Category: Examples

The gap between the drug policies of both countries seems unbridgeable. The Dutch policy is a thorn in the side of the United States and vice versa.

Within a committee of experts, the idea arises to seek cooperation now, specifically around scientific research. Collaboration in two such different contexts creates solid knowledge.

Trailblazing
As secretary of the committee, I am the trailblazer in the background. I take care of the contacts and the meetings. With experts from both parties, I design the cooperation procedure. Navigating such politically and administratively complicated waters requires a lot of strategic thinking and discretion.

The result
Research programmers from both parties sign an agreement. Both organizations then finance research and fruitful exchange meetings. The CEOs of both parties see this bilateral collaboration as a great success. The research yields valuable knowledge, the collaboration improves the relationship.

The sexual health of youth is deteriorating. More sexually transmitted diseases, unplanned pregnancies and sexual abuse. The State Secretary wants a national program for sexual health of youth.

Trailblazing
The national and regional players unite around a new brand. I help by talking to the decision makers of the major parties and building an organizational structure that ensures joint responsibility and unity. Within this structure it is possible to deal with mutual tensions and resistance to change. My role as chairman of the steering group ends with the national launch of the new brand by the State Secretary. After the launch I direct – together with two content experts – the national implementation of the new approach.

Result
This creates a national brand for youth sexual health with an intensively used website at its heart (one million unique visitors within a year). A subsidy scheme supports local and regional activities. The national registration provides insight into the result. The program ensures more knowledge and a healthier attitude towards sexuality among young people.

General practitioners report that in this city they see elderly people with a migration background only when problems pile up. They then have to arrange acute care and are unable to give real attention to all problems at hand.

Trailblazing
A GP asks me to help build a network in the city that can develop an approach to get these elderly people into the picture at an earlier stage. Together we build a network with the major care and welfare organizations in the city and the municipality. We experiment with new approaches and doing so, develop a workable approach. We organize an annual symposium to share our findings. The organisations sign a agreement in which they promise each other to make a joint effort to improve the support.

Result
Elderly people with a migration background are more likely to be noticed by healthcare and welfare organisations. All parties involved work on the cultural sensitivity of their organisation.

Municipalities take over a large part of the care for vulnerable people from the national government. To this end, they form neighbourhood teams with professionals who support vulnerable people in all areas of life. A large municipality has been experimenting with a new approach: creating teams of people working in the neighbourhoods, based on the needs in the neighbourhood.

Trailblazing
‘Turn the idea into an experiment’, is my assignment. I make a project plan, set up a project organization and ensure support. I organize the collaboration with the parties involved. In order to keep the process fast, I do not request a budget, but ask each party for their own contribution in manpower and resources. The parties involved have a great need to experiment with the new method. And thus grows the first neighborhood team more or less organically. A major task is to convert the us-them thinking into fruitful collaboration: breaking down barriers.

Result
Within six months, the first neighbourhood team is operational. The new team ensures better help in an earlier stage for people with (threatening) problems.

The municipal health services offer free STD screening for high-risk groups, funded by the national government. The STD clinic in this large city has traditionally been part of the large city hospital. Time and again, the hospital appears unable to meet all the conditions of the funder.

Trailblazing
As head of the STD-department of the municipal health service, I visit STD outpatient clinics in the country and notice that clinics that are executed by the municipal health services reach the high-risk groups better than the hospital clinics. I therefore propose to transfer the clinic from the hospital to the municipal health service. After the approval of board and management of both institutions, I start the takeover process and develop the new outpatient clinic with experts.

Result
With staff and expertise from the hospital, the municipal health service opens its own STD outpatient clinic and continues to innovate. For example, with selection at the front door, integration of prevention and care, integration of STD and sexual education, partner notification, on-site testing and online testing. The clinic reaches more and more people from high-risk groups and the number of STDs found is increasing.

This initiative started with a meaningful city walk. During this walk, the alderman with diversity in his portfolio was introduced to the LGBTQIA+ history of the municipality. This introduction led to a subsidy to work with this heritage.

Trailblazing
As trailblazer, I was responsible for the development of this initiative. Together with the queer community, I came up with a suitable format: a Rainbow Canon. This online timeline makes this history visible and accessible. After we presented the canon to the mayor, it immediately aroused broad interest. The canon motivated many to explore and share queer stories.

Result
The result is a growing movement: theatre, music, exhibitions, walks, lectures and publications. The canon is growing and more and more people are contributing to keeping this special heritage alive.

Sport and homosexuality often have a complicated relationship. For a male professional footballer, coming out is still a risky choice. Fortunately, organizations worldwide are working to promote acceptance in sports. They encourage inclusion and support large-scale sporting events that celebrate sexual and gender diversity. Cities can submit a bid if they wish to host such an event.

Trailblazing
Together with three other pioneers, I decide to submit a bid for a major European sporting event. We have plenty of vision but almost no resources. Once our bid is accepted, the high-pressure preparations begin—we have less than two years to make it happen. It requires intensive collaboration, creativity, and perseverance. With a limited budget—half a million euros, secured through sponsors, funds, and participants—and the support of 600 volunteers, we bring the event to life.

Result
The outcome: a professionally organized event featuring ten sports tournaments and an extensive cultural program. It receives high praise from the 3,000 athletes and 20,000 visitors. The support is overwhelming, and the budget balances perfectly. And at the closing ceremony, our biggest fan—the mayor—receives a standing ovation.

The municipality wants to profile itself as a tolerant city. Who can get an open-air event off the ground in which LGBTQIA+ are portrayed in a positive way?

Trailblazing
A group of people are tackling this challenge. We are setting up a foundation to organise the event. As chairman of the board, I bring people and organisations together. Together we take responsibility for the organisation and execution. Three quarters of a year later, the event is up and running and is a success thanks to the great efforts of loads of volunteers and the support of many organisations. With over 10,000 visitors from all over the country, it puts the municipality on the map as a tolerant city. We decide to repeat the event annually. The event grows every year, also because more and more initiatives are joining under the motto 1+1 > 2. For example, film premieres, theatre performances and exhibitions attract extra people. After four years, I hand over the chairmanship.

Result
The event grows into an annual festival that lasts two weeks and attracts over 12,000 people. The festival receives the tolerance award from the municipality and conquers a permanent place on the events calendar.