Centre for Social Innovation

Limburg / MCSI
a Maastricht community hub

Working Paper CSI Limburg/MCSI

Version 3.4e

Chris den Hamer

Maastricht, January 2009

Copyright © 2009 by drs. Ch.P. den Hamer, Maastricht, The Netherlands

(chpdenhamer@kpnplanet.nl).
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 Social
Innovation in Maastricht, the Maastricht Centre for Social Innovation, MCSI. The aim
of this centre is to support new initiatives and ideas, which involve social, economic
and cultural challenges of present times. MCSI offers a positive climate for the
development of new ideas and advances the interpretation of social innovative
projects and services. MCSI also functions as a centre for sharing and transferring
knowledge 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, in
different ways. We can at least differentiate three different perspectives for
approaching social innovation; an economic perspective, a social perspective and an
ideological perspective. Herein, social innovation is, in the broadest sense of the
word, understood, that is to say: including all definitions. We stand for a significant
broadening of the concept relating to the Dutch accepted interpretation. In annex A
an 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 and
from out its base in Maastricht. Today's society faces unknown economic, social and
cultural problems. Innovation is the key to creating opportunities in order to achieve
additional economic and social values and for improving our environment.

Social innovation relates to new and improved ideas, aimed at finding creative and
socially relevant solutions for dealing with problems and obstacles at a social,
economic and cultural level. Fundamental social innovations are ground shifting; they
change 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. They
are undertaken in the commercial sector, in the non-profit sector and the public
sector. Social innovation increasingly takes place in the space between (or triangle
connecting) these sectors. The various approaches come together here and give
impulse for new ways of thinking about the problems and challenges with which
modern life is faced. MCSI operates within this intersectoral area. It creates new
space for individuals, projects and organizations, which advance social innovation by
bringing 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 which
change the world. There is no simple recipe for successful social innovation. What
we can do is create positive conditions and opportunities in which social innovation
can be advanced. People are confronted with new ideas, and come into contact with
people, structures and systems that can contribute towards making these ideas a
reality. 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, but
flourishes best in a multidisciplinary and pluriform context. Social innovation exists on
the periphery i.e. where different approaches come together and new methods of
thinking are stimulated. MCSI wishes to be a centre which reflects this diversity. It
also wishes to offer a base to an extensive variety of professionals, companies, non-
profits, organizations and "activists", which operate in a wide range of social
environments. 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 talents
and energies for the public good.

1.6 Creative cooperation in an open working environment

Social innovation flourishes only in a healthy environment. Social innovators need
space 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 its
participants and users an inspiring environment which advances creative
cooperation. Social innovators find, in MCSI, a suitable functional work environment

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with the necessary (office) facilities. Furthermore, the presence of unstructured social
spaces is serendipitous. The balance between both creates a dynamic which
stimulates the development of new ideas. MCSI is an open work group for social
innovation and promotes a positive working climate for social innovation by bringing
together a diversity of professionals in an inspiring environment. Within MCSI divers
activities and projects with a social, cultural or educational character take place which
support 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

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

As well as the practical disadvantages, which are the result of limited size, small
social innovative organizations work within and from out of separate and isolated
offices, where contact with clients and cooperating partners are forced to take place
by appointments only. As a result, there is little opportunity for casual and incidental
meetings or for spontaneous and improvised forms of cooperation and negotiation. In
conclusion, many organizations in the area of social innovation are forced to work in
inefficient ways in substandard office facilities and are isolated from each other.

MCSI offers a solution to these disadvantages. It is possible, by increasing the scale

and lowering the costs for every separate organization, to reach a simultaneous
improvement at both levels. By offering support to the administrative process,
participating organizations are able to concentrate on their actual tasks whereby
efficiency of the organization is increased and, the secondary company costs are
lowered. 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.), who
use their energies and talents to contribute for the good of the public. MCSI has
permanent and casual members. MCSI is an open work and meeting point for the
community of social innovators. Furthermore, MCSI endeavours to offer an optimal
setting 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 and
cultural activities and a stimulating work environment.

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

Unlike a central office building MCSI offers mainly flexible work areas. The
permanent work space is, as it were, part of the communal work space. Because
participants use the communal work areas together there is interaction, which again
leads 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. This
open character is not only in its function of open work and meeting point for the
community of participating professionals, companies and organizations, but also in its
role of centre sharing and exchanging knowledge and experience at the level of
social innovation.

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

2.4 Exploitation
User costs are variable and are determined by ratio of user intensity and the scope of
the relevant services. Included in user costs is an extra contribution to cover staff
employees’ salaries, safety facilities, cleaning costs and kitchen facilities. MCSI is
self supporting but does not have profit as its goal. Profit margins serve to ensure a
lasting economic basis. MCSI net profits are reinvested in its activities. Profit margins
are low enough to offer users an attractive alternative. Furthermore, earnings are
generated by hiring out meeting and exposition facilities to external social innovative
parties and through organizing events. MCSI endeavours to find an important source
of income by “marketing” knowledge in the area of social innovation.

MCSI not only makes available space and facilities for varying activities for its users
and 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 support
point.

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 and
exchanging of knowledge and experience for social innovation. MCSI will, together
with 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 environment
or during programmed activities, bus also in the informal environment. MCSI offers
public spaces and facilities (e.g. restaurant facilities) which create a suitable
ambiance for informal discussions and negotiations, and for making network contacts
and which stimulate the informal cooperation between users and visitors.

2.6 Cooperation with the regional authorities for higher education

The above concentrates on the function which MCSI has for the interdisciplinary
exchange of knowledge at the level of social innovation. To professionalize and
strengthen this function it can be extended to a high quality research and educational
function. MCSI opts for a proactive intermediary role regarding education and
research tasks between the target group and the regional bodies for higher education
(Maastricht University, Higher Education Zuyd and possibly Open University), rather
than carrying out these tasks itself. It is possible that these centres of knowledge
already carry out these activities, which could offer a starting point for future
cooperation with MCSI.

2.7 Remarks
MCSI aims to establish itself as the local intersection for the network of social
innovators. The emphasize, therefore, is on centre and not local. MCSI will also be a
part 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 be
approached from three different perspectives: an economic, a social and an
ideological perspective. A short explanation is given in this enclosure. This
explanation is far from complete, but only aims to sketch a general frame work for a
first 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 MCSI’s concept
should 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 added
economic worth. Innovation is a key concept in the modern knowledge and network
economy. With the “old” innovation concept in which the process of renewal of
products or services primarily took place in research laboratories of larger
companies, modern innovation practices are not as easy to pin down. The idea in
which scientific research within protected development departments of companies
were translated into technological innovations, which according to their application
led to new or improved products or services with a added market value, is no longer
valid. On the basis of insight into the evolutionary economy, the linear innovation
concept is abandoned in favour of a systematic and open approach to innovation.
Cooperation between companies themselves and between companies and centres of
knowledge plays an increasingly prominent role. Innovation takes place in constantly
changing groups on a long-term or short-term basis. This collaboration forms the
learning curve of an organization without which innovation is certainly not possible.
The collaboration in which innovation achieves form, does not itself have a technical
nature, but has a social aspect. The shift of locus of innovation from a closed
development environment to an open collaboration and network structure demands
application 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 clearly
defined 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 the
environment. Where technical innovation, as a rule, refers to the creation of added
economic value, social innovation is also concerned with the realization of added
social values. A genuine social innovation is system changing, and means a definite
change of perceptions, behaviour and structures, which were formerly the basis of
these problems. Simply put, social innovation is an idea for the benefit of the public
good.

A.4 Social innovation from an economic perspective

Social innovation from an economic perspective means innovation of the company
structure and the work processes for an optimal use of human resources together
with optimal job satisfaction for employees. The definition of the concept “social
innovation”, which is maintained by the Ministry of Economic Affairs, gives a good
example of the Dutch idea of social innovation: “Social innovation is the renewal of
work structure and the maximum use of capabilities. The aim is to increase
performance and develop talent. This takes place through renewal at management
level, organizations and work in companies and institutions. The Ministry for
Economic Affairs stimulates companies to renew the structure of their organization
through the use of Syntens’ programme ‘Social Innovation and Organizational
Renewal’.” From this perspective certain external economic factors come into play,
which determine the availability of human resources, e.g. the connection between
education and the labour market, retaining talented graduates for the regional labour
market, 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 prosperity
and for the advancement of economic growth. In Anglo-Saxon literature a wider
understanding of social innovation is maintained. The following paragraph gives a
short introduction to this.

A.5 Social innovation from a social perspective

Social innovation from a social perspective can be understood as innovation within
social 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 focus
lies primarily on creating added social values within an economically lasting context.
Innovation at this level also has influence on the regional economy and has impact
on the welfare of a particular environment. Technological renewal which can be
developed 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 from
an important social domain with the aim of giving added focus to a growing sense of
social responsibility in order to act as caretaker of our environment. Social innovation
in this sense relates to problems which occur at different levels (from a micro level to
a global level), such as questions regarding the environment (land, water, air),
energy, demography, peace, sharing welfare and prosperity. This involves long term
solutions for important social questions. Social innovation, in this sense of the word,
is strongly intertwined with the notion of endurance. The notions of innovation and
lasting development can be connected in two different ways: endurance as a
normative framework for innovation and innovation as a method of contributing to the
development of a lasting coexistence. Technological renewal is also an important tool
for social innovation.

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About the author

Chris den Hamer (1953)

After finishing gymnasium β Rijnlands Lyceum Oegstgeest, Chris studied Philosphy

at the Universities of Leiden and Amsterdam. During his Masters study at Amsterdam
University he specialized in the history and systematic of modern continental
philosophy from circa 1600. During the same period he worked in Leiden as student
assistant in divers areas of philosophy. He gained his Masters (with honours) at
Amsterdam.

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 and
content to the university’s strategic development policies. Furthermore, Chris took the
initiative for setting up the new Faculty General Science, which functions as the kern
for renewed development. As a result he contributed to the development of two
further studies: Culture and Scientific studies and Knowledge. These studies later
developed into independent faculties and institutes and split from their original home
base. Chris was personally responsible for design, funding, recruitment of personnel
and the general management of the Faculty General Sciences. This faculty became
part of the Faculty for Culture and Social Sciences and the Maastricht ICT
Competence Centre (Knowledge), partly remaining in the Transnational University
Limburg.

Following his period at university Chris turned his attention to the business
community and began work improving business results by implementing integrated
software systems (Enterprise Resource Planning, SAP). After completing a course
(software systems) Chris went to work as a consultant at Enterprise Solutions
Nederland BV (KPN) in Heerlen and several years later as business consultant for
Ordina 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 certainly
leads to significant increase of efficiency and saving of costs, but, from the point of
view of the author, the disadvantage is that work structures in the company are too
unilaterally dictated by the make-up of the software system.

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

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