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Consistency and coherence

Consistency and coherence. Belgrade 31 01 2013 alen project. Co&CO . CONTENT BACKGROUND BASIC ASSUMPTIONS STRATEGY APPROACH. CO & CO. BACKGROUND PERSONAL BACKGROUND DUTCH BACKGROUND: NGO’S A ND OWN INITIATIVE STRONG MIDFIELD WEAK GOVERNMENT. Co & co. BACKGROUND

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Consistency and coherence

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  1. Consistency and coherence Belgrade 31 01 2013 alen project

  2. Co&CO • CONTENT • BACKGROUND • BASIC ASSUMPTIONS • STRATEGY • APPROACH

  3. CO & CO • BACKGROUND • PERSONAL BACKGROUND • DUTCH BACKGROUND: NGO’S AND OWN INITIATIVE • STRONG MIDFIELD WEAK GOVERNMENT

  4. Co & co • BACKGROUND • TRANSITIONS in the Netherlands: • From group to individual • From inside to outside • From stand alone to partnerships

  5. Co & co • BACKGROUND • THE NETHERLANDS; • STRONG CIVIL SOCIETY • “WEAK” STATE • CHANGING BALANCES

  6. CO & CO • BACKGROUND • Actual critics: • Attemps to regulate everything at the same time • Tailored to the provision of supply driven care • Unable to give the recipient much, if any control

  7. Co & co • BACKGROUND • DUTCH CHALLENGES: • NEW FORMS OF IDENTITY • DISTANCE TO POLITICS AND POLICY • GROWING SEARCHING BEHAVIOR

  8. CO & CO • B. BASIC ASSUMPTIONS • DEPENDENCE: • VULNERABLE: MORE THAN AVERAGE DEPENDENT • VULNERABLE PEOPLE AND RESTRICTED CIRCLES • MISSING OUT VALIDATED ROLES

  9. CO & CO • B. BASIC ASSUMPTIONS • DEPENDENCE: • LESS VALIDATED ROLES=LESS RESOURCES=MORE PROFESSIONALS • VALIDATED ROLES AND IDENTITY • POSITIVE INDIVIDUAL IDENTITY

  10. CO & CO • B. BASIC ASSUMPTIONS • Summary: • NEED FOR BASIC ASSUMPTIONS • A COMPREHENSIVE AND MULTI DIMENSIONAL APPROACH

  11. CO & CO • B. BASIC ASSUMPTIONS • CRITICAL REMARKS: • PROFESSIONALS TAKE OVER • LACK OF EMPOWERMENT AND READINESS OF FAMILIES • NEEDED; A SHIFT FROM SUPPLY CARE TO LOCAL SERVICES

  12. CO & CO • C. STRATEGY • (THREE LEVELS: TOP-MIDDLE-BOTTOM UP) • TOP LEVEL: • POLICY BY GOVERNMENT • LEGISLATION AND REGULATIONS • FINANCING SYSTEMS AND BUDGET

  13. CO & CO • C. STRATEGY • MIDDLE LEVEL: • SUPPORT AND CARE SERVICES • LOCAL LEADERSHIP • LOCAL COOPERATION

  14. CO & CO • C. STRATEGY • BOTTOM UP: • ADVOCATES • FAMILIES AND SUPPORT • BEHAVIOR AND SKILLS

  15. CO & CO • D. APPROACH • ME........ • CO-CREATION AND INTERACTIVITY • INDIVIDUALS IN THE LEAD • VALUE ORIENTATION • FOCUS ON SUCCESS • .....

  16. CO & CO • D. APPROACH • YOU... • A STEERING AND FACILITATING GOVERNMENT • COOPERATION WITH STAKEHOLDERS • GOOD AND INSPIRING EXAMPLES • FOCUS ON SUPPORT AND NOT ON ORGANIZATIONS

  17. CO & CO • D. APPROACH • CRITICAL SUCCESS FACTORS....: • IDENTIFICATION OF NEEDS • ACTIVITIES • COMMUNITY RESOURCES • PARENT SUPPORT • STAFF TRAINING • LEADERSHIP • CREATIVITY, COURAGE, FLEXIBILITY.....

  18. CO & CO • D. APPROACH • EXAMPLES......................: • EARLY INTERVENTION RESPITE CARE ACTIVITIES • AMBULANT SUPPORT CRISES SUPPORT HOME SUPPORT • QUALITY OF LIFE AT HOME DEVELOMENT OF CHILD/YOUNGSTER • LESS BURDEN FOR PARENTS • PREVENT EXPENSIVE COSTS ELSEWHERE

  19. CO & CO • D. APPROACH • FOR YOU: • FIND COMBINATION OF PUSH AND PULL • FIND BALANCE BETWEEN PRIVATE AND PUBLIC RESPONSIBILITY • FIND BALANCE BETWEEN SYSTEM LOGIC AND SITUATIONAL LOGIC

  20. CO & CO • D. APPROACH • AGENDA (E.G.) • TRANSITION MANAGEMENT • SUSTAINABLE INNOVATION • EXPLORATORY AND DESIGN DRIVEN • MANAGEMENT OF RESOURCES • NO UNWANTED KNOCK-ON EFFECTS • NO MORTGAGE ON FUTURE RESOURCES • COMPLEXITY AND VARIETY

  21. CO & CO • D. APPROACH • CREATE AN AGENDA FOR INNOVATION RATHER THAN REFORMING THE SYSTEM AND • APPLY TRANSITION MANAGEMENT INSTEAD OF TRADITIONAL DEVELOPMENT • AND CENTRALIZED DECISION-MAKING • DISCUSSION!!!

  22. Co & co • D. APPROACH • CONCLUSION: • A FUNDAMENTAL DEBATE, WITH PRACTICAL ARGUMENTS AND DEEP THINKING • THANK YOU VERY MUCH !!!!!!!!! • HANS van der WIELEN

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