Maastricht CSI 3.4.(First draft 2009, English)

8/7/2019 Maastricht CSI 3.4.(First draft 2009, English)

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Copyright 2009 by drs. Ch.P. den Hamer, Maastricht, The Netherlands([email protected]).

Centre for Social Innovation

Limburg / MCSI a Maastricht community hub

Working Paper CSI Limburg/MCSI

Version 3.4e

Chris den Hamer

Maastricht, January 2009


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Table of Contents

1. Goal MCSI ................................................................................................... 3

1.1. Introduction ...................................................................................................... 3

1.2 Plurality of the Concept Social innovation ................................................................ 3

1.3 MCSI as catalyst for innovative cooperation and synergy ............................................. 3

1.4 Creating positive conditions for social innovation ...................................................... 4

1.5 Multidiscipline and plural possibilities for advancing innovation .................................... 4

1.6 Creative cooperation in an open working environment ................................................. 4

2. Method and functions of MCSI.................................................................. 6

2.1 Company model ................................................................................................ 6

2.2 MCSI as open work and meeting point for social innovation .......................................... 6

2.3 Structuring ....................................................................................................... 7

2.4 Exploitation ...................................................................................................... 7

2.5 MCSI as centre for exchange of knowledge and experience ........................................... 8

2.6 Cooperation with the regional authorities for higher education ...................................... 8

2.7 Remarks .......................................................................................................... 8

Annex: Aspects of the concept social innovation................................................. 9

A.1 Introduction ...................................................................................................... 9

A.2 Social aspects of social innovation ......................................................................... 9

A.3 Basic character change in social innovation ........................................................... 10

A.4 Social innovation from an economic perspective ...................................................... 10

A.5 Social innovation from a social perspective ............................................................ 10

A.6 Social innovation from an ideological perspective .................................................... 11

About the author..................................................................................................... 12


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1. Goal MCSI

1.1. Introduction

The following presents a concept for the establishment of a centre for SocialInnovation in Maastricht, the Maastricht Centre for Social Innovation, MCSI. The aimof this centre is to support new initiatives and ideas, which involve social, economicand cultural challenges of present times. MCSI offers a positive climate for the

development of new ideas and advances the interpretation of social innovativeprojects and services. MCSI also functions as a centre for sharing and transferringknowledge and experience relating to social innovation.

1.2 Plurality of the Concept Social innovation

The concept social innovation is not unequivocal and is understood, in literature, indifferent ways. We can at least differentiate three different perspectives forapproaching social innovation; an economic perspective, a social perspective and anideological perspective. Herein, social innovation is, in the broadest sense of theword, understood, that is to say: including all definitions. We stand for a significantbroadening of the concept relating to the Dutch accepted interpretation. In annex Aan effort is made, in short, to determine further aspects of social innovation.

1.3 MCSI as catalyst for innovative cooperation and synergy

MCSI is a social entity which functions as a catalyst for social innovation within andfrom out its base in Maastricht. Today's society faces unknown economic, social andcultural problems. Innovation is the key to creating opportunities in order to achieveadditional economic and social values and for improving our environment.

Social innovation relates to new and improved ideas, aimed at finding creative andsocially relevant solutions for dealing with problems and obstacles at a social,economic and cultural level. Fundamental social innovations are ground shifting; theychange perceptions, attitudes and structures which are the basis of these problems

and obstacles.


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Social innovation is developed by individuals, by groups and by organizations. Theyare undertaken in the commercial sector, in the non-profit sector and the publicsector. Social innovation increasingly takes place in the space between (or triangleconnecting) these sectors. The various approaches come together here and giveimpulse for new ways of thinking about the problems and challenges with whichmodern life is faced. MCSI operates within this intersectoral area. It creates newspace for individuals, projects and organizations, which advance social innovation bybringing together a mix of people, services, strategies and ideas.

1.4 Creating positive conditions for social innovation

Social change is the result of a very complex mix of factors. Environmental aspects,social conditions, and individual actors are responsible for the new ideas whichchange the world. There is no simple recipe for successful social innovation. Whatwe can do is create positive conditions and opportunities in which social innovationcan be advanced. People are confronted with new ideas, and come into contact withpeople, structures and systems that can contribute towards making these ideas areality. It is the goal of MCSI to advance these possibilities.

1.5 Multidiscipline and plural possibilities for advancing innovation

Social innovation seldom or never exists in a homogenic and stable environment, butflourishes best in a multidisciplinary and pluriform context. Social innovation exists onthe periphery i.e. where different approaches come together and new methods ofthinking are stimulated. MCSI wishes to be a centre which reflects this diversity. Italso wishes to offer a base to an extensive variety of professionals, companies, non-profits, organizations and "activists", which operate in a wide range of socialenvironments. As a result this diversity stimulates creation. The heart of MCSI is

formed by its regular or incidental users and visitors. Together they use their talentsand energies for the public good.

1.6 Creative cooperation in an open working environment

Social innovation flourishes only in a healthy environment. Social innovators needspace to develop and apply their ideas. Without access to assistance and support

structures it is difficult to get even the best ideas off the ground. MCSI offers itsparticipants and users an inspiring environment which advances creativecooperation. Social innovators find, in MCSI, a suitable functional work environment


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with the necessary (office) facilities. Furthermore, the presence of unstructured socialspaces is serendipitous. The balance between both creates a dynamic whichstimulates the development of new ideas. MCSI is an open work group for socialinnovation and promotes a positive working climate for social innovation by bringingtogether a diversity of professionals in an inspiring environment. Within MCSI diversactivities and projects with a social, cultural or educational character take place whichsupport working relationships and stimulate new ideas or new methods of working.


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2. Method and functions of MCSI

2.1 Company model

MCSIs company model is partially taken from the Centre for Social InnovationCompany Model, which was set up in Toronto (Canada) in 2004 and is based on thesimple idea that an import of the social innovative organizations consists of smallcompanies and independent professionals with limited assistance. This carries with ita number of disadvantages. Many of these kinds of organizations, as a result of theirlimited reach, make only partial use of the necessary infrastructural facilities.Furthermore, they spend a disproportionate amount of time on administrative tasks atthe cost of their actual work. As a rule they do not have at their disposal the extraspace for meetings, presentations or projects.

As well as the practical disadvantages, which are the result of limited size, smallsocial innovative organizations work within and from out of separate and isolatedoffices, where contact with clients and cooperating partners are forced to take placeby appointments only. As a result, there is little opportunity for casual and incidental

meetings or for spontaneous and improvised forms of cooperation and negotiation. Inconclusion, many organizations in the area of social innovation are forced to work ininefficient ways in substandard office facilities and are isolated from each other.

MCSI offers a solution to these disadvantages. It is possible, by increasing the scaleand lowering the costs for every separate organization, to reach a simultaneousimprovement at both levels. By offering support to the administrative process,participating organizations are able to concentrate on their actual tasks wherebyefficiency of the organization is increased and, the secondary company costs arelowered. As the effective use of space is much larger than can be achieved in a

smaller isolated company, there is ultimately a saving on accommodation costs.

2.2 MCSI as open work and meeting point for social innovation

MCSI is open to all users (professionals, groups, companies, organizations etc.), whouse their energies and talents to contribute for the good of the public. MCSI haspermanent and casual members. MCSI is an open work and meeting point for the

community of social innovators. Furthermore, MCSI endeavours to offer an optimalsetting for meetings and events for members from the community of social innovators


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at a low cost. MCSI offers users an inspirational combination of innovative social andcultural activities and a stimulating work environment.

2.3 Structuring

MCSI has at its disposal various facilities or functional areas, which are necessary fora good functioning open work community: individual and cooperative work stations,study areas, meeting points and presentation facilities. MCSI offers a variety of highquality work stations for the community of social innovators. These are equipped withthe necessary office facilities (e.g. telephone, networking facilities, access to internet,data archive, printers, fax and photocopying equipment, audiovisual presentationfacilities etc.).

Unlike a central office building MCSI offers mainly flexible work areas. Thepermanent work space is, as it were, part of the communal work space. Becauseparticipants use the communal work areas together there is interaction, which againleads to the exchange of ideas. Open office spaces are based on the same principal,but through application in an open environment new interactions take place.

The term central office building does not apply to the open character of MCSI. Thisopen character is not only in its function of open work and meeting point for thecommunity of participating professionals, companies and organizations, but also in itsrole of centre sharing and exchanging knowledge and experience at the level ofsocial innovation.

The combination of these two functions, therefore, is the basis for the dynamic whichis necessary for multidisciplinary and creative interaction.

2.4 Exploitation

User costs are variable and are determined by ratio of user intensity and the scope ofthe relevant services. Included in user costs is an extra contribution to cover staffemployees salaries, safety facilities, cleaning costs and kitchen facilities. MCSI isself supporting but does not have profit as its goal. Profit margins serve to ensure alasting economic basis. MCSI net profits are reinvested in its activities. Profit marginsare low enough to offer users an attractive alternative. Furthermore, earnings aregenerated by hiring out meeting and exposition facilities to external social innovativeparties and through organizing events. MCSI endeavours to find an important sourceof income by marketing knowledge in the area of social innovation.

MCSI not only makes available space and facilities for varying activities for its usersand or participants, but also organizes a diversity of events for its target group. This


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could, for example, be in the form of social, cultural, artistic and educational events.MCSI has at its disposal a support point which is fully equipped for this purpose.Users who wish to organize events can request professional help from this supportpoint.

2.5 MCSI as centre for exchange of knowledge and experience

MCSI is not only a central work and meeting place, but also a centre for sharing andexchanging of knowledge and experience for social innovation. MCSI will, togetherwith other organizations, organize and facilitate a wide scale of activities (course,training, events etc.) in this area.

Exchange of knowledge and experience not only takes place in the work environmentor during programmed activities, bus also in the informal environment. MCSI offerspublic spaces and facilities (e.g. restaurant facilities) which create a suitableambiance for informal discussions and negotiations, and for making network contactsand which stimulate the informal cooperation between users and visitors.

2.6 Cooperation with the regional authorities for higher educationThe above concentrates on the function which MCSI has for the interdisciplinaryexchange of knowledge at the level of social innovation. To professionalize andstrengthen this function it can be extended to a high quality research and educationalfunction. MCSI opts for a proactive intermediary role regarding education andresearch tasks between the target group and the regional bodies for higher education(Maastricht University, Higher Education Zuyd and possibly Open University), ratherthan carrying out these tasks itself. It is possible that these centres of knowledgealready carry out these activities, which could offer a starting point for futurecooperation with MCSI.

2.7 Remarks

MCSI aims to establish itself as the local intersection for the network of socialinnovators. The emphasize, therefore, is on centre and not local. MCSI will also be apart of the national and international networks at the level of social innovation.


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Annex: Aspects of the concept social innovation

A.1 Introduction

In paragraph 1.2 we have referred to the plurality of the concept social innovation.We understand this to mean, that the theme social innovation can at least beapproached from three different perspectives: an economic, a social and anideological perspective. A short explanation is given in this enclosure. Thisexplanation is far from complete, but only aims to sketch a general frame work for afirst concept. In order to give a good idea of what is intended with the previous

information, it is important to note that none of the approaches in MCSIs conceptshould be excluded.

A.2 Social aspects of social innovation

Social innovation is often distinguished from technical innovation. The (technical)innovative capacity is determined by the present and future strength of competition

and profits of companies. It is a dominant factor for the generation of addedeconomic worth. Innovation is a key concept in the modern knowledge and networkeconomy. With the old innovation concept in which the process of renewal ofproducts or services primarily took place in research laboratories of largercompanies, modern innovation practices are not as easy to pin down. The idea inwhich scientific research within protected development departments of companieswere translated into technological innovations, which according to their applicationled to new or improved products or services with a added market value, is no longervalid. On the basis of insight into the evolutionary economy, the linear innovationconcept is abandoned in favour of a systematic and open approach to innovation.Cooperation between companies themselves and between companies and centres ofknowledge plays an increasingly prominent role. Innovation takes place in constantlychanging groups on a long-term or short-term basis. This collaboration forms thelearning curve of an organization without which innovation is certainly not possible.The collaboration in which innovation achieves form, does not itself have a technicalnature, but has a social aspect. The shift of locus of innovation from a closeddevelopment environment to an open collaboration and network structure demandsapplication in the organization of innovation and innovation of the organization.Technological innovation has, therefore, a social component. Distinguishing between

technological and social innovation is legitimate, but the boundary is less clearlydefined than one is prone to assume.


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A.3 Basic character change in social innovation

Social innovation refers to new ideas which offer a solution for social, cultural,economic and environmentally related problems for the benefit of mankind and theenvironment. Where technical innovation, as a rule, refers to the creation of addedeconomic value, social innovation is also concerned with the realization of addedsocial values. A genuine social innovation is system changing, and means a definitechange of perceptions, behaviour and structures, which were formerly the basis ofthese problems. Simply put, social innovation is an idea for the benefit of the publicgood.

A.4 Social innovation from an economic perspective

Social innovation from an economic perspective means innovation of the companystructure and the work processes for an optimal use of human resources togetherwith optimal job satisfaction for employees. The definition of the concept socialinnovation, which is maintained by the Ministry of Economic Affairs, gives a goodexample of the Dutch idea of social innovation: Social innovation is the renewal ofwork structure and the maximum use of capabilities. The aim is to increaseperformance and develop talent. This takes place through renewal at managementlevel, organizations and work in companies and institutions. The Ministry forEconomic Affairs stimulates companies to renew the structure of their organizationthrough the use of Syntens programme Social Innovation and OrganizationalRenewal. From this perspective certain external economic factors come into play,which determine the availability of human resources, e.g. the connection betweeneducation and the labour market, retaining talented graduates for the regional labourmarket, and focusing on companies suitable for attracting this new talent, etc.Furthermore, and from a demographic perspective, questions regarding (extended)

work participation, reintegration, training and retraining, etc. come into consideration.Social innovation in this sense of the word is a means for maintaining our prosperityand for the advancement of economic growth. In Anglo-Saxon literature a widerunderstanding of social innovation is maintained. The following paragraph gives ashort introduction to this.

A.5 Social innovation from a social perspectiveSocial innovation from a social perspective can be understood as innovation withinsocial sectors or areas, which are primarily connected to self development and


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wellbeing. Examples: education, health- care, urban renewal, safety, etc. The focuslies primarily on creating added social values within an economically lasting context.Innovation at this level also has influence on the regional economy and has impacton the welfare of a particular environment. Technological renewal which can bedeveloped and applied is a tool for social innovation.

A.6 Social innovation from an ideological perspective

Social innovation from an ideological perspective can be judged as innovation froman important social domain with the aim of giving added focus to a growing sense ofsocial responsibility in order to act as caretaker of our environment. Social innovationin this sense relates to problems which occur at different levels (from a micro level toa global level), such as questions regarding the environment (land, water, air),energy, demography, peace, sharing welfare and prosperity. This involves long termsolutions for important social questions. Social innovation, in this sense of the word,is strongly intertwined with the notion of endurance. The notions of innovation andlasting development can be connected in two different ways: endurance as anormative framework for innovation and innovation as a method of contributing to thedevelopment of a lasting coexistence. Technological renewal is also an important toolfor social innovation.


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About the author

Chris den Hamer (1953)

After finishing gymnasium Rijnlands Lyceum Oegstgeest, Chris studied Philosphyat the Universities of Leiden and Amsterdam. During his Masters study at AmsterdamUniversity he specialized in the history and systematic of modern continentalphilosophy from circa 1600. During the same period he worked in Leiden as studentassistant in divers areas of philosophy. He gained his Masters (with honours) atAmsterdam.

Chris went to work at Maastricht University after finishing his study. His task was to

coordinate the growth and direction of this newly formed institute. He gave form andcontent to the universitys strategic development policies. Furthermore, Chris took theinitiative for setting up the new Faculty General Science, which functions as the kernfor renewed development. As a result he contributed to the development of twofurther studies: Culture and Scientific studies and Knowledge. These studies laterdeveloped into independent faculties and institutes and split from their original homebase. Chris was personally responsible for design, funding, recruitment of personneland the general management of the Faculty General Sciences. This faculty becamepart of the Faculty for Culture and Social Sciences and the Maastricht ICT

Competence Centre (Knowledge), partly remaining in the Transnational UniversityLimburg.

Following his period at university Chris turned his attention to the businesscommunity and began work improving business results by implementing integratedsoftware systems (Enterprise Resource Planning, SAP). After completing a course(software systems) Chris went to work as a consultant at Enterprise SolutionsNederland BV (KPN) in Heerlen and several years later as business consultant forOrdina Business Solutions BV in Maarssen and Bunnik. His job included research,management advice, Business Process Redesign, and implementing or adjusting

SAP-systems for many large companies. Implementing this kind of system certainlyleads to significant increase of efficiency and saving of costs, but, from the point ofview of the author, the disadvantage is that work structures in the company are toounilaterally dictated by the make-up of the software system.

After much consideration regarding his further career he has decided to concentrateon innovation, innovation policy and the possibility of stimulating these phenomenawithin the region of Limburg. His interest, therefore, has moved from thetechnological to the non-technological aspects of innovation and he decided toconcentrate on the theme of social innovation. Chris has established himself as anindependent advisor and specialist on Social Innovation.

Documents

Maastricht CSI 3.4.(First draft 2009, English)