The New Zealand Social Innovation and Entrepreneurship Research Centre (SIERC) is pleased to announce its next Conference will be held at Massey University’s Innovation Campus, Albany, Auckland, from 10‐12th February 2016.
The conference theme – Collaborating for Impact – reflects the importance of collaborative action for advancing this emerging scholarly field. Following on from the successful inaugural 2011 and the 2013 international conferences, the 2016 conference will bring together participants across sectors (non‐profit, business, government sectors) and academic disciplines to explore ways to advance theory, practice and policy in social innovation and social entrepreneurship.
Sir Stephen Tindall
New Zealander of the Year 2015, was awarded the Knight Companion of the NZ Order of Merit in 2009, received the Distinguished Companion of the NZ Order of Merit in 2007 and in 2006 the Sir Peter Blake Leadership Award.
He is the Founder and current Director of The Warehouse Group Ltd. and co-Founder and Trustee of the philanthropic family foundation, The Tindall Foundation.
The Profit & Non Profit Journey
“From the time he started in business in 1970 at George Courts through until he floated The Warehouse Group in 1994, it was a focus on survival and positioning in the profit world to enable him to save sufficient capital to start The Tindall Foundation which has been distributing philanthropy in NZ for the past 20 years. Since then $140M has been donated on a hand up, not hand out basis and Stephen will explain the relationship between the profit and non profit world.”
Professor Jo Barraket
Professor Jo Barraket is Director of the Centre for Social Impact Swinburne at Swinburne University of Technology in Melbourne, Australia. Jo's long term research interests include social enterprise and relationships between sectors in contemporary public governance.
Jo is principal author of the forthcoming book, Social Procurement and New Public Governance (Routledge) and co-editor of the forthcoming book, 'Creating and Implementing Public Policy' (Routledge).
Stella Avramopoulos is the Chief Executive Officer of Kildonan UnitingCare, an innovative and trusted organisation within one of Australia’s largest welfare networks, UnitingCare Australia. Kildonan delivers financial counselling, energy advice, settlement services and family support services to more than 20,000 Victorians each year across metropolitan Melbourne through to Northern Regional Victoria. It also has a corporate arm which consults nationally to the utility, telecommunications, banking and government sectors on issues affecting vulnerable consumers.
Considering the network effects and workforce implications of cross-sector collaboration
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Professor Jane Farmer
Associate Pro Vice Chancellor, Research,
College of Science, Health & Engineering.
La Trobe University, Australia
Jane was previously Head of the La Trobe Rural Health School (2010-13). In 2010, Jane came to La Trobe from Scotland where she was Co-Director of the Centre for Rural Health Research & Policy, a jointly run research institute between two universities, University of Aberdeen and University of the Highlands & Islands (UHI). Jane’s current research interests are in community and citizen engagement and involvement, co-designing and co-producing health services and measuring outcomes of this as a means to increase health literacy (& therefore health) and civil participation.
Jane is also engaged on research on ways to measure the difference made to health and wellbeing through participation in new institutions and modes within contemporary society, particularly the role of social enterprise in improving health and wellbeing.
Social Enterprise and wellbeing: an impactful space
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Dr Rory Ridley-Duff
Reader in Cooperative and Social Enterprise,
Sheffield Business School
Rory worked for 12 years as a director of the workers' co-operative Computercraft Ltd before building his academic career through a PhD study of School Trends Ltd during its conversion to a social enterprise. His primary research interest is the process by which democratic relations develop in both informal and formal organisations and affect governing processes.
He has now authored 35 scholarly papers, four books and two novels. In addition to Understanding Social Enterprise: Theory and Practice, he has published The Case for FairShares to articulate findings from a decade of action research at Sheffield Business School. His recent work explores social enterprise as a route to solidarity between social entrepreneurs, producers, consumers and small investors (see www.fairshares.coop).
His research has been published in: Human Relations; Corporate Governance: An International Review; Industrial Relations Journal (IRJ); International Journal of Entrepreneurial Behaviour and Research (IJEBR); Social Enterprise Journal; Journal of Cooperative Studies; Econviews: Review of Contemporary Business, Entrepreneurship and Economics Issues; Journal of Organisational Transformation and Social Change, and Action Research.
He has received 'best paper' awards from Emerald Publishing, the Institute of Small Business and Entrepreneurship (ISBE) and the International Social Innovation Research Conference (ISIRC).
Rendering the social solidarity economy to make cooperative and mutual enterprises visible to educators, policy makers and researchers
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Video recordings were taken of a number of keynote sessions and the panel session. The recordings will be posted here as they become available.
Mapping Social Innovation: Global perspectives
Jürgen Howaldt and Antonius Schröder, present findings from the large-scale global research project SI-DRIVE - Social Innovation: Driving Force of Social Change, funded within the 7th Framework Programme of the European Commission.
The evolution and ecosystem of social innovation in Aotearoa and the Pacific
While a global movement and discipline, social innovation in Aotearoa and the Pacific remains a new way of working and responding to social challenges.
Innovate Change is a social innovation agency that uses creative and participatory processes to design, deliver and review policies, programmes and services that improve health, wellbeing and social outcomes. The agency has been working on social innovation projects for the past four years in Aotearoa and the Pacific, and has worked with six government agencies, three international agencies, six local government and district health boards, and17 philanthropic and non- government organisations. Innovate Change has also participated in conversations, hosted events and been part of the rapid growth in popularity of social innovation, social entrepreneurship, social enterprise, design for social innovation, and service design for social good. Based on this experience, the session will first focus on sharing thoughts on what the necessary mindsets are for social innovation to thrive. These mindsets will be focussed on ‘ways of being’ for social innovation practitioners. The second part of the session will draw on, and bring to light, the experiences and opinions of participants to build a shared understanding of ecosystem factors and components necessary for social innovation to thrive and grow as an effective and powerful way of responding to social challenges in Aotearoa and the Pacific. The session will use highly participatory processes commonly used in our social innovation projects.
Simon Harger-Forde is Director, Innovate Change. He has a background in social work, child and youth development, public health, and health care policy, planning and funding. He has worked in the New Zealand and UK health and social sectors and in NGOs in both New Zealand and overseas for the last 18 years.Simon has managed a youth-led primary healthcare service, worked in policy roles in central government, and in senior roles leading the planning and funding of primary and community healthcare. He led the NZ HIV prevention response as Director HIV Prevention and International at the New Zealand AIDS Foundation which included a significant move to a social marketing model. Simon is the founding director of Innovate Change.
Integrating a human centred design methodology with large scale organisational and system change
A human centred design approach brings huge benefits to social innovation work. By focusing on the users at the centre of the design challenge or wicked problem to be addressed, the approach creates deep empathy for the needs, motivations and behaviours of users, and allows for a more inclusive and co-designed approach to developing solutions. By adopting the mindset that users are experts in their own lives, valuing this expertise, and genuinely developing solution with users, this methodology has the potential for breakthrough solutions. A design approach has been adopted by many players in the social sector thus far- from community economic development providers, start up social enterprises, to central and local government.
However, making these solutions a reality in large organisations or complex systems (e.g. at a sector level) requires a different set of disciplines to come alongside human centred design. Developing an operating model for the organisation or multiple organisations that can deliver a future desired experience for users is a real challenge. Frequently this work becomes overly focused on organisation structures, or focuses on the marketing, brand and digital design. Taking a holistic and complete view of the organisation requires design to cover all layers of the operating model and bring these together.
The final dimension for successful change is a systematic approach to implementation planning and delivery that brings together human centred change, structured large scale programme planning and using lean startup methods where appropriate to deliver lightweight and agile change. This session uses case studies and lessons learned to bring to life this process of starting with customer insight and collaborative design through to designing complex operating model changes, and then bringing implementation planning and journey management together. This deep dive session will allow participants to see the whole journey, from start to end: supporting understanding of what methodologies to use at each stage and how each piece fits together to create the whole journey of system change.
The presenters bring a cross-section of insight from different public sector and cross-sector organisations, and a fresh, innovative perspective that combines ‘traditional’ consulting rigour and leading edge practice.
Adithi Pandit: I am a Partner at Deloitte and I lead our citizen centred design practice for the public sector, and currently focused on the design of our social impact practice. My passion is for bringing together individuals and organisations to address ‘wicked problems’ at multiple levels: changing systems to transform outcomes, redesigning services to be simpler and generate better outcomes, and shifting mindsets to focus on growth, innovation and impact. My work has included coaching and facilitating my clients through redesign of social housing services, welfare payment services, accident compensation services and child care and protection services.
Xavier Black: As the Corporate Responsibility Manager I am focused on effectively using Deloitte’s expertise and assets to create social impact while also building client facing services for the social sector. Having worked in designing, evaluating and implementing social strategies and practice in public policy, corporate sustainability and social enterprise, I sit at the intersection of the social, private and public sectors. My passions is in translating and bridging across these sectors- figuring out how to use the best bits of each sector to accelerate social progress and create steps changes in how we understand impact.
Claire Falck: I am a senior change leader bridging the private sector and public sector, currently focused on designing and bringing to reality large scale change for New Zealand’s most vulnerable children and families. I am an experienced business change leader with grounding in continuous improvement. I understand the importance of recruiting the right people to roles and unleashing their talent in a fast paced and changing environment. Coupled with a passion and love of business transformation, I am also commercially astute. I bring experience and a proven track record in strategic planning, service design, performance frameworks, governance and change leadership.
A strategy to grow social enterprise in New Zealand
The Government Position Statement on Social Enterprise, published in 2014, includes a commitment that government agencies will identify any policy barriers to social enterprise growth and “work collaboratively to create an enabling, supportive environment where more social enterprises can grow and attract investment”.
The Department of Internal Affairs (DIA) is convening a Strategic Group including people from philanthropy, local government, iwi and social enterprise networks. The group, co-chaired by DIA and the Tindall Foundation, is discussing a vision and strategy for social enterprise and social impact investment in New Zealand.
This session will discuss current barriers to growing this market and practical actions that could be taken by government and other actors. Attendees will be invited to contribute their thoughts on next steps for creating and flourishing ecosystem, be it through policy initiatives, funding, research, education and other avenues.
Diana Suggate is Senior Policy Analyst, Department of Internal Affairs. She has extensive experience providing policy advice on social enterprise, the non-profit sector, and community development. Located in the Department of Internal Affairs, she was previously an establishment staff member of the Office for the Community and Voluntary Sector in the Ministry of Social Development. Diana’s work has included leading input to an international study of the non-profit sector, promoting of effective community engagement practices, and initiatives addressing issues for community organisations and volunteers.
Alex Hannant is the Chief Executive of the Ākina Foundation, which helps people and organisations drive positive social or environmental change through social enterprise. Previously, Alex was Director of Programmes at LEAD – a global network focused on leadership and sustainable development. He was also Head of Partnerships at the Climate and Development Knowledge Network – a global initiative providing technical advice and services on climate change and development in developing countries.
Please contact SIERC Director, Professor Anne de Bruin or refer to the website for updates.
Australian inquiries may also be addressed to CSI Director. Professor Jo Barraket.