Presentatie Experiment Regelarm: Regio West-Brabant


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Presentatie over de kansen en bedreigingen van het experimentenprogramma van Regio West-Brabant, Experiment Regelarm. Er wordt behandeld waarom er een transitie plaatsvindt, welke doelen daarbij passen en op welke manier (met welke verandermethodes) die het beste behaald kunnen worden.

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Presentatie Experiment Regelarm: Regio West-Brabant

  1. 1. Transition long term care in Western Brabant
  2. 2.  Why a transition?  Information about the region West Brabant and project involved  Is it just a transition?  Transformational goals  How to achieve a transition and a transformation?  Methods of change
  3. 3. participatory society central government delegation Costs long term care local municipalities
  4. 4.  Goal:  to translate system changes into local policy that enables a responsive, high-quality and financially sustainable set of Long Term Care services that increasingly relies on active citizenship, prevention, self-care and client control in other words:  an effective and innovative system of local care
  5. 5.       18 municipalities at least 50 professional organisations in the social and health care services social networks, volunteers, client support organisations health care insurer, active citizens 700.000 inhabitants of the region
  6. 6.  Just a transition isn’t a solution  less money, more demand  New ways of working, new products, new coalitions are necessary in order to build a sustainable system of local care
  7. 7. On what level should services be available? town individual care How to generate more cooperation basic infrastructure (welfare) district volunteers neighbourhood family street citizen How to empower people? home environment
  8. 8.  Enable organisations and professionals in these organisations to develop new perspectives  15 experiments: co-create and learn  Facilitate and share learning experiences  Monitor progress and solutions
  9. 9.  Social innovation  Wicked problems  Co-creation  On-line community
  10. 10.  complex situation and interdependencies  many stake holders, multiple contractors and vendors, many heterogeneous clients and end users   no common definition of the problem; stakeholders have radically different (world) views and different frames for understanding the problem stake holders will not let themselves be steered in the preferred direction  stake holders make autonomous decisions, resulting in unpredictable outcomes  collaborative problem solving strategy (engage all stake holders to find the best possible solution for all stake holders)  all stake holders contribute expertise and skills  the problem is never solved definitively and solutions to wicked problems are not trueor-false, but good or bad
  11. 11. Experiment(program) Local ongoing development and reality • Define and monitor strategic goals Interventions on discrepancies of strategic goals and Develop and monitor (parts of) solutions in experiments • Do-check-do-check Use of insights learned from monitoring (parts) of solutions
  12. 12.  explore and exploit found (parts of) solutions  stake holders create their own solutions  the problemdefinition at component level is individually owned by the several individual components  monitoring of progress and solutions that are found (data, experiments)  experiments show the reaction on change (bees and trees)  looking for and designing a break through strategy  development is facilitated with the strategy of the program and stake holders deal with discrepancies and insecurities themselves
  13. 13. 
  14. 14. motivate and inspire share your knowledge and expertise  keep an eye on the stakes of every stake holder involved  build a diverse and influential network   be in a hurry or be impatient  flog a dead horse; go with the flow and energy  give people insufficient time to participate or reflect 
  15. 15. 1. TALK TO YOUR USERS If you aren’t talking to your users, you’re doing it wrong. Find ways to engage your clients in program, product, and service design. The only way to be relevant is to ensure that you are grounded in the realities of your audiences. And remember that their needs change over time--you should be changing with them. If you aren’t talking to your users, you’re doing it wrong. 2. LOOK UPSTREAM The social and environmental challenges we are trying to address are often symptoms of unhealthy systems. Try to go a layer deeper in your search for impact. If you can solve the problem that’s causing the problem, you’ll be two steps ahead. 3. EVALUATE The truth hurts. But it is super helpful. Find ways to get feedback on your work and on your performance as a team member. Create metrics that produce meaningful data for your unique situation and make sure to act on your findings. 4. COMMIT TO IMPACT, NOT THE PROJECT We all have a deep emotional connection to our work. But project success isn’t the right goal. You need to focus on the impact of your work. Whether that means refining, pivoting, or torching, do what you must to serve the greater good. 5. EMBED AND AFFILIATE The challenges we face will not be addressed by any single initiative. The most successful among us embrace our connections to complementary ventures. Identify who is in your ecosystem and find ways to plug into their efforts. Affiliating with others helps to secure your position while moving the needle with greater effect. The challenges we face will not be addressed by any single initiative. 6. TAKE CARE OF YOURSELF Humans enjoy sleep and sunlight and exercise, and also food and other people. Too many social entrepreneurs forget to pay attention to their personal well-being. Take a break from work and have some fun. You should look after yourself because it’s really the most important thing. 7. CONNECT TO WHERE YOU LIVE Even better, connect where you live. Our local neighborhoods are the building blocks of a more sustainable world. Shop where you live. Support local artists. Do at least one thing to connect your neighborhood and, in doing so, connect the world. 8. VOLUNTEER I know, you give at the office. But many of us are working on projects that are two or three steps removed from those in greatest need. Find ways to perform genuine service this year. Your time spent volunteering may have the greatest impact of anything you do--and your commitment to others will connect you to the world in surprising ways. 9. TAKE A RISK The difference between those that do and those that do not often boils down to a willingness to take a chance. Let this be the year that you step out on a limb. Walk into the unknown and trust that the pathway will appear. You’ll never know unless you try. 10. INVENT SOMETHING The world moves ahead when people create new things. Resolve to make something new in 2013. Something that could only happen because you made it happen. You have it in you.