rural social innovation academy
TRANSCRIPT
RURAL
SOCIAL
INNOVATION
ACADEMY
The Skyrocket Platform is one of the main outputs of the S(i)M
project, which created a virtual space to match social problems
and social solutions, favouring the collaboration between
problem owners and solution providers.
The platform is designed to enable whatsoever organization to
launch and manage calls for solving social challenges,
encouraging the submission of innovative social solutions with a
potential positive effect on the environment and society.
CERUSI
Most of the challenges we face today have taken on an
increasingly social dimension. Especially rural areas are facing
some serious social problems. As the resources are limited, new
solutions must be found.
Solutions, that simultaneously meet social needs (more effectively
than alternatives) and create new social relationships or
collaborations – these are social innovations. The CERUSI project
therefore aims at supporting local actors in 7 EU countries to
establish and develop social innovations and social
enterprises by improving skills and building capacities in
rural and peripheral Central European regions. It will develop
an educational programme targeting the plural and peripheral
needs, and a toolbox to be exploited «in field», supporting rural
social innovators in harvesting and setting up impactful social
solutions. At its core, CERUSI wants to ensure that rural regions
harvest ideas efficiently and capitalise on them, directly addressing
local citizens from rural regions lacking an adequate SI- and SE-
supporting ecosystem.
Skyrocket Platform
RURAL SOCIAL
INNOVATION ACADEMY
The Toolbox enables financiers, entrepreneurs, policy makers & citizens to
collaboratively design and launch effective and sustainable social innovation
initiatives by using operational instruments of
_ Creativity and stakeholder engagement
_ Social business
_ Impact management
_ Environmental sustainability and open innovation
It represents the core contents of the transnational educational programme
created by the CERUSI project.
How to innovate together
for a better tomorrow
…rural areas have their own specificities!
Before starting, remember…
Common “rural challenge“ Social Innovative approaches / levers
Demographics
Basic Services
Infrastructure
Community
Sustainability
Entrepreneurial
Ecosystem
rural depopulation
aging population
access to broadband internet
access to public transport
lack of cultural offers
mono-functionality of villages
access to ecological products
long transport ways
access to funding opportunities
access to the support ecosystem
access to health services
distances to commercial centersand administrative centers
Multi-generational housing projects & initiatives that promote re-migration.
E.g. learn about “Netwerk Zukunftsorte” in Module 1 for inspiration.
“One-stop” village shops that integrate offers of basic services. You learn about
business model of Oskar’s “Unpacked Shop” in Module 3.
Innovative car sharing and pooling initiatives that increase the mobility of rural
community. Learn about the so-called “solar taxi” in module 5.
Cultural initiatives that serve a community hub. Get inspired by “Ganz.Kultur” in
Brandenburg in Module 1.
Learn about approaches of a “circular economy” for the sustainable development of
your community. E.g. in module 5 you will get deep insight.
Learn about tools for the development for social innovative projects in Module 2 & 3 and
benefit from CERUSI as platform to exchange with likeminded entrepreneurs in rural
areas!
Ready for the
Rural Social Innovation Journey!?
OK, so turn the page!
SUSTAINABILITY
DESIGN
RAIN MODEL
OPEN INNOVATION
CIRCULAR ECONOMY
THEORY OF
CHANCE
IMPACT
MEASUMERENT
READINESS
BUSINESS MODEL
CANVAS
VALUE PROPOSITION
DESIGN
MARKET IN
DISADVANTAGED
REGIONS
MINIMAL VIABLE
PRODUCTDESIGN
THINKING
SOCIAL
ENTREPRENEURSHIP
IN RURAL AREAS
SOCIAL INNOVATION
IN RURAL AREAS
UNDERSTANDING
RURAL CHALLENGES
IMPACT DESIGN
BUSINESS
MODEL DESIGN
UNDERSTANDING
COMMUNITY NEEDSRURAL
EMPOWERMENT
I want
to…
_ develop useful
products/services
Module 2
Understanding
community needs
_ build a successful social
business model
Module 3
Business model design
_ measure and
manage impact
Module 4
Impact design
_ achieve environmental
sustainability
Module 5
Sustainability design
develop useful
products/services
Module 2
Understanding community needs
Create value
that matters
Effective and sustainable social initiatives must offer a real value!
What does this mean? A social initiative must offer its target people benefits through its products and services.
Use e.g. the Strategyzer’s Value Proposition Canvas to understand your beneficiares and the value you offer!
FIT
Especially about:
Most important jobs
Most extreme pains
Most essential gains
VALUE MAP CUSTOMER PROFILE
JOBS
what the
beneficiaries
try to do in
their work or
life
PAINS
unwanted
results, risks
or obstacles
your
beneficiaries
want to avoid
in doing their
jobs
GAINS
the results or
the benefits
the
beneficiaries
want to
obtain
PAIN
RELIVERS
the
advantages
your
products or
services
offer your
beneficiaries
that relieve
their pains
GAIN
CREATORS
how your
products or
services
generate the
beneficiaries’
desired
gains
PRODUTS
&
SERVICES
the actual
“things” you
deliver to
your
beneficiaries
and that
convey your
value
proposition
Create value
for real people!
To get to your value proposition, you can use design thinking.
The principles of effective design thinking are outlined here.
Keep in mind the final
users and their daily
needs during
product/service
development
Co-create in a team to
take advantage of
different
competencies and
perspectives
Use prototypes to test
and validate solutions
before scaling
Design Thinking:
an overview
DESIGN
THINKING
1 EXPLORE!Understand the
problem to solve by
getting to know the
people behind it.
REAL PEOPLE WITH
REAL PROBLEMS
2 CREATE!Imagine alternative and
feasible solutions.POTENTIAL
SOLUTIONS
3 TEST!Prototype a promising
solution and learn from the
end-users if it works.
VALIDATED
SOLUTION
4 IMPLEMENT!Transform the validated
solution in a real
product/service ready to be
delivered.
PRODUCT /
SERVICE
Design Thinking:
a step-by-step explanation
Explore your potential beneficiaries’
_ Behaviors and mindsets
_ Daily challenges
_ Interactions with other people and organizations
Co-create potential solutions by
_ Directly involving final users and other stakeholders
_ Including different perspectives and expertise
Test your solution through a prototype to learn
_ If it actually creates value for your target people
_ How it can grow in terms of adoption
Implement the validated solution by
_ Involving providers, third parties and users
_ Iteratively coping with change at multiple levels
Test with a
Minimum Viable Product
MVP
A prototype of the solution equipped with the mimimum of features necessary to
make it usable by the target beneficiary and to test the solutions’ value and growth
ESTABLISH THE BASELINE
Give the MVP to the final users and measure their first reaction.
This is the baseline you will measure the future improvements against
TUNE THE ENGINE
Start to modify your MVP to understand how to make your solution more useful and
in demand. Then, retest it
PERSEVERE OR PIVOT
On the basis of the results, keep going on developing your solution as it is or change
some of its fundamental aspects
build a
successful social
business modelModule 3
Business model design
Remember!
_ Social businesses want to develop and disseminate new products or
services that solve societal problems.
_ Founding a social business doesn’t always follow a linear path
from A to B, it often curves and loops.
_ The social entrepreneur must be willing to take responsibility
and the necessary self organization, enthusiasm, and resilience
needed to lead a company.
_ Successful social businesses integrate potential partners and supporters
into the design of their business models at an early stage.
_ Developing a successful business model is an iterative
process: the social entrepreneur will regularly test and
refine their business model.
_ Regular market testing and the incorporation of the results is crucial.
Social entrepreneurship:
six phases
1. Idea Development
Identifying the core mission
2. Business model development
Developing the business
approach that addresses
the societal problem
3. Market testing
Testing and revising
the business concept
4. Founding
Establishing the legal entity
and entering the market
5. Mainstreaming
Building capacity and
establishing strategic
partnerships
6. Scaling
Growing the business
Social entrepreneurship:
phases & milestones
INSPIRATION & MOTIVATION
ENTREPRENEURIAL
AMBITION
IDEA DEVELOPMENT
BUSINESS MODEL
DEVELOPMENT
MARKET TESTING SCALING
FOUNDING MAINSTREAMINGSOCIAL MISSION
SOCIAL
ENTREPRENEUR
PROBLEM
IDENTIFICATION
STATUS QUO
ANALYSIS
STAKEHOLDER
ENGAGEMENT
BUSINESS
PLANBUSINESS
MODEL
CANVAS
COLLABORATION
PITCH
PERSONAS
IMPACT IDENTIFICATION
STORYTELLING
PROTOTYPING
MARKET ANALYSIS
CROWDFUNDING
LEGAL ENTITY
INITIAL
FINANCING
MARKET ENTRY CAPACITY BUILDING
QUALITY
MANAGEMENT
STRATEGIC
PARTNERSHIPS
SOCIAL
FRANCHISING
GROWTH
FINANCING
Creating a social impact
A social business creates a societal added value (i.e. social impact)
in one or more dimensions of the triangle.
WHATproduct/service
is offered?
WHOuses and pays
for the product
or service?
HOWis the product
or service
produced?
SOCIAL
IMPACT
OFFERING
CUSTOMERPRODUCTION
Visualising your
business model
The business model canvas enables you to distil the complexities of your
business model into a one page overview.
Bank
Postal
service
Producers
&
suppliersLocal
producers
Municipality
& regional
development
Manage
unpackaged
shop
Provide
postal &
banking
services
Establish
a supply
with local
producers
Advocate
for
sustainable
consumption
Shop
facilities,
storage Employees
Equipment
for
unpackaged
sales
Provide
goods and
services for
daily life
Groceries
Bank
services
Postal
service
Reduce mobility and
accessibility issues
Improve quality of life
and regional
attractiveness
Foster
sustainability
Trusting &
personal client
relationships
Social
meeting
place
Direct
sales
Advertisement
Synergies
between
services
Community
space
Mouth-to-
mouth
promotion
Villagers
Grocery
shoppers
Bank
clients
Postal
service
users
VillagersWider
society
& region
Equipment
costs &
maintenance
Administration
& fixed
charges
Employees
Marketing
Supply with
regional
products
Public
funding
Rent from
partners
Margin
from
product
sales
Donations/
Crowdfunding
Business
Model
Impact
Model
Marketing in disadvantaged regions
If you focus on the individual, have a look into the “Sentinel-Toolbox for Social Business Support in
disadvantaged regions”. It may provide you with insight into how to plan a first marketing strategy
that focuses on your customer and/or clients.
However, if you look at the “society at large”, by means of collective action you can engage in
different marketing strategies that may turn “disadvantaged” in “advantaged”! For example,…
REGIONAL CURRENCIES
a complementary currency to a national currency that
helps to keep spending within a local community
VILLAGE SHOPS
“one stop shops” that integrate various functions in one
physical place (e.g. supermarket, post office, bank)
COMMUNITY-BASED AGRICULTURE
directly connects farmers and consumers, especially at
local level
REGIONAL LABELLING
a regional marketing strategy that aims at labelling many
producers under one regional brand
measure and
manage impact
Module 4
Impact design
Impact Measurement
Consists largely in proactively measuring and using data generated
by your program’s activities to ensure a causal linkage between
your intervention and the intended process of change
First of all, understand how ready you are for Impact Measurement…
…discuss how measuring impact would help you with:
1. PUBLIC AND DONOR LEGITIMACY
2. EMPLOYER BRANDING
3. CONTINUOUS IMPROVEMENT OF YOUR
PRODUCTS/SERVICES
4. COMPARATIVE ADVANTAGE
Impact matters
How do you evaluate what you have achieved?
And how can you show your stakeholders that
your solution is effective?
Impact management is one way to achieve these
goals.
To do this, you must establish a coherent
Theory of Change (ToC).
A great tool to start this process is a wellknown
logical framework called the “I-O-O-I” model
(Input-Output-Outcome-Impact). A breakdown of
the links in this chain appear opposite.
Input
_ Analyze the resources, monetary
and otherwise, you invest in your enterprise.
Activity
_ Look at the most important activities that
fabricate significant results.
Output
_ Record any measurable results stemming
from activities.
Outcome
_ Describe and analyze the positive and
negative
changes to the target beneficiary groups.
Impact
_ Determine the material effects your program
has had on the people and the planet.
Theory of Change:
an overviewTheory of Change (ToC) Analysis
Theory of Change (ToC) Communication
List the 3 main most important impact insight &
achievements for internal purposes
Which main stakeholder groups do you
want or need to communicate these
insights to?
Transform them into compelling
communication messages to these
external stakeholders
Would you make differences as to which
stakeholder group you communicate what and
how? If so, describe and comment.
Logical consistency of
the entire ToC
Are the ctivities sufficient
to achieve the goal?
Are output metrics
appropriate?
Are outcome
measumerent
reasonable and
meaningful?
TOPIC
YOUR RATING
(1-10)STRENGHTS WEAKNESSES IDEAS FOR
IMPROVEMENT
UNKNOW
INFLUENCES
TOPIC YOUR INPUT YOUR COMMENTS/NOTES
Theory of Change:
a step-by-step explanation
ANALYZE
Conduct an internal analysis of your
impact by taking information gleaned
through an exercise such as the IOOI
and applying it to the ToC framework.
This means looking at:
_ the logical consistency of your ToC
_ the sufficiency of your activities
given your goals
_ the suitability of your output metrics
_ the ability of your outcome
measurement to produce meaningful
results in an efficient and
sustainable way
COMMUNICATE
Based on the process above, you
should synthesize this operational
information into key messages for
internal and external use, namely:
_ key insights and achievements:
These serve as a masthead for your
organization’s ongoing operations
and as a sign of progress already
achieved
_ a communication plan: This is for
main stakeholders who would
benefit from these insights
_ an action plan: This determines
which stakeholders should receive
what information
Preparing an Impact
Assessment strategy
To evaluate your impact, you have to build an assessment system.
To do so, first of all consider…
COST/BENEFIT of IMPACT ASSESSMENT
nothing comes for free and then the impact assessment system has to be
economically sustainable. You have to see it as a strategic investment
CHOICE OF TOOLS/METHODS
Usually a mix of quantitative and qualitative instruments has to be applied to
correctly assess the generated impact
achieve
environmental
sustainabilityModule 5
Sustainability design
Integrating the ecological dimension
into social innovation
The RAIN concept offers a step-by-step framework
to design innovative business models and social
innovation projects that take into account circular
economy elements as well as open innovation.
It consists of
_ 9 Core Elements
_ 6 RAIN Principles
and is embedded in real-life settings
(your specific local context).
In the Rural Social Innovation Academy
we focus on two of these principles:
_ Circular Economy
_ Open Innovation
Circular economy
One option to improve ecological dimension of your social
innovation is integrate aspects of circular economy. One
easy to follow approach is to reflect the 4R’s:
_ Reduce
_ Restore
_ Reuse
_ Recycle
When designing your social innovation product or service,
ask yourself: Which options are there to
reduce/restore/reuse/recycle?
_ with regards to the raw materials?
_ at the manufacturing or design stage?
_ while your product or service is in use?
_ when your product is disposed or after the
service was being used?
RAW MATERIALS
MANUFACTURING
END OF LIFE
USE
RAIN Concept – Worksheet Circular Economy
These questions help you to consider the ecological dimension & circular economy for the core elements of your social
innovation project:
_ Where and how can you implement circular processes?
_ What is the durability of your product or service? How can you extent its life?
_ How can you implement the 4R‘s?
_ Can you use sustainable resources or degradable raw materials? What is the footprint of the resources that you use?
_ How can you transpartation routes short? Look for sustainable transportation modes and sustainable logistics.
_ How can you make packing sustainable? E.g. use few and degradable components.
_ How can you improve the energy and resource effiency in the production/ in the premises that you use?
_ How can you improve waste mangement?
_ How can you create awareness among employees and stakeholders for ecological aspects?
Open Innovation
A good way to come up with tailored services and products that are fit for regional
requirements, specifically in the context of circularity, is to follow an Open Innovation
approach. This allows you to design solutions more easily by building on existing
knowledge and stakeholder experiences.
In short, Open Innovation is about:
_ sharing your ideas and developing innovations with external stakeholders, organisations
or contexts (inside-out approach)
_ inviting external stakeholders, organisations, ideas and technologies in to improve your
socially innovative idea (outside-in approach)
This brings the following advantages:
_ Reducing the costs of your research&development
_ Identifying regional challenges more easily
_ Testing your social innovation and thus making it more resilient
_ Foster replication of your social innovation in other contexts
RAIN Concept
Worksheet Open Innovation
These questions help you to reflect on Open Innovation potentials for the core elements of
your social innovation project:
_ How can you design an open R&D process?
_ Does it make sense to design the production or service creation openly?
_ Who are the most important stakeholders?
_ Who are relevant experts that can help you?
_ Does crowdfunding make sense?
_ Are there existing ideas (e.g. on innovation platforms) that can help you?
_ Can you create structures in your project/organisation that make it easier to identify new
ideas?
Lead Partner:
Zentrum für Soziale Innovation - ZSI, Austria
Project Partners:
Die Regionalmanagement Burgenland GmbH - RMB, Austria
Social Impact - SI, Germany
Fondazione DemocenterSipe - Demo, Italy
Foundation for improvement of employmentpossibilities – PRIZMA, Slovenia
Nezisková organizácia - EPIC, Slovakia
Cooperation Fund Foundation - FFW, Poland
Regionální rozvojová agentura jižních Čech - RERA, Czech Republic
Fondazione di Modena - FCRMo, Italy
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RURAL
SOCIAL
INNOVATION
ACADEMY
