ArturSteinergcuacu k Introducing social innovation through rural social enterprises addressing challenges of ageing population 15 th Summer Academy Mouzaki Greece 17 th 23 ID: 554274
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Slide1
Doctor Artur Steiner: Artur.Steiner@gcu.ac.uk
Introducing social innovation through rural social
enterprises:
addressing challenges of ageing population
15
th
Summer Academy
Mouzaki
, Greece 17
th
- 23
rd
July 2016Slide2
Social Innovation Slide3
What is social innovation?A social innovation is
a novel solution to a
social problem
that is more effective, efficient, sustainable, or just than current solutions.
The value created accrues primarily to society
rather than to private individuals.Slide4
Social Enterprise Slide5
Social enterprise and social innovation
SEs operate
independently
of the State
SEs
invest financial surpluses
to address social challenges
SEs
use
business solutions
to
achieve
public
goodSlide6
Sustainable Solutions to Social Problems Slide7
Governments and social policy
Failure of different political systems
to meet social needs
Limits of governments
as the vehicle of social problem solving
Drawbacks of
large-scale
, top-down
government
programsSlide8
Governments and social policy
Decentralisation
is critical because
finding what
works depends on having the right
knowledge, being
able to envision new combinations, and
having the
freedom to test ideas through
actionSocial enterprise and social entrepreneurship considered as an element of a potential solutionSlide9
Social enterprise as a social innovation
Ability to explore a wider range of alternatives
as opposed to standardised interventions
Greater
freedom of action
than governmental agencies
Freedom and
flexibility
due to lack of bureaucratic rules, legislative mandates, political considerations, and a fixed budget
Ability to move more
quickly than public officials and take risk Slide10
Social entreprise as a social
innovation
Ability to earn income
from business ventures
Access
to
private
resources
and private
contributions
such as voluntary gifts of money, time, and in-kind donations as well as public money devoted to the same
problemAbility to tailor efforts to different communities or marketsSlide11
Social Enterprise in Scotland Slide12
Social enterprises and policies
Major
interest in social enterprises
Popularisation
of the idea of non-state players working “in partnership” with the state
Scottish and the UK governments want social enterprises to
grow
BUT
How to develop more social enterprises? Slide13
Drivers of social innovation through the lens of policy initiatives
Bottom up:
driven by communities (rather than government and other powerful organisations)
Empowerment:
the process by which disadvantaged communities define their own needs and determine the response that is made to them
Capacity
Building:
raising people’s knowledge, awareness and skills to use their own capacity to tackle their
needsSlide14
Social enterprises in Scotland
More than
5000 social enterprises in Scotland
£
3.63bn
- annual income
£1.15bn - in traded income
66% - expect their income to increase next year
54% - generate half or more of their income from trading
68% - sell directly to the general public
£8.77bn - in combined assets Slide15
Social enterprises in numbers
45% - operate with the stated objective of creating employment
More than 112,000 employees
Nearly 70,000 volunteers supporting the delivery of SE activity
60% - led by a woman
42% of social enterprises formed in the last 10 year
200+ new social enterprises forming each yearSlide16Slide17Slide18
Contribution of Social Enterprise to social innovation – a case study of rural Scotland Slide19
SEs in the Highlands and Islands
Scottish Highlands and Islands
I
s
the most remote and rural
area
in Scotland and one of the most sparsely populated
areas in the EU.
Only 9% of Scottish population lives in the Highlands and Islands.
Yet,
22% of all Scottish SEs are located in the area.Slide20
Geographical location of the study
Scottish
HighlandsSlide21
Example of community social entrepreneurship programme
O4O = Older People for Older
People
Why older people?
Demographic changes and apocalyptic scenarios
Current perception of older
people
Challenges
in service provision especially in remote and rural areasSlide22
Changing shape of Scotland’s population Slide23
Some facts
Projecting costs of Health and Social care on the basis of demographic change would see the costs rise by just over £1bn by 2016 (a 22% rise)
and
by £3.5bn by 2031 (a 74% rise). Slide24
Increasing proportion of older
people living in Europe
In
Scotland
, from 2008
:
65+ population projected to rise
62
% by 2031
For the 85+ age group specifically, a
144% rise
is projected
by
2031
Remote, rural and peripheral areas have a higher percentage of older people than more central urban regions
Some factsSlide25
Perception of older peopleSlide26
Background of the O4O
Economic and socio-demographical changes
Examples:
Financial crisis, decreasing public spending, ageing population
Consequences:
Increasing role for communities to do more things independently from the state
How this can happen? Social enterprise policy presented as a potential solution to current challenges O4O tested current policies
26Slide27
- To promote older people as a positive force
- To involve older
people in
producing O4O organisations and services
- To help maintain people living
in their own communities for as long as possible
O4O aimsSlide28
Engagement of
older people
in O4O
Older people
remain active
for longer
Trust and
social networks
develop
Increased
community
capacity
Positive impact on
physical and
mental health
O4O organisations
deliver services for
other older people
Reduced dependence on the State as a provider
O4O theory and action research Slide29
Community Action
Meet community
Publicity
Generate confidence/ enthusiasm
Community engage in O4O concept
Discussion with community
Building trust
Community identify needs
Initiatives selected to take forward
Support from O4O:
Building capacity
Building confidence
Avoiding duplication
Accessing finance
Accessing information
Skills needed
Community capacity
Models of social organisation
Community action/ entrepreneurship
Social organisation model established
- Community takes on roles
Business planning
Resources
Training
O4O delivers services
Process of O4O creation Slide30
3 out of 4 communities were successful in implementing O4O project
O4O projects facilitated development of products and services including
Transport services
Day care
c
entre
Heritage project
Innovative O4O services Slide31
T4T: Transport for
Tongue -
Provides Transport services including:
-
Informal connecting of people to share lifts
- Formal volunteering for the car scheme
- Demand
responsive
service and minibus hire
O4O examplesSlide32
O4O examples
Lochinver
day care centre
-Community
Care
Assynt
-A
community business created by the
Assynt
Centre Action GroupSlide33
Ardersier
heritage project:
- Oral history DVD
- Development of community buildings
O4O examplesSlide34
What does it all mean?Slide35
Social innovation in O4O
PROBLEM 1: Ageing population
+
PROBLEM 2: Rural
service delivery
SOLUTION: Rural service delivery by older people Slide36
Social innovation in O4O
Older people perceived as asset rather than burden to our society
O4O organisations based on community needs with flexible
management
systems
O4O organisations generate social, economic and added value
Community
capacity
building as an integral part of O4O organisations Slide37
Findings and implications Entrepreneurial tools used by social enterprises might not be innovative. However, it is the outcome of their activities that brings social innovation
Rural context is important in shaping up socially entrepreneurial opportunities and social
innovation
Social
enterprises
capable of implementing specific social innovations
in their local settings Slide38
Useful O4O reading
Munoz
, S-A., Steiner, A. and Farmer, J. (2015) Processes of Community-Led Social Enterprise Development: Learning from the Rural Context, Community Development Journal, pp.50(3):
478-493.
Munoz, S-A., Steinerowski, A., Farmer, J. and Stephen, K. (2011) Community Social Enterprises as a Response to the Service Needs of Ageing Rural Populations. Journal of Social Management, 2(September), pp.23-43
.
Farmer, J., Munoz, S-A., Steinerowski, A. and Bradley, S. (2011) Health, wellbeing and community involvement of older people in rural Scotland. In
Lê
, Q. (ed.) Health and Wellbeing: A social and cultural perspective, pp. 127-142. New York, Nova Science Publishers.
Steinerowski
, A., Bradley, S., Munoz, S-A., Farmer J. and Fielding, S. (2011) Participation for Health and Wellbeing: Factors Associated with Older People’s Participation in Remote and Rural Communities. In: Angus, D. and
Boutsioli, Z. (eds) Health Studies: Economics, Management and Policy, ATINER, pp.189-200. Munoz, S-A. and Steinerowski, A. (2012) Socially entrepreneurial skills and capabilities in a rural context. In Farmer, J., Hill, C., Munoz, S-A. (eds) Community Co-production - Social Enterprises in Remote and Rural Communities, Cheltenham, UK, Edward Elgar, pp.75-92. Slide39
Group task Think about your local context and local challenges. Could social enterprises introduce social innovation and address those challenges? How this would happen? What resources and/or support would be needed? Can you identify any ways to ‘combine’ challenges in order to create a solution? Slide40
Group task Bottom-up social enterprise social innovation versus
Supported social enterprise social innovation.
Discuss advantages, disadvantages, similarities and differences of
both approaches.