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Strasbourg, 15th January 2014
@EuclidNetwork #charterchange
Chartering Into The FutureEuclid Network annual conference
Welcome
@EuclidNetwork #charterchange
Thierry Weishaupt, President of Euclid Network
Stephen Barnett, Executive Director of Euclid Network
Opening AddressYves Le Tallec, Conseiller Général du Bas-Rhin
Paul Macmillan, Global Industry Leader for Public Sector, Deloitte
@EuclidNetwork #charterchange
The Solution RevolutionHow business, government, and social enterprises are teaming up to solve society’s toughest problems
Euclid Network’s Annual Conference: Finding Solutions Together
Strasbourg, France
Paul Macmillan, Global Public Sector [email protected]
January 15, 2014
Global Public Sector Thinking People.
Serving unmet needs
Solution Economy
Time
Public Outcomes
Citizen Expectations
• Employment
• Health
• Education
• Social Services
• Environment
Leverage Opportunity
Government Performance
6 Deloitte Global Public Sector Thinking People.
Image courtesy of Reliving Magazine
Recycle Bank, gamifying the recycling experience 7 Deloitte Global Public Sector Thinking People.
Recycle Bank
Prizes & Challenges
Citizen Action
Business Case
Measurable Outcomes
Gamification
4.3 million members
300+ communities
3.9 billion pounds recycled
Impact
Disruptive Technology
4,000 partners
8 Deloitte Global Public Sector Thinking People.
Markets for social good
1. Players converge around unmet needs
2. Innovators market solution ideas
3. Public Value Exchange 4. Innovators and investors measure and report results
Goals > Measurement > Reporting
Ideas Impact Currencies
Wavemakers
Education
Public Health
TrafficCongestion
Social Benefits
Financial Returns
no trade off
Serving Unmet Needs
SRO
I Deloitte Global Public Sector Thinking People.
10
The Solution Economy
PUBLIC VALUEEXCHANGES
that act as intermediaries
IMPACTCURRENCIES
that provide a means of exchange
DISRUPTIVETECHNOLOGIESthat enable new approaches at radically lower costs
THE SOLUTION ECOSYSTEMthat offer fertile ground for impact
markets and innovation
NEW BUSINESS
MODELSthat disrupt &
quickly scale
WAVEMAKERSwho revolutionize approaches to tough social challenges• Investors
• Innovators
• Multirational multinationals
• Steady suppliers
• Citizen changemakers
• Franchise
• Platform
• Freemium
• Citizen sourcing
• Mobile
• Cloud
• Social
• Analytics
• Citizen capital
• Social outcomes
• Reputation credits
• Data
• Two-sided markets
• Prizes and challenges
• Impact currencies
• Crowdfunding
• Payment by Results
Deloitte Global Public Sector Thinking People.
11
Deloitte Global Public Sector Thinking People.12
Discussion Group Time: 13:40 – 14:30
Revisiting the Harbour -- Discussion Group --
1) Searching out of the box! Chris Sigaloff (Kennisland)
2) How to Move ‘From Blueprint to Scale’: Scaling Impact Enterprises through Innovative Platforms
Carolien De Bruin and Paul Macmillan (Monitor Deloitte / Rockefeller)
3) The magnets to attract people and money Juliana Hoxha (Partners Albania)
4) How to get support to all the people who want to set up a social venture in Europe
Cliff Prior (UnLtd)
5) Making the news (tbc) TBD
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and itsnetwork of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/aboutfor a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.
Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multipleindustries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-classcapabilities and high-quality service to clients, delivering the insights they need to address their most complex businesschallenges. Deloitte has in the region of 200,000 professionals, all committed to becoming the standard of excellence.
© 2013. For information, contact Deloitte Touche Tohmatsu Limited.
The Journey BeginsAn Introduction to the Challenges
Chaired by Luisa De AmicisDeputy Executive Director of Euclid Network
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The Five Challenges
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1. Enchanting Storytelling: How to captivate the crowds
2. The Next Generation: Getting young social entrepreneurs started
3. Rural Regeneration: The missing links
4. Better Not Just Bigger: Success brings its own problems
5. Brain Drain: Achieving more with less
Enchanting StorytellingHow to captivate the crowds
Attila Mong – Ashoka (Germany)
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What are the challenges?
Challenge #1:How to make powerful stories?
Challenge #2:How can we improve reporting?
The Next GenerationGetting young social entrepreneurs started
Fanny Loux – La Communauté Urbaine de Strasbourg (France)
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2.1 Challenge
The Next Generation: Getting young social entrepreneurs started
Many European cities have wealthy neighborhoods next to areas
of real poverty, with high levels of unemployment.
Can social enterprise offer a path from poverty to productivity?
How can young people get started and where can they go for
advice and funding?
2.2 Challenge
The next generation: Getting young social entrepreneurs started
Problem: sensitive neighbourhoods with high levels of unemployment
Cus: 10 sensitive neighbourhoods in the territory (8 in
Strasbourg)1/5 of the city population, importance of young peopleHigh unemployment: long term, less than 25 years old,
without any qualifications, out of schoolMinimum presence of health professionalsMany social housingInformal economyMinor criminality and securityDynamic areas in terms of business creation
2.3 Challenge
Who? young people (from 14 years old!)
Out of the traditional education systemHigh representation of migrant originsInformal economy: a way to compensate the lack of
resourcesDeliquency problems: drugs, violence… Difficulties within the family
Issue : how can young people from low-income families get started?
Rural RegenerationThe missing links
Anne-Cécile Mailfert – MOUVES (France)
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Better Not Just Bigger Success brings its own problems
Neven Marinovic – Smart Kolektiv (Serbia)
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Brain Drain Achieving more with less
Eleni Svyrou Svyriadi – Thessaloniki Otherwise (Greece)
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Problem 1: Rise & Fall
The Brain Drain hits Thessaloniki Otherwise as a result of the Greek economic crisis
a significant number of team members (8) live abroad
The amount of human capital available is inadequate:
A. to facilitate the internal structure of the organization
B. to maintain the activities
C. to develop and explore new opportunities to their full potential.
Problem 2: Rise & Fall
Financially,
Thessaloniki Otherwise struggles to remain sustainable through sponsorships that cover the projects’ needs. A hunt for sponsorships is always the first step once the idea for a new project is put on the table.
Moreover the economic environment of Greece (combined with the fact that Thessaloniki Otherwise’s philosophy is based on the policy that all its projects are for free for the audience to attend) doesn’t allow the Organization to invest in resources in order to facilitate its needs.
The Challenge Working CrewsSetting sail to discover ideas
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The Challenge Working CrewsSetting sail to discover ideas
@EuclidNetwork #charterchange@EuclidNetwork #charterchange
Strasbourg, 15th January 2014
@EuclidNetwork #charterchange
Chartering Into The FutureEuclid Network annual conference
The TreasureChallenge the Panel of Experts
Chaired by John LowChief Executive of Charities Aid Foundation (CAF)
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Panel of Experts
Karol SachsHead of Innovation Department of Crédit Coopératif (FR)
Honorary Chairman of FEBEA – European Federation of Ethical and Alternative Banks
Madi SharmaFounder of the Madi Group
Member of the Employers’ Group of the European Economic and Social Committee
Catherine TrautmannMember of the European Parliament
Vice-President of Communauté Urbaine de Strasbourg
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Enchanting Storytelling
• Make compelling stories
• Let them tell their own stories
• Building relations and connections through peer-to-peer
• Establish an EU-wide capacity building infrastructure for social entrepreneurs
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• Put young people at the centre e.g. World Café • Raising awareness: use inspiring examples – aspirational, intergenerational, multisectorial
• Build capacity: social enterprise hub, competition, mentoring, youth event
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The Next Generation
• Fieldwork to identify problems
• A mobile social innovation facility, a ‘bus’, visits rural areas bringing expertise in methodologies such as prototyping and how to train local field researchers.
• Offer facility online too
• Seed funding for active communities
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Rural Regeneration
• To grow or not to grow?
• What sort of growth? Social impact?
• Can we have a mixed business model?
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Better Not Just Bigger
Conclusion and Farewell
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Thierry Weishaupt, President of Euclid Network