and a scheme for the development of a Social Innovation Survey that would help identify social innovation processes and results at organisational level. The empirical development of the model has consequences for the design and differentiation of public policies. As pointed out in figure 5, the model allows us to identify different dynamics. On the one hand, there are organisations that develop innovative social projects, that is, projects or activities that produce new ideas, products or services aimed at transforming the conditions or consequences of vulnerability in particular social groups. Through these innovative projects or activities, organisations seek to solve social problems, and they are sensitive to innovation policies that promote the improvement of innovative capacities. On the other hand, there are organisations that develop non-innovative social projects, that is, mitigating projects or activities for the consequences of vulnerability in particular social groups. These organisations seek to improve their performance, which means they promote a higher efficiency in their welfare-oriented capacities and organisational strategies. What is important to highlight here is that a system of public policies combines innovations and status quo and, to do this, it develops different kinds of policies and promotes different kinds of organisations and activities (figure 5). FIGURE 5.
TWO DYNAMICS BETWEEN SOCIAL PROBLEMS AND REGIONAL POLICIES Institutionalised Dynamic Social Policies
RELIEV
PERFORMANCE (using resources) SOCIAL ISSUES ORIENTED
SOCIAL PROBLEMS
ORGANISATIONS
REGIONAL POLICIES
SOCIAL INNOVATION ORIENTED
SOLVE
INNOVATION (transforming resources)
Innovation Policies Innovation Dynamic
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