1. Building a common vision and agenda to improve participatory budgeting
A step forward to reduce
social inequalities

2. The fifth largest city of Catalonia
Sabadell
The fifth largest city of Catalonia
people

3. Sabadell
By Xavigivax, CC BY-SA 3.0,

4. 2008-2016. The social and economic situation…

5. What did we have before?
Disrupted civic environment due to corruption and friction within the community
Very hierarchical organisation
Informal or Baroque organisation
Frustrated sensation when participating “That won’t be useful”
Public administrations and charities not aligned enough
General disenchantment

6. Reducing inequalities in Sabadell
Aligning the organization
Reducing inequalities in Sabadell
Diagnosis
Profiles and
factors
Strategy and
key actions
Work plan of
implementation
Participation
Evidence
Evalutaion

7. We want to decide how to locate the resources using participative decision-making in the social area
Participatory budgeting
Human force
Increasing of the social budget
Commissioning social projects of charities

8. Collective Impact Evidence based policy
How to overcome the challenging situation?
Collective Impact
Evidence based policy
Participation
Consensus on a basic frame
Knowledge and process
Engage actors in the decision-making process

9. Common vision and agenda Participative diagnosis based on evidence
Frame for the change
Common vision and agenda
Participative diagnosis based on evidence
Defining changes and strategy
Incorporating causal evidence
Designing and co-creating
Implementing and adjusting
Evaluating and tracing
Conditions to the success:
Public administration as a facilitator (not the centre)
Visibility and simplicity
Building confidence within the community

10. Key issues of the process
1. Common vision and agenda
2. Participative diagnosis
“Address and combat the factors causing inequalities that lead to social exclusion”
Key issues of the process

11. 1. Level of participation ladder
Everything is fine!

12. Non profit organizations Citizens Practitioners Polititians
2. Who is involved?
Non profit
organizations
Citizens
Practitioners
Polititians

13. Strategic changes... that implies organizational and cultural changes
3. Kind of changes
Strategic changes... that implies organizational and cultural changes
And an important frame (conditions)…
Feasibility
Simplicity
Consensus (not a mix of conclusions)
Long term strategy
To approach not only the consequences, but also the causes of the inequalities

14. Work plan First PEAS draft PEAS 1. Diagnosis 2. Planning
Basis document with amendments
- Work plan
Public policy analysis
Social analysis
Basis document
- Work plan
Public policy analysis
Social analysis
First PEAS draft
Implementation and evaluation
PEAS
Oposition meeting
Political comision in government
Participatory conference on final diagnosis
- April
Monitoring group 1
Participatory conference on proposals
May
Monitoring group 1
Participatory conference on Social Emergency
- Feb.
Social Action Council/Board
Oposition meeting
Oposition meeting
Practiotioners conference
Directors Comission
Political comission in government
Political comission in government
1. Diagnosis
2. Planning
3. Implementing

15. Training our own facilitators (9 practitioners)
Other key factors
Training our own facilitators (9 practitioners)
Internal transversal commissions
Participation of experts to draw people to the conferences
Mailing is not enough… call them!
PDCA

16. Before starting.... Make sure everyone understands what we are trying to do

17. During the process... Make sure you make some noise

20. Key points of the evaluation
269 participants
56 social actors engaged
150 practitioners from the Council
12 meetings/workshops
Average rating of the meetings 8,1 out of 10
Average rating of expert conferences 8,2 out of 10
Average rating of the final strategic plan proposal (PEAS) ,5 out of 10
9 months of work