#npcignites · functions in society. ... ltd is an appointed representative of catalyst fund...
TRANSCRIPT
#NPCIgnites
Wifi Network: FH Conferencing Password: @BritishQuakers
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#NPCIgnites
WELCOME BY THE CHAIR
Dan Corry, Chief Executive, NPC
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MORNING KEYNOTE: HOW ARE THE PUBLIC FEELING POST-BREXIT?
Deborah Mattinson, Founder, Britain Thinks
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HOW DO YOU ACHIEVE SOCIAL CHANGE IN THE CURRENT CLIMATE ?
Anna Bird, Executive Director of Policy + Research
Stephen Hale, Chief Executive, Refugee Action
Fiona Weir, Chief Executive, Joseph Rowntree Reform Trust
#NPCIgnites
THE STORY OF THE IMPACT REVOLUTION: WHERE IT’S COME FROM AND WHERE IT’S GOING
Anne Kazimirski, Head of Measurement + Evaluation, NPC
Tris Lumley, Director of Innovation + Development
Peter Wheeler, Founding Trustee, NPC
A FLAWED EVIDENCE JOURNEY
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Service design
Evidence design
Evidence collection
Evidence use
Evidence reporting
Evidence synthesis
PLAN DO ASSESS REVIEW
Decisions based on received wisdom, hunches, pet theories, patchy evidence, good intentions.
Frontline workers are unfamiliar with what the evidence says.
Charities want to ‘prove’ their impact to compete for funds.
Funders want ‘proof’ of impact to feel comfortable about decisions, and have uncoordinated requirements.
Many charities collect no data, some collect too much.
Everyone designs data collection instruments from scratch, so quality varies.
Staff/volunteers and service users fed up with filling in forms. Poor response rates the norm.
Lots of the data collected is too poor to warrant analysis. Limited capacity andcapability to analyse data.
Data analysis is misleading and impact is inflated.
Little or no use made of data by staff/volunteers.
Flashy reports to ‘sell’ the organisation. No reporting of failures or learning points.
Data unpublished.
Evaluation reports unpublished.
Evaluation reports sent to funders but not read/used.
Nobody feels this is their role. Little research is good enough or relevant enough to be of use.
Focus on the need to ‘climb the evidence ladder’ regardless of existing evidence reduces scope for consolidation and increasing learning.
AN IDEAL EVIDENCE JOURNEY
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Service design
Evidence design
Evidence collection
Evidence use
Evidence reporting
Evidence synthesis
Decisions are based on best evidence, combined with views of practitioners and service users.
A balance of established practice and contextual knowledge is used.
Charities’ evaluation activity is determined by what evidence already exists and the stage of development that the service is at.
Funders create clear, appropriate and coordinated requirements.
Performance management is routine and evaluation is occasional. Both use standard, established approaches.
Evidence collection is appropriate and relevant, with strong feedback loops for staff/ volunteers —reducingevaluation fatigue.
Organisations have the skills and technology to work with data, and to manage their impact.
Frontline staff/ volunteers have access to the data they need to improve their work.
Data is used to improve strategy and service delivery.
High proportion of evaluation reports are published.
Failures and learning points are central.
High proportion of data is published for others to analyse and combine with other sources for meta analysis.
Funders, sector bodies and academics bring the evidence together around relevant questions. Steps are taken to communicate evidence to charities.
Charities and funders discuss and collaborate around evidence.
PLAN DO ASSESS REVIEW
#NPCIgnites
www.thinkNPC.org/EvidenceLed
#NPCIgnites
THE STORY OF THE IMPACT REVOLUTION: WHERE IT’S COME FROM AND WHERE IT’S GOING
Anne Kazimirski, Head of Measurement + Evaluation, NPC
Tris Lumley, Director of Innovation + Development
Peter Wheeler, Founding Trustee, NPC
#NPCIgnites
MORNING BREAKOUT SESSIONS | 11:50–12.45
A1: Can you trust an expert? (Marjorie Sykes Room)
B1: Getting started with digital (Ada Salter Suite)
C1: Getting your governance fit for purpose (Hilda Clarke Suite)
D1: Towards a new relationship with the state (The Light)
#NPCIgnites
A1: CAN YOU TRUST AN EXPERT
Chair: Lucy de Las Casas, Director of Think Tank + External Affairs, NPC
Ian Dunt, Editor, Politics.co.uk
Sunder Katwala, Director, British Future
#NPCIgnites
B1: GETTING STARTED WITH DIGITAL
Tris Lumley, Director of Innovation + Development, NPC
Jo Wolfe, Managing Director, Reason Digital
#NPCIgnites
C1: GETTING YOUR GOVERNANCE FIT FOR PURPOSE
Iona Joy, Head of Charities, NPC
Kai Adams, Partner, Green Park
Jennifer Geary, Trustee, Child’s I Foundation
Sandy Nairne, Trustee, National Trust
#NPCIgnites
D1: TOWARDS A NEW RELATIONSHIP WITH THE STATE
Patrick Murray, Head of Policy + External Affairs, NPC
Kathy Evans, Chief Executive, Children England
Fiona Sheil, Lead—Strategic Commissioning +Market Making, London Borough of Bexley
Towards a new relationship with the state
Kathy EvansCEO Children [email protected]: @Kathy_CEO_CE
NPC Ignites October 2017
Towards a better understanding of our places and functions in society
Towards a better standard of accountability to the public
Ethical Standards for Providers of Public Services (2014)https://www.gov.uk/government/publications/ethical-standards-for-providers-of-public-services
The Seven Principles of Public Life – Nolan Principles
• Selflessnessact solely in the public interest
• Integrityavoid, declare and resolve conflicted interests or obligations, seek no personal, familial, material or commercial gain
• Objectivitytake decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias
• Accountabilitybe fully accountable to the general public for decisions and actions, and open to scrutiny
• Opennessact and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing
• Honestybe truthful (not just about not lying...but also about no spin, evasion, inaccessible language)
• Leadershipexhibit these principles in your own behaviour; actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs
Towards a better relationship with the State
• Strong partnerships are founded on both parties acknowledging their own flaws and limitations – understanding what is in, or beyond, their control; when and why they need the other to lead; when to compromise; and, when it’s best to just leave each other alone for a bit without interferring!
• Ethics Matter – ‘For the public “how” things are done are as important as “what” is done’ (Lord Paul Bew)
• Brands, service specifications and payment mechanisms don’t achieve social change - people do
• Price and value are two different things
• Innovation is not innovative if everyone is doing it. Some things never change -and that includes much of ‘the human condition’
• What is our responsibility re the creeping ‘charitisation’ of citizens’ human rights?
Getting from here to there….
"As systems guru Russell Ackoff explained, if you are doing the wrong thing, then doing it better makes you wronger, not righter..... On the other hand, even if you start off doing the right thing wrong, every small improvement is a step in the right direction."
Simon Caulkin
Want to explore some more?
References and further reading
Why Declare Interdependence? https://www.childrenengland.org.uk/Blogs/kathy-evans-chief-executive/why-declare-interdependence-blog
Public Service Markets aren’t working for the public good....or as marketsChapter in ‘Kittens are Evil: Little Heresies in Public Policy’ Triarchy Presshttp://www.triarchypress.net/kittens-are-evil.html
Value Beyond Money – essay on the voluntary sector over the next decadehttps://www.childrenengland.org.uk/blog/value-beyond-money
Children in Charge: Imagining systemic reform & redesign in care commissioning for childrenhttps://www.childrenengland.org.uk/blog/children-in-charge-original-proposal
www.bexley.gov.uk
Towards a New Relationship with the StateTwo hypotheses
Fiona SheilLead for Strategic Commissioning and Market Making
One: it isn’t the job of the VCS to deliver cut-price services• Return to first principles
– Voice– Of the community, and for the community– Societal conscience– Aspiration– R&D – Intellectualism
• Asset-based• Influence: design, analytics, outcomes-aspirations,
accountability, partnerships, assets, principles– You don’t have to be a provider to do any of this…
Participation and voicePhotography communicates more effectively than wordsQualitative data-gathering toolCreate ownershipEasy dissemination
PHOTOVOICEwww.photovoice.org
‘Having Our Say 3’ Resource Pack, supporting young people affected by sexual exploitation & related practitioners and staff
“I had my citizenship ceremony last summer and to my surprise it was quite emotional. It feels like a very positive symbol of 'real' multiculturalism… I started thinking about what the whole process of citizenship means.”© Tatiana Correia 2008 | PhotoVoice | Dost | 'New Londoners' | UK
Two: government needs strategic guidance• The government sector lacks strategy
– Limited time horizon; budgetary silos – Analytics and community knowledge needs shoring up
• Bound by governing and by risk• At operational level, staff need:
– Intellectual / principle / advocacy / empathetic partners– Evidenced, cost-benefit solutions – Transparency of how costs / crises emerge– Constructive challenge– Exposure to new ideas / improvements
#NPCIgnites
A2: DON’T BELIVE THE HYPE: HOW TRANSFORMATIVE IS SOCIAL INVESTMENT?
Dan Corry, Chief Executive, NPC
David Floyd, Managing Director, Social Spider
Rod Schwartz, Founder + Chief Executive, ClearlySo
Jeremy Swain, Chief Executive, Thames Reach
11 October 2017: NPC Ignites Don’t believe the hype: How transformative is “social investment”?
Rodney SchwartzCEO, [email protected]
INSTITUTIONAL INVESTORS
EARLY GROWTH VENTURES IMPACT INVESTMENT FUNDS
ESTABLISHED & MATURE VENTURES
INDIVIDUAL INVESTORS
CLEARLY SOCIAL ANGELS
INDIVIDUAL INVESTOR NETWORK
CLEARLYSO CLIENT GROUPS
Connecting investors with impactful enterprises
INSTITUTIONAL FUND MANAGERS
PENSION FUNDS
FOUNDATIONSIMPACT
INVESTMENT FUNDS
2010 2011 2012 2013 2014 2015 2016 2017 (YTD)
Clearly Social Angels - - 20 27 34 39 41 32
Individual Investor Network (IIN)
64 114 178 366 513 562 635 674
Total Network 64 114 198 393 547 601 676 706
ClearlySo’s individual investor network
0
100
200
300
400
500
600
700
800
2010 2011 2012 2013 2014 2015 2016 2017 (YTD)
Total angels Other IIN members
2010 2011 2012 2013 2014 2015 2016 2017(YTD)
Total Institutional Network 148 220 345 559 723 847 1,169 1,323
ClearlySo’s institutional investor network
0
200
400
600
800
1000
1200
1400
2010 2011 2012 2013 2014 2015 2016 2017 (YTD)Angel Networks Bank (commercial, corporate, investment) Family Office
Foundations/Trusts/Charities Fund Mgrs/Pension Funds/Insurers Governmental Orgs (county councils etc)
Hedge Funds Impact Funds Investment Consultants
PE/VCs Wealth Managers, Priv Banks & IFAs Others/Unknowns
An impact navigator for private equity investors, offering a concise impact assessment of each of an investor’s portfolio companies
ATLAS assesses the impact of all enterprises
“3D Investing”
Risk
Return
Impact Impact investing is not an asset class—it is a third dimension to all investing
How transformative is impact investment?
• There is no such thing as social/impact investment—all investment has an impact
• The Labour Government (and subsequent Tory and Coalition Governments) jumped on a bandwagon already rolling
• The Tories made a particularly huge fuss about it in order to provide political cover for huge cuts to public services
• It could never live up to its promise
• But some good has come of all this fuss—structures, publicity, (slow) shifts in commissioning behaviour, private sector funds, etc.
ClearlySo Ltd is an appointed representative of Catalyst Fund Management & Research Ltd which is authorised and regulated by the Financial Conduct Authority (No.185678).
Thank you!
Rodney SchwartzCEO, ClearlySoEmail: [email protected]: @rodneyschwartzSkype: rodneyschwartzWebsite and blog: www.clearlyso.comTelephone: +44(0)20 7490 9524
Social investment – the delivery perspective
Jeremy Swain – Chief Executive
To help protect your privacy, PowerPoint has blocked automatic download of this picture.
HOW? WHY?RESULTSREFLECTIONS
OBSESSED WITH ENDING ROUGH SLEEPING
CONFIDENT WITH OUR TRACK RECORD
LIKED PBRs GENERALLY AND METRICS SPECIFICALLY
LIKED IDEA OF NO MICRO-MANAGEMENT
ABLE TO BACK OURSELVES FINANCIALLY
IMPRESSED BY ENGAGEMENT OF COMMISSIONERS
415 NAMED, LONG-TERM ROUGH SLEEPERS
ATTRACTED £600K OF SOCIAL INVESTMENT
PAYMENT BY RESULTS (PbR)
FIVE OUTCOME METRICS FOCUSING ON SETTLED
HOUSING, HEALTH AND EMPLOYMENT
OUTCOME - FEWER THAN 50 ROUGH SLEEPERS STILL
ON THE STREET
FINANCIALLY BREAK-EVEN
EMBARKING ON A SECOND ROUGH SLEEPERS
SIB
HOMELESSNESS PREVENTION SOCIAL
INVESTMENT PROGRAMME IN BRENT
SOCIAL INVESTMENT TO PURCHASE
PROPERTIES FOR PEOPLE LEAVING HOSPITAL
ATTRACTED GRANT AS WELL AS LOAN
NOT HIGH RISK - OVERALL LEVEL OF EXPOSURE LOW
AMOUNT OF RISK SHARE BY INVESTORS WAS LIMITED – NO SPV
- WAS IT REALLY A SIB?
SOCIAL INVESTMENT INTERMIDIARIES – WHEN AND HOW MUCH
DO WE NEED THEM?
THE VALUE OF SOCIAL INVESTMENT LIES MOSTLY IN:
THE LIFTING OF DELIVERY CONSTRAINTS
THE DISRUPTIVE NATURE OF THE DELIVERY MODEL
THE BENEFICIAL RELATIONSHIP WITH INVESTORS
NEW PARTNERSHIPS AND NEW BUSINESS
#NPCIgnites
B2: COLLOBARATION FOR SOCIAL CHANGE Angela Kail, Head of Funders Team, NPC
Erik Mesel, Senior Grants + Public Policy Manager, John Lyon’s Charity
Lynn Mumford, Director of Development, Mayday Trust
Dr Carol Homden CBE, Chief Executive, Coram
#NPCIgnites
C2: HOW CAN INVOLVING YOUR USERS CREATE IMPACT
Anne Kazimirski, Head of Measurement + Evaluation, NPC
Paula Harriott, Head of Involvement, Revolving Doors Agency
Jo Wells, Director, The Blagrave Trust
Paula Harriott Service user involvement impact
“the public sector and citizens making better use of each other’s assetsand resources to achieve better outcomes and improved efficiency”(Governance International, 2013).
Why involve service users
What values underpin service user involvement ?
• Political; sharing power to affect change in the system• Recognising if we always do as we always did we will always
get what we always got• Seeing people as assets with skills• Determination to break down the barriers between people
who use services and professionals and affect power dynamics
• Include reciprocity (where people get something back for having done something
• for others) and mutuality (people working together to achieve their shared interests)
Potential to transform power relations n community Need to understand; how power operates and inequalities are maintainedCritically interrogating our own power and that of our projects and our willingness to cede power
Peer Research ; getting started
• Gives direct access to service user insight to drive service specification
• Adds to gap analysis ; recent examples in NHS England Health and Justice Liaison and Diversion, and in London Borough of Wandsworth
Good for commissioners?
Desistance from crime?• Service user involvement develops skills• A transparent service• Flexible and holistic services• A strengths‐based approach
Good for service users?
National Lived Experience Team NHS
• Group of 12‐14 members who are recruited to a role profile, terms of reference, and a code of conduct to act as representatives of the wider service user population
• Receive training and support to understand the demands of the role and to increase familiarity with the context of L and D
• Meet on a regular basis and develop a sense of mutual support
• Feed into ongoing evaluation and development of programme
Significant achievement of the LET
• Addition of a peer support element• Co‐produced with NHS England and local commissioners a peer support specification which is being trialled in 2 pathfinders (West Mids and Wiltshire)
• Significant early success in driving up engagement with services
Wandsworth
• Cohort of trained peer researchers ( OCNLR)• Interviews in IOM evaluation led to de‐commisoning of one service, and service changes, and re design of personality disorder pathway
Tokenism causing delusions of agency and controlLack of true intent to transform power relationsFrameworks of control V agencyCompliance V voiceHierarchy V power‐sharing
Risks
#NPCIgnites
D2: CULTURE FOR CHANGE
Chair: Rob Abercrombie, Director of Research + Consulting, NPC
Steve Ford, Chief Executive, Parkinson’s UK
Michelle Mitchell, Chief Executive, MS Society
A strategy for Parkinson’s: Bringing forward the day when no one fear Parkinson’sSteve Ford, CEO Parkinson’s UK
Collage of people with Parkinson’s of all ages/ethnicities. In the middle: ‘What three things would make change your life with Parkinson’s?
Three strategic themes
Better treatments and a cure
Empowerment to take control
Quality services as standard
The 2015-2019 strategy
• Huge changes needed• We couldn’t do it on our own• This is our strategy for Parkinson’s,
not Parkinson’s UK
Better treatments & a cure, in years not decades
Critical Path for Parkinson’s
Taking controlPeople will be empowered to take control and live life to the full in a society that understands Parkinson’s.
Taking Control
• New Taking Control model
• Personalised relationship with the 10K people diagnosed
every year
• Transforming digital services
• Parkinson’s Links - Systematically providing universal access
to local services
• Mutual Support, Exercise, Therapeutic activities
Change, Change, Change
New Leadership
New Roles & Structures
New Expectations
New Ways of Working
Continue to embed our values…..
• To attract talented, motivated people to work and volunteer for the charity.
• To provide staff and volunteers with opportunities, support and inspiration to meet their potential and deliver our strategic aims.
• To ensure that those who move on continue to be advocates of our work and speak positively about the charity.
Our people goals
DifferenceWe make
a real difference to people’s lives.
PassionWe are driven and
passionate.
InnovationWe bring our ideas, and think and work
flexibly.
AchievementWe achieve our career
goals and fulfil our potential.
356 of you completed the survey
I believe in the aims of this charity96% (sector average 89%)
I am proud to work for this charity90% (sector average 78%)
I enjoy the work I do92% (sector average 83%)
PassionWe encourage you to be driven and as
passionate as we are.
Everyone is so dedicated and passionate Also the passion behind the people who work here to
improve the lives of people living with Parkinson's The people, the passion of the staff and
volunteers It's a nice friendly place to work and people are passionate about their jobs. The
people. I have never worked with such a passionate and dedicated team of people before. The
enthusiasm of its staff and the loyalty of its supporters. The ethos is great and everyone is
passionate about helping people with Parkinson's. The people - whether volunteer or staff,
everyone is hugely passionate about the cause. Working with staff that are enthusiastic and
committed. Working alongside people who are passionate about what they do. Working with
passionate, friendly and fun people. passion and specialist knowledge of my colleagues. The
friendliness and enthusiasm of colleagues here. Passion and commitment from volunteers and staff and feeling like we're pulling in the same direction. The people - everyone is very
passionate about what they do. The passion. Everyone here is enthusiastic, kind,
caring and they all work hard. The passion of its staff and what we are all working towards. The
passion that staff have to do the best for people with Parkinson's. The passion to do the
best for the people we support. The passion and enthusiasm that everyone has for the
work we do. The staff - lots of energy and enthusiasm for the work we do and the cause. The
passion. Everyone here is enthusiastic, kind, caring and they all work hard. The
passion of its staff and what we are all working towards. Many people across the organisation are
dedicated.
• Involvement of people affected:• Interviews • Welcome days• ‘Everything we do…’
• Staff on the front-line
• Real Life Stories
• Celebrating Success/Recognising Impact
DifferenceWe make
a real difference to people’s lives.
InnovationWe bring our ideas, and think and work
flexibly.
Impact of Flexible Working
My pay is competitive in comparison to people doing similar work in the charity sector55% (sector average 51%)
I feel that pay is handled fairly49% (sector average 44%)
I am happy with the flexible working practices here91% (sector average 68%)
DifferenceWe make
a real difference to people’s lives.
PassionWe are driven and
passionate.
InnovationWe bring our ideas, and think and work
flexibly.
AchievementWe achieve our career
goals and fulfil our potential.
We’re the Parkinson’s charity that drives better care, treatments and quality of life. Together we can bring forward the day when no one fears Parkinson’s.
#NPCIgnites
IN CONVERSATION WITH … LORD DAVID SAINSBURY
Lord David Sainsbury, Founder, The Gatsby Foundation
Plum Lomax, Philanthropy Lead, NPC
#NPCIgnites
KEYNOTE: ARTIFICAL INTELLIGENCE—LEARNING FROM ANOTHER SECTOR
Dr Will Cavendish, Former Strategy Lead, DeepMind
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Artificial Intelligence – Learning from Another Sector
Dr Will Cavendish
former Applied Strategy Lead, DeepMind & Director General, Department of Health
NPC Ignites, Oct 2017
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At its heart AI is about computers being able to perform tasks usually needing human intelligence
• Actually no agreed common definition of AI
• “The theory and development of computer systems able to perform tasks normally requiring human intelligence, such as visual perception, speech recognition, decision-making, and translation between languages.” OED
• Narrow AI: AI trained for specific tasks
• Artificial General Intelligence: AI developed to replicate the generality and flexibility of human intelligence and capabilities
• [Robotics: linked to, but not the same as AI]
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There may be no agreed definition, but AI is already a big deal for the major tech companies
• Google CEO: An “AI first company”.17,000 trained in ML in a year• Facebook CEO: Facebook “couldn’t exist without AI”• MS: open source AI tools on Azure for Office 360• Amazon: “AI to fuel Amazon success” – Jeff Bezos • Apple: AI in iOS, ML developer tools via Core ML• Tencent / Baidu / Alibaba: major AI investments & deals
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For example, AI is already in use in hundreds of Google products
• Image classification• Image enhancement / restoration• Auto summarisation / snippets• YouTube recommendations• Google Play recommendations• Search prediction• Assistant (voice interface)• Cloud tools• Google Translate
84
It is increasingly part of the competitive plans of the more forward-looking global industrials• Eg GE: US$ 2 trillion worth of installed equipment worldwide• Early mover to cheap sensors, large scale data streams • Now significant investment in ML/AI to generate insight and value
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AI companies already exist in a wide range of technologies, functions and sectors
Source:
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There is an explosion of new AI-based SMEs across a range of functions and sectors
Source: CB Insights
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Including even within a single country
Source: MMC Ventures – The Landscape of Early stage UK AI companies. Dec 2016
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Including in a single sector, such as healthcare
Source: CB Insights
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Much of this explosion is based on the workhorse of modern AI – the deep neural net
• Each neuron is a relatively simple mathematical function
• But working together they can solve complicated tasks
• Each neuron is connected to some neurons in a prior layer
• Based on what it “sees”, it decides what it wants to “say” to the next layer above
• Neurons learn to “cooperate” to accomplish a task
• Loosely based on what we know about the brain
90
Often using “supervised learning”, where deep neural nets are trained on labelled data sets
• Supervised Learning: discover patterns in data where we already know the variable(s) of interest
• Data sets can be images, video, text, speech &c
• Unsupervised learning: explore data to find intrinsic properties
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The large scale labelled data allows the neural net to decompose the image and train its layers
Kaggle: 25,000 images of dogs and cats
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So developing algorithms (and software) in a very different way: not coded but learning from data
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Using big rises in compute & data scale & fall in cost, result is dramatic improvements in performance
Introduction of deep neural networks
Puppy or Muffin?
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With AI now equal to or better than human performance in some tasks
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(With some of these improvements verging on genuine creativity)
“I feel like his game is more and more like the ‘Go god’. Really, it is brilliant,”
Ke Jie – world’s best Go player
Move 37 Game 2: AlphaGo versus Lee Sedol
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So most current AI uses a small set of capabilities; delivers pattern recognition & prediction at >human
As two pioneers in the field, Tom Mitchell and Michael I. Jordan, have noted, most of the recent progress in machine learning involves mapping from a set of inputs to a set of outputs. Some examples:INPUT X OUTPUT Y APPLICATION
Medical images Medical condition Disease identification and prediction
Voice recording Transcript Speech recognition
Historical market data Future market data Trading bots
Photograph Caption Image tagging
Drug chemical properties Treatment efficacy Pharma R&D
Store transaction details Is the transaction fraudulent? Fraud detection
Recipe ingredients Customer reviews Food recommendations
Purchase histories Future purchase behavior Customer retention
Car locations and speed Traffic flow Traffic lights
Faces Names Face recognition
• Image recognition• Text analysis (NLP)
• Voice recognition• Data analysis
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DeepMind’s work with Google Data Centres is a great real world example of this approach• Cooling systems: complex, multiple interacting systems and controls• Already highly optimised by human engineering standards• Trained Neural network on historical data drawn from thousands of sensors
on temperature, power, pump speeds, setpoints etc• Predict future temperature and data centre pressures, recommend best
actions
• 40% reduction in energy used for cooling
• 15% reduction in overall PUE overhead
• Lowest PUE the site had ever seen
• Actions recommended that sometimes contradicted human engineering wisdom
PUE = Power Usage Effectiveness
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Experience suggests there are number of preconditions for the successful deployment of AI
ML/AI expertise alone decreasingly significant. Rather:
1. Clear definition of system or process for AI use; and sufficient understanding of AI to know what it can and can’t do
2. Digitisation of system3. Data
o common definitions, interoperabilityo secure data accesso sufficient data size for training and testing AI system
4. Domain expertise (expert-to-expert)5. Socio-technical approach, as change occurs with humans6. For businesses, a defensible model eg platform; unique data
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What might this mean for the charity sector?[Caveat: imperfect knowledge of broad and complex sector!]
1. Using Existing AI Tools, and/or Developing Own• Current: chatbots, NLP, translate (eg Earbuds). Specific things in specific areas• New AI and advice; visual or at risk identification; complex cases; better metrics• But ….. large scale training data sets?
2. Preparing for Wider AI Impacts• Risks: privacy; bias; interpretability; power and control; economic effects• Opportunities: reduction of repetition; wider life enhancement and opportunities
(eg AVs); better decisions (eg health); augmented caring (eg robotics + AI)
3. Partnering with Major AI Developers to Deliver Social Good• Most current AI leads committed to safe & ethical development of AI• Initiatives in this space eg Partnership on AI; DeepMind Ethics & Society; MS• Need engaged partners who know how to do this
#NPCIgnites
IT’S GOOD TO TALK WHEN DESIGNING YOUR SERVICES Chair: Tris Lumley, Director of Innovation + Development
Penny East, Head of Communications, SafeLives
Sarah Drummond, Co-founder + Managing Director, Snook
Nissa Ramsay, Grants Digital Innovation Manager, Comic Relief
www.techvsabuse.info#techVSabuse
The Tech Vs Abuse collaboration
Problem
What technological innovations will improve the safety of women and girls affected by domestic abuse?
“Every year, over two million people experience domestic
abuse. This includes 100,000 people, who are at high risk of
murder and serious harm. 95,000 of those are women.”
- SafeLives, 2016
- Collaborative research with victims, survivors and
practitioners
- Shared understanding of technology use, needs and gaps
- Sector owned solutions following user-centered design
Approach
“What every victim of abuse wants, is a safe place to go to.
That includes online too.”
Team alignment -research framework & approach
Research - with victims and survivors; practitioners
Co-synthesis -scenarios and experience maps; common themes
Hack workshops -victims and survivors; practitioners
Co-synthesis - 5 key challenges for innovation and report
August - December 2016
January - now 2017
An event for wider sector input
Launch report and funding
10 selected projects
Key Scenarios
User journeys
1 Fifteen minute window
2 Effective real-time support services
3 Safer digital-footprint
4 Accessible legal and financial information
5 Realising it’s abuse
Design Challenges
“I emailed them during the weekend but didn’t get a reply and he was coming back
on Sunday evening so I needed to leave quickly”
Grantees
ChaynA multi-lingual learning platform for
micro-courses
Refuge
Improving infrastructure and upskill staff
Safelives
Enabling practitioners to help stay online safely
Chinese Information and Advice Centre
Creating a safe online space for access to support
The Cithrah Foundation
An app to record and store details of incidents
Rape Crisis ScotlandAn app to record details of stalking securely
The MixHelping users identify abuse and access support
The Haven WolverhamptonA tool to help women realise its abuse sooner
HestiaImproving the Bright Sky app
Aanchal Women’s AidA platform for GPs to aid discussion and signpost
#NPCIgnites
CLOSING KEYNOTE
Polly Neate, Chief Executive, Shelter
NPC IGNITES
Polly NeateChief Executive, Shelter
POWER
• Access to policy-makers and opinion-formers
• National and local networks and influence • Halo effect of "charity" • Access to communities and networks • Inside but not fully of the establishment • Freedom of choice
PRIVILEGE
• If you have it, you can't see it • If you think you're promoting equality, but it
doesn't hurt, you're not doing it right • Privileged but rattled individuals,
organisations, classes often cast themselves as victims
• Privilege leads to complacency
COMPLACENCY
When we are not • honestly naming the choices we face • allowing the sector as a whole to have an
identity or a voice • taking risks • doing real partnership or real co-production • living by our values
WHAT WE TELL OURSELVES
• "Don't make it about big versus small" • "The sector is too diverse to have common
cause" • "We mustn't be ideological" • "There are too many charities" • "The government is not listening"
THE MASTER’S TOOLS?
• Evidence • Markets • Quality • Brand • Leadership • Public affairs
POWER
• Access to policy-makers and opinion-formers
• National and local networks and influence • Halo effect of "charity" • Access to communities and networks • Inside but not fully of the establishment • Freedom of choice
Until there’s a home for everyone
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