3. INTRODUCTION TO PROGRAM AND METHOD OF INQUIRY
BY JOHN THACKARA
We have entered a period of profound social and economic transition.
The welfare state we have all grown up with is being eaten away by a lethal
combination of diminishing revenues and escalating demand. A flat-lining
economy means that we can no longer depend on centralized state hierarchies
to deliver welfare services. This is why our politicians demand economic growth
with such fervor: they know that the welfare state is insolvent without growth -
but are reluctant to confront electorates with this unpalatable fact.
Social innovation is attractive to policymakers because it promises the
increased efficiency and effectiveness they need to keep the welfare system
afloat a while longer. But these are transitionary times. In the coming social
economy the role of national governments will unavoidably change, and
radically - away from the point-to-mass delivery of centrallyproduced and
paid-for services such as hospital operations, social housing, pensions,
welfare payments. For a whole range of social needs, this mass delivery
model is no longer affordable.
We would do well to remember, as we confront the consequences of this
transformation, that the welfare state only exists in Western and Northern Europe.
Most other people in the world have always had to rely on social creativity and
collaboration to meet daily life needs - from clothing and food, to shelter and
care. Being ‘undeveloped’, they do not have access to, nor can they depend on,
the high entropy support systems of the industrial world. Most of their solutions
therefore use radically fewer physical resources than we have become used to
in the industrialized world. People who are poor in material terms have learned,
by necessity, how to create value without destroying natural and human assets.
This is not to underestimate the challenges faced by poor people on a daily basis,
and it would be insulting of this writer to lecture poor people about their good
fortune. But to the extent that a regenerative economy is necessarily based on
local production, human labor, and natural energy, then the poor people of the
world are further down the learning curve than the rest of us. We need to learn
from - and with - them.
A social economy will still depend on some technology: Distributed networks
will be used intensively; relationships will be sustained by the intensive use of
broadband, mobile and other means of communication. But the best emerging
solutions combine technical and social innovation. They are enabling solutions,
in EzioManzini’s words, that re-assert human agency in our systems-filled world.
The purpose of social innovation is not to deploy technology; it is to create local,
living economies from the ground up. In a social economy that is radically less

4. here is assessment and quality control: Learning today happens everywhere,
not just in the classroom but it’s often difficult to get recognition for skills and
achievements that happen outside of school. Mozilla’s Open Badges project
makes it easy for anyone to issue, earn and display badges across the web
through a shared infrastructure that’s free and open to all.
Our third and final theme is ignition. We will explore how to manage organic,
incremental urban development, over a long time period, in ways that enable
a variety of different stakeholders to participate as co-owners of the process.
We will also discuss the relationship between small projects & big systems,
and look at issues to do with scale, propagation, and the multiplication of
successful models.
Our concluding round-table is all about making connections - between big and
small; between innovators and institutions; between today’s reality, and the
social economy to come.
John Thackara
doorsofperception.com
resource intensive than the one we have now, there will be an emphasis on
collaboration and on repeated interactions, on care and maintenance - rather
than one-off consumption, commodified transactions, or too much focus on
fixed assets.
The possible scope of social innovation is vast. A wide variety of social
micro-economies have the potential to be improved: raising children, offering
advice or comfort, resolving relational conflicts, teaching, cooking, sewing,
cleaning the house, building the house, balancing the checkbook, fixing the
car, gardening, farming, raising animals. Means of exchange are new kinds
of barter economies are also being innovated as we seek new ways to trade
services with our friends or neighbors, swap one useful thing for another,
exchange plants or seeds. New models of ollective economies are also emerging
everywhere: ways to pool our resources such as bringing food to a potluck
supper, carpooling, lending and borrowing tools. In many places, these
collective economies are based on new kinds of common ownership models:
collective communities, health care collectives, and community land trusts are
examples of this trend.
Social design, in this context, is not about designers telling other people how
to live. It is about the co-creation of tools and platforms that make it easier
for people to share resources - resources such as energy, matter, time, skill,
software, space, or food. For every daily life support system that is unsustainable
now — either financially, or environmentally - alternatives are being innovated.
These are the tasks of social design.
WDF 2012 builds on the success last year’s event when the focus was ‘Care’.
We learned at that event about a powerful transition to models of community-
based health and prevention that are massively cheaper than the doctor-
focused, pay-per-procedure, treat-the-symptoms-not-the-causes, system we
have now. This year we look at the role of social innovation in creating local,
living economies from the ground up.
WDF 2012 is organised around three themes. Theme 1 is co-creation.
Our discussion will explore new ways to understand needs, and how to enable
grass roots people to express their demands effectively using new tools and
platforms. This session also concerns the importance shared values and trust
in socially innovation. In this context, we will consider how to nurture ongoing
dialogue between individual citizens and large media or legal institutions.
Our second theme is social learning, and the tools and skills we needed if
communities are to share valuable knowledge more effectively. A key issue

5. 15:50 Theme III. Ignition:
small projects & big systems; propagation, multiplication
Bricks and Bread: Innovative methods and hubs for
sustainable business. Trudy Thompson
Volkshuisvesting Arnhem: Managing organic incremental
urban development. Rien Maters & Henk van Ramshorst
Helsinki Design Lab: Frame the big picture and develop
multi-faceted solutions. Brian Boyer
Joining in panel: Marinke Steenhuis, Steenhuismeurs
16:35 Keynote: Caroline Hummels, TU/e: What can design
bring to these themes and cases?
16:50 Forum Round Table of key notes speakers,
entrepreneurs, experts & designers
What can we learn about these challenges from the
perspectives of strategy and design thinking? What work
still needs to be done? What connections need to be
made? What can be the role of Social Innovation Labs?
What role does culture play? What can design bring?
17:30 Reception and networking
19:30 Opening party Dutch Design Week
CONFERENCE AGENDA
OCTOBER 19TH
2012
12:00 Registration; buffet lunch
13:00 John Thackara Welcome, introduction to program
and method of inquiry.
13:10 Film: Social Innovation: impression of 6 cases and 6
social entrepreneurs.
13:25 Interview Alderman Eindhoven Mary-Ann Schreurs:
City as a living lab and the role of design.
13:35 Keynote: Theo Camps, Berenschot: Social innovation
and its meaning for institutions and business.
13:50 Theme I. Learning:
sharing, impact, evaluation, person to person assessment.
Aeres Group: New cooperative enterprise in rural
communities. Jos Verstegen
Elevate: Increase the speed of sharing medical
knowledge online. Joyce Browne
Mozilla: Issue, manage and web-display certificate
badges. Doug Belshaw & Tim Riches
14:35 Theme II. Co-creation:
needs; shared values; trust, negotiation.
Stichting Maat: Better care, more autonomy, less costs.
Peter Weyers
Witness: See it, film it, change it.
Yvette Alberdingkthijm, (film)
Joining in panel: Jan van der Kruis, Dichterbij
15:10 Break

6. CASES
1. Aeres Group
new and integrated cooperative enterprise in rural communities
The Dutch Aeres Group offers education and training programs at Master,
Bachelor and Certificate levels for the next generation of professionals in
the green sector. Aeres foresees big changes in both agriculture and the use
of agrarian land. We must start producing more and better food with less.
To achieve that we must inevitably move towards sustainable and innovative
integration of urban and agrarian space. In Dronten, Aeres and its local partners,
together with local government, set out to establish a rural development
to achieve higher density, a high level of connectivity (local for local) and
sustainability. The Aeres Dronten branch CAH integrates fully in this initiative,
providing a real life experimental and learning setting for its students, enabling
them to participate in the future of their profession. The next step will be to
export know-how, experience and methods to Aeres’ relations in Europe and
around the world.
aeres.nl
2. Elevate
increase speed and impact of sharing medical knowledge online
Globally there is a critical shortage of qualified health professionals in regions
with the highest burden of disease and mortality. The health care workforce,
relevant knowledge and research investment is concentrated in the global north
and most needed in the global south. E-learning offers a promising bridge between
demand for high-quality education for health professionals and the lack of
sufficient capacity of the current education providers. Against this background
the University Medical Centre Utrecht and partners, developed a distance
learning platform to offer (global) health science courses to international
health professionals.
elevatehealth.eu
3. Mozilla
issue, manage and web-display certificate badges
Learning today happens everywhere. But it’s often difficult to get recognition
for skills and achievements that happen online or out of school. Mozilla Open
Badges helps solve that problem, making it easy for any organization to issue,
manage and display digital badges across the web. Doug Belshaw and Tim
Riches will give an overview of Open Badges and how they can be used by social
entrepreneurs to create ‘micro revolutions’ that scale - both online and offline.
openbadges.org
4. Stichting Maat
better care, more autonomy, less costs
MAAT is a network organization that initiates programs and projects to improve
and humanize services within the sectors housing, welfare and care in the
Nijmegen region. Demographic, financial and cultural developments oblige to
reconsider the arrangement of these fields. In social sectors policy mandate
and business risks are separated. The government determines the policy, the
performers take the risks. Since the policy never covers the business risk, an
ongoing discussion arose, in which clients and professionals hardly used to
participate. However, in order to get to a successful redesign it is necessary to
make co-creation of clients and professionals a starting point. MAAT is working
on co-creation of citizens and professionals in the private housing, living and
care environment. Together they develop new approaches and tools.
stichtingmaat.nl
5. Witness
see it, film it, change it, civil video registration against violence and oppression
Witness is an international non profit organization that uses the power of video
and related technologies to open the eyes of the world to human right abuses.
Co-founded by Peter Gabriel Witness has worked with and trained over 300
partner organizations and more than 4500 human rights activists and produced
campaign videos that have reached over 260 million viewers in over 80 countries
all over the world. Witness constantly seeks to improve the impact of the videos
through these collaborations on our daily news and on juridical pursuit.
witness.org

7. 6. 1000vandeAlgera
stop traffic jams on using crowd wisdom and crowd funding
Besides investing more in roads we can try to utilise our mobility infrastructure
better. A task which government and society are facing together. 1000 van
de Algera calls the crowd for ideas to make that work and get them funded.
Ambition is to reduce road congestion on the busiest stretches by twenty per
cent by 2014 and to bring down rush hour peaks and spread pressure more evenly.
Goal is to deliver more choice and quality for commuters, travellers and cargo,
enable economic growth and keep the city viable.
dichterbij.nl
7. Bricks and Bread
Innovative methods and hubs for sustainable business
Bricks and Bread is a social enterprise that operates premises as hubs
for sustainable business. In 2009 Trudy Thompson opened the centre in
Aldershot to provide the facilities where local experts like her could share
their knowledge and make it easier for other people to live, work and build
sustainably. The business has grown into a vibrant hub of more than 60.000
individuals who benefit from the shared knowledge and resources. Last year
a social franchise model was created to replicate our systems and know-how.
There are now over 300 franchisees, verified and trusted by Bricks and Bread,
using the innovative methods.
bricksandbread.com
8. Volkshuisvesting Arnhem
managing organic, incremental urban development
At Volkshuisvesting Arnhem people come first and the focus is (already a
century) on the Arnhem society. Together with Arnhem local government
Volkshuisvesting starts with the redevelopment of an old industrial area close
to the east city centre into a residential habitat with mixed functions. Since
the housing market is historically low, demand dropped and funding is hard to
get they look for an organic, incremental approach of the development over
a longer period of time. A design-lab has been set up in the area, in which
different stakeholders experts and designers can participate. Key issue is to
deeply investigate and understand the needs and wishes of future residents
and users of the area regarding all aspects of this new habitat and work them
out in suitable plans.
volkshuisvesting.nl
9. Helsinki Design Lab
frame the big picture and develop multifaceted solutions
The role of government is changing as nations race to lower their carbon
footprint, stabilize their finances, and enhance the wellbeing of their
populations. These problems often do not match the shape of yesterday’s
silos of knowledge, expertise and organization. Citizens are changing too, they
expect more engagement and more personalization from services. Together
this represents a shift in the role of government, from having the right answer
to stewarding a conversation so that all sectors of society can find the right
answers together. Bryan will show a handful of experiments that show new ways
in which design is being to address these issues, not just in the designer’s studio
but increasingly in the halls of government as well.
sitra.fi/en

8. JOHN THACKARA
MODERATOR
John Thackara (1951) studied philosophy, and trained
as a journalist, before working for fifteen years as a
book and magazine editor. He then began to organise
conferences and exhibitions around the world, and was
Director of Research at the Royal College of Art in the UK.
John was the first Director (1993-1999) of the Netherlands Design Institute
where he founded Doors of Perception in 1993. Doors of Perception became an
independent company in 2000. It organises festivals and projects around the
world in which grassroots innovators work with designers to imagine sustainable
futures and take practical steps to realize them.
He was programme director in 2007 of Designs of the time (Dott 07) a new
biennial in North East England. In 2008 he was commissioner of City Eco Lab
at Cite du Design in St. Etienne, the most important French design biennial.
These Doors events bring real-world sustainability projects together so they
may cross-fertilise, and grow.
John prepares and leads workshops and project clinics in which participants
work on real-world projects - often with citizens in their own location. John’s
formats range from a one hour talk; to half-day (or evening) Explorers Clubs,
or Design Clinics; up to Project Reviews that can last two days or more.
We’re filling up the world with technology and devices, but we’ve lost sight of
an important question: What is this stuff for? What value does it add to our lives?
So asks author John Thackara in his new book, In the Bubble: Designing in a
Complex World.
doorsofperception.com
MARY-ANN SCHREURS
ALDERMAN FOR INNOVATION,
CULTURE AND PUBLIC SPACE EINDHOVEN
Mary-Ann Schreurs (1957) holds the post of Alderman of
Innovation, Culture and Public Space in Eindhoven since
April 2010. Mary-Ann Schreurs graduated in Theoretical
Chemistry at the Vrije Universiteit Amsterdam.
Between 2002 and 2006, she was Alderman of Spatial Order of the
Municipality of Eindhoven and a board member of the VNG (Association of
Dutch Municipalities). From 1994 to 2002 and from 2006 to 2010 she was a
member of Eindhoven Municipal Council for D66 (Social Liberal Democrats).
Up until her appointment as alderman, she was co-initiator of (European)
innovation projects related to design.
Her portfolio includes culture, design, innovation, property and estate
development, public space (water, green spaces, light, incl. maintenance),
cultural heritage, monuments and archaeology. Important aspects include
setting up a local innovation policy that fits within the ambitions of Eindhoven
(world’s best high-tech and innovation region); strengthening the design
structures in Eindhoven and offering opportunities for young designers;
improving the cultural offering and the relationship with the various target
groups; viewing and using the public space as a living laboratory and therefore
as an example for other cities in Europe and the rest of the world.
eindhoven.nl

9. THEO CAMPS
DISTINGUISHED PROFESSOR OF ORGANISATION SCIENCE AND
PUBLIC ADMINISTRATION TIASNIMBAS BUSINESS SCHOOL,
CHAIRMAN BERENSCHOT GROEP
Theo Camps (1955) holds a chair at TiasNimbas
Business School of Tilburg University. He is one of the
core professors in the strategy and leadership programs
of theschool. His latest publication on leadership is titled
‘Dancing leaders on the head of a pin’ (2012). Only recently
he ended a six-year chairmanship period of the regional
innovation taskforce in the Utrecht region. This taskforce
was founded as a triple helix initiative and supported by
governmental, private and educational organizations.
Professor Camps is a strong believer in networked activities that cross real
and imaginary organizational boundaries. The multitude of activities in
various sectors and organizations demonstrates his basic attitude which is
characterized by ‘practice what you preach’.
Besides his activities at TiasNimbas, Theo is Chairman of the Berenschot
Groep, a leading Dutch-based international management -consulting firm.
Together with their extensive circle of business relations, the 450 Berenschot
co-workers will celebrate the 75th anniversary of the company in 2013.
Organizational design beyond the traditional
Social enterprise is an ambiguous concept. It is not always clear to what
the ‘social’ refers or to what ‘entrepreneurial’ relates to. One thing is clear
though: there is a great need to label entrepreneurial activities with the
adjective ‘social’, and an equally great need to connect the word social with
an entrepreneurial appearance. Apparently, the social gives direction to the
entrepreneurial while the entrepreneurial gives substance to the social. This
combination of direction and substance lies at the heart of activities and
processes without ownership. For instance, ‘the improvement of the innovation
climate in a region’ is a goal without identifiable ownership. Once such a
vague societal goal has emerged, the key issue becomes how to reach it.
The ambiguous concept of social enterprise is an interesting possibility we
can explore in relation to this question.
This exploration will force us beyond the boundaries of traditional thinking
in organizational design. From that perspective, ‘social enterprise’ and
‘organizational design beyond the traditional’ are complementary concepts.
berenschot.nl
JOS VERSTEGEN
LECTORATE ENTREPRENEURSHIP AND SOCIETY CAH VILENTUM,
AERES GROUP
Jos Verstegen (1967) is a Professor of Entrepreneurship
and Society at CAH Vilentum Dronten University of
Applied Sciences (part of Aeres Group), senior researcher
Entrepreneurship at the Agricultural Economics Research
Institute (LEI, part of Wageningen UR) and he is leading
the policy research program ‘Entrepreneurship and
Innovation’ of the Dutch Ministry of Economic Affairs,
Agriculture, and Innovation.
Furthermore, he is a member of the management team of the Master Program
Agribusiness Development and is involved in many research projects in the
field of entrepreneurship and innovation, ranging from regional development,
team decision making, cooperative entrepreneurship, network facilitation to
competence assessment and development.
Aeres Group
The Dutch Aeres Group offers education and training programs at Master,
Bachelor and Certificate levels, for the next generation of professionals in
the green sector.
Aeres Group institutions are located across the Netherlands and operate
independently. Together they provide a unique and comprehensive package
of courses, covering the entire agricultural production chain, as well as
agribusiness and green area management.
With its practical approach, Aeres creates a unique and invaluable opportunity
for its students. In their state-of-the-art facilities students gain practical
experience in a real-life work environment. These include dairy farms,
commercial greenhouses, and a hi-tech energy garden. Aeres is an expert in
its field. They have applied their consultancy skills to help many organizations
achieve their objectives. In Europe, Asia and Africa, Aeres has become a
household name for improving productivity or developing new business plans.
aeres.nl

10. JOYCE BROWNE
RESEARCH ASSOCIATE GLOBAL HEALTH - UMCU, MANAGER
Joyce Browne is a Global Health optimist and enthusiast.
She is also an epidemiologist, post graduate medicine
student and focusses in her research on reducing
maternal mortality due to hypertensive disorders in
pregnancy in Ghana and Indonesia. As a member
of Elevate’s staff, she believes our increasingly
interconnected world offers an unprecedented
opportunity to improve health worldwide and reduce
health disparities.
Elevate
Globally, there are significant discrepancies in health, disease and mortality,
with low and middle income countries (LMIC) carrying a disproportionate
burden. At the same time, there is a critical shortage of qualified health
professionals in regions with the highest burden of disease and mortality.
Therefore, an important bottleneck in improving health care response in
LMICs of the Global South is the concentration of the health care workforce,
relevant knowledge and research investment in the Global North. Given
the opportunities modern communication technologies in an increasingly
interconnected world provide, e-learning offers a promising bridge between
demand for high-quality education for health professionals and the lack of
sufficient capacity of the current education providers. Against this background,
the University Medical Center Utrecht and partners developed a distance-
learning platform to offer (global) health sciences courses to international
health professionals: Elevate.
elevatehealth.eu
DOUG BELSHAW
BADGES AND SKILLS LEAD, MOZILLA FOUNDATION
Doug Belshaw (1980) is the Mozilla Foundation’s Badges
and Skills Lead. In this role he evangelises Open Badges,
a new way to recognise skills and achievements, as well as
heading-up work around Web Literacies. Prior to Mozilla,
Doug worked at JISC infoNet focusing on Open Educational
Resources, Mobile Learning and Digital Literacies. He is
also former teacher and Senior Leader in UK schools. Doug
recently completed his doctoral studies on the subject of
digital literacies through Durham University and also
holds an MA in Modern History (also from Durham) and
a BA (Hons) in Philosophy from the University of Sheffield.
TIM RICHES
CEO, DIGITALME
Tim Riches (1969) is the CEO of DigitalMe, a social
enterprise which helps educators to use the web to make
learning engaging, relevant and fun. He is currently working
with the team at DigitalMe to develop ‘S2R Medals’ - a
sports reporting programme which provides new ways of
recognising skills online using Mozilla Open Badges.
The programme aims to better understand how we design
systems which encourage regular learning engagement by
using the web and mobile. Tim’s background is in leading
teams to develop social learning platforms. He has worked
in the field over the past ten years on projects including
the multi-award winning Makewav.es and NUMU.org.uk.
Mozilla Open Badges
Learning today happens everywhere. But it’s often difficult to get recognition
for skills and achievements that happen online or out of school. Mozilla Open
Badges helps solve that problem, making it easy for any organization to issue,
manage and display digital badges across the web. Doug Belshaw and Tim
Riches will give an overview of Open Badges and how they can be used by social
entrepreneurs to create ‘micro revolutions’ that scale - both online and offline.
openbadges.org

11. PETER WEYERS
MANAGING DIRECTOR, MAAT
After having worked in the fine arts industry for 20
years, in 1993 Peter Weyers (1953) switched to being
an ‘organizer between organizations’. His working field
is the civil society. Unlike the business sector, where
people deal with personal success, the ‘civil society’ par
excellence is the place where the community wants to
achieve results. Optimal living, feeling good and being
healthy is the set of requirements; everyone is talking
but the art director is missing. Peter’s role is to create
a concept, magnify promising aspects in the design and
ensure that something happens.
Peter’s business activities include the construction of the Martini Hospital, the
cooperation of 15 care organizations in Utrecht, the design of the 21th
century
hospital and the concept design of housing, welfare and care for Leidsche Rijn
(new housing for 100,000 people).
Currently Peter is Managing Director at MAAT, a collaboration of 12 housing,
welfare and care organizations in the Nijmegen region.
STICHTING MAAT
MAAT is a network organization that initiates programs and projects to improve
the service within the sectors of housing, welfare and care in the Nijmegen region.
Demographic, financial and cultural developments are a good motivation to
consider how housing, welfare and care are arranged. There is a fundamental
difference between businesses and social sectors. In social sectors, policy
mandate and business risk are separated. The government determines the
policy, the performers take the risk. Since the policy never covers the business
risk, an ongoing discussion arises, in which clients and professionals hardly
participate. In order to come to a successful redesign it is necessary to make
co-creation of clients and professionals the starting point.
Despite the increasing demand, MAAT wants to keep the quality of service at
least at the current level with the same resources. MAAT is working on co-creation
of citizens and professionals in the private housing, living and care environment.
Together they will develop new approaches and tools.
stichtingmaat.nl
YVETTE ALBERDINGK-THIJM
EXECUTIVE DIRECTOR WITNESS
Yvette Alberdingk-Thijm (1961), Executive Director of
WITNESS, envisions a citizen-driven human rights
movement that effectively utilizes media and technology
by incorporating cutting edge innovations into traditional
approaches to advocacy. Before becoming its ED, Yvette
served on the WITNESS Board, worked globally in start-
ups (incl. the technology start-up JOOST by the founders
of Skype) and established companies in media, content
and new technologies (incl. MTV Networks).
Yvette is a member of the Board of Trustees of the Foundation Center, a
leading authority on organized philanthropy, of Access, a global movement
for digital freedom and of Mideast Youth, a creator of powerful platforms to
amplify voices of dissent. She is also an Advisory Board Member of Uncensored
Interview, a digital platform for independent musicians.
WITNESS
WITNESS is an international nonprofit organization that uses the power of video
and related technologies to open the eyes of the world to human rights abuses.
Co-founded in 1992 by musician Peter Gabriel, WITNESS has worked with
and trained over 300 partner organizations and more than 4500 human rights
activists, and produced campaign videos that have reached over 260 million
viewers in over 80 countries around the world. Videos produced through these
collaborations have created positive changes in human rights, such as shedding
light on the systemic repression of ethnic minorities in Burma, aiding the
prosecution of recruiters of child soldiers in the Democratic Republic of Congo,
and rallying support for the first law protecting the elderly from abuse in the
United States.
witness.org

12. JAN VAN DER KRUIS
FORMER DIRECTOR AT DICHTERBIJ
Jan van der Kruis (1949) was director of Dichterbij until
January 1, 2012. Helping people with disabilities to take
control over their own life is his passion. Nowadays Jan
is supervisor of various care and welfare institutions and
consultant for social renewal.
Rigid internal and external control drift and an exaggerated emphasis on
organization and management block social renewal. New forms of
entrepreneurship, social cross-linking and research and development are
needed to rediscover customers demands and renew supplies.
Dichterbij
Dichterbij supports people with intellectual disabilities, their parents and relatives.
They help them to pursue their dreams, because dreams enable personal
growth. They provide the resources, relationships and guidance necessary for
the client to help to face challenges with confidence. And create opportunities
to get satisfaction out of daily life.
Dichterbij actively pursuits an unified society, in which people with intellectual
disabilities can participate freely and fully. They encourage the community
to discover their abilities and talents. By creating preconditions for meetings,
Dichterbij invites everyone to celebrate life by living it to the fullest.
dichterbij.nl
TRUDY THOMPSON
FOUNDER BRICKS AND BREAD SUSTAINABLE LIVING CENTRE CIC
Trudy Thompson is the Founder of Bricks and Bread
Sustainable Living Centre CIC. After running her own
eco building firm Trudy set up this social enterprise with
the aim of making it easier for people to live, work and
build sustainably. In 2009 she leased a huge industrial
building to provide premises where people can meet,
share their knowledge and run sustainable businesses.
In 2011 a social enterprise franchise model was created
to help people avoid reinventing the wheel when starting
sustainable living ventures.
Proactive in her use of social media, Trudy has developed a significant presence
on Twitter as a source for news on social enterprise & sustainable business.
Also over 60k people have joined the free Bricks and Bread hub online to share
their skills, resources and information. Trudy shares her knowledge as a guest
speaker and through Change to Save, her mentoring and training programme
for people who want to make a difference.
Bricks & Bread Sustainable Living Centre CIC
Bricks and Bread is a social enterprise that operates premises as hubs for
sustainable business. The company was created by Trudy Thompson to solve
the issues she had to overcome when she was building eco homes and adapting
her life to become more sustainable and self-sufficient. In 2009 Trudy opened
the Centre in Aldershot to provide the facilities where local experts like her
could share their knowledge and make it easier for other people to live, work
and build sustainably.
Over the last three years the business has grown into a vibrant hub of more
than 60,000 individuals who have joined our hub to benefit from our shared
knowledge and resources. Of these hub members, 4,000 are experts and Bricks
and Bread collaborates with these verified hub members to provide products
and services to our customers. Last year we created a social franchise model to
replicate our systems and know-how, there are now over 300 franchisees using
our innovative methods.
bricksandbread.com

13. RIEN MATERS
PROJECT MANAGER, VOLKSHUISVESTING ARNHEM
Rien Maters (1962) was born in Nijmegen and graduated
as a business manager and engineer from the Hogeschool
van Arnhem. In his capacity of project manager at
Volkshuisvesting Arnhem he gained experience as a
developer, builder and constructor. Rien focuses on area
development and expansion of large-scale field operations
including residential areas. His expertise is in managing
and executing field operations including above and below
ground infrastructure and parks. In cooperation with
municipalities, stakeholders, residents and consultants,
he is entrusted with the development of initiatives in
the area of planned economy, urban planning, civil
engineering and contractors.
Rien was involved with the development of the Vogelaarwijk Malburgen in
collaboration with the municipality and residents, which involves the demolition
of 1,800 houses and the construction of 2500 new houses. He is currently
working as a project manager at the development and realization of Center East
Arnhem, which involves the construction of 800 houses and the restoration and
redevelopment of some monumental government buildings (approx. 6000m2).
HENK VAN RAMSHORST
URBAN DEVELOPER, VOLKSHUISVESTING ARNHEM
Henk van Ramshorst (1962) is a farmer’s son who grew
up in Barneveld. As he felt increasingly attracted by the
world of geography, he trained as an urban and rural
planner at the Hogeschool Utrecht.
After jobs at the Dutch Ministry of Housing Spatial Planning and Environment
and the Municipalities of Losser, Hoevelaken and Nijkerk, he continued his
career at Volkshuisvesting Arnhem. This is a social enterprising housing
foundation which focuses on the requirements of the residents; an organization
that is always searching for new, fun, creative, and contemporary solutions to
its challenges. As a developer for Volkshuisvesting Arnhem, Henk designs and
builds space and society in renewed neighborhoods.
As a member of the Supervisory Board, he has since 2012 been active in the
Vrijwillige Inzet Arnhem. As working on innovation, transition, and change is an
increasingly important assignment, Henk also attended a course at MIT, Boston
(Leading Change and the Theory U).
Volkshuisvesting Arnhem
At Volkshuisvesting Arnhem people come first and the focus is on the Arnhem
society. In their strategic vision there are some fixed values. Which are reflected
in the way we think about people and society. This determines our attitude to
the customer and the way we do business.
Putting people first is our motto and the main goal of our actions. This applies
to our attitude to our tenants, our buyers and employees, and commercial and
social partners and colleagues.
Volkshuisvesting Arnhem may sell and rent properties in the Arnhem-Nijmegen
area, but they profile themselves as an Arnhem corporation that can pride itself
on a century of experience in their field. The municipality of Arnhem is their
playing field, but they also operate outside Arnhem. The criterion is and has
always been: ‘we have to explain and justify our choices in the interest of our city’.
volkshuisvesting.nl

14. BRYAN BOYER
STRATEGIC DESIGN LEAD SITRA,
COORDINATOR HELSINKI DESIGN LAB
Bryan Boyer (1980) is Strategic Design Lead at Sitra,
the Finnish Innovation Fund where he focuses on new
approaches to public sector innovation. He is a founding
member of Sitra’s Strategic Design Unit and coordinates
the work of Helsinki Design Lab. Other projects at Sitra
include the Design Exchange Program, which is placing
designers within local and national government
to enhance participation and create more effective
relationships between citizens and government.
Bryan holds a Master of Architecture degree from the Harvard Graduate School
of Design and has worked previously as a technology entrepreneur in Silicon Valley.
He is the author of In Studio: Recipes For Systemic Change (2011), a book
about framing big picture challenges to unlock opportunities for innovation.
Sitra, the Finnish Innovation Fund
The role of government is changing as nations race to lower their carbon
footprint, stabilize their finances, and enhance the wellbeing of their
populations. Expertise, as it has been defined in the past, is now sometimes
counterproductive in the face of problems that do not match the shape of
yesterday’s silos of knowledge and organization. Citizens are changing too,
and they expect more engagement and more personalization from services.
Together this represents a shift in the role of government, from having the right
answer to stewarding a conversation so that all sectors of society can find the
right answers together. Bryan will show a handful of experiments from the work
of the Strategic Design Unit at Sitra, The Finnish Innovation Fund. The examples
show new ways in which design adresses these issues, not just in the designer’s
studio but increasingly in the halls of government as well.
sitra.fi/en
MARINKE STEENHUIS
PARTNER AT STEENHUISMEURS
Dr. Marinke Steenhuis (1971) grew up in Drenthe,
studied in Amsterdam and obtained her doctorate in
2007 under Prof. Dr. Auke van der Woud with a thesis
on the work of urban pioneer Ir. P. Verhagen (1882-1950).
She has always combined the academic side of her work with research and
advice to municipalities and operators, in cooperation with her partner Paul
Meurs. After sixty years of modernity in spatial development concepts such as
context, identity and mentality are back on the agenda. How do we branch
environments that are socially, culturally and economically sustainable?
Marinke’s strength lies in the binding ability to convey the actual meaning of
cultural history to drivers, residents and designers. Marinke is an authority in
the field of regional identity: vision, review and frameworks, knowledge and
publications and the practice of reuse. She is president of the Rotterdam
Committee for Wealth and Monuments, chair of the Quality Team Des
Beemsters and a member of the national reallocation Team.
SteenhuisMeurs
SteenhuisMeurs is a research and consultancy office with architects and
architectural historians in Schiedam, Netherlands. Partners are Dr. Marinke
Steenhuis and Prof. Dr. Paul Meurs (professor, chair of Restoration/
Transformation, TU Delft).
SteenhuisMeurs considers it a privilege to be working in this time of social
transition. Their motto: when identity and image of a place coincide, a strong
brand arises. SteenhuisMeurs advises on mentality, DNA and spatial identity
of areas. We break down locked processes and examine the different life cycles
of a place. We link the results to current social trends in an area. So that
present and past of a place get connected and an organic and natural new
quality arises. In consultation with the various stakeholders, we link the task
to the themes and identity of a location.
steenhuismeurs.nl

15. CAROLINE HUMMELS
PROFESSOR AT INDUSTRIAL DESIGN - TU/E, THEME LEADER SMART
ENVIRONMENT - HEALTH@TU/E
Caroline Hummels received her Master’s degree
(cum laude) in Industrial Design Engineering at Delft
University of Technology in 1993, after which she started
working there as Assistant Professor in Form Theory and
gained her PhD (cum laude) in 2000. In the summer of
2002 she was Visiting Researcher at Media Lab Europe,
Dublin, Ireland. Two years later, in addition to her main
job, she founded the design company ID-dock.
In December 2006 she started working as Associate
Professor at the department of Industrial Design at
Eindhoven University of Technology (TU/e). From 2008
till 2011 she was Director of Education at ID before
becoming head of the Designing Quality in Interaction
group, as well as Theme Leader for Smart Environment,
Health@TU/e. She was appointed full-time professor of
Design Theory of Intelligent Systems in the department
of Industrial Design at TU/e in September, 2011.
Her activities concentrate on designing for transformation
through aesthetic interaction with open, disruptive
innovative systems.
What design can do
Our society is facing a number of major challenges such as an ageing
population, economic recession and limited natural resources, which require
disruptive solutions in order to realise behavioural change on a societal
level. Designing is perfectly suited to play an active role in this process, since
designing is about localising (making a matter concrete), questioning (reflection
on its quality) and opening up (expanding its sense) (Sennett, 2008). In order
to sculpt a sustainable society, we have to decide upon the direction and the
underlying paradigm of this transformation. Caroline proposes a framework
for open, phenomenological design to support personal, social and societal
transformation. She shows that designing for transformation has consequences
not only for the designed system, products and services but also for our way of
designing, researching and educating, and especially the collaboration between
different stakeholders to create and experience solutions in everyday life.
dqi.id.tue.nl/web/dqi-group/caroline-hummels/
REMCO DERKSEN
SENIOR CONSULTANT REBELGROUP, PROJECT MANAGER AT DE
VERKEERSONDERNEMING
Remco Derksen (1973) is an investment consultant
originally, and is a highly experienced expert in spatial
investment (infrastructure, mobility and regional
development), both on the public (political) and the
private side of the spectrum.
Derksen supports clients in the course of their investment projects,
in negotiations and tenders, decision-making and contextual management
in business and government.
His role is that of an ‘external’ between the parties, while remaining responsible
for a good result, proactively steering and managing project teams to achieve
it. In the past Derksen has worked as a strategic manager and a financial
consultant for both family businesses and big corporations. His expertise
includes mobility pricing, integrated accessibility and mobility issues, business
relocations, assignments in urban transformation, telecom infrastructure and
energy and utility companies. Derksen has ample experience in facilitating
meetings and bringing together mixed groups. His motto is: ‘those who give up
will never know how close they came to reaching their goal’
Beter Benutten / Optimizing Use
Investing in new roads will help reduce road congestion, which is crucial for
economic development. Another thing that helps is if we don’t all use the
road network at the same time. By making the train and the bicycle a more
appealing alternative for the car, for instance. Or by transporting container
cargo by water and allowing employees flexible working hours, to allow for
less congestion and different forms of transport. It would lead to a better use
of the infrastructure, pave the way for economic growth, and keep our cities
viable. A task which the government and society are facing together. With its
program ‘Beter Benutten’ (Optimizing Use) the Dutch government,together
with businesses and citizens, intends to increase the benefits gained from
our transport facilities and networks; roads, waterways and railways. Our
ambition is to reduce road congestion on the busiest stretches by twenty per
cent by 2014. On the railways, too, we intend to bring down the rush hour
peaks and spread the pressure more evenly during the day. Not by taking
individual measures, but by instigating a cohesive approach that will promote
different ways of thinking and behaving. All this will result in: a wider range of
choice,and more service (traffic information, journey planning) for travelers,
sustainable collaborations in urban areas, new markets (mobility services) and
a government whose achievements will improve in a range of areas.

16. MAP
BEUKENLAAN
KASTANJELAAN
BOSCHDIJK
FELLENOORD
VESTDIJK
EMMASINGEL
FREDERIKLAAN
MATHILDELAAN
GLASLAAN
PSV
STADION
STRIJPSESTRAAT
VELDMAARSCHALK
MONTGOMERYLAAN
KLOKGEBOUW
STATION
BEUKENLAAN
WALKING ROUTE/
LOOPROUTE
CENTRAAL
STATION
TORENALLEE
PHILITELAAN
JOHN F. KENNEDYLAAN
HELMOND >>
<<
S’HERTOGENBOSCH
<< VELDHOVEN
<< A2
Address
Klokgebouw 50, 5617 AB Eindhoven
Parking
There is ample parking space near the Klokgebouw. We recommend parking in
the garage at the right of the Klokgebouw.
Navigation
Address ‘Klokgebouw 50, Eindhoven’ or
coordinates: breedtegraad 51°26’57.39”N - lengtegraad 5°27’23.32”E.
Public transport
Trains and buses to Klokgebouw (station Eindhoven Beukenlaan) depart every
15 minutes from Eindhoven Central Station. Also, there is direct service available
from ‘s Hertogenbosch to Eindhoven Beukenlaan. You will see the Klokgebouw
directly to your left when exiting the Eindhoven Beukenlaan station.
For public transport information 9292ov.nl
Contact
Jill Lauret, Communications
+31 6 416 97 420
info@worlddesignforum.nl
worlddesignforum.nl

17. Organization
World Design Forum is an independent international (project) organization with business leaders and politicians which sets
the agenda to the power of design and design thinking in shaping regional and global agendas.
Organized by Capital D, supported by Dutch Design Week, Brainport Development and Designlink.
Communications manager: Jill Lauret
Documentary: Babette Niemel
Facilities manager: Rijndert Heijnen
World Design Forum is part of the Capital D Program. Capital D is the Design Cooperation in the Brainport Eindhoven Region.
It aims to stimulate and connect creative initiatives that strengthen the region’s (inter)national reputation in the field of top
technology and design.
Partners
Powered by
Rebel is a platform for socially responsible entrepeneurs
working on the interface of public and private initiative.
Recommending Committee
• Prof. Dr. Ir. Aarnout Brombacher, Department of Industrial Design Eindhoven Technical University
• Prof. dr. Wim van de Donk, Royal Commissioner Province of Noord-Brabant
• Rob van Gijzel, Mayor of Eindhoven
• Hans de Jong, CEO Philips Electronics Benelux
• Dr. Joop F. Sistermans, Chairman of the Advisory Council for Science and Technology to the Dutch Government and Parliament
• Mr. drs. Joop Wijn, Managing Board ABN AMRO