Nesta impact partnerships
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Impact partnerships bring together organizations from different sectors like government, corporations, non-profits to tackle complex social problems. They follow a process of discovery and design, engagement, delivery, and amplifying lessons learned. Impact partnerships can develop new solutions at scale and improve how government partners with other sectors to address key issues. Examples provided demonstrate how impact partnerships have addressed challenges like urban drone use and developing projects to support an inclusive economy.
Nesta impact partnerships
- 1. Impact Partnerships How to achieve social change at scale through multi-sector partnerships
- 2. There is a growing consensus that to tackle the most pressing problems the world is facing, such as inequality and the changing world of work, we need to use the unique resources, skill sets and power of multiple sectors.
- 3. Impact partnerships unlock a significant untapped pool of resources for social and environmental good. They bring together the commitment, resources and expertise from across different sectors to tackle tough social challenges more effectively.
- 4. Impact Partnerships are high impact action based partnerships
- 5. How do we improve mental health at work? Tackling some of the questions society is facing... How do we ensure that skilled people are matched with the right jobs? How can we improve health outcomes in communities? How can we make sure we are all contributing to stop climate change? How do we ensure that all citizens can get good work? How can we make sure workplaces are truly diverse? How can cities ensure the positive economic futures of their citizens? How can we reduce homelessness in our communities?
- 6. Types of partner Corporations and large businesses - with huge resources, highly motivated staff and often global reach. Government - with convening power and authority to incentivise participation with funding, policy and regulation. Civil society - with the expertise and depth of knowledge on entrenched social issues and funding resources to support the partnership. Social innovators and citizens - with ideas, drive and expertise on the issues being addressed. Government Social innovators and citizens Social Innovators and Citizens Government Corporations and large business Civil Society
- 7. When do we use it? To tackle entrenched problems that aren’t getting fixed ● Youth unemployment ● Homelessness ● Financial exclusion Where we find existing solutions that are not fulfilling their potential ● Lack of expertise ● Lack of funding ● Competition for resources ● Lack of momentum ● Little action Where there are disparate and conflicting efforts ● Dilution of funding ● Talent not working together ● Inefficient duplication ● Unhealthy competition Where there is a high level of uncertainty and organisations are struggling to act alone ● Often disparate understanding of the problems ● Often no clear solution/new solutions needed ● Multiple causes and dependencies ● Socially complex and unstable contexts
- 8. How do you do it? Discovery and design Rapid research the problem, drawing on existing expertise Define the key challenges through: ● Workshops ● Activities ● Mapping the system ● Understanding what works Engage and establish Curate the right ecosystem around the problem,including business, civil society, government and innovators Bring in those best equipped to drive scale through: ● Building a leadership group ● Having clear goals, targets and learning processes Deliver and implement Identify and activate high potential, multi-sector partnerships within the ecosystem Realise scale and new solutions through: ● Structured. Time bound partnerships ● Shared learning and iternation ● Clear measurements Amplify and Learn Amplify the best solutions and opportunities. Learn and share what works Create a platform for project legacy through: ● Event and activities ● Learning reports and activities ● Celebrating success Time- Bound - Clear Commitment - High Impact
- 9. Discovery and design This includes rapidly researching the problem to be tackled, and defining the key challenges. This involves key stakeholders from across sectors through workshops and research, and mapping the current system. ● What is the problem that really needs solving? ● Where do existing solutions fall short? ● What funding or resources might be needed? ● What are the assets that each organisation might bring to the table? In this stage there is a formal orchestration of evidence so everyone has a shared understanding of what works. Outputs: ● Thorough understanding of problem ● Prioritised set of challenges ● Clear understanding of what works
- 10. Engage and establish This stage involves curating the right ecosystem around the problem, including business, government, civil society, social innovators and citizens. Outputs: ● Measurable activity towards solving the problems ● Sharing through a collaborative platform ● Agile partnerships focused on doing and learning
- 11. Deliver and implement This is a time-bound period where projects are executed. The partners remain engaged through structured collaboration platforms both online and offline through working groups. Throughout this process when activities are not working or need to iterate the group supports each other to do that. Outputs: ● Thorough understanding of problem ● Prioritised set of challenges ● Clear understanding of what works
- 12. Amplify and learn This stage involves demonstrating and amplifying the best projects and solutions with a direct link to policy making. Lessons learnt are shared in an open way. Events and activities highlight the success and learning in order to bring new people into future partnerships. Outputs: ● Success stories to share ● Learning culture developed ● Learning taken back to organisations and integrated ● Partnerships adapted based on learning ● Direct link with policy making ● Events and activities to share lessons learnt
- 13. Impact partnerships can lead to: New or better solutions to a problem having an impact at scale Measurable, defined and replicable solutions to large scale problems. Government working more effectively with civil society, business and citizens to address social and environmental problems 1 32
- 14. Flying HighImpact Partnership Case Run by Nesta’s Challenge Prize Centre, in partnership with Innovate UK, our Flying High programme is a collaborative effort to position the UK as a global leader in shaping drone systems that place people’s needs first. The programme has brought together city leaders, technologists, researchers, regulators, government, public services, businesses and citizens to shape the future of urban drone use in the UK.
- 15. Inclusive Economy PartnershipImpact Partnership Case Nesta has worked with the UK Cabinet Office and the Department for Digital, Media, Culture and Sport (DCMS) to develop the Inclusive Economy Partnership (IEP). This unique partnership between business, civil society and government is designed to take individual and collective action towards three big societal challenges. Nesta worked with 18 social innovators (selected via an open call) to develop projects across our three challenge areas. Nesta developed a six-month partnership accelerator - a bold new approach to accelerating social innovation - to support new, but proven, social innovators. Throughout the programme, Nesta engaged with 150 corporate partners, who offered varying levels of support.
- 16. Working towards the goalsThe Sustainable Development Goals Use case example ● Often disparate understanding of the problems ● Often no clear solution and new solutions needed ● Multiple organisations involved ● Multiple causes and dependencies ● Socially complex and unstable contexts ● Behaviour, political and institutional change often needed as well as technical solutions ● Interventions may produce unforeseen consequences
- 17. Impact partnerships as a ‘how’ to achieve the SDGs For example SDG Target 6.2 Universal access to sanitation ● Scaling effective local solutions ● Supporting new a better local solution generation and local evidence gathering Top-down plans are needed for enacting systems change, e.g. the European Union’s Drinking Water Directive aims to improve drinking water across the region National plans are adopted at a subnational level, e.g. coordinating the treatment of wastewater in major cities Scaling of effective local solutions generates insights which can inform subnational and national policies Local evidence generation spurs bottom-up innovations, e.g. Mikoko Pamoja, a community-based initiative in Gazi Bay, southern Kenya, have invented a carbon credits system improve access to clean water which also protects the village’s mangrove forest
- 18. Get involved Nesta is looking for governments,corporates, Foundations, civil society organisations and others to collaborate and develop Impact Partnerships in the United Kingdom and globally. Email [email protected] for more information
- 19. nesta.org.uk @nesta_uk Email [email protected] for more information