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Strategic Plan 2015-2018 Innovate Dublin

STRATEGIC PLAN 2015-2018


Generally societal challenges act as a brake on sustainable economic growth, leading to inequality and instability in society, and impinge upon the general well-being of populations. Social innovation is a response to these challenges that offers considerable promise for communities via new solutions, new methodologies and new conceptual frameworks. Our strategic plan details how we intend to ENGAGE, EXPLORE, DEVELOP and DEMONSTRATE our work to support Dublin communities to create new solutions that result in sustainable improvements.

AT INNOVATE DUBLIN... WE ARE TRANSFORMING THE WAY COMMUNITIES SOLVE PROBLEMS IN DUBLIN We identify problems faced by communities and by working with individuals, business, third level and statutory bodies we design new solutions to solve these problems.

VISION: Bold Ideas Build Better Lives.

MISSION: Support communities to create new solutions that result in sustainable

improvements.

WE ENGAGE

Local people to uncover what the core problems facing the community are.

WE EXPLORE

With local people the ideas to generate the new solutions to the problems.

WE DEVELOP

Solutions using a collaborative & results-orientated approach with locals.

VISION, MISSION & GOALS

WE DEMONSTRATE

The impact and value of social innovation activity in Dublin.


A1. UNDERSTAND THE ISSUES FACING A NORTH AND SOUTH DUBLIN COMMUNITY To develop solutions it is first important to identify the challenges and problems that need addressing. In some cases, where it is citizens themselves who develop an innovation, needs and challenges will already be well understood. But often those driving an innovation process are civil servants, public policy makers and non-profit leaders who do not experience these problems and challenges first hand. Citizens themselves are best placed to articulate these challenges. At Innovate Dublin we engage citizens through the application of strategic design tools, to solve what are seemingly complex social and economic challenges through Design Thinking. Design Thinking is often described as an approach to problem solving, however, one of the most useful aspects of design is that it is an approach to problem finding, and a tool that puts the citizen at the core. Design is particularly suited to the messy or wicked problems that the majority of those in the social sector concern themselves with. The methods encourage exploration of the bigger picture - the real life challenges, the organisational

processes and cultures and the major trends driving change in the world around us – and then help to identify patterns and opportunities to make a difference. 2. IDENTIFY ECOSYSTEMS AROUND EACH THEME Social innovations are best developed ‘with’ and ‘by’ users and not delivered ‘to’ and ‘for’ them. To do this we mobilise individuals, business, nonprofits, local government and Universities to co-create, co-design and co-produce new policy or service solutions. We understand that in order to effect positive change for communities and build sustainable pathways to resilience, we need to rely on making new connections and ‘critical friends’. Together these critical friends form a community of practice to ensure that we consult on change strategies at every stage of project development. While we are multidisciplinary in our skill set we value the tacit knowledge of experts and locals.

A: Engage local people to uncover what the core problems facing the community are.

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HIGH LEVEL OVERVIEW: ENGAGE Local people to uncover what the core problems facing the community are.


ACTIONS DETAILS TIMEFRAME OUTCOMES SELECT ONE NORTH DUBLIN COMMUNITY & IDENTIFY THE CHALLENGES AND PROBLEMS THAT NEED ADDRESSING.

At Innovate Dublin, we are confident that taking a design approach to social innovation is a strategy to ensure that all key critical friends are included. Our process is to engage local citizens, local community organisations and selected agencies from the private and public sectors to identify thematic areas or challenges in a locality. We will do this by:

x Review of documentation and previous research conducted

in the community. Review existing stakeholder mapping documents, literature and outputs to understand what has been done before.

x Identify high level groups and sectors of activity, and targets for engagement in each area and across sector. Develop hit list of organisations, citizens, groups, community champions to target in one to one engagement sessions

x Recognising general problems:

- Survey local community organisations (introduction). - Interview key community organisations one-to-one (in-

depth). - Survey local people – on-street consultation. - Interview local business. - Attended apt area meetings.

x Summarise the problems into thematic areas.

Quarter3- 4 2015

Generate awareness of the Innovate Programme in the communities of operation. Bring a sense of creativity and innovation to local socio-economic project creation and development. Develop a list of interested parties/champions. Further understand what people want for the area and for them. Highlight the theme/s from the initial research. Create a local research bank for the community & others to use.

SELECT ONE SOUTH DUBLIN COMMUNITY & IDENTIFY THE CHALLENGES AND PROBLEMS THAT NEED ADDRESSING.

As Above.

Quarter 2 2017>

As Above

A1. Understand the issues facing a North & South Dublin Community


ACTIONS DETAILS TIMEFRAME OUTCOMES NORTH DUBLIN LOCATION: IDENTIFY WORK FORCES AND INDIVIDUALS IN THE COMMUNITY THAT HAVE THE KNOWLEDGE, RESOURCES, RELATIONSHIPS ETC., TO DEVELOP THE THEMES FURTHER.

To effect positive change for communities and build sustainable pathways to resilience, we need to rely on making new connections and ‘critical friends’. Together these stakeholders will form a community of practice to ensure that we can consult on change strategies at every stage as a project develops.

x Develop a group of critical friends around each theme who can offer advice and support in analysing findings.

x Emphasize the importance of a co-design approach, and collect the tacit knowledge that exists within organisations, to ensure there are no gaps in our thinking as a project team.

x Begin to look at, and analyse data and information following the first stage of engagement.

x Review these early findings against ambitions and outputs to sense check, and to ensure engagement is achieving the right results.

x Iterate the engagement strategy where necessary.

x Begin to further understand thematic areas in detail, with a view to creating a one line brief which may form the basis for the design/prototype phase – project.

x Develop a set of achievable outcomes for the project/s.

x Research to understand how these are being addressed in other contexts; locally, nationally and internationally.

x Begin to connect with these projects elsewhere with a view to shared learning.

x To get a clear understanding of the immediate challenges we face around the project upfront, allowing us to respond to these barriers during the design process.

Quarter4 2015- Quarter4 2016

Connect to local organisations, non-profits, individuals, business and third level organisations. Develop a community of practice across key themes identified. Develop a range of possible projects, supported by the community of interest.

SOUTH DUBLIN LOCATION:-IDENTIFY KEY GROUPS OR INDIVIDUALS IN THE COMMUNITY THAT HAVE THE KNOWLEDGE, RESOURCES, RELATIONSHIPS ETC., TO DEVELOP THE THEMES FURTHER.

Quarter 4 2016

As Above.

A2. Identify an ecosystem on each theme


B1. CREATE HIGH-LEVEL CONCEPTUAL DESIGNS Implementation is the key to the creation of the final product or service. In this space, prototyping is extremely important. A design process is one which continually rates a solution against a brief, a set of values or specific outcomes. The iterative process allows for changes to a solution before large costs are spent on roll-out or implementation. Testing within a small and well chosen sample set of users, ‘project champions’ can help create a revolutionary product or service for the community. B2. DELIVER DESIGN PROTOTYPES With our project champions we will source the necessary resources to launch the workable solution to the community. At Innovate Dublin, we have chosen our projects (prototypes) based on the community need, coupled with the highest amount of learning and up-skilling we can offer stakeholders (individuals, local workforces and local government) in the process.

B: Explore with local people the ideas to generate the new solutions to the problems.

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HIGH LEVEL OVERVIEW: EXPLORE with local people the ideas to generate the new solutions to the problems.


ACTIONS DETAILS TIMEFRAME OUTCOMES

WORK WITH CRITICAL FRIENDS AND OTHER KEY PARTIES TO CRAFT TESTABLE ROBUST PROTOTYPES BASED UPON THE PROJECTS IDENTIFIED.

With our critical friends we are clear about the participatory approach required. Emphasise the importance of a co-design approach, and collecting the tacit knowledge that exists within organisations etc, to ensure there are no gaps in our thinking as a project team.

x Understand the resources, equipment required, staff and human resource, insurance, timeframes, programmes, roles and partners, obstacle and anticipated challenges.

x Approach the project as a MVP - A minimum viable product has just those core features sufficient to deploy the product, and no more.

x Understand what boxes need to be ticked to demonstrate the concept

x Map out private sector friends to engage around sponsorship for the MVP.

x Engage ministers of state, departments and local government for support – if necessary.

x Make and test a prototype in an open and transparent process

with key stakeholders. Use insights from front line practitioners in order to build a business case based on real stories, facts, and stats.

x Engage users early and often around testing and feedback. If the project seems to be going down a dead-end we mustn’t be afraid to kill it.

Quarter 1 2017>

Take forward the projects that are achievable within the resources available. Several prototypes tested and evaluation completed to determine if prototypes are viable to take to market. Draw media attention for prototypes being brought to market.

B1. Create high-level conceptual designs


ACTIONS DETAILS TIMEFRAME OUTCOMES WITH THE COMMUNITY OF PRACTICE, SOURCE THE NECESSARY RESOURCES/SALES TO LAUNCH THE WORKABLE SOLUTION TO THE COMMUNITY.

Business plan will be compiled to develop the next steps for taking the solutions to market.

Quarter 1 2017>

Commercial & non-commercial products launched under the auspices of Innovate Dublin for contract or sale.

Knowledge sharing and learning opportunities assessed to develop prototypes overseas e.g. EU funding.

B2. Deliver design prototypes


Once prototypes have been designed it is important to transfer the ownership of the work to the community; citizens, non-profits, business, individuals, local government and third level. C1: ENGAGE AND EDUCATE CITIZENS TO DISCOVER THEIR ABILITY, POTENTIALS & BETTER EQUIP THEM TO MOVE TO THE NEXT STAGE OF THEIR DEVELOPMENT. Each prototype developed will have been designed and built for a particular target group/s in the community (citizens). With our local project champions Innovate Dublin will engage the wider target group/s to up-skill and build their capacity in a specific skill or area of knowledge, as per the agreed specification. For example this could be, A. Informing parents of a new online community mentoring bank for their teenagers to aid goal setting it, or B. To encouraging parents and children to be involved in science related activities through a community maker-space.

C2: ENGAGE THE LOCAL WORKFORCE IN SOCIAL INNOVATION TO ACHIEVE IMPROVED SYSTEMS FOR COMMUNITIES IN PRACTICE. Local business, third level, schools, statutory and non-profit organisations are integral components of most communities. If we are to change the way we re-imagine and design local systems we need to involve these key decisions makers from the bottom-up, and work together to improve our communities incrementally. These relevant decision makers will become Innovate Dublin’s community champions for the development of prototypes. Their involvement does not stop at the design stage but will also be required for the development and production of the prototype, if successful. The champions are the voice representing the prototype and will be required to raise awareness and engage the wider user community related to that product or service.

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C. Develop solutions using a collaborative & results-orientated approach with local people


HIGH LEVEL OVERVIEW: DEVELOP Solutions using a collaborative & results-orientates approach with local people


ACTIONS DETAILS TIMEFRAME OUTCOMES RAISE THE AWARENESS OF THE NEW COMMERCIAL AND NON COMMERCIAL PROJECTS LAUNCHED UNDER INNOVATE DUBLIN AND THE ASSOCIATED LEARNING OPPORTUNITIES FOR INDIVIDUAL TARGET GROUPS.

x Run local competitions to engage and inform

citizens e.g. on social media and through local media outlets.

x Open days so citizens can interact with the service or the product.

x Work placement and employment opportunities

within the product or service, if available.

x Work in partnership with key organisations, local government and statutory bodies to ensure key target groups are reached.

Quarter 1 2017>

x Increased awareness of what is

available and for whom.

x New learning opportunities to aid the personal development of local people; educational programmes or training opportunities.

x Participation in new services designed;

Work placement; Part time and or full time employment opportunities and governance structures.

C1. Promote the use of a new product or service to local people, monitor and evaluate take-up.


ACTIONS DETAILS TIMEFRAME OUTCOMES LAUNCH AND GROW THE COMMERCIAL AND NON COMMERCIAL PROJECTS UNDER INNOVATE DUBLIN THROUGH SALES AND CONTRACTS.

x Learning can be shared practically through public committee meetings, local area meetings and attending Strategic Policy Meetings of Dublin City Councils.

x Marketing and sales plan to be developed for each product and service.

x Building community based knowledge can be communitcated through written materials, practically through the community of practice and through engagement in EU funding projects related to Innovate Dublin prototypes.

Quarter 2 2017>

x Growth of product or service

x Product or service outcomes are

provided to target groups over a larger geographical area.

x Income generated for Innovate Dublin

through sales and or contract.

x Research developed on social innovation at community level

x Advocate for inter-agency

collaboration on social innovative projects for community gain.

C2. Compile the economic and financial forecast for the growth of each solution to Dublin markets


D1: DESIGN A MONITORING SYSTEM FOR SOCIAL INNOVATION PROTOTYPES A conventional approach to monitoring seeks to ensure delivery against an agreed plan. In an innovation setting we need to adapt in the light of experience, thus focusing on learning instead of compliance. To do this we will set out the logic model/theory of change and show assumptions underlying the design of each project. The delivery plan will test assumptions as rapidly as possible and provide regular opportunities to adjust the plan in the light of lessons learnt. The appropriate objective of a project is not to test an innovative new approach that has been designed in advance, but rather to end the project period with a design for the intervention that has been refined through trial and error.

D2: EVALUATING SOCIAL INNOVATION PROTOTYPES The challenge is that not all problems are bounded, have optimal solutions, or occur within stable parameters. These kinds of problems are called complex or “wicked” problems. The same techniques that are considered evaluation best practices in more static situations are unhelpful where there is a lot of uncertainty and ‘moving goalposts’. Innovation is commonly about breaking and challenging previous boundaries and paradigms.

We will test the use of Developmental Evaluation (DE), to support innovation within a context of uncertainty. DE originators liken their approach to the role of research & development in the private sector product development process because it facilitates real-time, or close to real-time, feedback to program staff thus facilitating a continuous development loop.

D: Demonstrate the impact and value of social innovation activity within Dublin communities

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HIGH LEVEL OVERVIEW: Demonstrate the impact and value of social innovation activity within Dublin communities


ACTIONS DETAILS TIMEFRAME OUTCOMES DEVELOP AN EVALUATION WORK PLAN An evaluation work plan involves the development of clear timeframes, deliverables and milestones. It should state who is accountable for different phases and activities of the evaluation and include risk management strategies and flexibility to deal with unforeseen events without compromising the timeframe or methodology. DEVELOP AN EVALUATION PLAN - LOGIC MODEL FOR EACH PROJECT IDENTIFIED.

An evaluation plan sets out the proposed details of an evaluation - what will be evaluated, how and when. The evaluation plan should include information about what the evaluation is trying to do (what is to be evaluated, the purposes of the evaluation and key evaluation questions) and how it will be done (what data will be collected, how and when, how data will be analyzed, and how and when results will be reported).

A Gantt chart will be devised for each project highlighting the scheduled tasks, allocated resources and a critical pathway for project completion. Each project that is designed will be translated into a logic model framework This is systematic and visual way to present and share our understanding of the relationships among the resources we have to operate our project, the activities we plan, and the changes or results we hope to achieve. The most basic logic model is a picture of how we believe our project will work and how our activities are linked to the results the project is expected to achieve.

Outset of project development. Each project identified will have a logic model created, there is no defined timeframe for this action, it is ongoing.

Gantt chart for each project.

Comprehensive logic model for each project, signed off by project champions.

D1: Design a monitoring system for social innovation prototypes


ACTIONS DETAILS TIMEFRAME OUTCOMES

DEMONSTRATE THE OUTCOMES OF THE PROJECTS

Using Development Evaluation (DE) informs and supports innovation and adaptive development in a complex dynamic environment; asking evaluative questions, applying evaluating logic and gathering reporting evaluation data to support project development within a timely feedback. Each project will have a DE road-map identifying its intended, unrealised, deliberate and emergent strategic outcomes. A Road Map is a combination of; what we did, what we carried out and what we left behind.

INTENTIONS –our intended outcomes

x What we intended to do. x What of that we have

accomplished. DELIBERATE – Implemented outcomes

x What we intend to do and deliberately carried out.

UNREALISED – never deliver all that we intend to do – some things get left behind

x bad idea/bad implementation).

EMERGENT-opportunities we didn’t realise at the time

x What we didn’t realize at the start of the planning process or;

x At the time of completing the logic model.

REALISED How we you make sense of that for future?

D2: Evaluating social innovation prototypes


SOCIAL INNOVATION HUB CIVIC CENTRE BALLYMUN DUBLIN 9 WWW.INNOVATEDUBLIN.ORG twitter.com/innovate_dublin

http://www.innovatedublin.org/

https://twitter.com/innovate_dublin

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