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Kennis- en Innovatieagenda maatschappelijk verdienvermogen

The Knowledge and Innovation Agenda Social Earning Capacity (KIA MV) has been developed to this end. The aim is to achieve faster upscaling of innovation and thus greater social impact. Innovation and transition programmes are enhanced with new mission-driven innovation methodologies. It also provides tools for linking regional initiatives to national challenges.

This KIA MV supports the KIAs around the four mission themes and the KIA key technologies.

Read more about the Vision, strategy and approach of the KIA Social Earning Capacity in the strategy document.

New innovation methods to accelerate impact
The focus of the KIA Social Earning Capability is on understanding success factors for accelerated realization of the necessary impact and sustainable economic earning capacity.

  • The starting point is an area-oriented approach. The KIA MV researches applied innovation methodologies in so-called regional innovation clusters, draws lessons (what works, what does not work), improves existing or develops new innovation instruments and tests them in practice.

    Subsequently, the results of the programmes and projects that have applied new innovation methods are used to learn from. New and proven methods, methods and models are widely available to strengthen innovation clusters. The ultimate goal is to accelerate the realisation of concrete impact and sustainable activity.

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Approach of the KIA Social Earning Capacity
Mission-driven innovation requires interdisciplinary and multi-stakeholder collaboration; social innovation alongside technological innovation. KIA MV facilitates that new tools are developed and tested in regional projects and field labs.

In order to further develop, test and validate the innovation instruments, KIA MV identifies regional innovation clusters with programmes and projects that work on topics related to the national missions. Knowledge from scientific and practice-oriented research is brought in. Think of a challenge-driven design of the work plan, new innovation methods or co-creation work forms. At the same time, knowledge is gained in the implementation of the programmes and projects, which feeds the research.

The KIA Social Earning Capacity consists of three intertwined and interacting tracks.

  1. A track of a research programme to develop tools for mission-driven innovation.
  2. Experiments to test and validate the instruments.
  3. Actually upscaling innovations and accelerating transitions, using the new set of instruments.

  • Regional Innovation Clusters

    A broad inventory of regional innovation clusters provides insight into the use and results of various innovation methods. The clusters can serve as pilot projects for knowledge development, as well as for testing and validating renewed innovation instruments.

    Read more in the strategy document >

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  • The KIA MV will strengthen regional innovation clusters that have the following characteristics:

    • Mission driven
    • Upscaling challenge
    • Quadruple helix collaboration
    • Urgent local problems
    • Multi-year own budget
    • Cross-regional problem
  • Mission-driven - the initiatives contribute to tackling social challenges, the missions.
  • Upscaling challenge- the initiatives are struggling with upscaling challenges. For example, that there is no clear ownership, contextual factors or because of the current governance. Investigating these upscaling challenges can provide insights into current obstacles. Tailored support can lead to a steep learning curve and acceleration of the intended transition.
  • Multi-helix collaboration - industry sees business potential, there is administrative support and interest from the research agenda. Where possible, citizens and / or end users are involved.
  • Urgent local problems - social urgency is felt in the region within the areas of ‘living’, ‘working’ and ‘residency’. For example, local wishes and conditions can be taken into account. Starting from the social problem, regional stakeholders can experiment with technological and social innovation methodologies.
  • Multi-year budget - the initiatives have their own multi-year budget. An indication of long-term commitment.
  • Cross-regional problem - similar questions arise elsewhere in the country. The insights obtained and the instruments developed can be used in other innovation clusters.  

    Example Cases

stichting steenbreek

Stichting Steenbreek

Climate change is leading to urban heat islands, increasing drought and heavy, short showers, resulting in flooding. This also has consequences for health and safety in residential areas. Steenbreek Foundation is a collaboration of companies, government institutions, social organisations, involved residents and research groups to tackle these problems by making living and working areas greener in order to enhance biodiversity. They organise workshops and knowledge days, conduct research and set up innovation processes.

Mineral Valley

Mineral Valley

The Twente region has a net manure surplus. As a result, manure is mainly seen as waste, rather than valuable raw material. Mineral Valley Twente is investigating whether manure can gain value through processing into other raw materials or through manure fermentation. We also look at the preservation and improvement of soil quality, for example through precision agriculture. Based on the farmer's demand for innovation, 20 testing grounds have been set up.