The MKB Adoptie Project - Using Social Capital to help Adolescents Dealing with Multiple Problems
The following is an interesting case (MAP Project) of how a network is used as an alternative to the public service network to solve an issues of troubled teenagers in the Netherlands I stumbled upon during a conference on Innovations in Government.
Young people are frequently left behind in the bureaucratic public service systems. Among the disadvantaged, they are often the most difficult to help because they do not have the resources or experience to deal with the social service system. For example, a young woman (age 19), who has not completed a basic level of education due to family problems. Her family as a unit has a bad reputation among agencies. She has also a track record of being rejected by several welfare programs based on her behavior.
As a recipient of welfare, the benefits office wants her to work as a volunteer because her attitude makes her incompatible with the workplace. If she does not comply, her benefits will be stopped. Yet that money is a potential avenue for the young woman to get out of the family situation. Consequently, there is a disconnect between the two sides' needs. The benefits office will not allow this woman to work because of her attitude, but her attitude towards the public sector is so poor because she is not being allowed to pursue her own goals.
The program aims to allow people like the woman described access to the contacts and social networks they need to achieve their life-goals without shifting through bureaucracy. The Network Program for Adolescents Dealing with Multiple Problems attempts to bridge the gaps between young social service recipients and adult service providers. Its a highly personalized case oriented approach. Moreover, the program mobilizes social capital by putting the program participants (the teenagers in crisis) and adults (from different sectors in society) in meetings to expand the networks available to
Two moderators initiate the meetings and arrange training programs for the participants. For example the participants are asked to present themselves to the audience, find and how they would like to utilize their new contacts. The adults present, respond to the participants by asking questions, making suggestions, and offering information. Therefore, the established members in society offer their expertise for a short period, allowing disenfranchised participants to engage with adult networks and information in an informal ways. Both sides take each other serious. However, the program does not seek to establish a formal mentoring relationship. The primary goal of the program is to A. utilize social capital and B. build the latter for the participants by bypassing bureaucratic training programs to introduce them directly to the men and woman who can help them navigate the job market.
By training participants to identify their own solutions to their problems, th program facilitates a bottom-up approach to public service. Therefore, the program tries to activate self-expertise which also represents one of core values identified by the program. The program works outside regular government institutions to mobile the industrial and commercial job markets to assist young people in need, giving program beneficiaries access to private sector opportunities they might otherwise never find.
In general, the meetings cater three to five participants. The majority of participants attend only one meeting. To date, this project has served 71 young people in 15 meetings since April 2005. 60% of whom have subsequently returned to school or joined the labor market. 43 adults, the majority working in industry or commerce, and the others from the fields of public administration, education, health and politics have offered their advice. The program is funded through subsidies of various government subsidies of around EUR 140,000
The founders of the project (e.g. Clara Pels; Henny Werter) are enthusiastic as the MAP Project has been able to demonstrate the effectiveness of collaboration between organizations from different domains. Yet they also note that the programs informal nature is also its greatest weakness. Its very hard to truly measure the effects of the program.

