SIX STaGES OF SOCIal INNOvaTION

1 Prompts 2 Proposals

6 Systematic Change

3 Prototypes

4 Sustaining

5 Scaling PagE 35

CEntrE For SoCiaL innoVation - BoSton CoLLEgE

DIaGRaM 3: BOSTON COllEGE - SOCIal INNOvaTION TYPOlOGY 19through their “leading the way project”, Boston College have undertaken considerable research on how social innovation is addressing Innovations in Innovations in social problems in massachusetts and Resource Development Products or Services gives a good alternative in thinking Social enterprise initiatives that Offered to Clients/ between the Young Foundation/nesta sell products or services. Program Participants model already described and similarities new programmatic between current thinking. approaches that produce better outcomes for From their research Boston College the participants. identified four types of social innovations as shown. as with other research they discovered that many of New Organisational the social innovation initiatives that they Structures researched had features that would Forming a separate place them in more than one social firm owned (partially or innovation category. For example one fully) and/or managed of their researched organisations, High by the non-profit service Customising Exisiting Service organisation. Forming Models for New Populations Point treatment Centre/Southeast contractual relationships Customised models that have been regional network/SEmCoa has with partners that have adapted fom an existing model that partnered with a separate organisation, a social enterprise. has been used in another setting Positive action against Chemical Creating new departments or community (either a geographic addiction inc. to create a temporary that manage the social innovation. community or a population- employment agency. this programme based community). could be placed in two of the social innovation categories shown in Diagram 3. while the project is a social enterprise that brings in revenues to support the social innovation (thus putting it into the category of an “innovation in resource Development”), the agency formed a new partnership From their research and interviews structure to administer the programme they identified seven stages of social (putting the programme in a second innovation and for the purposes category, “new organisational of their report they depicted these Structures”). as a consequence, stages in a linear fashion, implying a this initiative would be placed at the set sequence of activities. in reality intersection of these two types of social like the previous Young Foundation/ innovation. nESta process the sequence as described by Boston College is more From this initial matrix, Boston College flexible and iterative. then went on to research the life cycles of social innovation – how have the leading organisations “done it”?

DIaGRaM 4: BOSTON COllEGE - SOCIal INNOvaTION PROCESS

aSSESSING DECIDING TO GENERaTING SPECIFYING CONDUCTING PIlOT IMPlEMENTING IMPaCT & ENGaGE IDEaS COMPONENTS RESEaRCH TESTING IMPROvING PagE 37

Deciding to Engage in Social processes to ideate, consider and then Measuring Impact and Making Innovation Planning: most social evaluate possible “pieces to the puzzle.” Continuous Improvement: across innovators begin their stories with all social innovators researched, descriptions of the prompts that Conducting Background continual impact measurement was brought them to the threshold of Research: most of the social undertaken and this data was used for social innovation. in some cases, innovators researched indicated continuous improvement. these prompts were more like that they needed to develop new “nudges” – either from people inside knowledge so that they were able to Finally one additional process which is the organisation, potential programme implement the social innovation in a worth describing is what Bridgespan participants, funders, or collaborating quality fashion. the type of research call the “Scale by priority and agencies. in other situations, the tended to vary depending on the type Incremental Development model”: prompts were described as “being of innovation pursued (i.e. innovation Scaling is an important part of the motivated.” in resource development etc.). social innovation process that can lead to systemic change, however Generating Initial list of New Pilot Testing: two types of pilot social innovators at Bridgespan Ideas: By definition, all social testing experiences were described would argue that this scaling needs innovations start with ideas. However, by the social innovators researched: to be incremental in order to achieve the genesis of the ideas varies across projects that could be piloted tested this systemic change (i.e. develop a different projects across different on a small scale with limited up-front successful structure that is a stepped sectors. investment, and projects where it was change process with set targets that necessary to have some seed money when achieved can act as the catalyst Specifying the Primary to launch the initiative, even on a pilot to move to the next level.) Components of the Social basis. the majority of the pilot testing Innovation: after someone in an was done on a small scale. organisation “catches the innovation bug,” the next step is often the Implementing the Innovation: in articulation of a model or proto-type general, during the implementation of the idea so that it can be explained stage, most of the social innovators to others. the social innovators were able to apply programme researched indicated that their agencies management competencies that engaged in a number of different already existed at the organisation. SCOPE OF SOCIal INNOvaTION aND THE CaPaBIlITY THaT EXISTS IN NORTHERN IRElaND 3 PagE 39

tHE SCoPE oF SoCiaL innoVation

Social innovation has a large scope, innovation: what it is, why it matters divided communities together; and for the purposes of this report is and how it can be accelerated.”20 • Re-integration of ex-combatants divided into a number of sub-fields in addition to these core social into employment; and which are described in table 3. innovation sub-fields identified by • Trauma and victim support. there is substantial crossover in social geoff mulgan there are a unique innovation across the public, private, set of social issues in northern many organisations have been non-profit and informal sectors and ireland stemming from a sustained established to solve these issues to try and narrow the focus of this period of conflict and division within and have worldwide reputations with mapping exercise in the table below i communities such as: their socially innovative methods have used the key fields as identified • Restorative justice and re- and services offering high levels of by geoff mulgan in his 2006 report conciliation; innovation and intellectual capital for the Young Foundation: “Social • Peace building and bringing contained within northern ireland.

TaBlE 3: KEY aREaS OF SOCIal INNOvaTION

SUB-FIElD DESCRIPTION rising life expectancy rising life expectancy, which requires new ways of organising pensions, care and mutual support, new models of housing and urban design (for 4 and 5 generation families and continually changing housing needs), and new methods for countering isolation.

Climate Change Climate change, which demands new thinking on how to reorder cities, transport systems, energy and housing to dramatically reduce carbon emissions. technology has a decisive role to play - but so will social innovations which help to change behaviour. growing diversity of countries and cities growing diversity of countries and cities, which demands innovative ways of organising schooling, language training and housing to prevent segregation and conflict.

Stark inequalities Stark inequalities, which have widened in many societies, including the US, UK, China and tend to be associated with many other social ills, ranging from violence to mental illness. rising incidence of long-term conditions rising incidence of long-term conditions such as arthritis, depression, diabetes, cancers and heart diseases (which are now chronic as well as acute) which demand novel social solutions as well as new models of medical support.

Behavioural problems of affluence Behavioural problems of affluence - including obesity, bad diets and inactivity as well as addictions to alcohol, drugs and gambling.

Difficult transitions to adulthood Difficult transitions to adulthood, which require new ways to help teenagers successfully, navigate their way into more stable careers, relationships and lifestyles.

Happiness Happiness, the mismatch between growing gDP and stagnant wellbeing and declining real welfare according to some measures requires new ways of thinking about public policy and civic action. rEViSiting tHE KEY SECtorS in SoCiaL innoVation

tHE PUBLiC SECtor

it is imperative that we recognise that DIaGRaM 5: TEPSIE: THE FOUR SECTIONS governments have the capability to social innovation crosses all sectors create systemic change. many of as shown: the innovations that the public sector has developed and implemented over the Young Foundation and its the last fifty years are so embedded tEPSiE partners describe social that we cease to think of them as innovations. the public sector innovation as having four core sectors with its access to large budgets, and specific flows of finance between huge organisational and capacity these sectors (table 4). resources, policy and regulatory levers or change and networks for implementation has the tools to create the most systemic change.21 PagE 41

tHE PUBLiC tHE PriVatE tHE non-ProFit SECtor SECtor SECtor (tHirD SECtor)

over the last few years there has the non-profit sector is well known for its pioneering work been growing interest in social in tackling social need and developing new innovative innovation from the private sector products, processes and services to cater for the huge and increasingly it has become variety of social issues and addressing needs neglected an important player. the private by the state and the market. the non-profit sector has sector has become aware of the extensive expertise in how to tackle social issues but in importance of “social” industries general constrained by the size of organisations (micro – health, education and care, and to small in size) and fragmentation within the sector – a with this increasing awareness lack of networks to facilitate communication between many private sector businesses are organisations working on the same issues means there viewing social challenges as business can be an inefficiency in the use of resources and opportunities. also there is a steady scattergun rather than strategic approach. move away from traditional CSr by large corporate organisations, now looking towards developing parts of the world where issues such as poverty, malnutrition, access to clean water etc. are serious issues. there has been a proliferation of businesses developing low cost solutions to these challenges and still maintaining the ever important “bottom line” for investors as evidenced in michael Porters (Harvard University) research into shared value measurement. tHE inFormaL SECtor

the informal sector can be viewed as all the activity undertaken by individuals, families and communities that is not captured by the private, public or non-profit sectors22 (i.e. providing care in the home, volunteering etc.) From a social innovation viewpoint, the informal sector includes the activities of individuals, families and communities working to meet social needs, including the non-monetised activities undertaken by civic, religious and other community groups. this can also include forms of mutual support and care, volunteering, membership of informal groups and associations, collective action and social movements.

TaBlE 4: FlOWS OF FINaNCE BETWEEN SECTORS

SECTOR SECTOR FINaNCIal FlOW

Private to non-Profit Charitable Donations

Public to Private Procurement informal to Public taxation

Public to non-Profit grants informal to non-Profit Donations informal to Private Purchasing goods & Services PagE 43

aDDitionS aCaDEmia to CUrrEnt (HigHEr & FUrtHEr tHinKing EDUCation)

the Young Foundation and tEPSiE in all regions that drive high levels of innovation partners have highlighted four sectors (including social innovation) it is imperative to have a involved in social innovation, however strong academic base to offer the structures required to evidence would suggest that two educate, research and design new products, processes, more distinct sub-sectors should be methodologies and services (i.e. cancer research, social highlighted as shown: research, iCt etc.). From this viewpoint it is important to have academia as a separate distinct sub-group.

DIaGRaM 6: REvISED SOCIal INNOvaTION SECTORS SoCiaL SUmmarY EntErPriSE

the social enterprise sector has as evidenced social innovation does not refer experienced significant growth in to any particular sector of the economy, but the last decade and merits the same weighting as other sectors in its own to innovation in the creation of social outputs, right. 23Unlike traditional private sector regardless of where they emanate. as such, businesses these companies focus social innovation can take place across all sectors on social goals and make a profit. and provide opportunities that not only solve However these profits are usually reinvested, either fully or partially, intractable social issues but provide commercial into the company. Key challenges for opportunities including wealth and job creation for social enterprises include: maintaining all organisations regardless of sector. their commercial position in the market while staying loyal to their social goals, achieving economies of scale and accessing appropriate finance. also it is useful to not only look at the flows of finance across sectors but also other “contributory flows” which can help to drive social innovation across all sectors as highlighted in table 5. PagE 45

TaBlE 5: FlOWS OF NON-FINaNCIal CaPITal BETWEEN SECTORS

SECTOR SECTOR aDDITIONal FlOWS

Private to non-Profit Pro-Bono Support, CSr, Collaborative Partnerships

Public to Private Procurement, Public/Private Partnerships informal to Public Civic Engagement, grassroots activism

Public to non-Profit Policy & Legislation, Collaborative Partnerships, non-monetary Statutory Support (asset transfer etc.) informal to non-Profit Volunteering, Community activism, Community Forums informal to Private idea generation

Private to academia idea generation, CSr, Collaborative Partnerships, r&D

Public to academia Policy & Legislation, Collaborative Partnerships, Public think tanks

Social Enterprise to non-Profit Commercialisation of ideas, Sustainable revenue Platform

Private to Social Enterprise Pro-Bono Support, CSr, Collaborative Partnerships SoCiaL innoVation: a BriEF gLoBaL oVErViEw

SOUTH aFRICa – RlaBS

this Foresight study is reconstructed Living Lab (rLabs) is a this innovative contact support centre focussed primarily on northern global movement and registered social offers counselling and support in the ireland, however to provide enterprise that provides innovative areas of HiV/aiDS, substance abuse, solutions to address various complex abuse, stress and depression, career further evidence of the problems. it was founded by marlon counselling, debt counselling and family potential of social innovation Parker in 2008 as an environment planning. these services are offered via it is useful to refer to global where people are empowered to make mobilechat platforms (mxit, gtalk etc.) examples where social issues a difference in the lives of others. the and other mobile social networks. have been tackled and solved rLabs “main hub” is in athlone, Cape by innovative individuals and town but also work in the United Women in ICT: one of the social Kingdom, Europe, asia, South america enterprises incubated in rLabs, “She’s organisations as highlighted in and other parts of africa, with a goal of the geek”, have been spearheading the brief case studies below being present on all continents by 2014. a women in iCt initiative reaching and the nominet trust top 100 its core activities are skills and training, out to women both young and old. (appendix 1). community development, social and the programme includes special disruptive innovation, mobile and internet events, the Digiwomen Project for solutions, social enterprise incubation, vulnerable women in crucial community impact investing and social franchising. development and transformation.

vision: to impact, empower and Youth Programmes: two of the reconstruct local and global communities flagship projects at rLabs for youth are through innovation. the grow Leadership academy and Social media for teens Project. rLabs Projects: also provides scholarships for students Mobile advice and Support from disadvantaged communities Services: rLabs in collaboration with who are pursuing tertiary studies at a number of international non-profits universities and colleges. provide mobile support services through the use of the Jamiix technology www.rlabs.org created by rLabs have been offering mobile chat advice and support services to millions of people in need. PPagagE 47E 47

USa – RECYClEBaNK USa – YEaR UP

recyclebank has turned recycling into Due to the innovation shown by the Year Up is a one-year, intensive a game: by recycling, households can recyclebank founders and successful training programme that provides earn points that can be redeemed outputs they have raised funding low-income young adults, ages 18-24, for real prizes, such as holidays and through major venture capitalists such with a combination of hands-on skill discounts on products from hundreds as al gore’s company, generation development, college credits, and of companies. the number of points investment management and Kleiner corporate internships. earned by each household is calculated Perkins. by a radio-frequency identification Challenging students to reach their device (rFiD) sensor on recycling refer to appendix 5 for how the potential. bins. the sensor records how much recycle process works. their programme emphasizes waste each household recycles. Since academic and professional rigor, setting its launch just over ten years ago www.recyclebank.com expectations high for quality of work recyclebank has gone from an idea and professional behaviour. a strong to a company operating in hundreds structure guides students through the of cities, with a membership of three steps necessary for achieving success million households. in the classroom and the workplace.

Cities that have adopted recyclebank’s For the first six months of the model have reported significant savings programme, students develop technical – in Holywood, Florida, increased and professional skills in the classroom. recycling rates produced $500K in Students then apply those skills during savings on waste disposal fees and the second six months on an internship more than $250K in recycling revenue at one of Year Up’s 250+ corporate within the first year of implementation. and government partners. Students earn up to 23 college credits and a weekly stipend, and are supported by staff advisors, professional mentors, dedicated social services staff, and a powerful network of community-based partners.

www.yearup.org PlaSTICBaNK- USa USHaHIDI – KENYa KIva – USa

the Plastic Bank is an organisation “Ushahidi”, which means “testimony” in Kiva is a non-profit organisation with designed to remove plastic waste Swahili, was a website that was initially a mission to connect people through from the world’s oceans, beaches developed to map reports of violence in lending to alleviate poverty. Leveraging and waterways while simultaneously Kenya after the post-election fallout at the internet and a worldwide network empowering people living in poverty to the beginning of 2008. Since then, the of microfinance institutions, Kiva lets raise their standard of living. name “Ushahidi” has come to represent individuals lend as little as $25 to help their goal is to establish ‘Plastic Banks” the people behind the “Ushahidi create opportunity around the world. strategically located in impoverished Platform”. Ushahidi’s roots are in the Since Kiva was founded in 2005: areas with an existing abundance of collaboration of Kenyan citizen journalists • 1,017,518 Kiva lenders plastic waste. the Plastic Bank will during a time of crisis. the original • $501,139,650 in loans offer people both education and the website was used to map incidents of • 99.01% Repayment rate opportunity to exchange recyclable violence and peace efforts throughout plastics for credits that can be used for the country based on reports submitted they work with: the printing of 3D products, repurposed via the web and mobile phones. this • 230 Field Partners necessities and/or micro-finance loans. website had 45,000 users in Kenya, • 450 volunteers around the world a major focus will be on educating and and was the catalyst for them realizing • 73 different countries. empowering local people to reveal the there was a need for a platform based value in them and to see the value in on it, which could be used by others the new Kiva-Zip model takes the transforming repurposeable plastics around the world. original Kiva model even further by into necessities and entrepreneurial making it possible for lenders to send opportunities. additional efforts will go Since early 2008 Ushahidi has grown funds directly to the entrepreneurs towards community collection projects from an ad hoc group of volunteers to a they support. Kiva-Zip has three major that raise the overall standard of living in focused organization. our current team goals: host communities. is comprised of individuals with a wide • Help entrepreneurs access the span of experience ranging from human financial services they need. www.plasticbank.org rights work to software development. • Lower fees and interest rates to they have also built a strong team of make borrowing affordable. volunteer developers primarily in africa, but • Cultivate community between also Europe, South america and the U.S. borrowers and lenders

www.ushahidi.com www.kiva.org PagE 49

PriVatE SECtor CaPaBiLitY anaLYSiS

NORTHERN IRElaND ECONOMY STRUCTURE (Gva) the northern ireland business sector has a number of leading players, providing highly innovative products and services across both private for-profit companies and social enterprises. By identifying opportunities for these companies, supporting new socially focussed businesses and encouraging collaboration across private for- profit, social enterprise and non­ profit companies and organisations Sector Size (% total NI Gva) Sector Size (% total NI Gva) there is clear evidence that new 0% 5% 10% exciting 15% 20% opportunities can be exploited. Health Mining Energy Fishing Forestry Transport Education

Agriculture Current data shows that our top Construction Public Admin

Manufacturing five sectors employ over 450,000 other Services

Financial Services people and straddle key sectors for Business Services Wholesale & Retail

Hotels & Restaurants social innovation such as health, education and public administration. JOBS BY SECTOR other key sectors identified are iCt, agriculture and Energy.

150,000

125,000

100,000

75,000

Employee Jobs 50,000

25,000

0 ICT Health Mining Energy Transport Education Agriculture Real Estate Construction Public Admin Arts & Sports Administration Manufacturing other Services Financial Services Wholesale & Retail Water & Sewerage Water Hotels & Restaurants Professional Services

Source: regional gross Value added, onS Source: Quarterly Employment Survey, DFP matrix SECtor anaLYSiS & BEnCHmarKing For oPPortUnitiES the matrix panel (northern For the purposes of this research i ireland Science industry Panel) have have analysed and cross-referenced currently identified seven key sectors the capability in these sectors against critical to growing the northern social innovation opportunities as ireland economy as follows: follows: • Life and Health Sciences; • Advanced Engineering; • Advanced Materials; • Telecoms; • ICT; • Sustainable Energy; and • Agri-Food.

TaBlE 6: MaTRIX CaPaBIlITY aNalYSIS

SOCIal INNOvaTION SUB-FIElDS MaTRIX SECTOR CaPaBIlITY SCalE OPPORTUNITY rising life expectancy Life & Health Sciences, iCt, High Home Based Care, Big Data telecoms

Climate Change Sustainable Energy, iCt, High green technology, intelligent advanced Engineering, Houses, Smartgrids, Clean advanced materials & agri-Food technologies, Bio-materials growing diversity of countries and cities iCt, advanced Engineering, High online Learning, Design, advanced materials microsystems, embedded sensors and computational science

Stark inequalities Life & Health Sciences, iCt medium Social media, Big Data, Consultancy and advisory rising incidence of long-term conditions Life & Health Sciences, iCt High Home Based Care, Big Data

Behavioural problems of affluence iCt Low Social media, Big Data, Consultancy and advisory

Difficult transitions to adulthood iCt Low Social media, Data analysis

Happiness iCt Low online Learning, Data analysis, Social media PPagagE 51E 51

PriVatE SECtor in nortHErn irELanD – SoCiaL innoVation CaSE StUDiES

lEaRNING POOl TEXT HElP (aNTRIM) lINNODEE/COWSlIPS (DERRY/lONDONDERRY) (BallYClaRE)

Learning Pool delivers low cost, texthelp Ltd was established in 1996 Established in 1999, Linnodee’s supported and effective e-learning and quickly became the market focus is the development of solutions to over one million people leader bringing assistive software to diagnostic tests which are in the UK and their unique offering Education, Corporate and English- distinguished by their accuracy of has enabled their customers to save speaking markets. the company detection, reliability, and ease of use. over £50 million and effortlessly remains at the forefront of innovative create, share and customise quality software development, supporting Using new and trusted technologies e-learning. those with dyslexia and literacy and the expertise of world class difficulties in learning to read, write, scientists, they have developed a Learning Pool believes in building study and communicate with ease range of rapid and reliable tests for a community and with over 12,000 and independence, and more recently laboratory diagnosis and on-farm members, they are the largest in the ESL (English as a Second detection of economically important learning community in the UK. Language) markets. diseases of production animals.

Technology texthelp has grown rapidly since the whilst focusing primarily on the Learning Pool provides a range beginning and currently employs over veterinary sector, they have applied of hosted learning and talent 100 staff. they are based in antrim, their expertise in the field of medical management options: northern ireland with US offices in diagnostics to the development of • Opensource solutions. woburn, massachusetts and have an Leptorapide™, a rapid test for the • Feature rich – Totara LMS. ever-expanding dealer channel that diagnosis of Leptospirosis in humans. covers the UK, republic of ireland Content and australia. www.cowslips.com • Extensive library of over 500 e-learning modules. www.texthelp.com • Customise all content at no extra cost • Create bespoke content and e-learning. www.learningpool.com SoCiaL EntErPriSE CaPaBiLitY anaLYSiS

there is a vibrant social enterprise when cross referencing the key sector in northern ireland with sectors identified by matrix, the some of the United Kingdom’s social innovation sub-fields against leading social enterprises based the primary purposes of social here (i.e. Bryson House, East enterprises in northern ireland, Belfast mission, Stepping Stones there is clear evidence that social (ni) Ltd). it is estimated that there enterprise has the capability to are approximately 473 social exploit many of the key growth enterprises in northern ireland with areas in social innovation. an annual turnover in excess of £590m.24 the sector currently employs DIaGRaM 7: WHERE SOCIal ENTERPRISE TRaDE 12,200 individuals with a further 13,400 volunteers. However only 17% of social enterprises employ over 16 staff and the majority (48%) employ less than 6 staff, INTER- which would suggest that many NaTIONal social enterprises are small in (11%) scale and many may not be able to scale up their operations to be socially innovative without additional REST OF UK support. (16%) However there is evidence that social enterprises operating in northern ireland are socially innovative and examples have been REPUBlIC OF IRElaND identified. there is also evidence (29%) that many social enterprises only operate within the northern ireland marketplace and there is limited exporting of products and services which could prove to be a barrier NORTHERN IRElaND for exploiting social innovation in (100%) the sector. PagE 53

DEFining SoCiaL EntErPriSE

DIaGRaM 7: WHERE SOCIal ENTERPRISE TRaDE although it’s out of the remit for they also believe that there are two this research it is useful to briefly primary forms of socially valuable discuss the current thinking on social activity that they believe need to be enterprise and how to define it. distinguished from social enterprise: • Social Provision: organisations Social enterprise is a much bandied that have been established to term in northern ireland and over time tackle localised needs and never has become an ever-expanding target break out of their limited frame for sceptics leading to confusion over (non-scalable). what the precise definition of social • Social activism: instead of enterprise is. taking direct action, as a social enterprise would, the social martin and osberg (2007) state that activist attempts to create “the social enterprise proposition change through indirect action, targets the underserved, neglected, by influencing others – ngo’s, or highly disadvantaged population government etc. that lacks the financial means or political clout to achieve the the research to date in northern transformative benefit on its own…. ireland on social enterprise is limited what distinguishes a social enterprise at best and would be useful to is the primacy of social benefit – the establish how many social enterprises pursuit of mission related impact.” in northern ireland are in fact social enterprises as described or are social providers, activists or possible hybrids. this would offer a better insight into what the exact capability of the sector is and how opportunities in social innovation could be identified. tHE PUrPoSE oF SoCiaL EntErPriSES organisations in the social enterprise sector usually have more than one key purpose or trading activity. recent analysis by DEti/DSD (PwC) captured the main purpose of these organisations. the findings of this research are captured in table 7. a number was also assigned to each category and the total estimated number of social enterprises calculated for each category for the capability table later in this section.

TaBlE 7: MaIN PRIMaRY PURPOSES OF SOCIal ENTERPRISES

CaTEGORY aSSIGNED NUMBER PERCENTaGE ESTIMaTED NUMBER OF SE'S other 1 37% 175

Community development 2 12% 57

Education/training 3 9% 43 arts 4 7% 33

Sports/recreation 5 7% 33 accommodation/housing/homeless 6 5% 24

Cultural 7 5% 24

Healthcare 8 5% 24

Childcare/day care/playgroup/after schools 9 4% 19 advice/advocacy/information 10 3% 14

Environment/sustainable development 11 3% 14

Youth work/development 12 2% 10

Disability 13 1% 5

Counselling/support 14 1% 5

Cross-border/cross-community 15 0% 0 international development 16 0% 0 PagE 55

Community development is the largest single purpose of social enterprise in northern ireland (12%), followed by education and training. of concern is the high number of social enterprises (37%) who responded to the PwC survey with “other” as an answer, which means this research is immediately eliminating 175 social enterprises from the capability analysis. also when social enterprises were asked what their main goals were, again a high percentage responded with “other” as shown in Diagram 8.

DIaGRaM 8: MaIN GOalS FOR SOCIal ENTERPRISES

HElPING PEOPlE ENHaNCING INTO EMPlOYMENT COMMUNITIES (27%) (46%) MaIN SOCIal GOal IMPROvE THE OTHER (56%) ENvIRONMENT (16%) ExPLanation oF tHE CaPaBiLitY SCaLE it needs to be noted again that the research that we have is limited and both qualitative and subjective due to the aim of trying to cross reference information across several diverse pieces of research. a capability scale has been developed to make an educated guess as to the capability of a specific sector against the initial social innovation sub-sections identified by geoff mulgan in his joint Young Foundation/ nesta research. this simple capability scale will rate specific sectors as: • Low • Medium • High

TaBlE 8: SOCIal ENTERPRISE CaPaBIlITY SCalE

SOCIal INNOvaTION SUB-FIElDS SOCIal ENTERPRISE CaTEGORIES ESTIMaTED NUMBER OF SE 'S CaPaBIlITY SCalE rising life expectancy 6, 10, 13 43 Low

Climate Change 2, 3, 6, 11 137 medium growing diversity of countries and cities 2, 4, 5, 6, 7, 9, 11 203 High

Stark inequalities 6, 7, 8, 10, 13, 14 95 Low rising incidence of long-term conditions 3, 5, 8, 10, 13, 14 123 medium

Behavioural problems of affluence 3, 4, 5, 7, 8, 9, 10, 13, 14 200 High

Difficult transitions to adulthood 3, 5, 9, 10, 12, 14 123 medium

Happiness 2, 3, 4, 5, 7, 8, 10, 11, 14 246 High PagE 57

Like the matrix key areas we have tried to disseminate various pieces of research and cross reference the social enterprise categories from the DEti/DSD (PwC) research on the third Sector and link these to the main social innovation sub-fields described earlier. one final measurement that was highlighted in the PwC research is the length of time that social enterprises have been in operation in northern ireland and can be used a very loose measure as to retained expertise in the sector with over 55% established prior to 1994.

DIaGRaM 9: SOCIal ENTERPRISE - lENGTH OF TIME IN OPERaTION

31% Before 1980 5% 1980-84 10% 1985-89 13% 1990-94 8% 1995-99 13% 2000-04 15% 2005-09 5% 2010 - Present SoCiaL EntErPriSE in nortHErn irELanD – SoCiaL innoVation CaSE StUDiES

THE NOW PROJECT – CUNaMH ICT – JaM (BElFaST) SOCIal IMPaCT TRaCKER (lONDONDERRY/DERRY)

the Jam card was the idea of service people know that they needed Just Cúnamh iCt is a social enterprise that users of now Project, a Belfast- a minute of time and patience. So delivers both bespoke and off-the­ based supported employment and with now’s help, along with funding shelf high quality affordable database training organisation that works with from the Police and Community Safety solutions to a range of customers, many people with learning disabilities, Partnership’s Small grants Scheme, of which are Community & Voluntary difficulties and those on the autistic the Jam Card was born. organisations, SmE’s and not-for­ Spectrum to help them gain profits. qualifications, life/work experience Kidnap wednesday members and support them to move into jobs helped design the card, which has Cúnamh iCt developed Social impact with a future. a distinctive, colourful jam jar logo tracker online, which is a secure, web- on one side with instructions on the based database application that allows the Jam card was initiated by opposite side asking people to “Please non-profit organisations to capture and people living with learning disabilities/ be patient. i have a learning disability/ report their outputs, outcomes and their difficulties to help them address the difficulty”. social impact. issues they face when using public services. the Jam Card (‘Just www.nowproject.co.uk its social objective is to allow any a minute’) is a credit card-sized organisation to easily capture, plastic card that people with learning customise and report qualitative and disabilities/difficulties can carry and quantitative data on their beneficiaries, use to alert staff in retail outlets, activities, outcomes and social public/private transport providers impact. Social impact tracker is used and other areas of public life that the throughout ireland and Britain by card-holder needs Just a minute of organisations within social enterprise, patience and time when interacting health & well-being, youth, community with other people. the idea for the development, skills & employment, card came about when now service women centres, older people and users attending its weekly ‘Kidnap creative arts. in april 2013, Social wednesday’ social forum said they impact tracker was runner-up at the often felt under pressure when they European Business network DigiBiC were out and about in every-day life awards for collaborative innovation. and would like a discreet way of letting www.socialimpacttracker.org PagE 59

non-ProFit CaPaBiLitY anaLYSiS

nortHErn irELanD HaS a VErY Strong non- ProFit SECtor anD worLD rEnownED in CErtain SPECiaLiSt arEaS SUCH aS rEStoratiVE JUStiCE anD ConFLiCt rESoLUtion (i.E. aLtErnatiVES ni, waVE EtC.)

it is estimated that there are in northern ireland, there is clear approximately 3,348 non-profit evidence that some non-profits have organisations in northern ireland the capability to exploit many of the key with an annual turnover in excess of growth areas in social innovation. £625m.25 the sector currently employs 17,800 individuals with a further 33,300 volunteers. However only 26% DIaGRaM 10: WHERE NON-PROFIT ORGaNISaTIONS TRaDE. of non-profits employ over 16 staff and the majority (52%) employ less than 6 staff, which would suggest that many non-profits are small in scale and many may not be able to scale up INTER- their operations to be socially innovative NaTIONal without additional support. (6%)

However there is evidence that some non-profits operating in northern REST OF UK ireland are socially innovative and (10%) examples have been identified. again there is also evidence that many non­ profits only operate within the northern ireland marketplace and there is limited exporting of products and services REPUBlIC OF IRElaND which could prove to be a barrier for (18%) exploiting social innovation in the sector. when cross referencing the key NORTHERN IRElaND sectors identified by matrix, the (100%) social innovation sub-fields against the primary purposes of non-profits tHE PUrPoSE oF non-ProFit organiSationS organisations in the non-profit sector usually have more than one key purpose or trading activity. recent analysis by DEti/DSD (PwC) captured the main purpose of these organisations. the findings of this research are captured in table 9. we have also assigned a number and estimated number of non-profit organisations to each category for the capability table later in this section.

TaBlE 9: MaIN PRIMaRY PURPOSES OF NON-PROFIT ORGaNISaTIONS

CaTEGORY aSSIGNED NUMBER PERCENTaGE ESTIMaTED NUMBER OF NP’S

Community development 1 24% 804 other 2 17% 569 advice/advocacy/information 3 8% 268

Cultural 4 8% 268

Education/training 5 8% 268

Sports/recreation 6 6% 201

Youth work/development 7 5% 167 arts 8 4% 134

Childcare/day care/playgroup/after schools 9 3% 100

Disability 10 3% 100

Environment/sustainable development 11 3% 100

Healthcare 12 3% 100

Counselling/support 13 3% 100 accommodation/housing/homelessness 14 2% 67

Cross-border/cross-community 15 2% 67 international development 16 0% 0 PagE 61

Community development is the largest single purpose of non-profit organisations in northern ireland (24%), followed by advice, advocacy and information. of concern again is the number of non-profit organisations (17%) who responded to the PwC survey with “other” as an answer, which means this research is again eliminating 569 non-profit organisations from the capability analysis. also when non-profit organisations were asked what their main goals were, again a high percentage responded with “other” as shown in Diagram 11:

DIaGRaM 11: MaIN GOalS FOR NON-PROFIT ORGaNISaTIONS

HElPING PEOPlE ENHaNCING INTO EMPlOYMENT COMMUNITIES (18%) (47%) MaIN SOCIal GOal IMPROvE THE OTHER (52%) ENvIRONMENT (15%) TaBlE 10: NON-PROFIT ORGaNISaTIONS CaPaBIlITY SCalE

SOCIal INNOvaTION SUB-FIElDS NON-PROFIT CaTEGORIES ESTIMaTED NUMBER OF NP’S CaPaBIlITY SCalE rising life expectancy 3,10,14 435 Low

Climate Change 1,5,11,14 1239 medium growing diversity of countries and cities 1,4,6,8,9,11,14,15 1741 medium

Stark inequalities 3,10,12,13,14 636 Low rising incidence of long-term conditions 3,5,6,10,12,13 1038 Low

Behavioural problems of affluence 3,4,5,6,8,9,10,12,13 1540 medium

Difficult transitions to adulthood 3,5,6,7,9,13 1105 Low

Happiness 1,4,5,6,8,11,12,13 1975 medium

one final measurement that was DIaGRaM 12: NON-PROFITS - lENGTH OF TIME IN OPERaTION highlighted in the PwC research is the length of time that non-profit organisations have been in operation 18% in northern ireland and can be used Before 1980 a very loose measure as to retained 2% expertise in the sector with only 36% 1980-84 established prior to 1994 and 58% 7% established since 2000. 1985-89 9% 1990-94 6% 1995-99 22% 2000-04 23% 2005-09 13% 2010 - Present PPagagE 63E 63

non-ProFit organiSationS in nortHErn irELanD – SoCiaL innoVation CaSE StUDiES

NORTHERN IRElaND GOOD MORNING NI CaRNTOGHER COMMUNITY alTERNaTIvES (BElFaST) NETWORK (NI WIDE) aSSOCIaTION (MaGHERa)

greater Shankill alternatives was good morning is a free, community the CCa promotes a wide range established as a community based based telephone support service of economic, social, cultural and restorative justice programme in for older and vulnerable people, environmental projects aimed September 1998 and was initially supporting them to remain at promoting and developing a intended to act as a pilot project independent in their own homes. prosperous and environmentally for three years to evaluate its sustainable rural community. effectiveness before beginning the it provides daily phone calls, alerting process of expansion. However, due others if a call is not answered, CCa received funding through an to the success of greater Shankill thus providing service users and EU programme to build sustainable alternatives and the requests from their families with peace of mind. prosperity to protect a number of other communities for similar initiatives, in addition, the service provides highly valuable natural habitats and northern ireland alternatives evolved telephone support, enabling users promote an environmentally sensitive 18% naturally and organically as a means to to share worries and concerns natural ecosystem. Before 1980 help develop and support new strategic and connecting them with local 2% restorative justice initiatives northern community activities and services. the overall project was socially 1980-84 ireland alternatives now operates innovative in that it connected 7% across Belfast and north Down the good morning ni network has local people to their bio-diversity 1985-89 and growing interest in its expertise a membership of 22 good morning in the CCa area, surrounding 9% internationally. services throughout northern local environment and to use local 1990-94 ireland. it is required to provide resources to provide environmental 6% northern ireland alternatives is a coordinated and sustainable education opportunities for local 1995-99 therefore a central co-ordinating approach to service provision, giving residents and school children. 22% initiative aimed at embedding the due regard to the distinctiveness of 2000-04 philosophy and practice of restorative each service. it provides guidance, www.ancarn.org 23% justice as a means of peacefully support, information and training to its 2005-09 addressing socially harmful activities membership, and also acts as an alert 13% and developing non-violent, innovative service should a call be unanswered. 2010 - Present approaches to doing justice within local communities. www.goodmorningni.org

www.alternativesrj.org aCaDEmia CaPaBiLitY anaLYSiS

UNIvERSITY OF UlSTER – UNIvERSITY OF UlSTER – KNOWlEDGE TRaNSFER INNOvaTION vOUCHERS PROGRaMMES IN THE USED TO SUPPORT THE SOCIal ECONOMY SOCIal ECONOMY

the two universities and Bryson Charitable Group: in the current reporting period, six further education colleges two year KtP which developed social enterprises completed voucher play a large part in research end to end process value mapping projects, bringing the total number to inform and influence public of social enterprises supported by and development in northern procurement guidance, processes, the university to thirty-five since the ireland and there is clear training and to develop a social scheme opened. the most recent evidence that considerable enterprise “Best Practice” tendering example is a collaborative pooled work has been undertaken in process model, incorporating cost voucher project with five separate research (e.g. QUB: the Social analysis, social outcomes and Belfast based social enterprises Economy in northern ireland qualitative criteria. the model is now working with the elderly in the area being piloted by investni through its of health and social care on behalf -2013), innovation vouchers Social Entrepreneurship Programme. of a wider reablement Stakeholder and Knowledge transfer network. the voucher is exploring the Programmes (KtP’s) around Currently other KtP’s being opportunities for reablement services social enterprise as shown. explored with Extern (Belfast), to be supported by new technologies triangle (Ballymoney) and resurgam and new ways of thinking. the (Lisburn). academic team involved is also cross faculty (Computing, Engineering, Life and Health Sciences). PPagagE 65E 65

QUEENS UNIvERSITY FURTHER EDUCaTION BElFaST – COllEGES KNOWlEDGE TRaNSFER PROGRaMMES IN THE SOCIal ECONOMY & INNOvaTION vOUCHERS

Queens University have also been most colleges are engaged in there is currently no provision engaged in KtP’s and working with supporting local non-profits and social through the university and college both non-profits and social enterprise enterprise, however to date accurate course structures specifically on who have been awarded innovation data on the level of support being social innovation and lags behind vouchers from investni – workspace offered has not being provided. the universities in the republic of Enterprises (Draperstown) and ireland with trinity College Dublin Hearth Housing association. Belfast metropolitan College is recently announcing a €70m currently exploring new services and investment in a new School of it was also highlighted by senior staff products in relation to the recent Business and Centre for innovation in Queens that there are multiple task and finish group findings on and Entrepreneurship. a key pillar of collaborations on-going, but data is the Health and Social Care sector the trinity College Dublin Centre for limited as some work is undertaken in northern ireland, such as new innovation and Entrepreneurship will on a pro bono basis. courses for health workers etc. be a “Centre of Social innovation and Entrepreneurship” contained within the larger Centre.

also Dublin City University has invested heavily in social innovation and social enterprise and is now an ashokaU campus - ashoka is the largest network of social entrepreneurs and innovators worldwide, with nearly 3,000 ashoka Fellows in 70 countries putting their system changing ideas into practice on a global scale. PROFESSOR FRaNK KEE PaRC STUDY (PHYSICal (QUB): aCTIvITY aND REJUvENaTION OF CONNSWaTER):

However there are a small number Director of the UKCrC Centre of the UKCrC Centre of Excellence for of individuals engaged in socially Excellence for Public Health (ni) Public Health (ni) led a multidisciplinary innovative projects across the is the Principal investigator of the team to win a prestigious medical universities and colleges and as ParC Study. Professor Kee led the research Council award to evaluate awareness of social innovation across successful bid to the UKCrC for a the Connswater Community greenway northern ireland increases then Centre of Excellence in Public Health (CCg) and its impacts on physical both Higher and Further education (ni), one of five centres in the UK. activity and the health of the local establishments may integrate social Professor Kee was appointed to the population in East Belfast. innovation into courses. medical School in 1998. He has been the primary grant holder of the what was unique about their bid to Capability is also rated as high across ECtim Study Extension in Belfast the national Prevention research the universities and colleges as (Etude Cas temoin de l’infarctus initiative was that it brought together a evidenced by the renowned research myocarde), the Belfast EarS ii study partnership of at least four government departments in cross over areas into (European atherosclerosis Study) departments (including Department for social innovation as shown: and of the Belfast PrimE Study Social Development, Department for • Centre for Cancer Research and Extension. regional Development, Department Cell Biology (QUB); of Culture, arts and Leisure, and • Centre for Public Health (QUB); Department of Health, Social Services • ARK (School of Sociology, Social and Public Safety ni), the Public Health Policy & Social Work); agency and academics from a range • Environmental Sciences Research of disciplines to produce a proposal to Institute (UU); evaluate the £32m CCg project which • C-TRIC (UU); will improve the built environment and • Centre for Renewable Energy and quality of life in East Belfast. Sustainable technologies (South west College). this natural experiment will contribute significantly to the evidence base and has created much excitement internationally in the public health research community. PPagagE 67E 67

aCaDEmia in nortHErn irELanD – rESEarCH & innoVation CaSE StUDiES

CONNECTED HEalTH THE aRK RESEaRCH INNOvaTION CENTRE CENTRE – QUEENS (CHIC) – UNIvERSITY OF UNIvERSITY BElFaST & UlSTER UNIvERSITY OF UlSTER

an aging population, coupled with the arK research Centre has Contact Youth/Opportunity Youth: changes in disease prevalence, have undertaken a wide range of research, Evaluation of 24/7 (2007) led to shifts in health care demands. including: the Connected Health innovation in 2007, Dirk Schubotz undertook an Centre (CHiC) aims to provide age Concern Help the aged evaluation of the pilot phase of 24/7 northern ireland with a world-class, NI: The Truth about poverty in Suicide and Self-harm Prevention industry led organisation and facility, Northern Ireland (2009) project, which was run by Contact within which high-quality r&D, Youth and opportunity Youth. the networking, intellectual Property arK, in conjunction with Eileen project involved conducting interviews (iP) generation and brokering Evason, carried out an analysis with staff of both organizations can be conducted on connected of the Family resources Survey. involved in the project, the attendance health applications. CHiC, based the research explored the current of team meetings and the analysis of at the University of Ulster, targets methodology to measure poverty the statistics and case notes collected research in areas such as e-health, among older people in northern by the two organisations. digital health, tele-health, tele­ ireland, and specifically looked at the monitoring, disease management, impact of disability benefits being and home based care. the Centre included in the income measurement will showcase northern ireland without an appropriate adjustment at skills and work alongside health the equivalisation stage. a copy of providers, international companies the report can be found on the age and academia to provide growth and Concern Help the aged ni website. collaboration opportunities. PUBLiC SECtor CaPaBiLitY anaLYSiS

in nortHErn irELanD manY oF tHE innoVationS DEVELoPED HaVE BEEn LED BY tHE PUBLiC KEY SECtor anD SomE arE So EmBEDDED tHat wE Don’t tHinK oF tHEm aS innoVationS (i.E. FrEE StratEgY HEaLtH, FrEE SCHooLing EtC.).

the public sector in northern ireland has access to large The Northern Ireland Executive budgets, huge organisational and capacity resources, – Innovation Strategy (draft) for policy and regulatory levers for change and networks Northern Ireland 2014-2025 for implementation, which in turn should suggest that the innovation Strategy sets out it has the tools to create the most systemic change or the key long term actions to change alternatively act as a key catalyst to drive social innovation northern ireland’s culture, priority and in northern ireland. performance in respect of innovation and also to ensure that innovation instead of a capability analysis it is more beneficial from plays its full part in realising the vision a research standpoint to look at the strategy that will of the DEti Economic Strategy. directly impact on developing social innovation in northern thus the innovation Strategy aims to ireland – DEti’s innovation Strategy for northern ireland stimulate a step change in innovation; 2014-2025. there are also couple of other key cross- r&D and creativity across the departmental partnerships that may also have an in-direct economy and in doing so deliver a impact on future social innovation development. However vision that: it should be noted that social innovation does not reside in any one government department but Northern Ireland, by 2025, will across all of them. be recognised as an innovation hub and will be one of the UK’s leading high-growth, knowledge- based regions which embraces creativity and innovation at all levels of society. PagE 69

TaBlE 11: INNOvaTION STRaTEGY lINKaGES.

NI Economic Strategy

Business global innovation, Skills and Building rebuilding growth Economy r&D and Creativity Employability infrastructure the Economy

Exports Enterprise innovation Success investment Economy and action Plan Policy Strategy through Skills Strategy Jobs initiative internalionalisation

Social innovation

in tangible terms this sort of The Economy and Jobs Initiative HSC are to become a major driver transformation by 2025 will mean: Task and Finish Group for both innovation and economic • Many more of our companies Due to the on-going global downturn growth it is essential that this engaging in innovation, and the sharp impact on the northern potential be harnessed urgently to collaboration and exporting; ireland economy the northern ireland exploit opportunities and develop a • Doubling the number of Executive took further actions to widen supply chain at a local, national and knowledge economy businesses the Economic Strategy. a number international level. and increasing their employment of these specific actions have been by 15,000; directed at the Health and Social From this key finding a further seven • Expenditure of £1 billion per Care sector. in September 2012, the recommendations were proposed: annum on R&D; and ministers for Health and the Economy 1 DHSSPS and DEti to create a • Greater numbers of young people published a Connected Health and new overarching Health and Life achieving graduate and post­ Prosperity Strategic action Plan as a Sciences Strategy for northern graduate qualifications in StEm. follow up to the joint memorandum ireland which will complement of Understanding between the two existing strategies and to be a future the current draft innovation Strategy ministers. the action Plan identifies proofed catalyst to: seeks to expand upon and refine the specific areas for greater collaboration • Increase levels of innovation and priority with the Economic Strategy to between the health and social care commercialisation of intellectual stimulate innovation (including social sector, business and academia which assets; innovation), r&D and creativity. should help support economic growth. • Increase collaboration with Health and Life sciences Private Sector, Reference to Social Innovation: the key finding from the groups was: Academia and Trusts; the draft innovation strategy does Currently the HSC budget is not • Identify new ICT trends and highlight the role of social innovation viewed as an annual investment incorporate into new strategy. and after consultation will be amended in the Northern Ireland economy. • Provide strategic direction for Invest to reflect this area in early 2014. It is critical that the HSC should ni and key delivery partners. be acknowledged as an economic • Acknowledge and act as a contributor in the same way as complementary strategy to other many of our other economic existing strategies. sectors (i.e. advanced materials, aerospace etc.) If the DHSSPS and 2 Establish a HiLS Hub (Health 4 review of existing ni Executive 7 Establishment of a more flexible innovation Life Sciences Hub) to co­ Procurement Policy and changes approach in the HSC to managing ordinate and drive individual projects to be applied to Public Sector the increased risk associated with and programmes coming out of the Procurement process to support innovation and exploration of novel overall agreed strategy. in addition new innovative solutions and approaches to risk management. the HiLS Hub will be digitally key initiatives and the proposed connected and will act as a central HiLS Hub and Health innovation From these recommendations and Hub for sustainable and effective infrastructure. additional supporting tasks a way interaction between the various 5 Establish a resource dedicated forward can be developed by the Spokes (research and innovation to international Collaboration. its DHSSPS, DEti and key partners to Centres) in the HSC, Health and primary function will be to build key drive health and life sciences innovation Life Sciences, the private sector, relationships and also to identify new in northern ireland to: academia and the various economic funding streams through the EU • Provide better citizen care in development agencies. and alternative Public and Private northern ireland. 3 Establishment of new Health investment Funding. • Reduce costs across the Health and innovation infrastructure of the 6 DHSSPS and HSC to create Social Care sector. following six key economic attractors strategic partnerships with the • Drive innovation which in turn will in northern ireland for indigenous Department for Employment and create jobs and economic activity by and FDi companies to complement Learning to align future skill-sets of enhancing opportunities locally and new HiLS Hub (Diagram 13). the Health and Social Care sector also through FDi. and the current provision through • Increased commercialisation of Universities and Further Education intellectual assets and increased Colleges in northern ireland. export of products and knowledge.

DIaGRaM 13: HIlS HUB & HEalTH INNOvaTION INFRaSTRUCTURE (KEY ECONOMIC aTTRaCTORS)

C&D DaRO INT. HaC SCRC CHIP IP TRIalS

HEalTH INNOvaTION lIFE SCIENCES HUB

COllaBORaTION WITH DEvElOPMENT OF COMMERCIal EXPORT PRIvaTE SECTOR, PRODUCTS & SERvICES EXPlOITaTION lED SalES aCaDEMIa & aGENCIES

aCRONYM FUll NaME Reference to Social Innovation: the task and Finish group report does not Daro Dynamic action register online specifically mention social innovation, however social innovation could be int. HaC international Health analytics Centre applied to many of the projected opportunities that will come out of the SCrC Smart Connected residential Community (SCrC) new health and Life Sciences Strategy for northern ireland. CHiP Connected Health integration Platform

C&D trials Clinical and device trials PagE 71

KEY goVErnmEnt FUnDED organiSationS

DETI/DSD – Joint Strategy on social enterprise growth to increase it is also worth noting that it is not only Development of Nine Social sustainability in the voluntary and the key government departments that Enterprise Hubs community sector.” the SEH Pilot need to assist in developing a future Project 4 within the Delivering Change Project will test the potential for plan for social innovation in northern project reflects the specifics of the disadvantaged areas to benefit from ireland, the following government accelerating Social Enterprise project future economic growth and provide funded organisations need to be and identifies the Department of learning for government and other engaged as well: Social Development (DSD) and the neighbourhoods beyond those of • Invest NI; Department of Enterprise, trade and the pilot project. these new Social • Social Enterprise NI; investment (DEti) as the departmental Enterprise Hubs will be located in each • MATRIX (Northern Ireland Science leads. of the Social investment Fund Zones – Industry Panel); and So a total of nine Hubs are currently in • Northern Ireland Science Park the aim of Social Enterprise Hubs development. (niSP). (SEH) Signature Project is to tackle vacancy and community eyesores Reference to Social Innovation: and the lack of employment by the project documentation does not encouraging social enterprise business specifically mention social innovation; start-up within local communities. however social innovation could be the project will target clusters of applied to many of the projected street level units within communities opportunities that will come out of the that are currently underused. a key new SEH Signature Project northern action of the draft Economic Strategy ireland. for northern ireland is to “invest in PUBLiC SECtor organiSationS/ PartnErSHiPS – SoCiaL innoVation CaSE StUDY

DEPaRTMENT OF SOCIal DEvElOPMENT – BENEFIT UPTaKE PROGRaMME

the 2012/13 Benefit Uptake • The Community Outreach • Innovation and Partnership Programme included four separate Service – which delivers benefit working – the innovation Fund but complementary approaches / uptake activity as an integral part for improving Benefit Uptake – strands of activity: of its service to the agency’s commenced December 2011 • Direct Targeting - four exercises business branches (home visits to and ran for 12 months at a total directly targeting individuals vulnerable claimants to assist with cost of £377,000. area-based identified from merging existing agency business) by delivering targeting exercises were also benefit and socio economic data entitlement checks, assisting with taken forward in partnership with sets held by the agency. these claims making, form filling and Housing Division (area-based ran from September 2012 to delivering community promotional Fuel Poverty pilot) and DarD/ march 2013 at an anticipated cost events and clinics, redundancy PHa (mara Project). of around £480k. support to businesses and • Indirect Targeting - The “Make individuals and taking referrals the Call” regional advertising from a wide range of partners. and promotion campaign. Full advertising schedule ran from 19 november 2012 to 30 march 2013, promotion is on-going at all times - anticipated cost £250k

HEaDlINE OUTCOMES aRE:

People involved People benefitting from Successful claims annual Benefit return on new income. generated investment ratio

55,601 4,909 5,548 £16.9m £1:£14 PagE 73

SUmmarY oF CaPaBiLitY anaLYSiS

From the capability analysis completed (table 12), it in summary the final ratings has given basic indicators to how capable the private, achieved two high capability social enterprise and non-profit sectors are in potentially harnessing opportunities through social innovation. ratings and six medium ratings, giving an overall impression that Explanation in scoring process: Each rating was given northern ireland is well placed a numerical score (Low–1, medium–2, High–3). this was then applied to the original capability ratings across to take advantage of developing the three sectors and an overall score achieved with a new solutions to tackle social maximum score of 9. the overall capability rating was issues and harness capability achieved by converting these scores back to low medium and high as follows: within the sector to increase • Low = 1-3 employment and exportable • Medium = 4-6 services and products across • High = 7-9 northern ireland.

TaBlE 12: CaPaBIlITY aNalYSIS RESUlTS

SOCIal INNOvaTION MaTRIX SECTOR SOCIal ENTERPRISE NON-PROFIT OvERall OvERall SUB-FIElDS CaPaBIlITY RaTING CaPaBIlITY RaTING CaPaBIlITY SCORE CaPaBIlITY RaTING RaTING rising life expectancy High (3) Low (1) Low (1) 5 medium

Climate Change High (3) medium (2) medium (2) 7 High growing diversity of High (3) High (3) medium (2) 8 High countries and cities

Stark inequalities medium (2) Low (1) Low (1) 4 medium rising incidence of High (3) medium (2) Low (1) 6 medium long-term conditions

Behavioural problems Low (1) High (3) medium (2) 6 medium of affluence

Difficult transitions to Low (1) medium (2) Low (1) 4 medium adulthood

Happiness Low (1) High (3) medium (2) 6 medium KEY CataLYSt organiSationS

From the analysis we have established a chart with the key catalyst organisations that have the capability, resources and organisational structures to develop a social innovation ecosystem in northern ireland that is sustainable and a key enabler for identifying future opportunities on a national and global basis.

DIaGRaM 14: KEY CaTalYST ORGaNISaTIONS

Private Sector Social Enterprise Public External Non-Profit Finance & Seed (Including NGDB ’s academia Sector (Including Sector (UK Wide) Sector Funding & TPO ’s) NGDB’ s & TPO ’s)

ni Devolved administration Queen’s the Young Social niSP niCVa Charity Bank - government University Belfast Foundation Enterprise ni departments

Local Enterprise ni Enterprise University Building government and Enterprise UnLtd agencies - work UnLtd of Ulster Change trust (Post 2015) agencies west & LEDCom

Further Education HSC invest ni Si Camp Co3 invest ni UCit Colleges

accelerator inspiring impact Community Programmes niSP Connect open University Bryson House Consortia Change ni Young Foundation & Si Camp

impact matrix nesta investment nesta

Building Change trust PagE 75

ExPLanation oF KEY CataLYSt organiSationS

in summary these organisations • The Inspiring Impact initiative is should be viewed as the primary being led by Building Change catalyst organisations responsible trust in northern ireland, however for driving social innovation in the has been listed under external medium to long term. However organisations as much of the it is necessary to clarify some driving force is being led by UK points below: based organisations. • HSC (Health and Social Care): • Government funded organisations Has been listed as it will become (non-governmental Departmental a key catalyst organisation Bodies and third Party required to drive social innovation organisations) directly involved within health and social care in developing the social economy provision in northern ireland. sector is listed under the social • Government funded organisations economy sector (e.g. SEni – (non-government Departmental Social Enterprise ni). Bodies and third Party • Bryson House is listed as a organisations) directly involved key catalyst organisation due in developing the private sector to its scale and recent shared are listed under private sector value framework work. However (i.e. niSP, niSP Connect and other major social enterprises in matrix). northern ireland may be included. • With the reform of local government well underway and due for completion in 2015 and with responsibility of social economy being handed over from invest ni to local government, these new council’s should also become key primary catalyst organisations post 2015. BaRRIERS, OPPORTUNITIES aND SOlUTIONS. 4 PagE 77

introDUCtion

manY aCUtE SoCiaL innoVation iSSUES aCroSS tHE DEVELoPED worLD arE BEComing an inCrEaSing Drain on nationaL goVErnmEnt BUDgEtS anD rEQUirE nEw innoVatiVE anD DiSrUPtiVE tHinKing not JUSt BY goVErnmEntS BUt aLSo non-ProFit organiSationS, CommErCiaL BUSinESSES anD SoCiaL EntErPriSE.

also a number of barriers have However these reports focussed when analysing these perceived been identified by several reports; on the Voluntary, Community and barriers to developing social they outline the difficulties and Social Enterprise sectors and when innovation in northern ireland, some challenges faced by those trying to scanning across all sectors whilst can be easily resolved by developing be active within the Social innovation there is synergy with these barriers, a structured network for social arena. the scale of the barriers there is a vast array of issues as innovation across all sectors (i.e. noted vary, some have a national listed that need to be reviewed and innovation levels, skills gaps, breaking perspective and some being more solutions found to overcome these down silo mentality etc.) other granular. Highlighted below are the barriers to exploiting social innovation barriers require a bit more thought findings from recent northern ireland in northern ireland: on how to overcome these and focussed reports from 26Building • Public Sector: Traditionally develop new ways of thinking. in this Change trust and 27Queens risk averse, bureaucracy, little research the following key headline University Belfast, which give a good innovation etc. opportunities and four core building overview of current perceived barriers • Access to finance: “Starvation blocks for social innovation are to developing social innovation: Cycles”, hard to secure growth analysed and new ways of thinking • The prevalence of a “risk averse” capital, lack of angel funds etc. and opportunities proposed: culture; • Scaling Models: The ability to 1 Finance; • Limited funding; create new markets, accelerators 2 The Public Sector; • High levels of bureaucracy; and incubators, Value Propositions 3 Measuring Impact; and • Culture/mind-set; etc. 4 Collaboration and Coordinated • Lack of support/mentoring for key • Capability of third Sector: approach to Social innovation. personnel; and Perceptions that the third sector • The wider economic environment delivers large scale Social innovation projects. • Skills Gap: Lack of developed channels for spreading skills, knowledge etc. • Collaboration and Coordinated approaches: Silo mentality across all sectors and little cross-sector collaboration on social innovation projects. KEY HEaDLinE oPPortUnitiES For nortHErn irELanD

CrEating SHarED SHarED VaLUE & VaLUE CoLLECtiVE imPaCt

Key to the success of a future Zedlmayer of HP (VP – global Social 29Developed by michael Porter at strategy on developing a social innovation): Harvard University, Shared Value innovation ecosystem in northern measurement can be defined as ireland will be the development “Driving economic success and policies and operating practices of a comprehensive collaborative at the same time creating social that enhance the competitiveness platform harnessing new systems and value is not only a responsibility of a company while simultaneously processes though benchmarking and but also an opportunity to rethink advancing the economic and social research. the way we do business and drive conditions in the communities in sustainable economic growth.”28 which it operates. Shared value Leading global organisations have creation focuses on identifying and acknowledged that they need to drive expanding the connections between social value as well as economic societal and economic progress. the value as recently stated by gabi concept of shared value resets the boundaries of capitalism. By better connecting companies’ success with DIaGRaM 15: alIGNING SOCIal aND BUSINESS valUES. societal improvement, it opens up many ways to serve new needs, gain efficiency, create differentiation, and expand markets.

Creating Social Creating Shared value: Creating Business value: investments in long-term value: investments that business competitiveness investments in long­ address social that simultaneously address term competitiveness. and environmental social and environmental objectives. objectives. PPagagE 79E 79

SHarED VaLUE ExamPLES

CaSE STUDY 1 CaSE STUDY 2

novartis adopted the shared value HP has worked with an african approach in 2006, when it founded social enterprise, mPedigree, to arogya Parivar (“healthy family” in develop a system based on cloud Hindi) to try to reach millions of computing and mobile technologies people in poor and emerging markets to tackle counterfeit drugs, which are who couldn’t afford or gain access responsible for an estimated 700,000 to health care. Starting in rural india, deaths globally each year. the the company selected drugs in 11 solution is a secure code printed on disease areas from its portfolio. it packaging that consumers can text to then devised a plan for making those a free number in order to check that drugs more affordable (e.g. smaller the drugs are genuine. the service packs with fewer pills), established a has been rolled out in nigeria and network of local distributors to ensure ghana, where more than 40% of dependable supplies, and enlisted anti-malarial drugs are counterfeit. hundreds of local educators to teach people how to improve their health the system works because it is and refer them to physicians for simple to understand and easy to treatment. us: about three quarters of people who use anti-malarial drugs in the venture became profitable after those countries have access to 31 months and is now serving 42 a mobile phone. its success lies million people in 33,000 rural villages partly in the array of actors that HP in india. and mPedigree have assembled, including pharmaceutical companies, telecommunications operators, distributors, and regulators. Further examples of private sector initiatives are shown in appendix 3. CoLLECtiVE imPaCt

30Collective impact is not merely management organizations that have the same lens, the rapid learning that a matter of encouraging more the skills and resources to assemble comes from continuous feedback collaboration or public-private and coordinate the specific elements loops, and the immediacy of action partnerships to achieve social impact. necessary for collective action to that comes from a unified and it requires a systemic approach to succeed. simultaneous response among all social impact that focuses on the participants. By harnessing collective relationships between organizations the power of collective impact lies impact social change can be greatly and the progress toward shared in heightened vigilance that comes accelerated without requiring objectives. and it requires the from multiple organisations looking for breakthrough innovations or vastly creation of a new set of non-profit resources and innovations through increased funding.

TaBlE 13: THE FIvE CONDITIONS OF COllECTIvE IMPaCT

CONDITION DESCRIPTION

Common agenda all participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions.

Shared measurement Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable. mutually reinforcing activities Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action.

Continuous Communication Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and create common motivation.

Backbone Support Creating and managing collective impact requires a separate organisation with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organisations and agencies. PagE 81

Collective impact is very specific about the impact of organisations trying to create large scale change on their own or isolated impact. many non-profit, business and government organisations each work to address social problems independently instead of taking a collective approach and addressing social issues together.31 the complex nature of most social problems belies the idea that any single programme or organisation, however well managed and funded, can single handedly create lasting large-scale change.

TaBlE 14: ISOlaTED IMPaCT vS. COllECTIvE IMPaCT

ISOlaTED IMPaCT COllECTIvE IMPaCT

Funders select individual grantees that offer the most promising solutions. Funders and implementers understand that social problems, and their solutions, arise from the interaction of many organisations within a larger system. non-profits work separately and compete to produce the greatest Progress depends on working toward the same goal and measuring independent impact. the same things.

Evaluation attempts to isolate a particular organisations impact. Large scale impact depends on increasing cross-sector alignment and learning among many organisations.

Large scale change is assumed to depend on scaling a single Corporate and government sectors are essential partners. organisation.

Corporate and government sectors are often disconnected from the organisations actively coordinate their action and share lessons learned. efforts of foundations and non-profits. aDDitionaL oPPortUnitiES anD SoLUtionS

1 FinanCE SBri (SmaLL BUSinESS rESEarCH initiatiVE)

Finance and funding are perceived it can be hard for small companies Benefits to business by many as the key barrier across to access government contracts, Benefits to businesses of engaging all sectors and have a direct impact or for the public sector to discover with SBri include the following: on levels of innovation including businesses with the most innovative • Any intellectual property will remain social innovation. However social products and ideas. the technology with the company; Strategy Board (tSB) champions the innovation should be viewed as “small • 100% of the funding is provided Small Business research initiative through a contract not a grant; in scale, but big in impact” and easily (SBri) which matches business ideas • It provides a route to engaging the implemented at low cost through to government challenges through a public sector as a customer; small amounts of seed funding, simple procurement process. • It provides a route to market; social innovation competitions, • As the lead customer, the public accelerator and incubator support and SBri brings innovative solutions sector body will be the research collaborative partnerships including to specific public sector needs, by and development partner and the role of government and influence engaging a broad range of companies part of testing the solution and on policy change to provide a more in competitions for ideas that result in providing input to the solution effective environment for social development contracts. requirements; and innovation. • Successful contracts will provide the process starts with a government seed funding and credibility for department or other public body later investment rounds. identifying a specific challenge. this is then turned into an open competition for new technologies and ideas that is open to the broad business community. the tSB supports all competitions and help with the outreach to innovative businesses. PagE 83

innoVation VoUCHErS

Benefits to government innovation vouchers are readily the SBri programme provides available across the UK and government departments and administered by invest ni in northern agencies with the following benefits: ireland. it may not be direct funding, • Access to new suppliers in the but offers a voucher for £4,000 form of particular SMEs; to develop an idea and then this • The ability to outreach to knowledge may be used to leverage Cunamh ICT – Social Impact organisations from a wide range of additional funding from other sources. Tracker different sectors; an invest northern ireland innovation in may 2010 Cunamh iCt secured • A route to seek innovative Voucher lets you tap into specialist an innovation Voucher with a view companies not previously known; knowledge to develop forward- to improving the sustainability, • The potential to act as the lead thinking solutions or ideas to expand, performance, accessibility and customer; improve or create new products, reliability of their flagship product • Enable early access to new services and processes that will help (Social impact tracker). technologies; you compete more effectively. • Shape solutions to specific needs; in addition to this improvement • Proven ability to deliver a a new social innovation voucher they also needed to improve their major improvement in meeting could be developed that not only development methodology, tools operational or policy objectives; utilises the knowledge of the current and processes. • A simple, quick and recognised thirty-nine providers on the invest through an innovation Voucher process, supporting the ni panel of research organisations, awarded by invest ni they public sector in procuring the but also expert social innovations identified aiden mcCaughey development of new technical organisations such as nesta and the from the School of Computing & solutions and accelerating Young Foundation. these new social intelligent Systems, University of technology adoption; and innovation vouchers would help to Ulster. • Managing the risk associated raise awareness of social innovation with innovation through a phased and begin to build links across development programme running sectors. a portfolio of the most promising projects. EU SoCiaL innoVation FUnDing PriZES anD ComPEtitionS

Primarily driven by government with societal issues taking up more departments and their associated and more of current budgets, there Nesta ageing Well Challenge delivery agents (e.g. invest ni), more has been a new drive towards using Prize targeted funding towards social prizes and competitions to identify the ageing well Challenge Prize innovation would help to seed fund new innovative ways of solving social looked for ideas to improve the organisations across all sectors. issues. there is a wide range of lives of older people by reducing there has been agreement across prizes and competitions being offered social isolation or increasing the EU to ring fence funds for social across the EU and United Kingdom mobility. Specifically, nesta sought innovation (approximately 10% of the such as the EU social innovation prize approaches that would encourage next EU Competitive funding) and to find new innovative ways to tackle lots more people to give their time, promotion of a small scale annual unemployment, SBri as described resources and skills to address this social innovation competition offering earlier and challenges driven by challenge. winners up to €30,000 to develop organisations such as nesta (e.g. their idea further. ageing well Challenge). However in September 2012, nesta launched there has also being recent criticism the ageing well Challenge Prize of prizes and competitions in the to unearth fresh ideas to reduce USa with concerns raised over the social isolation and/or help people effectiveness of them and the levels stay mobile and active for longer. of social impact. they chose 24 semi-finalists, and supported them to develop detailed For northern ireland to run effective plans and in January 2013, they prizes and competitions it will need to selected five finalists to test their be well organised and monitored to ideas over a six-month period, from maximise outputs and social impact. april - September 2013.

Each finalist was awarded funding of up to £10,000, as well as non- financial support, to set up and test their projects. PagE 85

BUiLDing miCroFinanCE CHangE trUSt (VCSE SECtor SPECiFiC)

32in 2008, the Building Change trust was established by a key work strand for DEti and DSD in the Big Lottery Fund with a national Lottery grant of £10 2014/15 is the establishment of nine million as an investment for community capacity building and social enterprise hubs across northern promotion of the voluntary and community sector in northern ireland utilising unoccupied and derelict ireland. this will be both invested, and spent, in full by the 31 workspace and buildings. this is an December 2018. ideal opportunity not only to build a strong social economy sector but to the trust anticipates a total fund of £12.1 million, depending embed social innovation thinking in on investment returns, with approximately £10.5 million these hubs. as well as building available to support the sector. awareness about seed funding initiatives it is an opportunity to develop the trust supports the community and voluntary sector in microfinance services directly targeting northern ireland through the development, delivery of, and localised community issues. models learning from a range or programmes including commissioned already exist and would be transferable work, awards programmes and other interventions. to these social enterprise hubs such as Kiva-Zip (as detailed on Page 86) Between now and 2018, the Building Change trust resources will be used to support the community and these micro finance loans could be voluntary sector to achieve more and better collaboration, used as micro catalysts for social increased sustainability and to be a learning sector which innovation in local communities and help identifies, shares and acts on lessons of others’ actions. this to build a sustainable platform for these work will be carried out across six overarching thematic areas: new social enterprise hubs and build in Collaboration, Social Finance, Social innovation, inspiring new ways of thinking at a grassroots impact, Leadership and Creating Space for Civic thinking. level and future development of micro social innovation hubs that feed into a larger social innovation network in northern ireland. It should also be noted that Building Change Trust are currently researching microfinance with key social finance stakeholders. KiVa-ZiP

KIva IS a WEll HOW DOES IT WORK? THE ROlE OF TRUSTEES KNOWN NON-PROFIT ORGaNISaTION SPECIalISING IN MICRO-lENDING.

Kiva-Zip is a pilot program which Borrowers apply for Kiva-Zip loans by Every Kiva-Zip borrower must be endorsed takes this model even further by filling out an online application form. by a trustee. whether a trustee is an making it possible for lenders to send Every borrower must be endorsed by individual, a community centre, a church, or funds directly to the entrepreneurs a trustee. trustees never handle the a non-profit, they need to be committed to they support. Kiva-Zip has three money, but their public reputation is supporting local entrepreneurs and willing major goals: tied to the repayment record of the to publicly endorse them on the Kiva-Zip • Help entrepreneurs access the borrowers they endorse. website. this action enables borrowers to financial services they need. access 0% interest microloans. • Lower fees and interest rates to Kiva-Zip also use trustees as a way make borrowing affordable: Kiva- of replicating the peer-to-peer and trustees actually play three crucial roles on Zip loans are currently offered at community pressure to pay back Kiva-Zip: Firstly, they identify borrowers that 0% interest with no fees. microloans that works so effectively could benefit from Kiva-Zip loans; secondly, • Cultivate community between in countries were grameen bank they assess borrowers for character and borrowers and lenders. operates. these soft pressures have creditworthiness so that others can feel ensured a very low level of default comfortable lending to them; and thirdly, rates and so far has been effective in they provide on-going support to borrowers the USa and Kenya were Kiva-Zip is over the course of their loan terms. being trialled. while trustees never handle the money, they do tie their reputations to the repayment rates of their borrowers. this is what makes their endorsements so valuable. Kava zIP BORROWERS SHOUlD WHaT THE lOaNS lOOK lIKE STRICT REQUIREMENTS

• Have a strong business concept • For a business purpose • The borrower’s debt: income ratio must be • Have strong character • Small size ($5,000 or less) less than 35% • Have an annual income less than $100,000 • Short loan term (24 months or less) • The borrower cannot have any past due debt. • Not be heavily indebted • 0% interest • The loan must be less than 75% of the • Not currently be in foreclosure or bankruptcy • Distributed and collected via Paypal (must borrower’s income. have a Paypal account) PagE 87

SEED/Start-UP FUnDS

there is a wide range of seed funding available for social Dormant Bank accounts innovation and social enterprise and some organisations there has been substantial debate are currently actively promoting funding such as UnLtd within the northern ireland Executive with recent events in Belfast. it is worth noting that a regarding dormant bank account key problem is lack of awareness of these funds and this funds. one possible solution could be leads to many potential innovators missing out on funding to use these funds to invest in social opportunities and also some organisations do not readily innovation projects in northern ireland disclose details of these seed funds. – “re-investing back into northern ireland society.” TaBlE 15: SOCIal INNOvaTION FUNDERS

ORGaNISaTION NaME OF FUND aPPROXIMaTE FUNDS avaIlaBIlITY WEBSITE avaIlaBlE

UnLtd Do it awards, Build it Up to £5,000 open ended throughout www.unltd.org.uk awards & Fast growth the year awards nominet trust Social Seed Fund Up to £50,000 open ended throughout www.nominettrust.org.uk the year

Echoing green Fellowship $20,000 and support to annual www.echoinggreen.org find additional investment nESta Social impact Fund Variable open ended throughout www.nesta.org the year rSa Catalyst Fund initial £2,000 and additional open ended throughout www.rsa.org.uk (open to Fellows) £5,000 if targets meet with the year initial funding rSa Kickstarter open ended, but average open ended throughout www.rsa.org.uk (open to Fellows) is £10-12,000 the year

Bethnal green accelerator £15,000 and additional open ended throughout www.bethnalgreenventures.com Ventures mentoring the year the Young accelerator Up to £50,000 support open ended throughout www.youngfoundation.org Foundation the year

E-Synergy Proof of Concept >£40,000 open ended throughout www.e-synergy.com the year investni Proof of Concept >75% funding available open ended throughout www.investni.com the year aCCELEratorS imPaCt inVEStmEnt

the current social innovation Currently northern ireland has no 33impact investing recognises that accelerators run by Bethnal green accelerators for social innovation, investments can pursue financial Ventures and the Young Foundation although Si Camp (Social innovation returns while intentionally addressing both offer a basic grant to cover Camp matches software developers social and environmental challenges. living expenses over a three month and those with an understanding of impact investing is not necessarily period and support to find larger a social problem to help them start a new concept, but has become amounts of investment as innovative and grow technology-based social a buzzword over the last five to new products and services are ventures and precursor to the Bethnal ten years. impact investors are developed. this is the reason they green Ventures accelerator) did try profoundly optimistic about the role have been listed under opportunities to test out their Si Camp programme business can play in advancing the within finance and funding. the earlier in 2013 with a low uptake but common good and the leverage that Young Foundation has a four month this may have been more about it social enterprises can achieve by timescale and offers up to £50,000 being primarily aimed at the Voluntary applying financial tools that other in support. and Community sector and confusion private sector organisations use. around the key aims of the programme many governments, foundations (e.g. only for app development). and philanthropists are moving away from grant giving to impact investing and expecting a return from their investments (e.g. nESta – impact investment).

DIaGRaM 16: THE YOUNG FOUNDaTION aCCElERaTOR PROGRaMME OvERvIEW

MONTH 1 MONTHS 2-3 MONTH 4

PERSoNAL SkILLS ACCELERAToR LEARNING SESSIoNS PITCHING ASSESSMENT

ORIENTaTION MaRKET FINaNCE SOCIal valUE IMPlEMENTaTION REFINING THE PITCH

DEvElOPING a COMPEllING INvESTMENT CaSE aROUND THE SOCIal BUSINESS MODEl CaNvaS SElECTION DEMO DaY DEMO DaY

MaTCHING STRaTEGIC INPUT FROM INDUSTRY EXPERTS COaCHES & MENTORS 1 TO 1 TECHNICal SUPPORT FROM PROFESSIONalS IN THE FINaNCIal FIElD PagE 89

imPaCt SoCiaL inVEStmEnt imPaCt BonDS

Social impact bonds34 (SiBs) are • They can help charities and social the diagram shows how SiBs work: designed to help reform public service enterprises bid for and manage initial funding is paid for by investors delivery. SiBs improve the social ‘payment by results’ (Pbr) projects to cover the costs of the project. the outcomes of publicly funded services - projects where the government provider carries out the project, and by making funding conditional on pays the provider of the service for the investor is paid by the government achieving results. investors pay for the results achieved. according to the results achieved, at the project at the start, and then • Because payment is based on specific points agreed in the contract. receive payments based on the results results rather than process, there achieved by the project. rather than is more room for innovation and focusing on inputs (e.g. number of greater freedom to demonstrate doctors) or outputs (e.g. number solutions that work. Successful of operations), SiBs are based on social impact bond projects can achieving social ‘outcomes’ (e.g. also be scaled in order to create improved health). the outcomes are systemic change. predefined and measurable.

The purpose of social impact bond: SiBs provide a number of benefits for commissioners, service providers and investors: • They allow commissioners to attract private investors to fund early and preventative action on £ complex and expensive social UP FRONT CaSH problems; • They enable new services to be tried without commissioners having to pay if they don’t work; CONTRaCTORS • They can help services to adapt so that they have a greater emphasis INvESTORS SERvICE on prevention; PROvIDERS • They can allow greater flexibility for those providing the services PROGRaMME to adapt and change the service according to their experience; and £ PaYMENT BaSED ON RESUlTS SOCIal OUTCOME GOvERNMENT & COMPaRaBlE SavINGS PROGRaMME COMMISSIONER PaRTICIPaNTS Big Society innovation aims to get families out of deprivation (www.gov.uk) a major trial of an innovative new way to fund intensive help for families blighted by anti-social behaviour, crime, addiction and poor education.

Social impact Bonds let people invest in social projects to address these issues and be paid a return if the projects are successful. Up to £40million could be raised by four Social impact Bond pilots launched in Hammersmith & Fulham, westminster, Birmingham and Leicestershire. these would be the first Social impact Bonds to tackle multiple problems in a family setting. investors and philanthropists can invest in the bonds which then fund intensive interventions. if they are successful and families are taken out of deprivation and long term dependence on the state the taxpayer will repay the investments with a decent return. if not, then the taxpayer won’t pay. it is estimated that the public service bill for the 46,000 most deprived families is over £4billion a year, almost £100,000 per family. one example, uncovered by the Local Strategic Partnership ‘Be Birmingham’, revealed that just two crime families cost the taxpayer £37million over four decades. often these families suffer from multiple problems such as lack of education, addiction and abuse. Services tend to focus on a single problem of a single person. treating problems in isolation increases the risk of relapse and creates a costly cycle of managed deprivation. Breaking this cycle will mean fewer wasted lives, less damage to communities and better value for taxpayers. PagE 91

2 tHE PUBLiC SECtor

oPPortUnitiES: nEw waYS oF tHinKing

Here in northern ireland one of the the key barriers to driving social globally there is evidence that this perceived barriers to driving social innovation within the public sector era of hierarchical government innovation is the role of government have been wide and varied with the bureaucracy is coming to an end and and how the multitude of rules, most documented listed here: emerging in its place are a wide range processes and governance (especially • The risk averse nature of the of new innovative processes being procurement) stymie all innovation public sector. harnessed by governments elsewhere. including social innovation. 35tEPSiE • Bureaucracy and over these new processes and systems have also stated that “structural governance. may offer an opportunity for both features of government tend to • Little innovation within the public the devolved administration and local inhibit risk taking and innovation sector. government in northern ireland to rather than promote it. Barriers become more creative and innovative include departmental silos, audit and it is now well documented that the and drive social innovation for the accountability processes. there is old, traditional, hierarchical model whole of northern ireland. also a lack of enabling conditions of government does not meet the such as dedicated budgets, teams demands of the current complex and processes for innovation. and fast-changing age. Perceived Public sector innovation is also rigid bureaucratic systems, with their highly centralised, and since it is command and control procedures, driven by political manifestos and narrow work restrictions, and siloed commitments, tends to be episodic in cultures and operational models – are nature.” particularly ill-suited to responding to problems that increasingly know no 36it has been stated that: organisational boundaries including Growing social needs + shrinking intractable social issues that only public budgets for addressing social innovation can solve.37 social needs = The Social Imbalance. goVErnmEnt BY nEtworK

38government by network is where each year than it does on salaries companies have also had to re­ government executives redefine for government employees. in the examine and re-define their business their core responsibilities from great Britain (excluding northern models and increasingly rely on webs managing people and programmes to ireland) the percentage of social of alliance partners, contractors coordinating resources for producing services provided by private firms and suppliers, rather than in-house public value. government agencies, or voluntary organisations has capabilities. this ability to be more bureaus, divisions, units, and offices grown from almost nothing to 40% flexible and be able to manage a are becoming less important as in twenty years. firm’s extended enterprise capabilities direct service providers become more • Movement towards joined- is increasingly seen as a key source important as levers of public value. up government service of competitive advantage in the 21st this new model is characterized delivery: the second trend is century marketplace. Similarly modern by the web of multi-organisational, the movement to provide more trends and problems require, and at multi-governmental, and multi- integrated service delivery to the same time enable, the movement sectoral relationships that increasingly citizens by dismantling the stove to a networked government. constitute modern governance. pipes that are so emblematic of traditional government and finding governing by network, which often the rise of networked government ways for agencies to better share involves the weaving together of represents the convergence of three information and coordinates their various combinations of government major trends that are altering the efforts. units, multiple levels of government, shape of the public sector. • Digital Revolution: the internet and private and non-profit providers, • The growth of outsourcing: and other technologies have made represents the synthesis of the three governments reliance on communicating and collaborating highlighted trends. it combines the outsourcing to private sector and with partners across organisational high level of public-private sector non-profit organisations as an boundaries infinitely better, faster collaboration that is characteristic alternative to using government and cheaper – and therefore more of outsourced government with employees to deliver services frequent and widespread. the robust network management and fulfil policy goals has been capabilities of joined-up government. increasing in terms of size, networks have already fundamentally scope, and frequency. the changed how private business is US government spends about conducted and how these businesses US$100 billion more on contracts are now structured. Private sector PagE 93

aDVantagES oF nEtworKED goVErnmEnt

• Flexibility: networks tend to be DIaGRaM 17: NETWORKED GOvERNMENT MaTRIX more flexible and nimble than hierarchies. Proposed Path • Innovation: networks typically of Travel for Northern Ireland provide more innovative solutions High to problems than traditional, rule- bound governments. • Specialisation: network approaches allow a government to concentrate on its core mission by Outsourced Networked Government Government leveraging the expertise of “best of breed” providers. • Speed: the decentralised, fluid form of a network and the autonomy of each member allows for decision making at the local level of Collaboration level. this, along with the ability Public/Private to rapidly access information at critical times, improves the speed Hierarchical Joined Up and efficiency of decision making. Government Government

low High Network Management Capabilities minDLaB – DESign LED innoVation

39Christian Bason of mindlab has • Opening up Bureaucracy to identified that design led innovation is Co-Production: critical within governments, however when public sector organisations there are three major challenges that start taking a more user-or citizen- stand out for governments: centric approach to innovation, they • Creating authorizing invariably discover that many other Environments: although new organisations play critical roles in entities are created to help design people’s lives. Human-centred take root, there is formidable design forces organisations to take challenge in embedding this a much broader, collaborative, and approach within government. inclusive view of who needs to be Ensuring funding, anchoring part of the process of co-creating change in the organisation, getting initiatives that will actually work management buy-in, and actually in the real world. But social and executing new ideas and solutions public innovation that takes a are all difficult. many initiatives are citizen-centred and value-oriented still struggling to find their place approach is ultimately disruptive as a legitimate part of the policy- to the existing public governance making infrastructure. paradigm. it is severely challenging • Building and accessing to the command-and-control logic Capacity: of hierarchical organisations and to Public sector organisations cannot the linear (if unrealistic) logic of the rely solely on internal expertise for policy-making process. design-led innovation; they simply do not possess enough people (if any) with those skills. PagE 95

nESta ­ raDiCaL EFFiCiEnCY

40what many people are excited the services on offer and to transform nature of demands on public services. about is the potential for disruptive the public’s experience of these social innovation – Disruptive social services. it is also not an abstract in order for a radical efficiency model innovations require fundamental theory – radical efficiency is based on to work it requires a significant degree reassessment, asking questions hundreds of well-evidenced examples of local autonomy in order to flourish. such as why are things as they are from around the world, from different it depends on national governments now? How can social circumstances services, contexts and on very ability to “let go” of the reins of be transferred if people worked in different scales. it is imperative that innovation and liberate local innovators an entirely new manner.” there is benchmarking and researching such to develop new types of services a clear need for “Future Builders” models is given greater priority in order and approaches that will serve their – these will be either collaborative to identify new processes and best communities in different and better networks or organisations that can practices. ways for a much lower cost. invest in innovative growing social organisations. this will allow us to nesta have highlighted that in the 41Elinor ostrom was sharply critical of meet the ultimate goal of social short term, radical efficiency can help the “top-Down” approach. She felt innovation – “new ideas that meet to tackle the unprecedented financial that directing questions primarily at unmet needs.” pressures in public services (including governments missed the point that tackling such issues as the ageing actions must be taken by individuals one such new disruptive model population) – evidence from their case and communities too.....Local small- researched by nesta is “radical studies suggest savings of between scale solutions, cumulatively, make a Efficiency”. this model is about 20% and 60% are possible, alongside tremendous difference. different, better and lower cost public better outcomes. if the United services. it is about innovation that Kingdom (including northern ireland) also local innovators need to get delivers much better public outcomes can realise the potential for radical increased support and mentoring for much lower cost. efficiency that nesta has seen in cities from government and public sector and states around the world then this organisations by acting as “catalysts radical efficiency is not about would amount to both huge savings for change” utilising such things tweaking existing services. rather, it for government and better outcomes as SBri and social innovation is about generating new perspectives for citizens. in the long term radical competitions (i.e. EU social innovation on old problems to ensure a genuine efficiency is the necessary foundation award of €30,000). there would shift in the nature and efficiency of of the UK’s response to the changing also need to be other new systems 3 mEaSUring inSPiring imPaCt imPaCt (VCSE SPECiFiC)

put in place to create the space and a key battleground within the social inspiring impact is a programme incentives for creative people to innovation arena is how to measure that aims to change the way the UK design and deliver services in new social impact effectively due to the voluntary sector thinks about impact. ways. realising the power of a new diverse nature of the social issues the programme is managed and framework would require a completely being tackled. From a government delivered by eight organisations – in different system for the accountability viewpoint a single measurement used northern ireland this is led by Building and commissioning of public services. across all departments would be Change trust. highly valuable as it could be a vital government should be responsible tool in measuring the effectiveness inspiring impact is about sharing for establishing a clear agenda of programmes being delivered and measurement tools, so is not one tool and direction based on the pursuit how to be more innovative with future but a number of tried and tested social of long-term goals such as quality programmes tackling social issues in impact measurement tools that may be of life and sustainable economic northern ireland. applied to a wide range of programmes growth. an aspirational framework, tackling social issues within the describing northern ireland citizens one major issue is how to measure Voluntary and Community sector. shared conception of the outcomes social impact across all social issues to which all can collectively aspire, and across all sectors? there has is critically important. this approach been extensive work completed in this would replace more technocratic area by a wide range of organisations targets, performance indicators and from Foundations, investment banks, performance management that have governments and consultancies. dominated public services for the last there follows examples of current thirty years. global models and initiatives trying to tackle measuring social impact (please note this is not a full list of social impact measurement tools and only brief explanations): PagE 97

SHarED iriS – imPaCt rEPorting VaLUE anD inVEStmEnt FramEworK StanDarDS

Developed locally by Bryson House iriS is an initiative of the global impact investing network though a Knowledge transfer (giin), a non-profit organization dedicated to increasing Programme and now being piloted the scale and effectiveness of impact investing. impact through the invest ni Social investments are investments made into companies, Enterprise programme, the Shared organizations, and funds with the intention to generate Value Framework hopes to offer measurable social and environmental impact alongside a a new innovative way that social financial return. enterprises in northern ireland can add in their social impact across the giin promotes impact measurement as an essential public sector procurement. part of impact investing and offers iriS as a free public good to support more transparency, credibility and accountability in impact measurement practices across the impact investment market.

the giin has overseen the development of iriS since 2009. Prior to that, iriS was jointly managed by the rockefeller Foundation, acumen Fund, and B Lab, which began development of iriS in early 2008 with support from Hitachi, Deloitte, and PricewaterhouseCoopers. SHarED VaLUE mEaSUrEmEnt

42Shared value measurement relates to measuring shared value which is explained later in this document. it requires an iterative process that is integrated with business strategy, not a one time or periodic effort separate from measuring business performance. an integrated shared value strategy and measurement strategy includes the four steps shown:

DIaGRaM 18: SHaRED valUE MEaSUREMENT

identify the social issues to target track progress STRaTEGY 1 3

MEaSUREMENT

4 2

measure results and use make the business case insights to unlock new value PagE 99

BLEnDED oPPortUnitY VaLUE

other emerging work on social impact research in Social impact measurement is growing as measurement is currently being many organisations try to solve the key problem of “how undertaken by Jed Emerson and to develop a standardised method to measure all social he states that the focus should be impact” or as some have called the “Holy grail of Social upon how to maximize the total value innovation.” From discussions with organisations and creation potential and performance leading experts (e.g. Jed Emerson at Blended Value) there of organizations (whether non-profit, is a belief that one measurement can be developed and for-profit or hybrid) and how best to with the important work that Bryson House in partnership maximize the total performance of with government departments in developing the shared capital (whether philanthropic, below- value framework there is a clear opportunity for northern market or market-rate risk adjusted ireland to take a lead on this research and leverage funds capital; with returns which are financial from Horizon 2020 funding. and social/environmental).

DIaGRaM 19: BlENDED valUE CONCEPT

FROM TO B T v a l U E E E SOCIal N SOCIal N PROFIT PROFIT GOOD S GOOD D I E O D N 4 CoLLaBoration anD CoorDinatED aPProaCH to SoCiaL innoVation again SomE oF tHE CUrrEnt gLoBaL tHinKing on How to DEVELoP KEY rELationSHiPS anD BUiLD EFFECtiVE inCUBatorS CoLLaBoratiVE nEtworKS BEtwEEn aLL SECtorS arE: anD HUBS

43incubators nurture entrepreneurial islington, Sao Paulo and San Francisco. companies, helping them to survive and From this research the following evidence grow during the start-up period, when they gathered: are most vulnerable. they provide their • The major hubs are located in sizeable tenants with business support services and cities (i.e. new York, London, Sao resources tailored to young firms. Paulo etc.). the most common goals of incubators are: • Sustainability is an issue with a • Creating jobs: revolving door of companies setting up • Enhancing a regions entrepreneurial and then moving on. this can create climate, fluctuating revenue streams – the • Retaining businesses in a region; Centre for Social innovation in new • Building or accelerating growth in a York is projecting a 75/25 revenue local industry; and split once it is fully operational, resulting • Diversifying regional economies. in an on-going requirement for additional funding. there are many global social innovation • Most hubs have received considerable incubators with the best example being contribution-in-kind support – many the impact Hub network with over 70 have been given rent free periods or hubs globally and 7,000 hub members. properties for free and fitting out the of particular interest is the impact hub property. westminster which was initially subsidised in Belfast with a population of just over by westminster Council and was able to 400,000, it would be difficult to see how break even within thirteen months and has a social innovation hub could be made no on-going grants or subsidies. also after sustainable without substantial initial three years 96% of the original companies financial support or through asset transfer. located in the impact Hub are still in to establish a social innovation hub should operation. still be viewed as an opportunity, but a other social innovation hubs were longer term aim once social innovation has researched such as the Centre for Social been embedded in the northern ireland innovation in new York, the melting Pot economy and a strong social innovation in Edinburgh and impact Hubs in London network established. PagE 101

oPEn inVESting SoUrCE tHE VaLUES DiViDEnD

44open source as a development 45Values and social purpose can model promotes: openDesk is about local making. produce more innovation enablers and • Universal access via free license to what’s available to you — what you suppress innovation barriers. when a product’s design or blueprint: and can make and what you can have made social purpose is at the forefront, five • Universal redistribution of that — depends on where you are and how advantages accrue: design or blueprint, including much you want to get involved in the 1 a bigger idea pool: a wider subsequent improvements to it by making process. all the openDesk search for broader ideas anyone. designs are available as digital with bigger potential: People downloads. these digital files are fed search more broadly, see more open source and open innovation are into a CnC machine, which produces opportunities, and generate more viewed as critically important in social raw sawn pieces of wood. these are ideas if they are encouraged to innovation as joined up thinking and finished by hand, a process that can think about the world and dream collaboration will maximize outputs for involve oiling, sanding, polishing and beyond their own individual solving social issues. there is small parts. the finished pieces can function. clear evidence that open source can then be assembled by hand on location. 2 Greater solutions orientation - help to develop effective networks and motivation to serve customers: drive collaborative partnerships. How much of this process you want when people feel their ideas will to do is entirely up to you. if you’re a contribute to a social purpose, and professional maker with, or with access not just to revenues and profits, to, materials and a CnC machine, there is an additional motivational you can download and make the boost to focus on new solutions, product from scratch yourself. if you’re not just pushing more of what they comfortable working with raw wood already know. and have the necessary equipment and small parts (like glue and screws of castors), you can buy openDesks in “Sawn” form and finish them yourself. to date there have been 6,000 downloads from the openDesk website. www.opendesk.cc CoLLaBoratiVE ConSUmPtion

3 Open innovation – a greater 46in recent years there has been willingness to draw on a shift in values across many resources outside the developed nations. there is growing organisation, to work with consumer consciousness that infinite partners and share ideas: growth and consumption based with a transcendent goal in mind on finite resources are not a viable Etsy is a marketplace where people around it is more likely that people will combination. Consequently people the world connect to buy and sell unique embrace open innovation. are finding ways to get more out of goods. their mission is to re-imagine 4 less politics, less controversy, what they buy, and more importantly, commerce in ways that build a more fulfilling greater cooperation: Values and out of what they don’t buy – there and lasting world. principles provide a basis for cordial is a move to re-creating stronger internal conversation that elicits communities both locally and further Etsy is also a certified B Corporation — a cooperation. afield. People are beginning to see new kind of company that uses the power of 5 Faster execution – shorter that self-interest and collective good business to solve social and environmental communication and feedback depend on each other. through this problems. loops: the very articulation of move to collaborative consumption, the heart of B Lab is its rigorous certification societal purposes is a driver of over the last few years there has process on social and environmental innovation which helps to shorten been an array of socially innovative performance, to which any business can mental and organisational loops. developments such as swop and apply. Companies that pass often collaborate etsy. a key driver for these new to raise money, share sustainability innovative services and products has strategies, and publicize job opportunities. in been our immersion in innovative states where legislation has passed, B Corps information, communication and are legally required to consider the impact of technology platforms, specifically their decisions on their employees, suppliers, online social networks and handheld community, consumers, and environment as mobile devices. with the strong iCt well as shareholder value. sector based in northern ireland, this www.etsy.com offers substantial opportunities for northern irish businesses. PagE 103

Big Data HaCKatHonS

47Big Data “is the frontier of an organisation’s ability to Hackathons are becoming important store, process, and access (SPa) all the data it needs in solving social issues, moving away to operate effectively, make decisions, reduce risks, from its it and app development roots. and serve customers.” Hackathons typically start with one or more presentations about the event, there is evidence to suggest that new models of as well as about the specific subject, collaboration are emerging and that the social sector is if any. then participants suggest ideas beginning to become aware of the potential of big data. and form teams, based on individual there is a clear opportunity to develop a new collaborative interests and skills. then the main model that will tap into the potential of big data over the work of the hackathon begins, which coming years. can last anywhere from several hours to several days. the purpose of this research is to analyse new models of collaboration, illustrate how social innovators can utilise big data and prove that collaboration through collective impact and the effective integration of big data into strategies can generate new impact. this research gives the opportunity to explore how key stakeholders in social innovation can collaborate across Farset Labs is a hackerspace that multiple sectors, to be efficient and effective through a provides a place for creativity and systematic and coordinated model approach to create technological tinkering. they’re greater impact. open to everyone, no matter what individuals want to do, and they welcome people from all walks of life to use their space, come to their events, and get involved at a low level to foster the maker community in northern ireland.

www.farsetlabs.org.uk CONClUSION aND RECOMMENDaTIONS 5 PagE 105

WEB IMaGE 2: IMaGE COURTESY OF WWW.CKGROUP.COM ConCLUSion

these recommendations have been proposed to instil a new way of thinking across all sectors that will embed social innovation into the northern ireland economy. the process will be incremental with short to medium term objectives and will raise existing capabilities, which in turn will enable organisations across the economy to maximise opportunities having a direct impact on employment, knowledge retention and export capacity.

DIaGRaM 20: INCREMENTal SCalING

H

Increased SI Capability

Nurtured by market

Increased SI Capability

Increased CaPaBIlITY CaPaBIlITY SI Capability

Nurtured by market

2013 l H COMPaNY SUCCESS rECommEnDationS, aCtionS anD oPPortUnitiES

Extensive field and desktop research 1 Social innovation to be accurately it is proposed that the responsibility and analysis has been undertaken defined by government for implementation of the first over the last ten months and it departments as: key recommendation lies with the is evident that across the core “Social innovations are new Department of Enterprise, trade sectors in northern ireland there solutions (products, services, and investment and the second key is capability in all sectors that can models, markets, processes recommendation will require support be utilised to harness the power etc.) that simultaneously meet from all government departments of social innovation in northern a social need (more effectively in partnership with key stakeholder ireland. However to date in northern than existing solutions) and lead organisations, but led by the ireland there has been little research to new or improved capabilities Department of Enterprise, trade and completed around social innovation in and relationships and better use investment. comparison with other areas such as of assets and resources. in other innovation in business and science, words, social innovations are both so it is imperative that organisations good for society and enhance and individuals across all sectors start society’s capacity to act” to work together to begin to develop a new ecosystem that will embed this definition will raise awareness social innovation in the economy and across government departments allow northern ireland to be a global and embed social innovation leader in both development of new in future programmes for innovative products and services to government. tackle social issues but also as a centre of learning and knowledge. 2 Establishment of a sustainable social innovation ecosystem and embed shared value across all sectors in northern ireland that will lead to direct positive impact on the economy and enable northern ireland to maximise global opportunities in the field of social innovation. PagE 107

KEY aCtionS & oPPortUnitiES

in order to for these recommendations to be implemented in full, key actions and opportunities have been identified and will need to be achieved over the short (6-24 months) and mid (24-36 months) terms to embed a culture of social innovation in northern ireland.

aCTION TIMESCalE SUGGESTED KEY STaKEHOlDER(S)

Social innovation report referenced in the immediate: 1-2 months DEti ni Executive innovation strategy additional research undertaken to identify and immediate: 1-2 months DEti, Castlereagh Borough Council benchmark key social innovators across ireland

Formation of Cross-Sectoral working group to Short: 12 months government Departments investni, Social identify pipeline of opportunities by march 2015 Enterprise ni, niCVa, Building Change trust (including on-going engagement with UK based & Private Sector representatives social innovation experts

Establishment of social innovation accelerator Short: 12 months Cross Sectoral working group, in Belfast Young Foundation

Establishment of social innovation accelerator in Short: 12 months trinity College Dublin, Young Foundation the north west (L'Derry) & Local innovators OPPORTUNITY TIMESCalE SUGGESTED KEY STaKEHOlDER(S)

Establishment of collaborative network focussing on digital Short: 6-12 months investni (Collaborative networks team), social innovation. Partner organisations agreement to scope out research for social impact Short: 6-12 months Social innovation H2020 Partnership measurement study through Horizon 2020 funding.

Feasibility study on effectiveness of social innovation Short : 6-12 months investni, Young Foundation, Si Camp, nesta vouchers and consultation with Social innovation Experts.

Feasibility study for the establishment of a social innovation Short: 12-24 months Cross Sectoral working group, Young hub in Belfast (to cover northern ireland). Foundation, nesta, Bethnal green Ventures, Hub impact network

Private sector engagement through BitCni proposal for Short: 12-24 months BitCni & Private Sector Partners Social innovation Leadership opportunities Programme (SiLos).

Evaluation of SE Hubs outputs - Benchmarked against medium: 24 months DSD, DEti, investni key social innovation sub-fields (page 30).

Development of seed funding strategy for social innovation medium: 24 months investni, Social Enterprise ni, including Prize and Challenge funds. Building Change trust integration of Social innovation into ni University and medium: 24-36 months DEL, QUB, UU & FE Colleges College Curricula. PagE 109

ProPoSED tExt For ni ExECUtiVE innoVation StratEgY

For social innovation to be fully we are committed to developing embraced by government departments a sustainable social innovation it is essential that it is referenced ecosystem which will be supported in the new ni Executive innovation within the context of the economic Strategy and specific title and wording strategy working collaboratively has been submitted to the DEti with organisations such as the innovation team as follows: Young Foundation, nesta and the Building Change trust. through the Title: Stimulating Social Innovation establishment of social innovation “there has been a growing and accelerators and challenges, focused interest on social innovation innovators will be able to identify new among all sectors across the UK, opportunities leading to wider systemic Europe and globally and a recognition change in northern ireland society.” that social innovation is distinct from social economy. there is currently an opportunity to instil a new way of innovative thinking that will embed social innovation in northern ireland. this has the potential to enable organisations across all sectors of the economy to bring about systemic change through applying their respective expertise and resources to resolving some of the most intractable social problems, whilst simultaneously having a direct impact on employment, knowledge retention and export capacity. aPPENDICES PagE 111

aPPENDIX 1 – KEY CaTalYST ORGaNISaTIONS – EXTERNal (UK WIDE)

ORGaNISaTION DESCRIPTION WEBSITE the Young Foundation Leading independent centre for social www.youngfoundation.org innovation both nationally in the UK and globally. the Young Foundation are currently identifying opportunities across the UK, including northern ireland. nesta nesta is the national Endowment for Science, www.nesta.org.uk technology and the arts and support the best and brightest ideas by providing investments and grants and by using our research, our networks and our skills to help these ideas take root and flourish.

Si Camp Social innovation Camp matches software www.sicamp.org developers and those with an understanding of a social problem to help them start and grow technology-based social ventures.

UnLtd UnLtd is the leading provider of support to www.unltd.org.uk social entrepreneurs in the UK and offers the largest such network in the world. UnLtd resources hundreds of individuals each year through its core awards programme. UnLtd operates a unique model by investing directly in individuals and offering a complete package of resources; from Awards of funding, to on-going advice, networking and practical support. aPPENDIX 2 – NOMINET TRUST 100 (WWW.SOCIalTECH.ORG.UK)

ORGaNISaTION WEBSITE SOCIal CHallENGE(S)

12582 www.12582.10086.cn Economic empowerment

23andme www.23andme.com Social exclusion and civic empowerment arduino www.arduino.cc access to knowledge, environmental sustainability & community engagement. avaaz www.avaaz.org Civic empowerment & community engagement

Baby Come Home www.baobihuijia.com Civic empowerment

BBC Janala www.bbcjanala.com access to knowledge, education & economic empowerment

Beautiful Stories www.7billionothers.org access to knowledge & civic empowerment

Big white wall www.bigwhitewall.com access to knowledge, health & community engagement binu www.binu.com Social exclusion & economic empowerment

BitCoin www.bitcoin.org/en Economic empowerment

Bittorrent www.bittorrent.com access to knowledge, civic empowerment & community engagement

Bookshare www.bookshare.org Social exclusion & access to knowledge

Brainstorms www.orbit.puzzlebox.info Education

Bridge 21 www.bridge21.ie access to knowledge & education

Byzantium www.project-byzantium.org access to knowledge, civic empowerment & community engagement

Catraca Livre www.catracalivre.com.br/sp Civic empowerment, community engagement & education

CDi global www.cdiglobal.org Social exclusion & education

CellSlider www.cellslider.net access to knowledge & health

Chinese Survival Handbook https://itunes.apple.com/gb/app/ access to knowledge, environment id527824265?mt=8&affId=1736887 sustainability & health

CliniPak www.vecnacares.org access to knowledge & health

Code for america www.codeforamerica.org Civic empowerment

Conservation Drones www.conservationdrones.org Civic empowerment, environmental sustainability & community engagement

Constitute www.constituteproject.org Social exclusion & civic empowerment

Couchsurfing www.couchsurfing.org Community engagement and economic empowerment

Coursera www.coursera.org Community engagement & education

Creative Commons www.creativecommons.org access to knowledge & community engagement PagE 113

ORGaNISaTION WEBSITE SOCIal CHallENGE(S)

Crisis mapping http://community.ushahidi.com/deployments/ Civic empowerment and economic empowerment

Crowdring http://www.kickstarter.com/projects/therules/ Social exclusion & civic empowerment crowdring-a-mobile-organising-tool

Danger maps http://weixianditu.com/ access to knowledge

Digital green www.digitalgreen.org Environment sustainability, community engagement & economic empowerment

DPLa www.dp.la access to knowledge

Dr math http://drmath.meraka.csir.co.za/drmath/ Education eBird www.ebird.org access to knowledge and environmental sustainability

Ekgaon www.ekgaon.com Economic empowerment

Equal opportunity Schools www.eoschools.org access to knowledge & education

Fairphone www.fairphone.com Economic empowerment

Farmigo www.farmigo.com Environment sustainability & community engagement

Foro Do Eixo www.forodoeixo.org.br access to knowledge & community engagement

FunDza www.fundza.co.za Social exclusion & education georgie www.georgiephone.com Social exclusion & access to knowledge gitHub www.github.com access to knowledge and civic empowerment global Proxy Cloud www.globalproxycloud.com access to knowledge & civic empowerment global Village Construction Set www.opensourceecology.org access to knowledge, environmental sustainability, education & economic empowerment. graphene Batteries http://www.inquisitr.com/555843/graphene­ Environment sustainability batteries-offer-5-second-iphone-charging/ guifi.net www.guifi.net Social exclusion, civic empowerment & community engagement

Hemoglobe http://releases.jhu.edu/2012/07/24/ Health undergraduates-cellphone-screening-device­ for-anemia-wins-250000-prize/

History Pin www.historypin.com Civic empowerment and education

Hole in the wall www.hole-in-the-wall.com access to knowledge, education & economic empowerment i Paid a Bribe www.ipaidabribe.com Civic empowerment imaging the world www.imagingtheworld.org access to knowledge, health & community engagement ORGaNISaTION WEBSITE SOCIal CHallENGE(S)

Just giving www.justgiving.com Civic empowerment & economic empowerment

Khan academy www.khanacademy.org Education

Kickstarter www.kickstarter.com access to knowledge, civic empowerment & education

Knewton www.knewton.com Education

Legislation.gov.uk www.legislation.gov.uk access to knowledge & civic empowerment medeem www.medeem.com Social exclusion & economic empowerment medic mobile www.medicmobile.org Health medicall Home www.medicallhome.com Health & community engagement micel www.micel.mx Social exclusion & economic empowerment migam www.migam.pl Community engagement mobile academy http://ananya.org.in/news-and-press/179­ access to knowledge and health making-healthcare-information-accessible­ through-a-phone-call mosaic www.joinmosaic.com access to knowledge, civic empowerment & community engagement mozilla Firefox www.mozilla.org/en-us Civic empowerment & community engagement m-Pesa www.safari.com.ke access to knowledge & community engagement mumsnet www.mumsnet.com Civic empowerment & economic empowerment mySociety www.mysociety.org Civic empowerment netra http://web.media.mit.edu/~pamplona/ Civic empowerment and economic nEtra/ empowerment nextDrop www.nextdrop.org Health & community engagement one Click orgs www.oneclickorgs.com Community engagement, education & economic empowerment open Badges www.openbadges.org Civic empowerment & education

Patients Know Best www.patientsknowbest.com access to knowledge, health & civic empowerment

Patients Like me www.patientslikeme.com Health

Pavegen www.pavegen.com Environment sustainability

Peers.org www.peers.org Environment sustainability & community engagement PagE 115

ORGaNISaTION WEBSITE SOCIal CHallENGE(S)

PharmaSecure www.pharmasecure.com access to knowledge & health

Public Library of Science www.plos.org access to knowledge raspberry Pi www.raspberrypi.org access to knowledge & education

Samasource www.samasource.org Economic empowerment

Sarvajal www.sarvajal.com Civic empowerment, environmental sustainability & community engagement

Scratch www.scratch.mit.edu Community engagement & education

Sharing time and Skills www.helpfromhome.org Community engagement & education

Skillshare www.skillshare.com access to knowledge & health

Storyful www.storyful.com access to knowledge, community engagement & education

Street Bank www.streetbank.com Civic empowerment, environmental sustainability & community engagement taobao www.taobao.com Social exclusion, health, community engagement & economic empowerment teletaleem www.teletaleem.com Community engagement & education tES Connect www.tes.co.uk access to knowledge, civic empowerment & community engagement text2teach www.text2teach.org.ph Social exclusion & education the open aid register www.openaidregister.org access to knowledge & civic empowerment

Ubiome www.ubiome.com access to knowledge & health

Ushahidi www.ushahidi.com Economic empowerment

Viki www.viki.com Social exclusion, access to knowledge & community engagement

Vision 2020 www.polarisproject.org Social exclusion, access to knowledge, civic empowerment & community engagement

Visitect CD4 www.omegadiagnostics.com/cd4 Health watsi www.watsi.org Health wikileaks www.wikileaks.org access to knowledge & civic empowerment witness www.witness.org access to knowledge & civic empowerment

Young rewired State www.youngrewiredstate.org access to knowledge, civic empowerment & community engagement

Zooniverse www.zooniverse.org access to knowledge & community engagement aPPENDIX 3: PRIvaTE SECTOR – SOCIallY CONSCIOUS INITIaTIvES.

COMPaNY TaRGET ISSUE CaMPaIGN & YEaR STaRTED IMPaCT TO DaTE

Coca-Cola access to clean water Safe water for africa, 2005 382 community water projects in 2012; 1.6 million people benefit. whole Foods market Poverty annual Prosperity Campaign, 2009 Supported over 1 million people with microcredit; $5.6 million raised in 2012.

Shell Poverty Shell Foundation, 2000 invested over £1.2 billion in solving developmental issues by creating scalable enterprise-based solutions.

Zappos Urban revitalisation Downtown Project, 2011 investing $350 million in real estate, education, small businesses, and tech start-ups to help transform downtown Las Vegas.

P&g Health tetanus vaccines, 2006 immunized ~300 million expectant mothers.

Unilever Sanitation Project Shakti, 2000 45,000 entrepreneurs in 135,000 villages, 15 indian states, by 2009. walmart access to quality food Stores in USDa designated To add 275-300 stores in food deserts by 2016; food deserts, 2011 to produce 40,000 jobs; to give 800,000 people access to healthy groceries. microsoft internet access High-speed broadband, 2011 Committed to deliver high-speed broadband to 1 million low-income households within three years.

Yum! Brands Hunger the world Hunger relief Program, in US, 148 million pounds of food donated 2007 (worth $650 million) to needy. gE Cancer and environment Ecomagination, 2004 Launched natural gas turbines that can replace coal plants and offset 2.6 million tons of carbon emissions per year.

Virgin Environment Environment-friendly fuels Uses airbus a320 aircrafts, each of which emits 3,600 fewer tonnes of carbon per year. PagE 117 aPPENDIX 4 – INTERNaTIONal SITE vISITS (BRazIl & USa)

ORGaNISaTION WEBSITE MaIN CONTaCT(S) ORGaNISaTION BaCKGROUND

Fight For Peace www.fightforpeace.net James Baderman FFP was founded by Luke Dowdney (rio de Janeiro) (international training in rio de Janeiro to tackle many of the Coordinator) & Bryony social issues experienced by young adults Duncan (Course Developer) in the maré Favela. the institution’s work confronts the problem of young people getting involved in situations of risk such as crime, violence and drug-trafficking.

Saúde Criança www.saudecrianca.org.br mariana Vellosa (Fundraising associaçao Saúde Criança’s mission is (rio de Janeiro) Coordinator) to provide holistic assistance to children and their families who live below the poverty line. the organisation was founded in 1991 by Dr Vera Cordeiro, her colleagues, and a group of volunteers in rio de Janeiro. it works with public hospitals in Brazil in order to promote the self-sustainable, bio-psychological well­ being of the entire family.

Sitawi www.sitawi.net Leonardo Letelier (Founder Sitawi, which means to develop and (rio de Janeiro) and CEo) prosper in Swahili, set out to improve the viability of high-impact projects experiencing difficulties in accessing finance from the traditional banking system. the main motivation is to bring the qualities of the business world—capital to carry out projects, professionalism and efficiency— to achieve greater scale and impact in the social sector. Since its launch, Sitawi has loaned a total of US$1 million to 11 social organisations, impacting close to 15,000 people.

meu rio www.meurio.org.br Leonardo Eloi (Project meu rio (my rio) is committed to (rio de Janeiro) Director) mobilising citizens in rio de Janeiro and encouraging local engagement in a range of issues affecting local communities. the meu rio mission is to build a new political culture and help ordinary citizens to participate effectively in the development of public policies.

Pipa incubator www.pipa.vc Dhaval Chadha (Founding Pipa is an accelerator designed (rio de Janeiro) Partner) & tiago mabilde specifically for entrepreneurs who want to (Serial Entrepreneur) build a scalable business that will tackle social issues. Pipas goal is to support entrepreneurs that are truly committed to creating high-impact businesses that generate financial, social and environmental value. they do this through our combined knowledge, network and years of experience in strategy, marketing, technology, branding and other areas ORGaNISaTION WEBSITE MaIN CONTaCT(S) ORGaNISaTION BaCKGROUND

SEnaC www.rj.senac.br mauro Coelho (it Products SEnaC is a large Brazilian non-profit (rio de Janeiro) Director) organisation set up over 65 years ago to provide training for young Brazilians across a wide spectrum of areas from it to hairdressing. SEnaC is one of three organisations that support business and employment in Brazil (the 3 S system) and is regionally based. in rio SEnaC employs over 5,000 providing critical support for young adults. the Hub http://saopaulo. Henrique Bussacos (Founder Part of the global Hub (now impact hub) (Sao Paulo) impacthub.net/ of Hub Sao Paulo) & Joao network of over 7,000 social innovators Vitor Caires (Community manager) nESst www.nesst.org renata truzzi (Country Director nESst is a catalyst for social enterprises (Sao Paulo & San - Brazil) & Loic Comolli (Co- in emerging markets and worldwide. they Francisco) CEo) achieve their mission by providing financial capital, training and mentoring, and access to markets for a high-impact portfolio of social enterprises in emerging markets. nESst combine the tools and strategies of business leadership, entrepreneurship and investment with the mission and values of the social sector to enable their portfolio to: better plan, improve management capacity, grow, and increase their social impact. rede Cidade www.redecidada.org.br marcelo Picolo Khoury the Citizen network is a social (Sao Paulo) (interim Director) organisation, non-profit, incorporated on october 22, 2002. it was created with the goal of maximizing the resources available for social investment, in order to integrate actions and social initiatives, using the tools of business management, strengthening public policy and public interest. the Knight www.knightfoundation. andrew Sherry (VP Knight Foundation supports Foundation (miami org Communications) & Jennifer transformational ideas that promote & akron, ohio) thomas (Program Director quality journalism, advance media - akron) innovation, engage communities and foster the arts. the Knight Foundation believes that democracy thrives when people and communities are informed and engaged. the Lab miami www.thelabmiami.com wifredo Fernandez (Founder) the LaB miami is a campus for social (miami) and tech innovation. the Lab has an entrepreneurial community of creative’s that learn, act and build together. the key aim of the Lab is to enable local entrepreneurs to take on large-scale public challenges. PagE 119

ORGaNISaTION WEBSITE MaIN CONTaCT(S) ORGaNISaTION BaCKGROUND

Kiva/Kiva-Zip www.kiva.org Jonny Price Kiva is a non-profit organisation with (San Francisco) (Senior Director) a mission to connect people through lending to alleviate poverty. Leveraging the internet and a worldwide network of microfinance institutions, Kiva lets individuals lend as little as $25 to help create opportunity around the world.

institute of www.competition Josh neubert the institute of Competition Sciences Competition sciences.com (Founder & CEo) manages a series of professional events, Sciences (San conducts research to help increase the Francisco) impact of competitions on society, and offers consulting services. the institute is dedicated to creating a clearinghouse of knowledge on competition-based innovation that will advance the industry’s effectiveness.

Encore www.encore.org Jim Emmerman Encore.org is building a movement to make (San Francisco) (Executive Vice President) it easier for millions of people to pursue second acts for the greater good. Encore call them “encore careers” – jobs that combine personal meaning, continued income and social impact – in the second half of life. while Encore.org is not a job placement service, it provides free, comprehensive information that helps people transition to jobs in the non-profit world and the public sector.

the Hub http://bayarea. tim nichols Part of the global Hub (now impact hub) (San Francisco) impacthub.net/ (managing Director) network of over 7,000 social innovators.

tides www.tides.org anthony Jewett Since 1976, tides have worked with over (San Francisco) (Director of Strategic 15,000 individuals and organisations in initiatives) the mutual endeavour to make the world a better place. tides break down the walls between entrepreneurs and their efforts to bring positive change to their communities. we are all about new ideas, innovation, and providing the tools to make these great ideas

Delancey Street www.delanceystreet Carol Kizziah Delancey Street is the country’s leading (San Francisco) foundation.org (Project manager) residential self-help organisation for former substance abusers, ex-convicts, homeless and others who have hit bottom. Started in 1971 with 4 people in a San Francisco apartment, Delancey Street has served many thousands of residents, in 5 locations throughout the United States. residents at Delancey Street range from teenagers to senior citizens, and include men and women and all races and ethnicities. the average resident has been a hard-core drug and alcohol abuser, has been in prison, is unskilled, functionally illiterate, and has a personal history of violence and generations of poverty. ORGaNISaTION WEBSITE MaIN CONTaCT(S) ORGaNISaTION BaCKGROUND

Bridgespan www.bridgespan.org willa Seldon (Partner) & the Bridgespan group is a non-profit (San Francisco John williams (Director) advisor and resource for mission-driven & Boston) organisations and philanthropists. they collaborate with social sector leaders to help scale impact, build leadership, advance philanthropic effectiveness, and accelerate learning.Bridgespan works on issues related to society’s most important challenges and breaking cycles of intergenerational poverty.

Do Something www.dosomething.org april wright DoSomething.org is the USa’s largest not- (new York) (Director - international for-profit for young people and social change. Programs) Do Something have 2,215,655 members who act on causes they care about. Bullying. animal cruelty. Homelessness. Cancer. DoSomething.org spearheads national campaigns so 13- to 25-year-olds can make an impact - without ever needing money, an adult, or a car. over 2.4 million people took action through DoSomething.org in 2012.

Echoing green www.echoinggreen.org Erica Locke Since it was established in 1987 by the (new York) (associate Director) & leadership and investment of the leading rebecca Kaufman global growth equity firm, general atlantic, (Partnership associate) Echoing green has provided nearly 600 promising social entrepreneurs working in over forty countries with $33 million in start-up funding, customized support services, and access to their global network of champions. these social innovators have gone on to launch, and now lead, some of today’s most important social enterprises throughout the world. others have gone on to become leaders in a variety of sectors, having been profoundly shaped by their experiences launching social enterprises.

Centre for http://socialinnovation. Eli malinsky the Centre for Social innovation is a social Social innovation ca/nyc (Executive Director) enterprise with a mission to catalyse social (new York) innovation around the world. they believe that society is facing unprecedented economic, environmental, social and cultural challenges. CSi also believe that new innovations are the key to turning these challenges into opportunities to improve our communities and our planet. network for www.nfte.com terry Bowman the network for teaching teaching (Executive Director) Entrepreneurship’s mission is to provide Entrepreneurship programs that inspire young people from (new York) low-income communities to stay in school, to recognise business opportunities and to plan for successful futures. PagE 121

ORGaNISaTION WEBSITE MaIN CONTaCT(S) ORGaNISaTION BaCKGROUND

generation Citizen www.generationcitizen. Scott warren generation Citizen teaches teenagers direct (new York) org (Founder & CEo) political action. through an innovative in- class curriculum, students work with local leaders to fix local problems. through this real-world experience, teens are building an active democracy.

Small Knot www.smallknot.com Jay Lee (CEo) Smallknot lets you invest in the small (new York) businesses in your community in exchange for goods, services, special perks and benefits. they work exclusively with local businesses that are looking to expand and grow but need a little extra capital to get there.

CatchaFire www.catchafire.org Jie Jin Catchafire is a community of individuals (new York) (talent & operations manager) striving to push the social good sector forward by focusing on efficient and effective ways to give back. one way Catchafire do this is by matching professionals with non-profits based on their skills, cause interest and time availability.

nortech www.nortech.org Jeff Brancato nortech engages small, medium (Cleveland) (Vice President) & and large companies and universities Johnathan Holifield for business, funding and research (Vice President) opportunities that create jobs, attract capital and have long-term, positive economic impact. nortech also positions northeast ohio as a hub of innovation to attract resources and scans for opportunities in other emerging industries to grow the region’s economy.

Jumpstart inc. www.jumpstartinc.org ray Leach (CEo) Jumpstart inc. provides intensive (Cleveland) assistance to northeast ohio entrepreneurs leading high potential companies. those services are delivered by successful entrepreneurs who work one-on-one with entrepreneurs to establish and achieve value-creating milestones of growth, such as raising capital, generating revenues, testing the commercial viability of a product or service, and moving a product or service into the market. they also selectively invest in the highest potential companies positioned to excel in high opportunity markets, focusing on entrepreneurs with breakthrough, market-driven technologies.

akron global www.akronaccelerator. terry martell the accelerator is a state-of-the-art Business com (VP of operations & centre serving as a catalyst for driving accelerator Business Development) and developing technology-based (akron, ohio) entrepreneurial innovation. the non­ profit program was created as a cooperative partnership between the City of akron, the akron Development Corporation, the University of akron and the State of ohio. today the accelerator is helping high-tech organizations in leading edge industries. ORGaNISaTION WEBSITE MaIN CONTaCT(S) ORGaNISaTION BaCKGROUND

Kauffman www.kauffman.org thom ruhe the Kauffman Foundation focuses on Foundation (Vice President) grant making and operations on two (Kansas) areas — education and entrepreneurship. a quality education is the foundation for self-sufficiency, preparing young people for success in college and in life. many young adults will work in businesses started by entrepreneurs. Some will become entrepreneurs themselves, providing jobs and wealth for society.

Boston College www.bc.edu/ marcie Pitt-Catsouphes the Centre for Social innovation promotes socialinnovation (Director - Sloan Centre on “innovation from within.” their mission aging and work) is to foster effective, sustainable social innovations that enhance social justice and strive to build capacity within the social sector by preparing tomorrow’s social service leaders, promoting the capacity of existing social service agencies to respond to current and future social issues, and building the evidence-base for social innovation.

Pinestreet inn www.pinestreetinn.org anne wunderli (Vice Pine Street inn provides a comprehensive (Boston) President - operations) range of services, including permanent supportive housing, job training and placement, emergency shelter and street outreach to more than 1,600 homeless men and women each day. Founded in 1969, Pine Street is the largest resource for homeless men and women in new England.

Community work www.cwsbos.com Serena Powell (CEo) Founded in 1877, CwS is a leading Services (Boston) and innovative organisation helping adults to transform their lives through employment. CwS provides effective job training, placement and support services that lead to greater economic self-sufficiency and advancement for their graduates. CwS has over 100 years of experience operating profitable businesses that provide training slots, internships and employment opportunities for their graduates while meeting the needs of our customers.

Haley House www.haleyhouse.org Bing Broderick Haley House believe in addressing (Boston) (Business and marketing problems at their very root. Using food as Director) a vehicle they help alleviate suffering, build new skills and bring communities together. when people eat, work, and share stories, the barriers built by economic and educational disparities are broken down. through these heart-connections Haley House hopes to create a genuinely peaceful society. PagE 123

ORGaNISaTION WEBSITE MaIN CONTaCT(S) ORGaNISaTION BaCKGROUND

Year Up www.yearup.org Smajl Cengic Year Up’s mission is to close the (Boston) (Director of Career Services, opportunity Divide by providing urban Higher Education & alumni young adults with the skills, experience, relations) and support that will empower them to reach their potential through professional careers and higher education. Year Up achieves this mission through a high support, high expectation model that combines marketable job skills, stipends, internships and college credits. their holistic approach focuses on students’ professional and personal development to place these young adults on a viable path to economic self-sufficiency.

Peace First www.peacefirst.org Eric Dawson Peace First is a US non-profit organisation (Boston) (Co-Founder & President) that exists to create the next generation of peacemakers. we view children as natural problem solvers and creative thinkers, and invest in their ability to see themselves as leaders.

Seven Hills www.sevenhills.org ashley Emerson-gilbert the mission of Seven Hills Foundation Foundation (Director) is to promote and encourage the (worcester) empowerment of people with significant challenges so that each may pursue their highest possible degree of personal well­ being and independence.

more than words www.mtwyouth.org Jodi rosenbaum tillinger more than words (mtw) is a non-profit (Boston) (Executive Director) social enterprise that empowers youth who are in the foster care system, court involved, homeless, or out of school to take charge of their lives by taking charge of a business. By working as a team to manage their own retail and online used book business, café, and community space, youth develop the employment skills, leadership, and self-confidence they need to successfully transition to adulthood. in addition to store-based job training, youth are engaged in personal transition planning and case management to support their progress towards employment and education.

associated Early www.associatedearly tucker Levy associated Early Care and Education Care & Education careandeducation.org (Chief operating officer) gives greater Boston’s youngest children (Boston) in need, from birth to age five, the opportunity to reach their full potential by investing in school readiness, promoting healthy development, and strengthening families. aPPENDIX 5 – RECYClEBaNK PROCESS49

BaSIC GlOSSaRY

TERM/aBBREvIaTION DEFINITION

BCt Building Change trust

Co3 Chief officers - 3rd Sector

CSr Corporate Social responsibility

DEL Department for Employment and Learning

DEti Department of Enterprise, trade and investment

DSD Department for Social Development

E-Eynergy Proof of Concept Fund

EU European Union

FE Colleges Further Education Colleges

iCt information and Communications technology

investni responsible for the establishment and expansion of small businesses

KtP Knowledge transfer Programme

matrix northern ireland Science industry Panel

nesta national Endowment for Science, technology and the arts PagE 125

TERM/aBBREvIaTION DEFINITION niCVa northern ireland Council for Voluntary action niSP northern ireland Science Park niSP Connect Leadership platform and catalyst between northern ireland’s entrepreneurs, research institutions, investors, technology corporations and professional service providers by linking entrepreneurs with the resources they need for success.

PwC Price waterhouse Coopers

QUB Queens University Belfast rSa royal Society of arts

SBri Small Business research initiative

Si Camp Social innovation Camp

SiB Social impact Bond

Social Enterprise ni responsible for development of social enterprise in northern ireland tEPSiE the theoretical, Empirical and Policy Foundations for Social innovation in Europe tSB technology Strategy Board

UCit Ulster Community interest trust

UnLtd Leading provider of support to social entrepreneurs in the UK

UU University of Ulster

VCSE Voluntary, Community and Social Enterprise Sector

Young Foundation Leading independent centre for disruptive social innovation ENDNOTES

1the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 2mulgan, g., (2007), “Social innovation: what it is, why it matters and How Can it Be accelerated” London: the Young Foundation. 3mcnamee, P. (2000) “Strategic market Planning: a Blueprint for Success” Chichester: wiley. 4the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 5mulgan, g., (2007), “Social innovation: what it is, why it matters and How Can it Be accelerated” London: the Young Foundation. 6rSm mcClure watters report for Building Change trust (2013) “Social innovation in northern ireland: technical report” Belfast: Building Change trust. 7murtagh, B., goggin, n. & mcCrum, J. (2013) “the Social Economy in northern ireland” Belfast: Queens University Belfast. 8Bocksette, V and Stamp, m. (2011) “Creating Shared Value: a How to guide for the new Corporate revolution” Quotation by gabi Zedlmayer (HP – VP of global Social innovation), Boston: FSg 9the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 10nicholls, a. & murdock, a. (2012) “Social innovation: Blurring Boundaries to reconfigure markets” London: Palgrave macmillan. 11the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 12mulgan, g., (2007), “Social innovation: what it is, why it matters and How Can it Be accelerated” London: the Young Foundation. 13Harris, m. & albury, D. (2009) “the innovation imperative” London: nESta. 14goldsmith, S. (2010) “the Power of Social innovation: How Civic Entrepreneurs ignite Community networks for good” San Francisco: wiley. 15mcnamee, P. (2000) “Strategic market Planning: a Blueprint for Success” Chichester: wiley. 16the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 17Schumpeter, J. (1934) “the theory of Economic Development: an inquiry into Profits, Capital, Credit, interest, and the Business Cycle” Cambridge: Harvard University Press. 18murray, r., Caulier-grice, J. & mulgan, g. (2010) “the open Book of Social innovation” London: the Young Foundation & nESta. 19Berzin, S., Di Zengotita, L. & Pitt-Catsouphes, m. (2012) “Leading the way: Social innovation in massachusetts” Boston: Boston College. 20mulgan, g. (2006) “Social innovation: what it is, why it matters and How it Can Be accelerated” London: the Young Foundation. 21the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 22the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 23the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 24DEti/DSD report (2013) “a Survey of northern ireland’s third Sector and its Potential to Become more Enterprise Driven” Belfast:PwC 25DEti/DSD report (2013) “a Survey of northern ireland’s third Sector and its Potential to Become more Enterprise Driven” Belfast:PwC 26rSm mcClure watters report for Building Change trust (2013) “Social innovation in northern ireland: technical report” Belfast: Building Change trust. 27murtagh, B., goggin, n. & mcCrum, J. (2013) “the Social Economy in northern ireland” Belfast: Queens University Belfast. 28Bocksette, V and Stamp, m. (2011) “Creating Shared Value: a How to guide for the new Corporate revolution” Quotation by gabi Zedlmayer (HP – VP of global Social innovation), Boston: FSg PagE 127

29Porter, m. & Kramer, m (2011) “Creating Shared Value: How to reinvent Capitalism – and Unleash a wave of innovation and growth” Boston: Harvard Business review 30Kania, J. & Kramer, m. (2012) “Embracing Emergence: How Collective impact addresses Complexity” San Francisco: Stanford Social innovation review. 31Hanleybrown, F., Kania, J. & Kramer, m. (2012) “Channelling Change: making Collective impact work” San Francisco: Stanford Social innovation review. 32www.buildingchangetrust.org about Us text. 33Bugg-Levine, a. & Emerson, J (2011) “impact investing: transforming How we make money while making a Difference” San Francisco: wiley. 34https://www.gov.uk/social-impact-bonds 35the Young Foundation (2012) Social innovation overview: a deliverable of the project: “the theoretical, empirical and policy foundations for building social innovation in Europe” (tEPSiE), European Commission – 7th Framework Programme, Brussels: European Commission, Dg research. 36Lauritzen, JrK. (2013) “Social innovation in Local government – Experiences from Denmark” Copenhagen: Danish technological institute. 37Eggers, w. & goldsmith, S. (2004) “government by network: the new Public management imperative” Boston: Brookings institutional Press. 38Eggers, w. & goldsmith, S. (2004) “government by network: the new Public management imperative” Boston: Brookings institutional Press. 39Lauritzen, JrK. (2013) “Social innovation in Local government – Experiences from Denmark” Copenhagen: Danish technological institute. 40gillinson, S. Horne, m. & Baeck, P. (2010) “radical Efficiency: Different, Better, Lower Cost Public Services” London: nESta. 41ostrom, E. (1990) “governing the Commons” Boston: Cambridge University Press 42Porter, m., Hills, g., Pfitzer, m., Patscheke, S. & Hawkins, E (2011) “measuring Shared Value: How to Unlock Value by Linking Social and Business results” Boston: FSg 43Brundle, t. (2011) “a review of incubation: Preliminary Findings” Presentation to invest ni. Belfast: University of Ulster. 44http://en.wikipedia.org/wiki/open_source 45moss Kanter, r. (2010) “Supercorp: How Vanguard Companies Create innovation, Profits, growth and Social Purpose” Boston: Harvard University Press 46Botsman, r. & rogers r. (2010) “what’s mine is yours: how Collaborative Consumption is Changing the way we Live” London: Collins. 47gualetri, m (2012), “the Pragmatic Definition of Big Data”, Forrester’s website: http://blogs.forrester.com/mike_gualtieri/12-12­ 05-the_pragmatic_definition_of_big_data 48Bays, J (2011), “Harnessing Big Data to address the world’s Problems”, mcKinsey & Co. website: http://voices. mckinseyonsociety.com/harnessing-big-data-to-address-the-worlds-problems/ 49https://www.recyclebank.com/about-us/how-it-works

aBOUT THE aUTHOR roger warnock has been roger is a winston Churchill involved in business start-up memorial trust Fellow, Fellow of the and entrepreneurship, business rSa and an UnLtd award winner. improvement and strategic marketing He is passionate and committed to for more than 20 years. He has trying to solve major social issues in worked at board level and has northern ireland, the UK and further over ten years’ small business and afield such as unemployment among SmE mentoring and programme young adults, inspiring people to management experience. as a tackle social issues and making the successful Project manager he world a better place. His company has delivered multiple projects for outhouse Consulting specialises in blue chip, social economy sector social innovation and offers advice and public sector organisations, and mentoring to start-up companies such as Standard Life and this led and social enterprises. to him leading this Department of Enterprise, trade and investment Social innovation Study. ForESigHt anD SCanning Unit DEPartmEnt oF EntErPriSE, traDE anD inVEStmEnt nEtHErLEigH maSSEY aVEnUE BELFaSt Bt4 2JP