Government and social arena 

    Self-aware and connecting

    Self-awareness begins with a well-thought-out and shared belief on what the government should be addressing. You also see self-awareness in the role the government plays and carves out for itself. They position themselves as committed and able to connect with social partners to address widespread public issues.

    CORDES has long advised the government on issues relating to strategy, organisational design and performance. Such advice also brings up questions about the government’s fundamental responsibilities and roles, particularly in the light of drastic cuts.

    CORDES helps change perspectives, co-create, discover and realise new opportunities in the organisation of policy and responsibilities for society. Social impact is the key focus of CORDES’ approach, not the existing relationships and structures. We are searching for smart partnerships, for policy and implementation opportunities that strengthen the impact, be it municipal collaborations/mergers, new structures in which government and social partners collaborate, or internal improvement programmes within governments.

    Examples

    • helping develop a new strategy and organisation for a local association of parties and professionals involved in education and improving education drop-out rates
    • guiding urban districts and sub-municipalities in the transition to new municipal models (shifts in roles, responsibilities, authorities, activities, collaboration)
    • helping establish an ‘income management’ facility in a 100,000+ municipality: a chain facility of/with/by housing corporations, social work, the municipality, voluntary organisations, addiction care, etc.
    • bringing the urban sanitation work processes in line with the 24/7 use of the city
    • helping the ‘directing’ municipality achieve positioning as ‘director’ for each policy area, consequences for management, internal and external collaboration, and contracting
    • setting up and guiding the formation of regions, collaboration and professionalisation of school attendance officers and employees of the regional information and coordination office
    • helping shape ‘community-oriented work practices’: a form of participation that is part of the municipalities’ new style of working
    • leadership development and professionalisation programmes at different municipalities and ministries
    • collaboration and professionalisation programmes for national inspections
    • designing and guiding large meetings aimed at the conclusion of specific deals between businesses, government and education