young foundation

© Young Foundation 2010 All rights reserved

Contribution of Social Entrepreneurship to Public Services

Simon Tucker

Associate Director, Young Foundation


Young Foundationヤングファンデーションについて

• We bring together insight, innovation and entrepreneurship to address social needs

• Independent non-profit organisation without an endowment

• Base in UK, outposts in US, France, Australia, and with international perspective


Young Foundationヤングファンデーションについて

• Research – emerging social needs and how to innovate to meet them

• Collaborations – piloting innovations in public services

• Advising governments – on supporting innovation and social entrepreneurship

• Social ventures – supporting and spinning out start-ups


Launchpad helps develop promising ideas into new social ventures by providing early stage funding, social capital and entrepreneurial expertise.

Focused on management of long term medical conditions

£2.2M fund£1.0M leveraged

Focused on SEED skills and transitions to adulthood

£1M fund£12M leveraged

Focused on youth leadership.

£1M fund

Focused on innovation in health and social care.

£220M funds

Regional Innovation Funds

Launchpad venturesローンチパッドベンチャー


Michael Young (1915-2002)マイケル・ヤング

Policy maker shaped UK welfare state

Sociologist and writer - coined term ‘meritocracy’, pioneer of thinking about ageing, family &c

Social entrepreneur – initiator of over 60 organisations and ‘probably the world’s most successful entrepreneur of social enterprises’ Prof. Daniel Bell


Goals of government have changed surprisingly little …政府の目標はほとんど変わっていない

King Ur-Nammu of Ur’s promise (2100bc):

‘establish equity in the land and banish malediction, violence and strife’.


But there are major challenges ahead課題

• Recession and unemployment

• Climate change

• Ageing and isolation

• Chronic disease and disability

• Poverty and exclusion

• Disengaged young people

• Diversity and conflict


Obesity will double in a generation1世代で2倍になる肥満率 UK example


As will anxiety and depression不安や鬱病も同様に

UK example


Citizens more demanding and knowledgeable 要求が厳しくなり、博識になる市民

© Young Foundation 2010 All rights reserved Source: Inglehart/WVS

Less deference, more autonomy従順さの減少、自主性の増加


Spending more is not the answer更なる支出は答えではない

0

1,000

2,000

3,000

4,000

5,000

60 70 80 90 100 110 120

Index of costs adjusted for casemix and local market prices (2001/2)

Mor

talit

y ra

tes p

er 1

00,0

00

sur g

ery

patie

nts (

2000

/1)

Source: HM Treasury, based on Department of Health Performance Indicators, 2002, and Department of Health Reference Cost Index, 2002

R2 = 0.1

350

400

450

500

550

600

0 10000 20000 30000 40000 50000 60000 70000 80000 90000

Cumulative spending per pupil

Mea

n sc

ore

(3 s

cale

s)

IrelandUK

USGermany

Greece

Sweden

FinlandCanada

Italy

Austria

Spain

Belgium

Denmark

Japan

France

Portugal

Education Mean Scores (Reading, Maths, & Science), 2000

Source: PISA, 2002


Improving productivity is difficult生産性の向上は困難

90.0

95.0

100.0

105.0

110.0

115.0

1995 1996 1997 1998 1999 2000 2001 2002

Inputs Outputs Productivity

Government productivity estimates implied by UK National Accounts - overall (2000=100)


Existing models don’t work既存のモデルは機能しない –too inflexible, unimaginative, fitted to past problems or locked into powerful interests


Nature of social needs is changing社会的ニーズの本質は変化している

•Dramatic rises in chronic conditions, including lifestyle conditions such as alcoholism and obesity

•Increases in both material and psychosocial deprivation

•Increase in people needing care

•Increasing reoffending rates

A3

A3 work neededAdministrator, 2010/03/25


Long term conditions長期的な状況

• Top-down

• Clinicians and managers in charge

• Geared to treating acute illness

• Limited choice

• Patient-centred

• Individuals treated as competent interpreters of their own lives

• Geared to long-term conditions and resilience

• Choice and personalisation

The past Our vision of the future


What: a social enterprise offering a new model of care for people with Multiple Sclerosis.

Why: Need to relieve the burden on MS patients to travel for care.

How: High-quality telecare co-created with patients


Innovation is essential不可欠な革新性"Our best chance lies in focusing on improving quality and productivity, linked together by innovation driving sustained improvements across the system." Sir David Nicolson, CEO, National Health Service, England

“The financial and economic crisis makes social innovation even more important to foster sustainable growth, secure jobs and boost competitiveness.” José Manuel Barroso, President of the European Commission

“To invent a new world with new performance characteristics, knowledge must get into the system. There is only one door – its name is curiosity.”Dr. Donald M. Berwick, President and CEO, Institute for Healthcare Improvement, United States


• Bureaucracies averse to risk

• Innovation can be disruptive, change power relations

• Often lack of skills, capital, dedicated processes

• Older models become efficient, mutually adapted, embedded in mindsets

Public sector can innovate but finds it hard公共セクターも革新的でありえるが、困難な点も


• 66% of major inventions come from individuals acting alone, not corporate research and development efforts

• Most patents registered by small start-ups

• ‘Boundary spanners’ key to introducing and spreading innovation

Innovation comes from the margins not the mainstream革新は主流からではなく、支流からくる


Social entrepreneurship: ‘creation of value through innovation’社会起業家精神：「革新性を通した価値の創造」


The Open University

• The world's first successful distance learning university

• Conceived by Michael Young in response to exclusion from higher education

• Launched as a social enterprise then taken up by government

• Now 25 variants from India to China

• Student satisfaction highest across UK (2006)


Resistance…• Conservatism and vested interests.

Fears about the lowering of standards.

• ‘blithering nonsense’ Ian MacLeod MP

• Although I canvassed the idea with 120 colleagues, only 1 supported me…After years of struggle, we gave up the idea of trying to do it within a university. Because the inertia was so great, it had to be established through a separate institution.’ Michael Young


Contributions of social entrepreneurs社会起業家の貢献

• An integral component of achieving co-creation and redefining the provision of public services away from ‘to’ and towards ‘with’

• Supporting communities that public services find ‘hard to reach’

• Build social capital through communities taking responsibility for addressing their own needs

• Encourage ethical markets, raising the bar for corporate responsibility

• Increase levels of enterprise by attracting new entrepreneurs who want to make a difference


Spice – community timebanking

What: a social enterprise which designs and develops community credit system

Why: to support active participation and engagement of people in communities and in working co-productively with public services

How: Spice community credits value time that people contribute to their community and public services


• Social enterprises grow faster

• Social enterprises create more jobs

• Social enterprises are recession-busters


Social entrepreneurs operate in large, growing sectors大規模で成長しているセクターで活動する社会起業家


Connecting strategies

Connecting strategies

Fostering social entrepreneurship in the UK英国における社会起業家精神の育成


Market liberalisation underpins growth of social entrepreneursマーケットの自由化による社会起業家の成長

• Increasing separation of commissioner and provider roles

• Value for money and European public procurement rules

But…

• Reluctance to decommission

• Sometimes public provider preferred


• Social Enterprise Mark

• Social Enterprise Day

• Social Enterprise Ambassadors

• NHS staff ‘right to request’

• Improved business support

• Creation of Skills – Third Sector

• Community interest companies

Culture and capabilities


• Creation of UnLtd – The Foundation for Social Entrepreneurs

(£100M)

• Grants for third sector organisations (£59M)

• Grant to the School for Social Entrepreneurs (£0.5M)

• Grants for community entrepreneurs (£230M)

• Grants to encourage volunteering (£89M)

• Grants for capacity building third sector organisations (£88.5M)

Government grants of £568M 政府からの助成金


• Futurebuilders (£215M)

• Department of Health Social Enterprise Investment Fund (£100M)

• Risk Capital Fund (£10M)

• Contribution to Bridges Social Entrepreneurs Fund (£5M)

(Compared to private philanthropic investment in funds of <£50M)

Government social investment of £330M政府の社会的投資


Bees: small groups, individuals with insight and ideas, social entrepreneurs

Trees: big organisations (governments, companies, foundations) with power and money

Linked by:

- intermediaries

- advance purchase commitments

- social impact bonds

Connecting bees and trees


Social Entrepreneur in Residence

SEiRSEiR


SIX and the City

• How can cities around the world capitalise on the wealth, creativity and knowledge within them to speed up their ability to tackle social challenges?

• 80 participants from across the globe with a ranges of backgrounds - social enterprise, incubators, government, the private sector, charities and foundations

• Hosted by Lien Centre for Social Innovation, Singapore, 15 – 17 September 2010

© Young Foundation 2010


Start small – persuade by example

Don’t wait for permission or funding or acceptance by big institutions just do it

Always taking ‘no’ as a question


Thank youPlease get in touch:

[email protected]

www.youngfoundation.org

www.socialinnovationexchange.org

www.socialinnovator.info

young foundation

Business