Source: HUB-IN toolkit
This page will help you understand how to connect, engage, and activate the various parts of the entrepreneurial ecosystem you have mapped out.
HUB-IN toolkit
Hubs of Innovation and Entrepreneurship for the Transformation of Historic Urban Areas (HUB-IN) is a project to revitalise historic urban areas (HUAs) without destroying their historic character. Introducing or increasing the amount of innovation, in a way that is in tune with the spirit of a place.
The HUB-IN toolkit provides a number of tools, including excellent examples of proven methods and case studies. Below we have selected one specific tool from the toolkit that helps with inspiration for ways to connect, engage, and activate an entrepreneurial ecosystem.
Collaborative approaches to funding and resources
Often there is not enough public money alone to finance inclusive innovation projects. Or to scale successful initiatives.
But where there is shared value between different groups and stakeholders, there may be ways to use public money and council resources to encourage other sources of resources and investment to come forward.
The HUB-IN Business, Finance and Governance Models Guide is a very informative report that details a number of different approaches to pooling resources or funds.
Public, Private, Community
The guide highlights how from the 3 types of funding – public, private, and community – there are 7 possible combinations.
Each of these combinations typically suits different types of projects.
For example, a public and community mix is often found where there are small scale projects, or experimental projects that require foundation stages or proof of concept to be completed, or a certain scale required in order to become financially viable.
Whereas a mix of private and community usually occurs where there is an existing need, a clear vision and financial model, where assets and/or profits are involved. For some larger projects, there are examples where a public, private, community mix has been adopted. The report details conditions that suit each of the 7 combinations, and provides examples for each.
Sources of money
The way in which different groups contribute funding can take many different forms. A range of known ways detailed in the report include:
- Impact bonds
- Matched funding
- Sponsorship
- In kind and pro bono
- 0% loans (soft loans)
- Crowdfunding
- Profit sharing
- Community banks
- Favourable lease agreements
Examples of collaborative funding and resources in action
The HUB-IN Business, Finance and Governance model guide contains over 40 real life examples and the HUB-IN Atlas provides 92 examples from cities across Europe that demonstrate the success of collaborative approaches to funding and resources.
Nod Makerspace
A makerspace, entrepreneurial hub, and public events space
“Community – Initiated by a collaboration of 25 small entrepreneurs who invested time and money.
Wider Community – Crowdfunding is used to engage the wider community and finance new initiatives such as a materials library.
Private – Financial and non-financial contributions are accessed through partnerships with large businesses”
ExRotaPrint
A former industrial complex which fair leases space to manufacturers, creatives, and social groups – that combines protected shared ownership with shared profits
“Community – Tenants have organised bottomed up through a non-profit organisation and a tenant’s association and manage the site themselves.
Foundations – Two foundations, both aimed at preventing speculation with land, have provided resources for the acquisition of the heritage building.
Private – A mortgage from a pension trust that invests primarily in sustainable real estate projects has contributed to renovation activities.”
Further source reading
This page gives a basic introduction to understanding how data approaches need to change to become more inclusive. And some tips to help you do this. As well as ways to find datasets that can support inclusive innovation.
There are 3 issues with data in relation to inclusive innovation:
- In general, there is a shortage of data specifically for inclusive innovation purposes.
- Some datasets that could be relevant have biases which affect how it can be used.
- And where good quality data does exist, it is often not being used.
Gathering data
The way that you gather data, affects what data is collected.
Typically, data has not been collected in an inclusive way. And this means that many datasets have gaps or misrepresent marginalised groups.
As a result, there can be a lack of data, or a lack of accuracy and trust in data.
This means certain datasets can be less useful or more harmful, especially in relation to inclusive innovation.
However, there are ways to gather datasets relevant to inclusive innovation, that have fewer biases, gaps, and misrepresentations.
Steps to make the gathering of data more inclusive:
- Include a diverse range of stakeholders in the planning stage – when you are deciding: what data needs to be collected, how it is collected, and who it is collected by
- Consider community-led research approaches – where local residents or businesses actively participate in gathering data in their local area or through their networks.
- Consider the wide range of ways that data can be recorded, don’t over rely on surveys and emails – which may be affected by time, literacy, and digital accessibility issues – do consider focus groups, case studies, include represenatives for the natural and the build environment
- Gain feedback on the data you have gathered throughout the process – for example via interviews or workshops – to understand whether the data is a fair representation
- Continue to gather datasets over time, not just as a one off, as this will help you to check its accuracy and improve the methods of collection
Being transparent and respectful when gathering data
It’s always a good idea to be honest and open with groups you are collecting data from or about. This means being clear on what data you are collecting, and how you intend to use it.
The Data Ethics Canvas – The ODI
As well as upholding ethics, and data privacy practices. Ultimately, maintaining ways that you would like to be treated yourself.
You could ask a group what data they might hold, and how they would like it to be collected.
Sharing datasets with those who contributed, and those affected, is also recommended. In this way you avoid taking without giving something in return. And you also enable that group to make better decisions or take action upon the data too.
Finding datasets and making sense of data
Most local authorities will have a Data and Insights team, or something similar. This team may be a central function in the authority that works across all types of data needs. Or there may be a number of teams – specific to each directorate. In the case of the West Midlands Combined Authority it is a mix of both these approaches.
Data and Insights teams are often in the process of creating new datasets, as well as having a catalogue or archive of past datasets.
You can of course collect you own data for a project. But it is often a good idea to check in with a Data and Insights team first. This way you can find out:
- if a dataset already exists
- understand how existing datasets were gathered, what they are saying, and any limitations
- or get some best practice tips for collecting a new dataset if you are going to collect some data yourself.
Online datasets available (open data)
There are a number of datasets that are available online for free in the UK. For example, the Office for National Statistics has a local statistics search that can provide data in relation to places and regions
Explore local statistics – ONS
Certain public organisations share inclusive innovation specific data and commentary
InnovateUK – Diversity data, methodology, and commitments
The Local Government Association has a data service called LG Inform+
Which some authorities have a subscription to.
And some authorities will also share (anonymised) datasets on their website for anyone to see. For example:
West Midlands Combined Authority – Research and Insights – Data
Further reading
Source: HUB-IN toolkit
This page will help you understand how to connect, engage, and activate the various parts of the entrepreneurial ecosystem you have mapped out.
HUB-IN toolkit
Hubs of Innovation and Entrepreneurship for the Transformation of Historic Urban Areas (HUB-IN) is a project to revitalise historic urban areas (HUAs) without destroying their historic character. Introducing or increasing the amount of innovation, in a way that is in tune with the spirit of a place.
The HUB-IN toolkit provides a number of tools, including excellent examples of proven methods and case studies. Below we have selected one specific tool from the toolkit that helps with inspiration for ways to connect, engage, and activate an entrepreneurial ecosystem.
Using the Entrepreneurial quick scan tool will help you:
- make use of existing strong relationships, and spot gaps where you need to make new relationships
- identify existing strengths of the entrepreneurial ecosystem, and what you can do to improve things
- find out how open people will be to getting involved with your HUB, and how they might want to work with you
- understand the role of 3 possible approaches to regeneration initiatives: public, entrepreneurial and community
Entrepreneurial ecosystem quick scan tool
There are essentially 2 parts to the tool.
The first part is a template in the shape of a circle which includes a range of stakeholders and resources that you could engage:
- heritage
- physical and digital infrastructure
- marketplace demand
- support organisations
- human resources
- knowledge
- leadership
- finance
- formal institutions
- urban culture
- entrepreneurial culture
- Networks
The second part is a set of Ecosystem Elements cards that include instructions for what to do in relation to each of the stakeholders and resources, as well as successful examples from various places.
For example, as regards “heritage” – the card suggests you find ways of connecting the old with the new. And it provides a mini case study of how one local resource was re-activated:
“The city of Tibro (Sweden) can draw on a long tradition of furniture and interior design. With the initiative Inredia, a former textile factory has been repurposed as a vibrant knowledge hub for innovative furniture and interior design. It provides this traditional industry with a new future.”
Or for “urban culture”, how traditional and new traders were brought together:
“SkULL is aimed at reviving the Old Bazaar in Skopje (North Macedonia) as the beathing heart of the historic town. Part of the project has focused on supporting traditional crafts still practiced in the market and introducing new ones emerging from the contemporary creative industries”
To get started, go to the Entrepreneurial Ecosystems quick scan toolkit page, download the toolkit, and look through the template and the cards.
There is also a supporting detailed report on how to connect, engage, and activate heritage and new communities:
HUB-IN Entrepreneurial-Ecosystems-in-HUA report.pdf
Further source reading
Source: Five steps to get your fab city started with the cartography toolkit – Centrinno Cartography toolkit
Mapping an ecosystem and resources as a whole is similar to stakeholder mapping, and includes a wider range of inputs, and creates a more detailed picture and more wholistic understanding of a place. The Centrinno Cartography toolkit provides a structured introduction to how you might map a local innovation ecosystem to support you to understand resources, ecologies and communities. And this will then help you identify potential resources and sources of investment that you had not previously thought of.
The Centrinno toolkit was designed to create circular value chains. And it supports inclusive thinking, while innovation and entrepreneurial communities are two of the community types it talks about.
The Centrinno Cartography toolkit has 5 steps
- Understand your urban ecosystem
- Become a context detective
- Map your (future) circular community
- Inventory resources in your community
- Weave connections
The toolkit helps you to get to know your place from two angles:
- By mapping local context from a bird’s-eye view
- Diving deep into the network of local stakeholders and
In the toolkit you will find information on each step, as well as links to: many helpful downloads, online Miro board templates, and case studies for each step.
Some key things to consider when mapping
- Start broad. Don’t just think of people. Also think about the natural ecosystem, physical assets, and other things like networks and digital.
- The toolkit thinks about 8 themes: Materials, Water, Biodiversity, Climate, Culture, Economic Inclusion, Society, Health and Wellbeing
- When you add things together, think about what kinds of connected communities exist or could exist
Source
Creating a logic model can help you assess the impact of your actions and interventions.
It is useful for:
- mapping benefits over different timeframes
- understanding how these benefits affect different groups of people
- communicating your rationale and direction
- testing which changes are most effective or have the biggest barriers
- defining indicators and data collection plans for your metrics
How to make a logic model
You will create a logic model in a collaborative session with a diverse and inclusive set of stakeholders.
- challenges
- activities
- outputs
- outcomes
- impacts
If the intervention is relatively well defined, you can start from the first column (challenges), and then move left to right, mapping out how they link to each other by asking questions like:
- So what does that lead to?
- What would be the result?
- Who does that affect?
If the intervention is not so well defined, you could start from the first column (challenges), then move to the last column (impacts) in order to set the vision, and then work backwards through the fourth, third and second columns by asking things like:
- So what is needed to achieve that?
- What are the preconditions?
- Who needs to be involved?
Once the content has been mapped out, you will guide participants through a prioritisation exercise to prioritise the outcomes, using a method like:
- Plot outcomes on a 2×2 of expected scale of impact’ against ‘expected ease of measurement.
- Ask each participant to identify their top 3-5 priorities and select those most commonly identified as a priority.
- Rigorously score each intended outcome using a scheme like Multi-Criteria Decision Analysis
How it helps
Now you can use your model to create specific monitoring and impact assessment materials. Tailoring your impact assessment helps you:
- Prioritise which outcomes to monitor when your resources are limited
- Identify unintended positive and negative outcomes
- Include stakeholders in setting targets
- Make sure you have a robust data collection plan with timelines
- Create materials to collect data, like survey questions and community data
- Balance quantitative and qualitative analysis
- Consider the risks and limitations of your data collection and analysis methods
Further source reading
How it works
- Answer questions on 6 themes:
- Culture
- Leadership
- Data lifecycle
- Systems
- Skills
- governance
- Get results based on your and your colleagues’ combined answers
- See how your data maturity differs across departments
- Get advice and support to improve your data maturity
Further source reading
Group interviews, focus groups and panels are similar to one-to-one interviews, with a few tweaks that make conversations with more than one person go smoothly. The size of your group can vary, but discussions tend to be best when there are between 3 and 8 people.
A group interview lets you hear from more people in a shorter period of time. And participants will often build on and give their perspective on other people’s points. This can give you a more rounded picture. But take care, a group interview can lack depth and is more prone to bias.
Follow the general interview guidance for setting up a one-to-one interview. Ask for consent, use a discussion guide, and have a structured way for capturing notes.
Extra tips for group interviews
- With more people it takes longer to go through the questions. But people still get tired, so try to keep the conversation to less than 2 hours
- Include a break if the interview is over an hour
- Give everyone a chance to introduce themselves, so that you understand the context for what they say later
- Set ground rules to make sure everyone is given the chance to speak and that only one person speaks at a time
- Even more so than in one-to-one interview, consider using visual prompts to keep everyone focussed
- Use a code in your notes so you can easily capture who said what
After introductions, check that your participant has completed the consent form if you’re using one. If they haven’t, you can ask them to complete it there and then.
Make sure the interviewee is comfortable. Let them know that:
- this is a safe space for them to discuss topics without judgement
- you are interested in hearing their perspective even if it is negative
- they don’t have to answer a question if they don’t want to
- they can take a break if needed
- they are free to stop the interview any time without giving you a reason
- they can withdraw consent later if they change their minds (up to the point anything is published, or merged with other information and can no longer be pulled out)
Accessibility
You must make sure your interviews are accessible for your interviewees. This can mean making accommodations for someone’s needs. See our guidelines on running accessible sessions for tips on making sure nobody is excluded.
Using your discussion guide
You don’t have to stick rigidly to your discussion guide. It is a guide. Listen and ask follow-up questions. Feel free to jump forward to other questions if they come up naturally. The conversation should feel natural.
If you notice the interviewee going off on an irrelevant tangent, wait for a suitable time to interrupt them, and move onto a new question. ‘I’m just keeping an eye on the clock, and I’d like to move on to…’ is always a handy excuse.
Don’t share your opinion or judgement, you don’t want to bias your research. Silence is okay. The less you say the more the participant will want to fill the space.
If you have a note taker, allow them some time at the end to ask follow-up questions of their own.
Finish up with something that signals you are at the end of the questions you intended to ask. ‘That’s everything from us, is there anything you think we should’ve asked you?’
Explain what will happen next and if you plan to follow up with them, set some expectations of when and why.
Taking notes
There are numerous ways to take notes. Verbatim, or smart-verbatim notes are best because you are recording everything that is said, in the way that it was said.
This:
- reduces the chance of misunderstandings
- makes sure you have captured all the information
- lets you quote people directly later
People can speak quickly, making it hard to get everything down. This is why recording can be useful to refer back to and fill in any gaps. If you miss something the interviewee says, note down the time, so you can easily find the right spot in the recording.
Taking notes and recording the conversation can be trickier if you are interviewing in person rather than online. Focus on capturing specific data, and if you can’t capture verbatim notes, try to get the overall sentiment of each answer.
If you are interviewing multiple people (either in a group session, or in multiple one-to-one interviews), you can use thematic analysis to see what findings are similar across your range of participants.
A research interview is a discussion between a researcher and one or more other people.
The researcher is trying gather evidence that will help make decisions on a project. The researcher could be you, someone else in your organisation, or someone you have brought in to carry out research for you. Using an experienced professional user research team can help make sure your research is ethical.
An interview can give you insights about complex topics, including how people feel about things and why. These kinds of empathetic insights can improve your decisions or creations, by taking a diverse group of people’s challenges, needs, experiences and perspectives into account.
Setting up
Interviews are most often done one-to-one, but you can also do group interviews and run panels with more people. You might decide to have a separate note-taker so the interviewer can concentrate on the conversation.
You will need:
- to write a discussion guide (we’ll explain how!)
- somewhere to write notes
- an agreed method for capturing notes
- details about the research to send to participants
- a consent form or other way of getting and recording interviewee consent
45 minutes to an hour is usually enough time to get good answers before everyone gets too tired. But that may differ depending on how complicated the subject is.
Depending on what you are trying to find out, it can sometimes be useful to have visual prompts or prototypes for the interviewee to respond to.
Writing a discussion guide
A structured discussion guide will make sure the interview flows well, that you ask all the questions you want to, and that you ask the same things of different people.
- Write down what you want to learn from the interview. This could be a high-level research goal or a list of themes you want to cover
- Use this to break up your document with subheadings
- Start the script with an introduction to who you are, who you work for, and what the conversation is about
- Next, write questions under each subheading
- Use open questions that cannot be answered with a simple ‘yes’ or ‘no’. Instead of leading the interviewee towards a particular answer, open questions let them answer however they want to. And their answer can open the conversation up for follow-up questions
- Don’t go straight into any big, difficult questions as you may intimidate the interviewee. A good way to break the ice is by asking questions about themselves like ‘Tell me about your typical day’
- Get feedback on your discussion guide from others on your team. They might think of some important questions that you’ve missed
Participant information letter
A participant information letter (PIL) is an overview of what the project is about. It should give participants enough information to make an informed choice about whether they want to take part. It must be written in clear plain language and will usually be about 2 pages long.
Some things you should include in your Participant Information Letter include:
- What the project and interview is about
- What they will be asked to do if they take part
- Whether they will be getting paid or incentivised in some other way
- What personal information you’ll be collecting and storing (in line with your organisation’s policies)
- Whether their participation will be anonymous and confidential
Writing a consent form
Your consent form goes alongside the participant information letter. On your consent form, ask for confirmation that the interviewee has read the participant information letter and that they have had:
- a chance to ask questions
- their questions answered
- the complaints process explained to them
Check that they understand that they can:
- refuse to answer any question
- withdraw from the interview
- change or withdraw their consent
- complain about anything that happens to them
all without having to give a reason.
If applicable, also check that they understand:
- who you might share information from the interview with
- any risks there might be of taking part in this research
- that the interview will be recorded, what the recording will be used for, and who (if anyone) you might share it with outside your organisation
- that what they say might be included in research reports (using their name, organisation, role, or no attribution at all, depending on what you agree about the level of anonymity)
- you won’t share their personal details with third parties (outside your organisation)
- that you may take photos or video and use them in research reports that you might share with third parties (outside your organisation, who you are working with)
Organise a time and send details
Agree a time for the interview. Send the interviewee all the information they’ll need with plenty of notice. If they feel informed and prepared, they will be more relaxed in the interview.
Include:
- the consent form if you’re using one
- the video conferencing link or directions to a venue
- background information or sample questions
The Story Cube is a tool you can use to start inclusive innovation conversations and facilitate co-creation sessions:
It can help you:
engage diverse groups and foster a collaborative environment
gather information about participants’ – essential for designing inclusive and innovative solutions to their problems
The cube has 6 sides, each with a different conversation starter. People roll the dice, then start chatting about whatever the dice tells them to!
1. Self portrait
Draw a self-portrait. This encourages people to express themselves creatively.
2. Skills
Circle the tools you are familiar with, from a choice including things like hammers, sewing machines and computers. This helps understand people’s existing skill sets.
3. Daily life
Draw a typical day in your life. This gives insights into their daily routines and the challenges they face.
4. Environment
List details about your surroundings and community.
5. Aspirations
Share your dreams and aspirations. Helps understand people’s goals and motivations.
6. Challenges and barriers
List the challenges and barriers you face. Helps co-create solutions that are relevant and impactful.
Source
