Social innovation in poor places: organizational and institutional work in developing and sustaining an entrepreneurial third sector organization

Context statement for DProf by Public Works, the principal public work being the Keystone Development Trust. From the introduction: In 2003, when appointed Chief Executive of a new development trust charged with delivering holistic solutions to entrenched social problems and achieving financial sustainability through enterprise (rather than public subsidy) within three years, I was immediately struck by a dilemma which has challenged and driven me ever since: how is it possible in a poor place? While delivering a major public funded programme was the pressing priority, I was acutely aware that a flood of public monies did not necessarily result in sustainable organizations or community infrastructure when regeneration schemes ended. Moreover, relatively short ‘big bang’ programmes rarely lived up to the transformation claims made at project inception. Twenty years as a community development manager and practitioner had taught me that making a difference in poor places required relationships forged over time through interventions that mattered to local people. I was determined that the new Trust would be in it for the long haul, although at the time I was not entirely sure how. Furthermore I was concerned that policy and practitioner discourses on development trusts, social entrepreneurship and social enterprise were heavy on rhetoric and messianic fervour, but short on a critical understanding and practical solutions to the dilemma.

Doctorate in Professional Studies by Public Works.