DESIGN FOR SOCIAL INNOVATION Sara Rizza
CASE STUDY 1
Colombia has been undergoing enormous changes over the last few decades, but there are still barriers to overcome—primarily regarding mindset and culture. Innpulsa, a government institution in Colombia promoting innovation and entrepreneurship as essential drivers of national development, asked to Designit to gather change-makers from all over the country and inspire them to take transformative action.
CASE STUDY 1
To rich this goal, it was decided to create not only a conference but a festival of three days, HĂŠroesFest. The team envisioned an event where more than 1000 heroes of change would come together to be inspired by global speakers and creative workshops and play an active role in creating solutions to the major challenges Colombia faces.
CASE STUDY 1
CASE STUDY 1
ACTIVISM AND CIVIC PARTICIPATION
1000 of visitors were called to take part in the event and trasform themselves in “heroes”, participating to the activities, reflecting on the 11 tematics of the festival and becoming active in creating innovative solutions to Colombia’s challenges. CASE STUDY 1
SOCIAL INTERACTIONS AND RELATIONS
The festival was an occasion to gather people with different background, based on the strenght of the cooperation and the sharing of opinions to create a network of “change-makers” and foster trasformative actions.
CASE STUDY 1
CITY AND ENVIRONMENTAL PLANNING
The intervention on the urban environment was necessary to develop a good advertising campaign, to make people aware of the aim of the festival and define the motivators that would have driven the visitors through the event. CASE STUDY 1
SKILLS TRAINING AND DESIGN EDUCATION Visitors could take part to the event but also contribute to it, becoming not only the users of the experience but also the creators of it. Participating to debates and workshops they could learn to be more reflective and critic about the faced problematics, imaging and building all together a brighter future.
CASE STUDY 1
CASE STUDY 2
Bertucci’s, italian restaurants chain, wanted to adapt to a changing market, transforming the meal time in a social eating experience that would appeal to how consumers eat today. The brand was already strong and well known but wanted to have the possibility to attract younger people and deliver a more friendly and complete experience.
CASE STUDY 2
Bertucci’s called Continuum company and, starting from the analysis of the social habits of Millennials, they worked together to create a new and contemporary restaurant concept called 2ovens, where people can clink glasses, pass plates, eat with hands, share everything. It's up to the customer. The aim is to deliver a friendly and social eating time.
CASE STUDY 2
February 2012: brand proposition and service experience ideation During 2012: visual identity and environmental design development, business model and experience prototyping December 2012: Opening of the first 2ovens concept restaurant in Massachusetts
Beginning 2013: Opening other two 2ovens restaurants CASE STUDY 2
SOCIAL INTERACTIONS AND RELATIONS
The warm atmosphere with an open kitchen and an emphasis on social dining and seating permit a relational dinner. Sharing and social interactions are encouraged by the menu, communal seating, high-top tables.
CASE STUDY 2
PRODUCTION, DISTRIBUTION AND CONSUMPTION
When the customer order his meal, he can decide to choose the normal plate or the shared one, with people that are sitting in his same table. It’s a way to rethink the eating moment, to change habits.
CASE STUDY 2
CASE STUDY 3
The S.F.U.S.D. is the largest meal provider in the city of San Francisco but it’s greatly underutilized. Only 57% of students who qualify for free and reduced lunch eat it, and only 13 % of those who don’t qualify do. It’s a lost opportunity for improving student health (researches show that those who go off campus eat poorly, if at all) but also for the district’s budget.
CASE STUDY 3
Through the help of IDEO they found out that the problem wasn’t so much about the food itself, but about how it was being served, the design of the lunch experience. “When adults dine, we don’t just think about the food,” explained the executive director of operations. “The food is important, but so is what’s going on around it: the ambience, the service, the company. Why would we assume kids are any different?”. IDEO and SFUSD set out to change that, to design a truly student-centered school lunch. CASE STUDY 3
CASE STUDY 3
They developed three age-appropriate dining experiences. ELEMENTARY SCHOOL: A Shared Lunchroom that connects young learners to food through rituals and routines MIDDLE SCHOOL: A Participatory Lunchroom that guides students towards more independence and engagement in healthy food choices HIGH SCHOOL: A Lunchroom of Options that supports busy students with convenient options CASE STUDY 3
GOVERNANCE AND POLICYMAKING The National School Lunch Program and the National School Breakfast Program are meal programs operating in over 100,000 public and non profit private schools and child care institutions. School districts and independent schools that choose to take part in the breakfast and lunch programs get cash subsidies from the U.S. Department of Agriculture (USDA) for each meal they serve. In return, they must serve meals that meet Federal requirements, and they must offer free or reduced price meals to eligible children.
CASE STUDY 3
SOCIAL INTERACTIONS AND RELATIONS
Everyone has a role to play during mealtime. Staff help keep order and model positive eating behaviors. Students collaborate serving each others. Student Table Captains take the lead at their tables, assisting to ensure everyone has food and cleans up after themselves. CASE STUDY 3
PRODUCTION, DISTRIBUTION AND CONSUMPTION
An Edible Schoolyard, involves students in all aspects of farming the garden and preparing, serving and eating foods as means to awaken their senses and learn how the food is produced. The food is served as bulk, it means not only cost savings, but also less food waste and less environmental impact. CASE STUDY 3
SKILLS TRAINING AND DESIGN EDUCATION
Around 1,367 stakeholders were engaged including students, Student Nutrition staff, SFUSD principals and teachers, district administrators, the Board of Education, community partners and experts. Everyone was part of the design process, and their perspectives inspired, informed and validated the final future vision. CASE STUDY 3
JOB CREATION
This system creates potential new roles: Production Staff in the kitchen Kitchen Manager Elementary School Noon Lunch Helper Menu Planning Pilot Coordinator (to help lauch programs) Data Analytics Manager
CASE STUDY 3