Bijdrage Jeroen den Uyl, 8 juli

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Jeroen den Uyl

Rotterdam

July 8th, 2011

Government and Communities

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



2 © Twynstra Gudde July 8th, 2011


An unwritten rule

The city-manager

The councilmember

The Elderman

The professional (civil servant)

The citizen

I don’t trust theother….

They just do not do whatthey say; I cannot

contribute anyway. I willvote for something else

next time

I have to be incontrol in order

to keep my

promises

The Eldermendoes not do what

the councilapproved him to

do

I have to keep mycolleagues in control

(SMART!), otherwise Ican’t deliver any

results

I am the expert; itis my profession; I

decide what isright or wrong.





Unwritten rules leads to…

1. Control

2. Rules

3. Bureaucracy

4. Apathy

5. Consumerism

governmentgovernmentgovernmentgovernment





Tensions between vertical and horizontal power

Government is organised in vertical lines

Citizens, entrepreneurs and communities are organised in horizontal lines







Vertical power lines

Traditional Government

Government as “task-organisation”

= Citizen as object of policy,

consumer of amenities

Values

– Do not bargain

– Discipline

– Loyalty

– Public interest prevails

– Fatalism: rules are undoubted

– Representation

Government

Co-decide

Co-produce

Advise

Consult

Inform

Trad. Participation

(governmentcentered)





Horizontal power lines

Horizontal Government

Community is leading;government facilitates

– Using force does not help

– Be honest

– Set up voluntary

agreements

– Be competitive

– Self-interest is leading

– Be optimistic; change is

possible

– Participate

GovernmentGovernmentGovernmentGovernment

…..

…..

…..

Communityplanning

ABCD

Citizen centered

participation





From vertical to horizontal

– How to break the circle?

– The problem is:

– Social complex (many actors;

interdependent) – Generative (self creating)

– Systemic approach is

needed

– Theory-U

The city-manager

The councilmember

The Elderman

The professional (civil servant)

The citizen

I don’t trustthe other….





Eight cities intended to break the circle

LearningLearningLearningLearning groupgroupgroupgroup

The UThe UThe UThe UChangelabChangelabChangelabChangelab

nov june 2011

Start up meeting

What and How

Meeting 2

Practice

sensing

Meeting 3

Practise

sensing

Meeting 4

Practise

Sensing/ next phase

City A City A City A City A

Starts ChangelabStarts ChangelabStarts ChangelabStarts Changelab

for for for for itsitsitsits ownownownown casecasecasecase

City DCity DCity DCity D



jan april

City BCity BCity BCity B



City CCity CCity CCity C



Sensing

presencing

Realizing

Particpating cities:

Amsterdam Oost, Amsterdam NieuwWest,

Enschede, Tilburg,

Berkelland,

Amersfoort, Hellendoorn,

Almere





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.






– 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’).






– 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 andresponsibility

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 ‘newmoney’ 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.






– Lesson 6: Citizens take care for ‘stability’

– One of the objections when citizens take responsibility is the lack ofcontinuity 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 (co-

financing rule)

Bring together all citizens who are socially active (activate netwotk

capacity)






– 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





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.

Jeroen den Uyl

[email protected]

www.twynstragudde.nl

Bijdrage Jeroen den Uyl, 8 juli

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