Antonius Schröder: Social Innovation in the Public Sector (TU Dortmund)

Sozialforschungsstelle DortmundZentrale wissenschaftliche Einrichtung

III European Summer School of Social Innovation

Social Innovation in the Public Sector: Future Trends

Antonius Schröder

Sinnergiak, San Sebastian, 8th of July 2014


Public Sector: Growing Demands and Limited Resources New demands: Growing number of additional tasks, new societal

challenges like demographic change, …

Modified functions: Outsourcing of tasks, state owned enterprises, ….

Limited resources: Financial crises, legitimation discussions, …

Negative image: not productive enough, low efficiency and effectiveness, corruption, …

Subsidiary responsibility: repairing “market failure”, social inclusion, ….

Every sector is doing its own thing and refers to its own responsibility

New Concept is needed? New Role of Public Sector? / New Potential through Social Innovation?

The Challenge

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Background: New Innovation Culture (Social Innovation Concept / SI-DRIVE)

Public Sector: Social Demands and New Public Responsibility

Social Innovation Processes and the Public SectorSocial Innovation CentresNew Structure for Lifelong Learning: HESSENCAMPUS

Conclusions

My Topics

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Our Recent SI Activities / Projects

• SI-DRIVE - Social Innovation: Driving Force of Social Change (2014-2017)

• SIMPACT – Boosting the Impact of Social Innovation in Europe through Economic Underpinnings (2014-2016)

• CASI – Public Participation in Developing a Common Framework for Assessment and Management of Sustainable Innovation (2014-2017)

• euwin – European Workplace Innovation NetworkDortmund/Brussels Position Paper on Workplace Innovation (2012)http://ec.europa.eu/enterprise/policies/innovation/files/dortmund-brussels-position-paper-workplace-innovation_en.pdf

• Vienna Declaration: Challenge Social Innovation (2011)http://www.net4society.eu/_media/Vienna-Declaration_final_10Nov2011.pdf

German Declaration on Social Innovation (2014) (in progress)

• HESSENCAMPUS : New Regional Structures for Lifelong Learning (2007-2014)

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• a new combination or new configuration of social practices • in certain areas of action or social contexts • prompted by certain actors or constellations of actors • in an intentional targeted manner with the goal of better satisfying or

answering needs and problems than is possible on the basis of established practices

• socially accepted and diffused widely throughout society or in certain societal sub-areas

• finally institutionalized as a new social practice.

Social Innovation:A Comprehensive Working Definition

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Social Innovation: Driving Force of Social Change Extending knowledge about social innovation

Integrating theories and research methodologies to advance understanding of SI leading to a comprehensive new paradigm of innovation.

Undertaking European and global mapping of SI, thereby addressing different social, economic, cultural, historical and religious contexts in Europe and eight major world regions.

Ensuring relevance for policy makers and practitioners through in-depth analyses and case studies in seven policy fields, with cross European and world region comparisons, foresight and policy round tables.

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International SI-DRIVE Consortium Members

blue: EU research partner, red: non-EU research partner, green: Advisory Board

SI-DRIVE involves 15 partners from 12 EU Member States, 10 partners from other parts of the world, and 14 high level advisory board members: all in all 31 countries.

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Co-evolution of social innovation and social change

Process

Objective

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New Innovation Paradigm

New practices, methods, processes,

structures and regulations

New practices, methods, processes,

structures and regulations

Opening of the innovationprocess to society by co-creation, user involvement, empowerment

of citizens, and cross-sectorcollaboration

Opening of the innovationprocess to society by co-creation, user involvement, empowerment

of citizens, and cross-sectorcollaboration

New demands, social needs andsocietal challenges, social value

creation

New demands, social needs andsocietal challenges, social value

creation


Main Research Areas: ICT / information technology, Social entrepreneurship,

intrapreneurship Social economy Ecology/environment/climate

change, Biofuel Biosphere Governance Urban

development/community/policy Rural development/community Health Education Household functions

Other Research Areas: Corporate social

responsibility, Social exclusion Community psychology Domestic Violence Disease Energy

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Profile of Current Research: Social Innovation in Public Sector*

* ISM Journal: Rana/Weerakkody/Dwievedi/Piercy 2014 (in preparation)


SOCIAL INNOVATION IN THE PUBLIC SECTOR:

EXAMPLESLESSONS LEARNED

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EconomyEconomy

ScienceScience

Civil SocietyCivil Society

Governance / Policy

Governance / Policy

• Workplace Innovation• Corporate Social Responsibility• Social Entrepreneurship• Open Innovation• Sustainable Economy• Microfinancing, Crowdsourcing

• Sustainable life style• Car Sharing• Local Residential

Communities• Fair Trade• Social Networks, Social

Media• Local Resources Exchange

• New Forms of Knowledge Production

• Action Research• Transdisciplinarity• Open University• „Research-

Campus“

• Social Security Systems• Governance Through Networks• Private Public Partnerships• Stakeholder Dialogues• Collaborative Development• Transition Management• Roadmaps: Regional Development

(structural change, economic development, employability, climate change, …)

“The link is more

important than the

object“„cross-sector-

fertilization“

Examples of Social Innovations:

New Social

Services

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Social Innovation: Placed on Different Levels

Social Innovation takes place mainly at the regional and local level, where people live and work

Sectoral Level is of economic relevance, National and EU: more policy related

Therefore two regional – local examples of Social Innovation in the public sector: Social Innovation Centres as Enablers Social Innovation Process: Establishing new structures for Lifelong

Learning

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Organisation of innovation processes linking civil society, economy, science and public policy

Establishing support structures for social entrepreneurs and social innovators (incubators, centres of social innovation)

Identification of venture capital for social entrepreneurs Support of innovative projects with social issues Empowering of citizens and social innovators

(competence building) Systematic utilisation of the potential of universities and

research institutes to solve societal challenges (“Social Responsibility”)

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Regional Centres of Social Innovation


Centre for Social Innovation (Toronto) A social enterprise (founded 2004)

with a mission to catalyze social innovation in Toronto and around the world is acting as a venture capitalist for social change

Is comprehending itself as “an engine for impact”, which goes beyond the mere functions of an incubator for projects

Provides strategic advice, full-on management and back-end administrative services (“whatever it takes to help an initiative find its feet and actualize its potential”)

Projects include: social entrepreneurship among youth, artivism as a strategy to engage citizens in the transformation of their local environment while building a strong community

Models developed: shared spaces for social innovation, community bonds, constellation model of governance

http://www.citizencapitalism.com/wp-content/uploads/2010/09/explosion-squiggle-white-back.jpg

http://socialinnovation.ca16


Tilburg Social Innovation Lab Four institutions for higher education join

forces to make a visible contribution to the development of the region Brabant as the Region for Social Innovation

Involving regional stakeholders to (co-) create innovative solutions for societal challenges through creative knowledge, unexpected inputs and daring experiments

Providing suitable interdisciplinary knowledge of the Social Sciences and Humanities in co-creation with education, entrepreneurs and other stakeholders

Social Innovation Initiatives program: problem finding, brainstorm forum “Blue Sky Session”, explorer teams, test teams/living lab

Social Innovation Dialogues: promoting a continuous dialogue and interaction between knowledge institutions and society (entrepreneurs, administrators, the general public)

http://behance.vo.llnwd.net/profiles5/157781/projects/2031587/641c6a625419af174c6d6fc696e147e7.jpg

http://www.tilburguniversity.edu/about-tilburg-university/partnerships/tilburg-social-innovation-lab/

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Innovative Public Structures to Improve Lifelong Learning – A Social Innovation Process Coordinated by Public Governance

The example HESSENCAMPUS


Process of Social Innovation in Lifelong Learning

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Challenge: Improvement of Participation of Adults in Lifelong Learning (25-64 years old, 2013)

Source: http://epp.eurostat.ec.europa.eu/tgm/graph.do?tab=graph&plugin=1&language=en&pcode=tsdsc440&toolbox=type

ET 2020 benchmark: by 2020, an average of at least 15 % of adults (age group 25-64) should participate in lifelong learning.


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Participation of Adults in LLL 2013(European Union)

Source: Eurostat 2013http://ec.europa.eu/education/dashboard/lll/lifelong_en.htm


Idea: Improving the Learning Structures by Changing the Perspective

From an institutional to a strict learner’s and learner and learning process perspective

To new overall and comprehensive structural principles of the education system

Organised as an overarching regional-local social innovation process improving, changing, and creating new social practices concerning

social roles, relations, norms and regulations, going beyond existing borders and pure networking following the aim of a strict user focus instead of the traditional

institutional focus including all the relevant stakeholders, institutions and policy makers

as well as the inhabitants of the region and its related localities.

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Invention / Intervention: HESSENCAMPUS Regional-local Coordination of Lifelong Learning HESSENCAMPUS: initiated by the Ministry of Culture in the German

federal state of Hessen in 2006 in order to further develop adult education through a binding cooperation of mainly public educational institutions in a new and innovative regional-local partnership and structure

(„HESSENCAMPUS“ ) and under different local framework conditions.

HESSENCAMPUS is based on public responsibility for education of the Land Hessen and its local

authorities regional demands, potentials and actors

HESSENCAMPUS follows the basic principle of a „development in partnership“ cooperating “at eye level” and not by top-down orders based on an agreements signed by the main players involved providing a common ground and a cautious formulated framework of

development aims and procedures. 23


Implementation:Process Oriented Innovation (“Open” Social Innovation)

The implementation process of HESSENCAMPUS is characterised by

a quick start with experiments and trials within a „corridor of possible developments“

new possibilities to get hold of and mobilise potential learners an increased potential for education to become a “location

factor” for integrated regional-local development facilitating integrational developments

by connecting institutions which used to be strictly separated, by creating synergies in spending resources, and by addressing the employees’ professional competences,

creativity, and willingness to cooperate

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HESSENCAMPUS Profile

specific regional profile

Organisational Integration

Regional Integration

PedagogicalIntegration

Dimensions of LLL:learner personality

competencies for life managementsocial environment proximity

learning biography

Dimensions of LLL:learner personality

competencies for life managementsocial environment proximity

learning biography

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HESSENCAMPUS: Regional-Local Corporate Coordination and Development

Regional Responsibility for Education

Level of the Land Hessen

Ministry of Education and Culture

Local Responsibility for Education

Local LevelInstitutional Level

Head of district authority, mayor

adult education and schoolsvocational schools

Integrated Education Offers:pedagogical, organisational, regional integration

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21 of 23 local authorities are within HESSENCAMPUS with about 200 local actors:79 schools (mostly adult and vocational schools51 training institutions25 employers associations and employment agencies13 regional or local administration departmentsand others producing more than 150 new, mainly different products and services

Impact: More than 200 Actors

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HESSENCAMPUS: A Comprehensive Social Innovation ApproachHESSENCAMPUS as a „holistic interpretation of innovation“*

impacts: all types of innovation: products, processes, marketing,

organisation, roles, relations, norms, values all functional systems: economy, culture, politics, law all intervention levels:

micro level: behaviour of learners meso level: structural and institutional changes macro level: legislative framework, Lifelong Learning System

integrative and binding cooperation going beyond networking: more than complementary, subsidiary or supporting cooperation

setting of a new cultural framework: common orientations, objectives and their practical implementation

*(following the Social Innovation related systematic of Hochgerner 2011)30


SOCIAL INNOVATION IN THE PUBLIC SECTOR:

CONCLUSIONS

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Social Innovation in the Public Sector:Participating and Coordinating Social Innovation ProcessesPublic Sector Governance to initiate, coordinate and diffuse Social Innovations:Overcoming continuous change and challenges in society by starting with social needs (e.g. skills shortages, long-termed unemployment, poverty reduction, transition from school to work, …)

By fostering integrative and binding cooperation going beyond networking: more than complementary, subsidiary or supporting cooperation

Providing cross-sectoral stakeholder dialogues, platforms and developing networks for different actors to collaborate, participate, synergise resources;

Empowerment of citizens, co-creation and diffusion, and dealing with the demands and societal challenges, resources, capabilities and constraints

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Social Innovation in the Public Sector:Perspective Change of Public Institutions

New and more active role of the public sector institutions:

Changing from a pure “administration” perspective to developing pro-active strategies for forthcoming societal changes (economic, demographic, social, etc.);

Overcoming existing “formal” boarders, switching from formal to factual responsibilities,

Taking over coordinating regional development by fostering and multi-lateral and public-private partnerships,

Not only giving money to others to solve the problembut unlocking social potential by getting stakeholders, civil society, citizens on board for corporate and sustainable solutions (shared responsibility).

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Thank you for your attention!www.sfs.tu-dortmund.de

www.hessencampus.de

www.si-drive.eu

Antonius Schröder: Social Innovation in the Public Sector (TU Dortmund)

Presentations & Public Speaking

Transcript of Antonius Schröder: Social Innovation in the Public Sector (TU Dortmund)