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Public Managers from India learn hands-on with Simulation Game on Cooperation with ICT about upsides and downsides of Dutch Generic Digital Infrastructure
The Dutch Generic Digital Infrastructure has contributed enormously to the efficiency of Dutch public administration. As a contribution to a training program of PBLQ - one of the founding partners of the Kafkabrigade - around Citizen-centric online services through e-Governance, the Kafkabrigade used a simulation game to allow the participants to actually experience how the benefits cooperation with ICT can be created and how the transformation of government can take place. However cooperation with ICT can also be a lever for the dysfunctional side of bureaucracy, flooding citizens with registration demands or assume wrongly that data has the same meaning in different contexts. With a teaching case the other side of the Dutch Generic Digital Infrastructure is shown as well. The masterclass showing both outcomes of the Dutch system was highly appreciated and will have a follow-up.
Kafkabrigade visits Serbia
Fighting bureaucracy and fostering innovation in the civil service
The The Hague Academy for Local Governance allowed the Kafkabrigade to contribute to the Matra Coprol program “Leadership for security and rule of law” in Belgrade, that supports candidate members for the European Union. Using teaching cases that the Kafkabrigade developed based on research in the last decade, participants discussed how mechanisms in bureaucracy can both protect a system of values as well as become dysfunctional.
Rethinking Regulation for the Sharing Economy
Using the principles of the Kafkabrigade to move beyond opinion to understanding the problem and engage stakeholders
these individuals helped to develop ideas for effective regulation, which can be defined as regulation that creates public value, supports innovation and reduces administrative burdensThe rising popularity of the sharing economy is not only disruptive for existing markets like transportation (Uber) and accomodation (AirBnB). It also forces governements to rethink regulation for these and other markets. There's no lack of opinions and debate about how to regulate the sharing economy. Marsdd is a Canada based innovation hub led by Kafkabrigadeer Joeri van der Steenhoven that uses the principles from the Kafka Method to move beyond opinions to actually understand what the problem really is and to move beyond debate to engaging relevant stakeholders in a constructive conversation. Because the sharing economy is more than Uber and AirBnB. It's a broader phenomenon with both great opportunities and challenges. When it comes to regulating the sharing economy, government should not only look to regulate new entrants, but also to revisit current regulations to reduce the administrative burden for existing operators. For this they interviewed 136 individuals, convened 100 relevant stakeholders and brought together regulators from all three levels of governement - municipal, provincial and federal -, industry representatives and experts. In three different workshops these individuals helped to develop ideas for effective regulation, which can be defined as regulation that creates public value, supports innovation and reduces administrative burdens.
New Kafkabrigade in Mexico
The network is growing
In the spring of 2016, the Kafkabrigade Mexico will be opening its doors in Mexico City. Rik Peeters joined the Kafkabrigade shortly after his promotion on prevention policy. Just a year ago he moved to Mexico, where he now starts a Kafkabrigade as part of the Kafkabrigade Network. Together with a Mexican partner tried and tested in the Mexican public administration he's about to broaden the fight against red tape and bureaucratic dysfunction.
Coming soon: Retraite 2016
The new yearly meeting of Kafkabrigades
On June 12th and 13th 2015 Kafkabrigadeers from the United States, South Afrika, the United Kingdom and the Netherlands gathered to discuss findings and reflect on mission and methods. Scaling and sustainability were the two central themes. Making a successful innovation sustainable for the larger category is not self-evident, nor is the enhancement of the capacity for change. The same goes for the sustainability of innovations. Each of the themes was introduced with both a poster case and a failed case. With the central question: how can we adapt to do better? From the discussion a large list of ways to measure and monitor the effects of the collective performance review and to organize the pressure needed to make change successful was created.
Kafka in Health Care
Lying is the new smoking
When Mijntje is 93, she stumbles over a side table. She arrives by ambulance at the emergency department of the hospital. Although little can be done for her medically, she cannot go home. For several reasons the transfer of care is delayed. The risks of delayed transfers of care are now well acknowledged, particularly for the very old: just being in complex medical environment can cause loss of functional ability, confidence and often mild confusion, all of which reduce their chances of living independently again - by the day. Yet returning older people home safely and quickly is exactly what the system is trying to achieve. Recently all parties in one local healthcare system agreed to overcome the problems represented in Mijntje’s case – and so improve outcomes for all those in her situation in the future.
Coming soon: Kafka Brigade International Annual Report
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We would like to thank all those public professionals and public managers that made it possible for us in 2015 to compat red tape and to fight indifference. Because without intending to do so, we often organize the indifference when we divide tasks over organizations and automated systems. Simply because we cannot see anymore that a citizen has to connect all those organizations and systems.
The fight against indifference starts with mapping the perspective of the citizen. It starts with shared insight in the responsibilities that organizations have jointly and where the citizen falls between two stools. Because if we don't know how to be effective in an individual case, how will we ever realize grand ideals and policy goals? Effective policy and public value is arrived at citizen by citizen.
In 2016 we hope again to be enabled by all kinds of organizations to map the effects of policy in real life for real people. And to engage organizations with that insight to become more effective and to make the difference. And being effective often saves money. Because efficiency with effectiveness is not efficient at all.
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