Government and Communities

Perspectives from the cities that take care in 'Citizens in control'

Rotterdam July 8th, 2011 Jeroen den Uyl

Government and Communities

An unwritten rule
I have to be in control in order to keep my promises I have to keep my colleagues in control (SMART!), otherwise I cant deliver any results

The Elderman

The city-manager

The Eldermen does not do what the council approved him to do

I dont trust the other.

The councilmember The professional (civil servant)
I am the expert; it is my profession; I decide what is right or wrong.

The citizen
They just do not do what they say; I cannot contribute anyway. I will vote for something else next time
Twynstra Gudde July 8th, 2011

Government and Communities

Unwritten rules leads to

1. Control 2. Rules 3. Bureaucracy 4. Apathy 5. Consumerism
government

Twynstra Gudde July 8th, 2011

Government and Communities

Tensions between vertical and horizontal power

Government is organised in vertical lines Citizens, entrepreneurs and communities are organised in horizontal lines

government

government

Twynstra Gudde July 8th, 2011

Government and Communities

Vertical power lines

Government Traditional Government Government as taskorganisation = Citizen as object of policy, consumer of amenities Trad. Participation (government centered)
Inform

Consult

Values
Twynstra Gudde July 8th, 2011

Do not bargain Discipline Loyalty Public interest prevails Fatalism: rules are undoubted Representation

Advise

Co-produce

Co-decide

Government and Communities

Horizontal power lines

Horizontal Government Community is leading; government facilitates Using force does not help Citizen centered participation
ABCD

Government

Be honest Set up voluntary agreements Be competitive Self-interest is leading Be optimistic; change is possible Participate

Communityplanning

..

..

..

Twynstra Gudde July 8th, 2011

Government and Communities

From vertical to horizontal

How to break the circle?
The Elderman The city-manager

The problem is:

Social complex (many actors; interdependent) Generative (self creating)

I dont trust the other.

The councilmember The professional (civil servant)

Systemic approach is needed

The citizen

Theory-U

Twynstra Gudde July 8th, 2011

Government and Communities

Eight cities intended to break the circle

nov Learning group Start up meeting What and How Meeting 2 Practice sensing jan Meeting 3 Practise sensing april

Meeting 4 Practise Sensing/ next phase

june 2011

The U Changelab

Sensing

City A Starts Changelab for its own case

City B Starts Changelab for its own case

Realizing

Particpating cities: Amsterdam Oost, Amsterdam NieuwWest, Enschede, Tilburg, Berkelland, Amersfoort, Hellendoorn, Almere
Twynstra Gudde July 8th, 2011

City D Starts Changelab for its own case

City C Starts Changelab for its own case

presencing
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Government and Communities

Results learning group 1/5

No specific Changelab implementend yet A lot of struggle in the cityadministrations Lesson 1: Rigid system does not surrender
System wants to make policy documents with rules, planned and scheduled actions Administration activities (there is no code for an activity when a citizen comes up with an initiative) Eldermen fight amongst them selves: should give room to people or not (with or without a plan?) Just do it, leave your bureau, go out and take a colleague with you Make a list of all the small bureaucratic things; discuss it with the citymanager.

Twynstra Gudde July 8th, 2011

Government and Communities

Results learning group 2/5

Lesson 2: Follow the citizen and support them by structure
Does government have to decide where citizens take the lead; or is an open appraoch possible/needed? Open approach is possible, although structure helps creativity and action too

Lesson 3: Ivory tower is ignorant for the active social ties

Working in and looking from the ivory tower, it seems nobody is socially engaged and active. Whilst through informal contact the numerous active people are easily found (at each birthdayparty).

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Government and Communities

Results learning group 3/5

Lesson 4: The opportunities of cut backs
The financial crisis (cut backs) by government helps people to wake up; first some feelings of anger, later it becomes reasonable to take the lead and responsibility Do not be afraid to cause some pain (however, do not use the governmental cuts as an excuse for citizenparticipation)

Lesson 5: Subsidies and grands make citizens lazy and new money interferes in social structures
Vouchers/ budgetsrights disturb the existing social networks; fast boys versus slow social capital Why not challenge people to co-finance their own plans? Any intervention to empower might have a back side.

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Government and Communities

Results learning group 4/5

Lesson 6: Citizens take care for stability
One of the objections when citizens take responsibility is the lack of continuity and stability. What if he/she gets ill? Everything stops! Cititzens take care for the tasks they do; asks for others to join to create an stabilizing network.

Lesson 7: Social power by contact

Interventions should to aim at social contact between citizens (cofinancing rule) Bring together all citizens who are socially active (activate netwotk capacity)

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Government and Communities

Results learning group 5/5

Lesson 8: Be aware of the dominant citizensculture
Traditional citizens represent a large part of the neighbourhood population This group has a specific culture for change and activism: stay close at the concrete win-win, projects that are nearby daily life routines. Use the language accordingly: blue and red: structured, with clear responsibilities, and direct win-win and motives.

http://www.vlerick.be/nl/8465-VLK/version/live/part/AttachmentData/data/Leon%20De%20Caluwe

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Government and Communities

Jeroen den Uyl juy@tg.nl

www.twynstragudde.nl
Alle intellectuele eigendomsrechten met betrekking tot deze presentatie berusten bij Twynstra Gudde. Niets uit deze presentatie mag worden verveelvoudigd of openbaar gemaakt zonder schriftelijke toestemming van Twynstra Gudde.

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