Our first ever open call for innovation solutions was launched in June 2020 as a part of our coronavirus (Covid-19) pandemic response.
The call was designed to find existing or adaptable solutions (no ideas), that were tackling inequalities widened by the pandemic and designed with their audiences at the heart.
Using existing insight, we identified three covid-related challenges and its solutions needed to address the audiences most affected by the pandemic, namely: women, people on low incomes, older adults, people from Black, Asian or minority ethnic backgrounds, disabled people or those living with long-term health conditions.
To learn more about the research that supported us in selecting this focus, take a look at the interactive document we created with more information on these challenges and the data that sits behind them.
The open call process was designed to be different to our more traditional funds, with a focus on inclusivity and encouraging proposals from different types of organisations – especially those new to us.
We also offered a wider range of support, both financial and non-financial, such as access to our connections, advice and insight.
We received an overwhelming response, totalling 840 proposals, which were whittled down to 27 solutions representing the most innovative and relevant to the challenges.
Those chosen were from across the UK and included a mix of technological and non-tech solutions, and business-to-business and business-to-consumer proposals, with each solution supporting more than one type of audience.
This resulted in us choosing a portfolio of different organisations to help us learn more about different types of innovation. These included:
We decided to take a different approach to how we support these organisations over the six months of the duration of the programme.
Firstly we looked at ways to facilitate collaborative working and learning, bringing them together as a cohort and allowing them to access support from us and from each other.
Some of the organisations had never worked with us before, so we held a ‘Freshers’ Week’, consisting of a series of induction sessions allowing the cohort to get to know the project team, as well as being able to meet with the various groups and experts across our organisation.
A major element of the open call was the provision of non-financial support.
We listened to the cohort about what their needs were and developed a programme of support based on this. Leaning on the connections and knowledge of the team and colleagues we delivered:
A major element of the open call was understanding what the cohort were learning about tackling inequalities, their audiences and what it takes to be innovative.
We also wanted to learn about the value that our organisation can bring to aiding an innovation cohort, testing an offer of both financial and non-financial support.
A few key themes from what we learnt include:
Being flexible and adaptable was essential in the volatile context of the coronavirus (Covid-19) pandemic.
Read moreFor the cohort this meant that they were always having to adapt and change, and as a team we also agreed that we'd have to step back and give the cohort the freedom to do so.
Our flexible approach allowed them to work differently and respond to the needs of the audience and the situation by letting their insight guide them, rather than being bound by targets and out-of-date knowledge.
The flexibility we offered was something that the cohort really appreciated and said they would also welcome in the future.
Read lessA key learning that emerged from the cohort was that language is one of the most important considerations when engaging audiences, especially for those who are either new to you or to physical activity.
Read moreAn example from the open call cohort is Alive and Kicking, who created a concept called Ball Libraries where young people could borrow a football.
Originally these were called Football Libraries, but they soon realised that not every young person wants to play football and that the balls could be used for other sports too.
A minor change from ‘football’ to ‘ball’ no longer limited audiences’ options, which demonstrated how a simple change of language can make a project much more inclusive and accessible.
Read lessMany of the cohort members cited funding sustainability as a major frustration and a barrier to their delivery.
Read moreContinually having to chase short-term investments uses up time and resource and often forces organisations to pivot their plans to meet funders’ needs.
To help with this, we worked with Oaks Consultancy to deliver support around sustainability planning for the open call cohort.
They supported organisations to identify ways to address sustainability challenges including building understanding of governance models, as well as establishing diversity across their portfolio of income streams.
Learn more about Oaks Consultancy’s support to the cohort with our blog collaboration.
Read lessMany in the cohort noted how instrumental building relations and creating partnerships was to the success of their projects.
Read moreThis was particularly true when partnering with local organisations to help build trust and credibility with their target audiences.
Sheffield Hallam University collaborated with a local charity called Darnall Well Being who provided them with vital insight and links with the residents they wished to connect with: those suffering from 'long covid'.
This enabled Sheffield Hallam to adapt their systems to better engage with these groups and to collect richer data to support their work exploring how physical activity and exercise can be used in their recovery.
By working with a locally-trusted organisation, they were able to ensure that their audiences’ needs remained at the heart of their project.
According to one member of the cohort: “Connections with other organisations was the biggest benefit for us”.
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