2011-2015 5 years promoting social innovation 5 years promoting social innovation
This year we are celebrating five years of acti- vity and the first thing that comes to mind is to What do we propose? What have we Chanllenges and say thank you. Therefore the most important achieved? social innovations page of this document is the last: the list of acknowledgments.
And we think the best way to thank those of you who have helped us, tolerating our mistakes, believing in us, and often being the protagonists of the successes that we report, is to share the learning from our results and our failures. Mistakes are the best teachers for those of us who experiment in our work and the knowledge accumulated during these years is very valua- Contact ble. We hope this document as useful to readers What have we Who we are? as it has been to us in writing it. learned? Aknowledgments The good thing about these five years is also discovering that we have a long way to go, the need for innovation is ever-increasing and we therefore have to keep experimenting with more efficient, more sustainable, more scalable and more just answers to the main social challenges.
Miquel de Paladella CEO What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we?
What do we propose? Inertia is not susteinable, social innovation is imperative.
What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we?
What change do we need? How do we do it?
Faced with the sharp rise in social demands and Demand as starting point diminishing resources to fund them, it is essential to find new ways of responding to social challenges. Inertia drags many institutions and organisations Therefore, we need innovative solutions that can into trying to do more of the same. Our approach be scaled to reach vulnerable groups and the most is to generate the demand to achieve more. We seek excluded people. to awaken the need to find more effective, efficient, fair and sustainable answers to solve social What do we propose? problems in a specific field and territory, alig- ning key stakeholders towards the common goal Just as a plaster is of little use for stopping a of effectively implementing innovative solutions haemorrhage, the answers to the challenges of answers. unemployment, school failure and social exclusion must be scalable to be able to successfully provide Proven innovaciones as key to success a solution. Around the world there are sustainable and scalable At UpSocial, we seek to facilitate and accelerate models that provide solutions to social challenges. the implementation of innovative proposals that Many of these proven innovations can be adapted significantly improve the lives of people and that to new contexts, allowing us to optimise time and provide sufficient scope for the dimension of the resources to provide an appropriate answer to the problems. problem we want to address.
4 What do we propose? What have we achieved? Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
What have we achieved? What do we propose? What have we achieved? Challenges underway Adress challenges / Provide solutions in Athens, Barcelona, Design projects / Scale up models 12 + 1,500 Birmingham, Promote ecosystem / Share knowledge Stocolm, Madrid, Challenges and social innovations Challenges completed Innovations Rotterdam... from around the world What have we learned? analysed Who are we?
Adress We identify innovative solutions capable of social challenges responding to critical social problems.
UpSocial not only has a great capacity to identify innovations from around the world, capturing the essence of each one and the potential impact it could have in Spain, but also in the process of engaging key stakeholders that can replicate and scale these innovations.
Pablo Gonzalo Area of Strategy of Fundación Telefónica
6 We work together with public entities and private organisations. What do we propose? What have we achieved? Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
And local partners:
7 We bring together experts to select the best innovations from around the world and facilitate their implementation. What do we propose? What have we achieved? Adress challenges / Provide solutions Design projects / Scale up models Origin of the finalist innovations Promote ecosystem / Share knowledge assessed by expert juries. Challenges and social innovations What have we learned? Who are we?
The way UpSocial contributes to bringing innova- tions from all over the world is unique, and a great experience for everyone. Bringing together intelligent people with simple ideas, but that are proven and very effective, is something that no one has seen before and is what is happening today in Barcelona.
Andrew Azzopardi Founder of My Life
8 We facilitate the local implementation process of selected innovations. What do we propose? What have we achieved? Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
Innovations Innovations innovations Provide innovative presented being currently being 23 to local 10 implemented 5 adapted or solutions to stakeholders or accelerated negotiated with social challenges local counterparts
Innovations Innovations selected by social entrepreneurship currently support and acceleration programmes: ⅔ under 5 negotiation or already implemented Specialisterne (2013) JUMP Math (2014) My Life (2014) Regionalwert AG - L'estoc (2015) EcoRegió (2015)
9 We develop an innovative work methodology that contributes to scaling up the social innovation. What do we propose? What have we achieved? Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
Drivers of Social Innovation event, CaixaForum Barcelona.
"Impulsors de la Innovació Social" (2014) The most innovative social initiatives (2013) Barcelona City Council Compromiso Empresarial
In 2014, the Barcelona City Council presented the The magazine of the Fundación Compromiso y award "Impulsors de la Innovació Social” (Drivers Transparencia selected UpSocial among the 10 of Social Innovation) to seven innovations imple- most innovative social initiatives in 2013 and three mented in the city, and to UpSocial as facilitator innovations for which we facilitated their imple- of the process. mentation in Spain: Open Green Map, Specialisterne and the School Accompaniment Programme for Educational Success of the Fundació Catalunya-La Pedrera.
10 Inspired by successful innovations from around the world, we design powerful, realistic and scalable projects What do we propose? What have we achieved? to resolve social challenges. Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
Design innovative scalable projects
The most emblematic example is the work with Barcelona winner of Bloomberg Mayors the Barcelona City Council in the design and Challenge Grand Prize for Innovation 2014 drafting of the Vincles project, with which the city for the Vincles project won the Bloomberg Mayors Challenge competition: open to mayors of European cities of over 100,000 The Vincles project was the winner of the inhabitants. competition with a prize of 5 million euros to carry out innovative ideas to solve the major challenges We have also worked with the Fundación Telefó- of each city and with potential to be replicated in nica on the design of an exhibition of art created other similar cities. Vincles is a proposal to reduce with children, based on the successful experiences the isolation of older people through the creation of museums and cultural institutions around the of a trust community, the management of which world. The aim is to make art and culture more is facilitated through the use of technology. attractive and accessible for everyone.
11 We lead the adaptation, implementation and scalability of proven innovations with great capacity for social impact. What do we propose? What have we achieved? Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
Scale up models We are leading the implementation We explore the implementation of that respond to of JUMP Math in Spain Social Imapct Bonds in Spain (SIB) From a pilot test in Barcelona, and with the support This innovative mechanism for financing social ser- social challenges of the Fundación Telefónica and Porticus Iberia, we vices manages to generate more funding for pre- have initiated the implementation of this program- vention services and for testing innovative interven- me for teaching maths in Spain. tions. It is a promising payment model for success that is being implemented in over 14 countries To do so, we have created a spin-off of UpSocial around the world (including the United Kingdom, the whose goal is the implementation of proven educa- Netherlands and Portugal). There are at least 27 tional innovations. SIBs underway around the world that are proving to have the potential to improve the results of inter- Implementation of JUMP Math in Spain ventions, overcome the barriers to social innovation and encourage investment in prevention services that generate savings. I am very excited about the fact that JUMP Math is being scaled up in Spain and possibilities in other In 2014, in collaboration with the Intress Associa- countries are opening up. It is a great opportunity for tion and the Barcelona City Council, we organised the programme and I am sure that UpSocial is the a meeting in Barcelona with Toby Eccles, founder right team to make it happen. of Social Finance UK and creator of the model, with the aim of getting to know this global trend and John Mighton exploring the possibilities of launching the first Founder of JUMP Math Social Impact Bond in Spain.
12 What do we propose? What have we achieved? Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
Promote the support Entrepreneurs, whether within their organisations Proposal to create the Sociedad or creating new social initiatives, are the people Limitada de Interés General (SLIG) ecosystem for social who are experimenting with new solutions and implementing disruptive innovations that are able to In 2011, we launched an initiative to create the new entrepreneurship break the inertia and give more effective responses legal entity SLIG (community interest company) to social problems. to enable social enterprises operate with greater and innovation access to funding and tax benefits. That is why we join forces with other players in the sector to encourage the government to facilitate A working group has been set up with key players the recognition and understanding of social innova- from the sector to develop the proposal, which has tion and entrepreneurship, and provide a framework been joined by more than 130 organisations and of quality support and funding for their development professionals. The initiative was presented at the Spanish parliament in September 2014 and a group of members of the Congress of Deputies are working on it.
13 We systematically share our learning through publications and activities that can inspire other What do we propose? What have we achieved? stakeholders to promote social innovation. Adress challenges / Provide solutions Design projects / Scale up models Promote ecosystem / Share knowledge Challenges and social innovations What have we learned? Who are we?
Share the knowledge generated
"Innovacions socials "Top 100 Innovaciones "L’economia social “20 innovaciones exitoses implantades Educativas" (2014) i cooperativa a escala para ampliar las a tot el món, (Top 100 educational global" (2014) oportunidades de la i replicables en innovations) (The social and coo- infancia tutelada” Catalunya" (2012) perative economy on a (2015) (Successful social in- Fundación Telefónica global scale) (20 innovations to ex- novations implemented + 74,400 downloads pand opportunities for around the world and in Spanish, Portuguese Generalitat de Catalonia children in care) replicable in Catalonia) and English Programa aracoop + 2,100 views of its Intress and UpSocial Generalitat de Catalunya publications + 1,000 views at the Programa launch @EmprenSocial + 6,800 views
www.upsocial.org + 100 shared innovative solutions
14 What do we propose? What have we achieved? Adress challenges / Provide solutions In Spain and Portugal: Design projects / Scale up models 20 + 2,300 Barcelona, Cordoba, Promote ecosystem / Share knowledge Madrid, San Sebastian, Challenges and social innovations Innovation Participants Seville and Lisbon. presentation events What have we learned? Who are we?
We organise and participate We participate as teachers in various educational in different activities institutions such as the Open University of Cata- lonia (UOC), Esade’s Institute for Social Innovation The Annual Conference of the Institute for Social and IDEP. Innovation of Esade brings together professionals from the sector around a topical issue, with the International Visitors Leadership Program participation of international speakers. In 2014, we were invited to organise a workshop on "sustaina- The State Department of the United States has an ble models for generating social value." In the 2015 International Visitors Leadership Program (IVLP) edition, dedicated to the collaborative economy, we that seeks professional exchange through visits organised the Elevator Pitch session featuring five carefully designed for emerging foreign leaders. innovative cases. In February 2015, part of the UpSocial team visited "Juntos por el empleo" (Together for employment) Pittsburgh, San Francisco and Miami, invited by the it is an initiative promoted by the Accenture Founda- IVLP programme, with the aim of promoting mutual tion, Seres and the Fundación Compromiso y Trans- understanding with US organisations. parencia to generate employment opportunities for vulnerable groups. In 2014, we contributed to this group, providing worldwide proven innovations.
Impact Hub Scaling is a European programme coordinated by eight spaces of the Impact Hub network, whose aim is to support entrepreneurs to scale up their businesses. UpSocial participated in the launch of the process in Madrid in 2015.
15 What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we?
Challenges and social innovations Education Employment for young people and vulnerable groups What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we? 21.9% of school failure in young people between 18 and 24 years old in Spain. This percentage is double the EU average. Eurostat (2015). 46.6% of youth unemployment (under 25 years old). Encuesta de Población Activa, EPA (September With the acceleration of the aging population in 2015). Spain, every child is a treasure for society. We cannot afford not to have them complete the com- Specific pulsory secondary education (Educación Secundaria social challenges Obligatoria, or ESO).
33% increase of poverty rates among the working age population (between 16 and 64 years old). Evolution of poverty risk rate of the National Institute of Statistics. Only 13 out of 1,000 people complete STEM studies (Science, Technology, Engineering and Mathematics), the most demanded by the market. Eurostat (2014). The employability of people with disabilities is often affected by a perception focused on what a person Innovative solutions cannot do, rather than on the special abilities that they can contribute.
The high rates of unemployment and underemplo- yment suggest a lack in the connection between labour supply and demand that turns education into quality employment opportunities.
Innovative solutions
17 Social inclusion The environment and the green economy What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we? At age 15, only 32% of tutored students are studying the course that corresponds to them, whereas this For every job created in the traditional economy adequacy rate rises to 73% in the general population. in Europe, three jobs are created in the green In addition, 52% do not finish ESO (compulsory secon- economy. Eurostat (2011). dary education); that rate drops to 15% among the ge- neral population. Both factors increase their chances of social exclusion in adult life. Figures for Catalo- 44% increase in tourism in cities like Barcelona, Specific nia, (Inequality of educational opportunities among with the consequent environmental impact and pos- adolescents in residential and foster care) Infancia y sible deterioration in the quality of life for residents social challenges Aprendizaje. Journal for the Study of Education and and of the visitor experience. Pla Estratègic de Turis- Development (2013). me de la Ciutat de Barcelona 2010-2015 (Barcelona tourism strategic plan 2010-2015) (2010).
Economic insecurity, family reconciliation and access to housing are the main challenges of single 37 Spanish cities exceed the recommended levels parenthood. Many households are composed of pollution, and air quality remains a pending issue of single parents with dependent children, mostly that requires the efforts of citizens, companies and led by women, who are unable to cover their basic institutions. Plan AIRE 2013-2016 (2013). needs. Innovative solutions Innovative solutions Collaborative economy
This new economic paradigm presents an annual growth rate of 25% and Spain is one of the five Euro- pean Union countries with the greatest potential for growth in this area. Forbes Magazine (2013).
Innovative solutions
18 To guarantee the right to a quality education Therefore, the innovations that we promote the that avoids the risk of social exclusion, we need implementation of in this area respond to models What do we propose? pedagogical models that enable the education that contribute to educational success, the develop- What have we achieved? of a citizenry with a capacity for entrepreneurship ment of STEM (science, technology, engineering and Challenges and social innovations and continuous learning, and with the personal and mathematics) skills and vocations, or those that are social values necessary for the full development key to promoting a competitive economy; one that What have we learned? of their potential and their ability to positively responds to the challenges of a knowledge-based Who are we? transform their environment. society that is respectful of the environment and socially inclusive.
Maths class at the Frederic Mistral school where JUMP Math is being Education applied
The most immediate impact of JUMP Math has been the dramatic increase in student motivation, especia- lly positive in cases of children who perceived maths as difficult. It is also common for students who had not shown difficulties in applying certain concepts to say that with JUMP Math they understand the why of the operations they are doing.
Maite Bosch Director of Studies of Fundació Collserola
19 Country Impact and next steps What do we propose? Brazil and United Kingdom 2014-2015 academic year: What have we achieved? Challenges and social innovations Entrepreneur Successful participation in the optional subject Rodrigo Baggio "Movilicemos la informática: What have we learned? Who are we? Success indicators – 302 participating schools in Catalonia Exponential growth of the project. In 2015, there – 11,150 participating students of 4th year of were 22,987 students (over 45,000 since 2010), ESO 809 educational partners and 1,253 volunteer – launch of a pilot project with 524 students of experts from the ICT sector participating from Ciclo Formativo de Grado Medio (intermediate 40 countries. level vocational training)
Apps for Good Implementation in Spain In the Community of Madrid and in Murcia, parti- The organisation Mobile World Capital Barcelo- cipating in the pilot project were: Technology training programme that promotes na, with the participation of GSMA, the Genera- entrepreneurship with a social focus. Young people litat of Catalonia and the Barcelona City Coun- – 23 schools (15 in Madrid and 8 in Murcia) identify problems in their environment and propose cil, was inspired by this model to launch the – 41 teachers a solution through the development of a mobile app. mSchools programme and the optional subject – 787 students between children and young "Movilicemos la informática” (mobilising IT) in people schools in Catalonia in 2013.
Moreover, after the experience of the “Desafío Educación” (Education Challenge), the Fun- dación Telefónica supported a pilot project to implement the original Apps for Good model in schools in the regions of Madrid and Murcia during the 2014-2015 academic year.
'Impulsor de la innovació social' 'Top 100 Educational Innovations' by Barcelona City Council by Fundación Telefónica
20 Country Implementation in Spain What do we propose? Canada During the 2013-2014 academic year, What have we achieved? the programme was tested in 9 state schools Challenges and social innovations Entrepreneur in Barcelona and, in just one year, the results John Mighton obtained started to replicate those of the What have we learned? original model. The project had the support of Who are we? Success indicators Porticus Iberia and the Barcelona Education This programme ensures that students lose Consortium in coordinating the teacher training, their fear of mathematics, improve their self-es- support and evaluation. teem, and that over 90% of the class improve their academic performance by 50%. During the 2014-2015 school year, the Funda- ció Collserola collaborated by translating the The results are rigorously evaluated. In 2010, materials into Catalan for the 1st, 3rd and 5th JUMP Math the University of Toronto conducted a randomi- primary school grades and started to imple- sed controlled trial that showed that students ment the programme. A maths teaching programme that manages to get who follow this programme learn at a pace twi- maximum performance both out of students – as ce as fast as those following other programmes. Following on from its “Desafío Educación” it shows that all students can succeed and master project, the Fundación Telefónica now supports the concepts – and their teachers as instructors During the 2014-2015 academic year, 140,000 the use of JUMP Math in schools in other of the subject. The programme, developed for the students from the first year of primary school to autonomous regions. six years of primary school and first two years of the second year of secondary school in Canada ESO (lower secondary), is based on participatory and the United States used JUMP Math: a num- At UpSocial we are leading the implementation dynamics, continuous assessment and the division ber that is growing by 30% each year. of JUMP Math in Spain. In 2014, we participated of lessons into small units easily understood by all in the first edition of the B-Ready acceleration students in the class. programme of the Fundación Ship2B.
Impact and next steps 2014-2015 academic year:
– 95 schools – more than 4,000 students – 5 autonomous regions
'Impulsor de la innovació social' "Top 100 Innovaciones Educativas" by Barcelona City Council de Fundación Telefónica
21 Such a complex issue as unemployment requires For this reason, we have worked on identifying answers covering both preventive solutions, with educational innovations that improve employment What do we propose? results in the medium and long term, and more opportunities for the future, while at the same time What have we achieved? immediate actions for the most vulnerable groups. facilitating the creation of opportunities focused on Challenges and social innovations the capabilities of people and the value they can bring to society. What have we learned? Who are we?
Consultants Employment for of Specialisterne young people and vulnerable groups
People with autism are very capable, and can work in jobs with high added value that they love. For example, a company hired us for our consultants to identify all the beaches in the world, geolocate them and find descriptions of them, photos, comments... The result is iBeach, the app with the most information of this type in the world, with 18,000 beaches to date. The client himself said it was unimaginable to think of gathering all that data without the involvement of very special professionals.
Ramon Bernat CEO of Specialisterne Spain
22 Country Implementation in Spain and Portugal What do we propose? South Africa This model of peer to peer mentoring provides What have we achieved? an innovative solution to challenges in the areas Challenges and social innovations Entrepreneurs of both education and social inclusion. Joy Olivier and Makhosi Gogwana What have we learned? It has therefore been presented to potential Who are we? Success indicators local partners in Spain and Portugal, who are Since 2005, 77% of young people participating currently exploring the possibilities for its im- have been incorporated into the educational plementation. system, professional training or a job, within two months and a half after joining the programme. Impact and next steps Ikamva Youth is preparing an intensive 3-day In 2012, 94% of students in the programme training course to share its model and adapt it Ikamva Youth were eligible for university studies. to Spain and Portugal.
After-school tutorial support, mentoring and career In 2013, students doubled their chances of Participating in these training sessions will be guidance for young people from the peripheries of passing physics and mathematics. organisations such as Fundación Exit, Intress, large cities. It provides students with the necessary Fundación Tomillo, Punt de Referència and tools for their own learning which, together with a The model has been replicated and is success- Suara Cooperativa (Spain); and Oeiras City model of peer support, has an empowering effect fully operating in 9 cities of 5 provinces in South Council, Fundação Montepio Geral and Ubuntu and creates a sense of autonomy that extends Africa. Academy (Portugal). throughout the entire group.
'Top 100 Educational Innovations' by Fundación Telefónica
23 Country Implementation in Spain What do we propose? Denmark In 2013, the company began its activities in What have we achieved? Spain and the Specialisterne team participated Challenges and social innovations Entrepreneur in the Momentum Project programme of ESADE Thorkil Sonne and BBVA. What have we learned? Who are we? Success indicators In 2014, it opened its headquarters in Madrid. A social company, present in 14 countries, with clients such as SAP, HP and Avnet Solutions. From Spain, Specialisterne has worked on ex- panding into Brazil, has conducted preliminary It has created hundreds of jobs for people with feasibility studies in Mexico and Andorra, and is autism or Asperger’s syndrome with the ultima- currently doing one in Portugal. te goal of creating one million jobs worldwide. Specialisterne Impact and next steps In 2014, it had 10 consultants on staff. In 2015, A company that specialises in employing people it now employs 20 consultants and has 36 with autism or Asperger’s syndrome for their ability candidates are in training. to effectively perform repetitive tasks that require a lot of concentration, such as data entry or software It works for large IT consultancy firms (inclu- testing. In addition, it is changing the perception of ding Sogeti, Everis, Avnet), as well as financial society, turning these special abilities into institutions and large companies (eg Agbar), competitive advantages in the labour market. computer security companies (Safelayer) and others specialising in big data (Innoquant).
It holds 4 training courses a year in both Barcelona and Madrid. In 2015, it has held its first training course in Sao Paulo, with 8 candidates.
'Impulsor de la innovació social' by Barcelona City Council
24 In the area of social inclusion, we have directed the Moreover, we promote the implementation of search for innovations to find initiatives that can innovations related to the development of skills, What do we propose? solve the precariousness of single parent families attitudes and knowledge that enable people with What have we achieved? (increasing their access to basic services such as disabilities to access jobs or employment support Challenges and social innovations housing) and that help to achieve a good work-life mechanisms to help them get and keep a job. balance, so that they can provide a good start in life What have we learned? for their children. Who are we?
Workshop of the “Acompaña- miento para el Éxito Educativo” Social inclusion programme (Accompaniment Programme for Educational Success) of the Fundació Catalunya-La Pedrera
We wanted to work on an educational proposal for our centres and saw that we could learn a lot from the Môm'Artre model. That is how the programme for doing homework with the support of a team of educators took shape, and in which we also incorporate recreational and festive activities. And at an affordable price to make it possible for all children to access.
Teresa Hernández Fundació Catalunya-La Pedrera.
25 Country Impact and next steps What do we propose? France 2014-2015 academic year: What have we achieved? Challenges and social innovations Entrepreneur – 19 EspaiSocials in 13 municipalities of Catalo- Chantal Mainguène nia implemented the programme What have we learned? – 850 primary school children Who are we? Success indicators – 327 secondary school students – 18 employees and 22 volunteers – 43 teachers hired – 300 children participating (2011) – 169 volunteer educators – 8 centres in France (2013) – 63 students gaining work experience in Tea- ching, Social Education, Educational Psycho- Implementation in Catalonia logy, Vocational Training, Recreation In 2013, the Fundació Catalunya-La Pedrera Môm'Artre launched the “Acompañamiento para el Éxito Implementation in 3 more municipalities is Educativo” programme inspired by this model, foreseen in the 2015-2016 academic year. It mobilises latent resources of communities and in order to redirect the use of its EspaiSocials neighbourhoods – from unused spaces to unem- (social spaces). ployed artists and elderly people who participate as volunteers – to offer quality solutions for The programme is aimed at primary school chil- childcare outside school hours that are very dren (6-12 years) and lower secondary students affordable for low-income or single parent fami- (12-16 years) who need educational support lies. In this way, it combines art education with outside school hours. It also offers activities academic support and social integration. encouraging creativity and personal initiative, providing personalised supervision and involving families, at an affordable price.
'Impulsor de la innovació social' by Barcelona City Council
26 Country Implementation in Barcelona What do we propose? United States The Barcelona City Council designed a new What have we achieved? strategy to support the homeless based on this Challenges and social innovations Entrepreneurs model. The two major references of the model are the What have we learned? entrepreneurs Tanya Tull (from the organisa- After an initial pilot project with the Fundación Who are we? tion Partnering for Change) and Sam Tsemberis Rais, in 2015 it awarded to the San Joan de Deu (from the organisation Pathways to Housing. hospital (Social Services) and to the San Pere Claver-Suara-Garbet joint venture the "Primer Success indicators la Llar" (Housing First) service to manage 50 The model has been replicated and implemen- homes for the homeless. ted in all states of the US and in the UK. Tanya Tull began working on the initiative to provide a Impact and next steps Housing First solution to the housing needs of single mothers, The service was launched with two batches but its development has proven to be particular- of 25 homes from the private sector, with A model that prioritises stable housing to support ly relevant for people with severe and complex socio-educational support and coverage of basic people and families at risk of social exclusion. needs (addictions, mental illness, disability, etc.) needs when necessary. This allows greater efficiency in other interventions for which traditional methodologies have not related to the education of their children, employ- been successful. From June to December 2015, a progressive ment, physical and mental health and, in general, a increase in the number of users is expected. greater stability that favours the wellbeing of these individuals and families. It also generates savings Also, for the first time, a new figure has been for the government, since the use of taxpayers' introduced – someone who has lived through money is optimised. a similar situation to that of the users and has managed to get out – who serves as an exam- ple and counsellor in the process of improving autonomy.
'Impulsor de la innovació social' by Barcelona City Council
27 Country Impact and next steps What do we propose? United Kingdom The service is designed for people with mental What have we achieved? disabilities and/or mental health problems, who Challenges and social innovations Entrepreneur are between 16 and 45 years of age, are living in Andrew Azzopardi the family home or in a residence, and who want What have we learned? to increase their level of independence. Who are we? Success indicators It enables people with intellectual disabilities or It offers a maximum of 9 hours per week per mental health problems to live in a much more user for two years, during which they work on autonomous and independent way in less than subjects like time and stress management, two years, also facilitating their labour insertion. communication, conflict management, money In four years it has served more than 50 users, management, trust building, personal hygiene, of which 90% have improved their autonomy and even finding work and housing. My Life and 15% now live completely independently and fully integrated in the community. This intervention helps prevent the long-term A training programme teaching the skills needed or lifetime institutionalisation of people, and can for independent living aimed at people with Implementation in Catalonia generate up to 80% savings for families or the intellectual disabilities or mental health problems, Fundació Sant Pere Claver – Fundació Serveis public administration in the medium and long along a journey of three stages: ready, steady, go. Socials is leading the implementation of the term. model.
The project participated in the 2014 edition of Momentum Project of ESADE and BBVA, and a team of employees of the foundation conducted on-site training to adapt and adopt the model.
In October 2015, the first Centro de Capaci- tación My Life (training centre) was opened in Catalonia.
'Impulsor de la innovació social' by Barcelona City Council
28 Environmental sustainability not only requires The innovations whose implementation we promote measures that can reduce our ecological footprint, in this area integrate a social dimension, providing What do we propose? generated for example by the impact of tourism a decent life for all: environmental, respecting the What have we achieved? or polluting emissions, but also requires reorien- limits of life support of the planet; and economic, Challenges and social innovations ting the activities of our society towards the green ensuring livelihoods for future generations. economy, one of the most strategic sectors for the What have we learned? future with a proven ability to generate sustainable Who are we? employment.
Market meeting among producers from the The environment ¡La Colmena que dice Sí! and the green economy
We are proud that with this project we reward the work of the producers in the area and make possible another kind of consumption by city dwellers; seeing their happy faces when they know what they are buying and who they are buying from is priceless.
Victoria and Irene Managers of the Colmena at the Impact Hub Madrid.
29 Country Implementation in Spain What do we propose? France The initiative, implemented in Spain under the What have we achieved? name ¡La Colmena que dice Sí! (The Beehive Challenges and social innovations Entrepreneurs that says Yes!), opened the first two Assemblies Guilhem Chéron and Marc-David Choukroun in 2014. What have we learned?
Who are we? Success indicators The possibility of expanding this European In 2011, the project was launched in France and movement from Spain to Portugal is being the first Assemblies were opened. explored.
Since its beginnings it has grown exponentially, Impact and next steps becoming a European movement: A team of 5 people supports the creation and consolidation of new Assemblies. La Ruche qui dit Oui! – 600,000 consumers – 4,000 producers The network is present in Andalusia, Catalonia, – 800 Assemblies León, Madrid and Valencia, and new Assemblies A system of direct exchange between local – present in France, Spain, Belgium, Italy, are in the process of being opened in the Basque consumers and food producers that empowers Germany and the UK Country: their relationship. It gets a fairer price for both parties and generates a space for meeting and – 24 Assemblies in operation and another 14 in exchange among the participants, called a Colmena construction (Assembly). It has removed barriers to local organic – over 150 producers consumption. – over 900,000 consumers
In terms of purchases, in one year orders have multiplied by 5.
30 Country The project is one of those chosen for the se- What do we propose? Germany cond edition of the B-Ready acceleration pro- What have we achieved? gramme of Ship2B, as well voted best project at Challenges and social innovations Entrepreneur the Investment Forum of EcoSí Keiretsu Forum Christian Hiss and is one of the case studies conducted by What have we learned? the Seforis European programme of innovative Who are we? Success indicators social entrepreneurship. – 600 iprivate investors – 3 million euros of capital Impact and next steps – supports 20 companies involved in organic The project is being presented to expand farming in the region of Freiburg the promoter group and get the initial capital – achieves 64 qualitative and quantitative indi- injection to create the Management Company cators of economic and social value genera- and the first Collective Investment Fund in Regionalwert AG ted for the region Catalonia.
A company of private shareholders in which Implementation in Catalonia EcoRegió is also looking to raise between 0.5 citizens invest in the sustainable development Dynamislab is promoting EcoRegió, a project million and 1 million euros, in participations of of their region. It engages in the marketing of local to replicate the Regionalwert AG model, with 500 to 50,000 euros, to invest in 4-8 business organic products as well as providing financing, Catalonia as its first target region. projects related to agriculture and organic food technical support, materials and agricultural land in Catalonia in 2016. to a network of small businesses, organic In June 2015, the EcoRegió promoter group producers and traders. was established, defined as a micro-cap com- munity of citizens for regional organic farming. Its promoters are Joan Antoni Melé, promoter of ethical banking in Spain and former director of Triodos Bank; Eduard Alié, multi-talented entrepreneur; and Oriol Costa, director of Dynamislab.
31 Country Impact and next steps What do we propose? France The project focuses on actions related to the What have we achieved? transfer of estates (generational handover and Challenges and social innovations Entrepreneur transfer of operations), training and support for Jérôme Deconinck new farmers and the development of specific What have we learned? tools like farm incubators. Who are we? Success indicators – 1 association, 1 foundation, 1 social invest- It also establishes cross-border actions to crea- ment company and 19 territorial associations te networks with France and promote a new – 147 farmers making use of 108 estates acqui- model of farming community. red – 2,485 hectares saved from speculation and The project is in the process of seeking funding devoted to family and organic farming from the organisations involved. Terre de Liens – 10,200 social shareholders – 41 million euros of capital and 1.8 million euros of the foundation’s own funds A model with an enormous capacity to mobilise financial and human resources to facilitate access Implementation in Catalonia to land for new farmers through leasing relations- Terre de Liens together with Terra Franca hips of estates acquired by the organisation. and the Escola de Pastors de Catalunya have developed a cooperative project.
32 In the new paradigm based on models of collabo- Our work in this area has focused on identifying ration and shared resources, disruptive initiatives models that can illustrate the transformative What do we propose? coexist with others that do not necessarily improve potential of the collaborative economy and allow What have we achieved? current solutions nor generate social value. Howe- reflection on the diversity of stakeholders who can ver, the collaborative economy aiming for the com- Challenges and social innovations play an active role in this change. mon good has tremendous potential to generate What have we learned? employment and improve people’s quality of life. Who are we?
Collaborative economy
The collaboration with UpSocial has allowed us to work with an inno- vative and practical methodology to gain access to proven innovations, which is essential so they can be implemented in the territory in which we move. Moreover, their honesty, commitment and desire to generate impact have allowed for their total integration into the local team, thus facilitating the process.
Iranzu Sáinz de Murieta Partner of Sinnple
33 What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we?
Puddle Afables 5Bogota
Country Country Country United States Spain Colombia
Entrepreneurs Entrepreneur Entrepreneur Jean Claude Rodriguez-Ferre- Elisabet Olivé 5Bogota ra, Mark Flannery and Skyler Woodward Description Description A web platform that groups A web platform that connects Description together the offer of home visitors who want a unique and di- A web platform that facilitates care services (companies and fferent sensory experience in a city peer to peer financing. A new professionals). User opinions with local entrepreneurs who can credit model that supports the and ratings make it easier to provide these experiences, contribu- elimination of intermediaries by search for this kind of help as ting directly to the development of creating trusted environments the general view about the care the social fabric of the city. Instead that allow for lending small sector is that it is very dehuma- of the options of mass tourism, it amounts of money between nised. offers a creative kind of tourism in people. the hands of local people.
34 What do we propose? What have we achieved? Challenges and social innovations What have we learned? 10 learnings / Scaling models Who are we?
What we have learned? We learn a lot from the models that we analyse and we reflect on
What do we propose? our mistakes and successes so as to convert them into catalysts What have we achieved? for more and better innovation. Challenges and social innovations What have we learned? 10 learnings / Scaling models Who are we?
10 key aspects In our work to identify and analyse innovations For this reason we share these 10 key elements we've come to recognise common elements in all that we have identified in the innovations that work, of successful those that meet their goal successfully and that thanks to our mistakes and successes. can therefore be taken as a model or reference innovations point.
We have also reflected on the mistakes we have made, the criticism received or the assumptions that proved wrong. We know that mistakes are the best teacher, and are intrinsic to our work based on experimentation.
But mistakes are only useful if we are willing dis- cuss them, among ourselves and openly with our clients, partners and colleagues. Only in this way can we learn from them and make them catalysts for more and better innovation.
36 Focus on pected solutions, scalable and able to respond to 1. creating value problems in all their dimensions. Citizen participa- What do we propose? All the successfully tested solutions focus on maxi- tion is, in many cases, the disruptive element that What have we achieved? mising the value they generate, experimenting with allows a massive response to a problem. We are Challenges and social innovations new ways to respond to the needs and demands rediscovering latent resources in communities that of the individuals and groups to which they are have a great capacity for social transformation. What have we learned? directed. Therefore they have turned users and be- 10 learnings / Scaling models neficiaries into co-creators of services and actions Who are we? focused on them. 4. Agility To be able to experiment, innovators have needed Revenue model agility to be able to test hypotheses quickly and 2. adapted to the creation of value change if something doesn’t work. In the XXI century, Thanks to this approach, many innovations manage it is not the big fish that survives by eating the small to consolidate their revenue model around their fish. It is the agile fish that best adapts and gets beneficiaries. That is, solutions are emerging that better results. And to do so, you must be flexible, try manage to be sustainable because those most inte- new things and be able to recognise mistakes as part rested pay for them. This makes them more sustai- of the process to generate results. Large structures nable and, above all, more resilient to change. or mergers between organisations are not needed. This payment is made directly (users pay for goods Sometimes, you don’t even need organisations to get or services received because they see great value organised. in them) or indirectly (users get a third party - eg a public administration, supportive citizens or a com- pany that makes a profit from the resolution of this social problem – to pay for the service). 5. Open innovation The complexity of social problems requires a greater capacity for experimentation and if ever- yone works in isolation they can’t find complete solutions. Therefore, many innovations have origi- 3. Hybrid models nated from the collaboration and the creation of There are also models based on exchanges that communities of practice. The sectors which have have nothing to do with the financial aspect, which made most progress are those that have innovated are more effective and efficient answers to solve openly, where everyone learns from their own mis- social problems. Many innovations have emerged at takes and from others, and they experiment openly the intersection of sectors that traditionally work to find the best answers. separately on their own. From the public-private- citizen partnerships there have emerged unex-
37 Solid and credible in these partnerships appear to be in the capacity 6. evidence of results of innovators to align the interests of all parties, What do we propose? All the initiatives have invested time and resources making the agreements incentivise an efficient What have we achieved? in measuring as scientifically possible what results collaboration that is directed towards achieving the Challenges and social innovations they obtain with each intervention. They have common goal, and also in making clear the value designed their solution on the basis of the error that each partner brings to the project, the risks What have we learned? test and experimentation, constantly measuring the involved and the plan to mitigate them. 10 learnings / Scaling models results in order to tailor the intervention and maxi- Who are we? mise its impact. Often, the difficulty in this area is not the lack of indicators and methodologies, but how to find a good balance between the cost of 9. Communication skills implementation and measurement: we can’t spend The development of a communication strategy is an more resources on measuring than trying things essential element for conveying the message of an out, but we can’t try new things without measuring initiative to its users and key public. We have found the results in a credible way. innovations with great potential for transformation but very poorly communicated, which limits their potential for growth and impact. One of the most Procedures and resources effective ways to scale an innovation is to increase its 7. to facilitate the transfer potential for influence and visibility. And that requires Transferring the innovation requires an effort in resources and attention. documentation, illustration, technological develo- pment and design, which allows other local orga- nisations to adapt and adopt the model. This also Ability to influence requires a major effort to design a replica model 10. systemic change in which all parties win (the one who has origina- The purpose of a social innovation should not be just lly innovated and also those who implement the to serve more and more people through the organisa- innovation elsewhere), to package the knowledge tion itself, but to influence many other key players to so it is useful, and to ensure constant monitoring. adopt a new model that allows the fullest possible It also requires the original innovators to lose some resolution of the social problem. Thus, the idea does control of "their" project. We have found that this is not depend on an organisation or an entrepreneur, often the most difficult thing to achieve. but can grow to become a norm in society. Certainly, we have found innovations that want to scale up the organisation more than the innovation itself. However, we have decided to focus on looking for the way to Sustained and effective partner- increase the impact of the solution. Finally, we have 8. ships with other key players found innovations that are very suitable to their local The expansion of a model often involves deve- context, and it makes no sense to scale them up. loping strategic partnerships with very different institutions and organisations. The keys to success
38 In our experience accompanying the implementa- mentation of this innovation is far more likely to tion of innovations, we have seen that strategies to succeed. What do we propose? scale them up are preferable to simply waiting for What have we achieved? others to take the idea and copy the good practice. – Sistematization. If the innovation can be docu- Challenges and social innovations Hence the importance of having a deliberate and mented and packaged well to make it transfera- disciplined approach to convert successful small ble. What have we learned? projects into innovations with a large-scale impact. 10 learnings / Scaling models – Cost. If we can design the intervention to be as Who are we? But it is also essential to work from the demand efficient as possible. side of innovation. Often the demand is latent, but it has not been made explicit. Inertia drags many – Sustainability model. If we have a locally conso- institutions and organisations to try to do more of lidated revenue model, we can invest in studying the same, but with less. Social innovation should revenue models to scale up the innovation, and also focus on generating a demand to achieve more try to experiment with them. Scalability with the same, or with even less. requires preparation Main barriers to implementation How to know if an innovation is and a replica model ready to be scaled up? – Prejudices that can occur because they are innovations of southern countries, because they – Solid and credible evidence. Without evidence are small, because it's hard to give credence to of impact, there is no reason for scaling up an everything they do, because it is already being innovation. done and offers nothing…
– Specificity. If the innovation can benefit many – Lack of interest of the original innovators to more people trying, the problem it tries to solve scale up. is important in many countries, and the social, economic and cultural conditions necessary for – Failure to adapt innovations: copy and paste does its success are also present in other latitudes, not work. it is worth exploring the scaling-up process. – Thinking that good intentions are enough: it is – Objective. If the goal of the innovator is to maxi- important to involve the innovator in the replica. mise its social impact, or help the innovation to have the maximum social impact. – Forgetting that the revenue model is also part of the adaptation process: even if it is the best – Demand. If there is an explicit demand for new reference, the same business model does not solutions to the social challenge, the imple- necessarily have to be replicated.
39 Licensing, certifying What do we propose? Franchise or training Open Source What have we achieved? Challenges and social innovations + Control + Speed What have we learned? 10 learnings / Scaling models Who are we? Expansion of the organisation Partnerships with Movement and subsidiaries networks and organisations
1. Expansion of the organisation ans subsidia- What models exist to bring ries. Grow an organisation in order to scale up an innovations to scale? innovation in a fully controlled manner.
There are many ways to bring social innovations to 2. Franchise. Create a network of organisations scale. Knowing how to choose the right one is one to promote the adoption of innovative practices or of the critical factors for the success of our work. to expand the provision of a service or innovative programme. During these years, we have seen that most replicas depend on three factors: 3. Partnerships with networks and organisations. Join value chains that, combined, enable an innova- – The degree of control of the project that is wan- tion to be scaled up. ted. 4. Licensing, certifying or training. Transfer part – The desired growth rate to be achieved (which is of the rights or knowledge of an innovation to other inversely proportional to the control). organisations so that they can bring it to scale.
– The model for monetising value that is created 5. Movement. Encourage other organisations to with the expansion. adopt the innovation in order to bring it to scale and improve it. Hence the models we have identified are: 6. Open Source. Share the innovation openly, wi- thout exercising control over its replicas.
40 What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we?
Who are we? Economist and social entrepreneur. Social entrepreneur and expert in He has worked in social innovation economic development. He has What do we propose? with Ashoka, in advocacy with combined consulting and business What have we achieved? UNICEF, in human rights with Plan advice with company management. International and Global Movement Since 2008, he has launched four Challenges and social innovations for Children, and in development business projects, including Bee What have we learned? with the International Society for Honey, focused on social enterprise. Who are we? Miquel Development. Besides UpSocial, he Jorge Rovira de Paladella has founded several organisations COO CEO in the areas of microfinance and education.
We are a team of entrepreneurs Doctor of Anthropology. She works Social educator with training in the in the design and development leadership and management of with expertise in different of educational and social pro- non-profit organisations. She has jects focusing on the inclusion of extensive experience in educational areas who work with a vulnerable groups, methodological intervention in prisons and in the network of collaborators innovation and cultural promotion. treatment of drug and other addic- She has been director of Funda- tions. She coordinates the citizen Mamen Salcedo ció Itinerarium projects and has Marta Nomen platform Plataforma Ciudadana Director of experience working in Spain and 13 Project Grup 33. Reasearch and Latin American countries. Coordinator Educational Projects
Communications expert specialised in working with organisations and social entrepreneurs in the develo- pment of strategies that give value to their social mission and enable them to achieve a greater impact in their area of activity. She leads Viviana Urani the communications consultancy Director of CLIC-CLAC and is a member of the Communica- advisory council of Creas. tions
42 We promote social innovation to solve critical problems. Our work is organised around five lines of action: What do we propose? What have we achieved? Challenges and social innovations What have we learned? Who are we? Contact
Casp 43 bajos Innovation Policies 08010 Barcelona We facilitate the implementation of proven We influence public policy to promote a Spain innovations to meet the demand for solutions legal, economic and educational framework to social challenges. that facilitates social entrepreneurship and [email protected] promotes social innovation. www.upsocial.org Consulting @UpSocialBCN Inspired by successful innovations from around Learnings the world, we generate ambitious, realistic and We share learnings and organise activities December 2015 scalable projects to provide solutions to social to inspire key players in social innovation. challenges.
Scaling We promote the adaptation, replication and scaling up of proven innovations, with a direct involvement in the project.
43 Aina Pascual Cuadras Carlos Martín Faus Generalitat de Catalunya Guilheim Chéron Ainhoa Aldasoro Carlos Villagrasa Dídac Ferrer Guillem Arís Ajuntament de Barcelona Carme Montserrat El Foli Verd Helena Espinòs What do we propose? Albert Cañigueral Carme Redon Eleanor Murphy Helena Gata Albert Colomer Carmen García de Andrés Elena Corominas Ignacio Samper What have we achieved? Albert Forn Carolina Carrasco Elena Pujol Ignasi Aldomà Challenges and social innovations Albert Soria Carolina Jeux Conde Elisa Mena Ignasi Carreras Alberto Orío Hernández Carolina Posada Elisenda Xifré Ignasi de Juan What have we learned? Alberto Rodríguez Casilda Heraso Eric Hauck Ignasi López Verdeguer Who are we? Alejandro Díaz Garreta César Buenadicha Encarna González Ignasio Pérez Dolset Alejandro Peña Comunidad de Esperanza Moreno Impact HUB Barcelona Contact Àlex Masllorens Castilla La Mancha Ester Capella Impact HUB Madrid Aknowledgements Alexandra Vasconcelos Concepción Galdón Eva Pulido Innodus Alfred Vernis Catalina Parra Eva Rovira Innova Partners Alicia Castillon Centro de Comunicación Evelia García Peñuelas Instituto de Innovación Amparo Porcel y Pedagogía Ewart Newton Social de Esade Ana Álvarez César Agustín Blanco ExLibris Intress Ana Cristina Morais Chantal Mainguène Fathia Benhammou Iñaki López de Vinaspre Ana López Charis Desinioti Felisa Palacio Iñigo Benedicto Ana Millán Christian Hiss Fenita Villaveces Irad Eichler Ana Román Riechmann Citymart Filipe Alves Iranzu Sáinz de Murieta Ana Roque Clara Navarro Fomento de San Sebastián Irene Borràs Ana Saenz de Miera Cláudia Pedra Fran Jiménez Irene Morcillo Ana Sáinz Comunidad de Madrid Frances Agro Irene Salgado Andreu Fibla Conceição Zagalo Francesc Giró Irma Rognoni Andrew Azzopardi Conchita Herms Francesc Sistach Jaílson de Souza Angel Cañadilla Consejería de Educación, Juventud Francisco Cousinou Toscano Janós Jákli Ángel Herraiz y Deporte de Madrid Francisco Javier Jaume Albaigès Ángel Illa Consejería de Educción, Juventud y Jiménez Leube Jaume Lanaspa Àngel Miret Deportes de Castilla-La Mancha Francisco Soler Jaume Oller Ángeles Cristóbal Consejería de Educación y Univer- Frank de Freitas Javi Creus Àngels Canals sidades de Murcia Frank Hoffmann Javier Ferrer Anna Artigas Consellería de Cultura, Educación e Fundació Catalunya- La Pedrera Javier García Cañete Anne Karine Stochetti Ordenación Universitaria de Galicia Fundació Colserolla Javier González Antonio Aguilera Consorci d’Educació de Barcelona Fundació Comtal Javier Martínez Antonio Cara Constantí Serrallonga Fundació la Caixa Jean Claude Rodríguez-Ferrera Antonio Guillen Coop57 Fundación Biodiversidad Jean Kluver Arianne Sved Creas Fundación CajaSur Jean-Pierre Duponchelle Aroa Sánchez Rodríguez Centro de Investigación Fundación Profesor Uria Jeannine Garrigaud Ashoka para la Educación Fundación Telefónica Jesús Calvo Belén Albizu Científica y Matemática (Crecim) Fundación Xul Jesús Fernández-Cid Román Belén Viloria Cristina de la Cuesta Marina Comunidad de Galicia Jesús Iglesias Benet Andújar Guardado Cristina Peixinho Gamaliel Martínez Jesús María Arsuaga Ferreras Berta Argany Cristina Robledano Gerard Pellisa Jesús Palacios Blanca Gómez González Cristina Simarro Rodríguez Germán Castejón Jesús Rico Brett Dioguardi Daniel Rivet Glòria Canals Joan Cruz Bruno Halle David Cortés Gloria Ferrer Joana Homs CaixaForum Barcelona David del Vall Torre Glòria Figuerola Joana Lopes Calidoscoop David Sierra Grup Ecos Joana Luna de Toledo Carles Descalzi Departament de Territori Guadalupe García João José Fernandes Carles Escolano i Sostenibilitat de la Guernica Facundo John Mighton
44 Jordi Baldrich Mª Dolors Rodríguez-Llauder Nemo Remesar Sara Diaz Roig Jordi Juanós Maha Cherradi Nuno Frazão Sasha Haselmayer Jordi Marí de la Torre Maite Bosch Olga Anguita Scott McMeekin What do we propose? Jordi Martí Maite Calleja Ona Arguemí Guitart Servei d’Ocupació Jordi Mayals Maite Fandos Oriol Costa de Catalunya What have we achieved? Jordi Tolrà Maite Fibla Oriol Romances Shane Gring Challenges and social innovations Jorge Fernández del Valle Manel Blasco Óscar Toro Ship2B José Castillo Manel Garcia Pablo Gonzalo Silvia Almeida What have we learned? Jose Luis Castel Manuel Granados Pablo Hispán Iglesias de Sinnple Who are we? Jose Luis Escobar Manuel Vila Ussel Sofia Jiménez Jose Luis Montes Maravillas Rojo Pablo Serra Sonia Aparicio Contact José Manuel Marc Alba Pablo Valencia Sonia Castañeda Aknowledgements Moreira Madueño Marc Raulin Palau Macaya de Sonia Hurtado Jose Moncada Marc Simón l’Obra Social “la Caixa” Sonia Navarro José Vigueras Marc-Antoine Tanguay Pau Pèrez Sònia Recasens Josefina Fernández Margarida Barbosa Paula Lopes Silva Sophie Robin Josep Biosca María Angeles Heras Paula Pinho Branco Stefan Wilhelm Josep Cortada María Angulo Paz García Stone Soup Josep Maria Miró María González Paz Molinas Tana Serra Josep Maria Vallés Maria João Alegria Pedro Teiga Tanya Tull Josep Planas Cisternas Maria José Palacios Pep Ollé Pous Teresa Hernández Josep Ramon Morell María Seguí Pere Torrents Teresa Hernando Josep Villarreal Mariona Soler Pilar Gorriz Thorkil Sonne Joy Olivier Marta Colomer Pilar Núñez Till Jaspert Juan Bernardo González Marta Lacambra Porticus Iberia Tobby Ecles Juan José Moreno Navarro Marta Riba Priscila Pumarada Universitat Autònoma Juan Muñoz Marta Subirà Programa @emprensocial de Barcelona, Facultat Julia Haselmayer Marta Torras Programa aracoop de Traducció i Interpretació Julia Salsas Martín Habiague Radia Cheikh Lahlou Universitat Autònoma Junta de Andalucía Maravillas Rojo Rafael Barba de Barcelona, Master en Justine Cattacin Megan Bird Rafael Cobo Relacions Internacionals, Karen Sikema Melissa Agudelo Raimon Gassiot Seguritat i Desenvolupament Kevin Linder Mercè Santmartí Ramiro Tomé (MURISD) Kristy Martin Miguel Alves Martins Ramon Bernat Véronique Rioufol L’Apòstrof Miguel Muñoz Duarte Ramon Giró Vicente José Montes Gan LabCoop Mikel Oleaga Ramon Lamiel Victor López Laia Oto Miquel Carrión Ramon Sanahuja Víctor Viñuales Larry Rosenstock Mireia Cañellas Grifolls Raquel Diaz Caro Wendy Brawer Laura Fernández Orgaz Mireia Domingo Raquel Ríos Xavi Carbonell Laura Morillas Molina Mireia Pagès Raúl Hidalgo Xavi Pont Leo Zarza Míriam Turró Raúl Lucero Xavier Casanovas Leonardo Novello Mirian Esquinas Raul Robert Xavier Grau Lola Elejalde Hernani Montse Jaime Ricard Coma Xavier López Lorenzo di Pietro Montse Majoral Marginet Ricard Ruiz de Querol Xoán Fernández García Lucinda Correia Montse Torredeflot Ricardo Miguéis Zoe Mann Luis Berruete Montserrat Blanes Roger Fonts Zulma Sosa Luis Carbonel Comunidad de Murcia Roser Batlle Luis Costa Nacho Casanova Hausmann Roser Pinto Luis Fernando Sanabria Nacho Sequeira Salvador Domecq Luis Hernández Berasaluce Narcís Vives Santiago Pérez Segú Luisa Valle Nathalie Balan Sara Berbel
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