136 Term of use
There are no preconditions for creating a business plan.
Visualisation
The necessary visualisation solutions can be implemented for the content elements of the business plan.
Findings
A completed business plan can significantly contribute to the successful implementation of social innovation.
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and cost parameters by a qualitative analysis of the results of the initiative. The time and cost parameters and the quality of the outcome of the endeavour may be identified as the success criteria of the given social innovation process. However, in addition to these criteria, other criteria also play a key role in assessing success, which are embodied primarily in the benefit of the idea owner or stakeholders of the initiative. To interpret success, a hierarchical model can be recommended (also used to measure the success of projects, Görög, 1996), which includes three levels of assessment of success in the social innovation process:
- evaluation on the basis of time, cost and quality,
- evaluation based on the satisfaction of the initiator of the endeavour, - evaluation based on the satisfaction of people affected by the initiative.
The evaluation formulated at the first level of the hierarchical model can be performed on the basis of quantifiable results.
At the second level, success is only measurable is over a longer period of time and often indirectly in the event of the social innovation efforts that are difficult to quantify.
In the context of the evaluation process defined at the third level, the degree of embracing the ambition during the implementation of the initiative and by the stakeholders is established. In the event of this assessment, it is worth distinguishing between the stakeholders of the individual and/or group initiating the effort and the other stakeholders of the effort.
Finally, success criteria are determined for social innovation:
- The biggest challenge for social innovation, similarly to technical innovation, is digital transformation, as the entire innovation chain needs to be placed on new IT foundations. Thus, IT support is also required for the establishment and operation of the Social Innovation Management System, and its cornerstone is the development and continuous uploading of the database structure that ensures the conditions, and the development of the expert support.
- Appropriate process management needs to be developed to support efficient work that connects sub-processes from demand to social impact and measures the indicators needed at different phases.
- Customisability is required to map processes, as innovation activity can only be carried out efficiently and effectively using a system adjusted to the
“organisation”.
- The training and mentoring elements required for the implementation of social innovation need to be integrated into the management system (preparation of a business plan, preparation of cost-benefit analysis, agile
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project management, etc.) so that the learning process can be implemented with sufficient efficiency.
- The process of cultural change needs to be facilitated since cultural values influence the subject, pace and nature of learning, and new experiences have a repercussion on culture.
- Based on the templates, samples, and project methodology descriptions, etc.
uploaded to the system, each locality/district/county can perform the tasks according to its own abilities and plans, using the available knowledge materials.
The most common reasons for failure in social innovation are: poor leadership, inadequate organisation, low level of communication, inadequacy of the capabilities of the implementers, and deficiencies in knowledge management.
Term of use
The hierarchical model for assessing the success of the social innovation process consists of mutually assuming levels, but it also enables the assessment of success independently at each level. This feature of the model offers several possibilities as follows (Daróczi, 2010):
- the order of priority of the success criteria can be established, although it can only be determined with the knowledge of the specific situation,
- those involved in the implementation of the social innovation endeavour and those involved in the endeavours can assess the degree of success at a level adequate for them.
As the actors of the initiatives may perceive success in different ways, there is often a contradiction between the success criteria, which in itself renders it difficult to prioritise the success criteria and reach the right compromise. It should also be borne in mind that the degree of perceived success may change over time.
Visualisation
In a study of the success of the social innovation process, special attention is also paid to the analysis of the initiator (innovator) of the given endeavour. Based on the personal and social competencies and professional knowledge of the innovator, the success criteria of each effort can be predicted, as they are inter-related in a hierarchical order (Fig. 32).
Findings
The innovator and those participating in the efforts have a key role to play in the successful implementation of social innovation initiatives. The innovator should have the knowledge to support collaboration and increase the willingness of those involved to act.
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In the course of our research, during the analysis of the individual aspirations, we made efforts at an evaluation according to each level of the hierarchical model and, based on the results, at a description of the successful social innovation initiatives of the studied localities of Borsod-Abaúj-Zemplén and Szabolcs-Szatmár-Bereg counties. These initiatives are described in detail in Chapter VIII.
Fig. 32 Interpretation of the success criteria of the social innovation process Source: Authors’ own elaboration (based on Görög, 1996)
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VII Social innovation potential in the localities of Borsod-Abaúj-Zemplén and Szabolcs-Szatmár-Bereg counties
4(Varga, Krisztina)
In order to determine the indicators for measuring the social innovation process and to close the gap for the disadvantaged areas supported by social innovation, we analysed some localities in Borsod-Abaúj-Zemplén and Szabolcs-Szatmár-Bereg counties. Among the most disadvantaged districts, special attention was paid to certain localities in the Encs and the Szikszó districts (Abaúj region) and of the Nyírbátor district.5 A total of 45 localities were examined.
Borsod-Abaúj-Zemplén and Szabolcs-Szatmár-Bereg counties are peripherally located in the northern and north-eastern part of the country. Eight districts out of 16 in Borsod-Abaúj-Zemplén County, and 9 districts out of 13 in Szabolcs-Szatmár-Bereg County are among the most disadvantaged districts of Hungary. In Hungary, a district is an administrative territorial unit forming part of the county by division, which includes a specific group of localities. The LAU 1 (formerly NUTS 4) level of the European Statistical System corresponds to the district level. The LAU 1 level is not applied by all member states, in Hungary it corresponds to the level of districts. The municipal level was classified into the LAU 2 in all Member States. At the level of districts, intensive co-operation between municipalities, self-organisation and a bottom-up meeting of local needs are supported. Disadvantaged districts and those that need intensive development are considered to be beneficiary areas on the basis of the above-referenced government decrees (including the Decree on the Classification of Beneficiary Districts):
- beneficiary district (with a complex indicator that is less than the average of all district complex indicators),
- districts that need intensive development (districts with the lowest complex indicator, inhabited by 15% of the country’s population).
4 The indicators of the social innovation potential (i.e. the values of the input, output, impact indicators and complex indicator) of the localities in Borsod-Abaúj-Zemplén and Szabolcs-Szatmár-Bereg counties are described in Annexes 2 and 3.
5 The name “Abaúj Region” is a region of 25 localities defined in the FKIP “Creative Region” research project of the University of Miskolc. The villages included in this area often belonged to different administrative or other territorial units, as this is not an official name, however, the expression “Abaúj region” is used because the regional names fail to cover these 25 localities.
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Based on the above classification, the districts with the lowest complex indicator, inhabited by 10% of the cumulative population of the country, need development by a complex programme. A complex indicator is a composite indicator defined on the basis of social, demographic, housing and living conditions, local economy, labour market, infrastructure and environmental indicators (the methodology of calculation is described in Annex 1). The study focuses on the Encs, Szikszó and Nyírbátor districts, which require intensive development in the framework of a complex programme, as the value of their complex indicators remain below 60% of the national average.
Based on the literature (Kocziszky, 2004; Benedek et al., 2015; Kocziszky et al., 2015; Szendi 2018; and Varga et al., 2020), deviations from the average are presented in the characterisation of all indicators for localities. A presentation of deviations from the average is meant to emphasize standard deviation in the data series, considered more important than the size of the specific data in each locality.
In addition to depiction on a map, the presentation of our results also includes references to some localities that stand out from the data series.