Abstract

Every day, in local welfare, we experience a constant fragmentation of public administration resources and responses, but new forms of social citizenship, based on the protagonists of local actors, on public-private networks, on personalization and integration of interventions and on citizen participation, are emerging more than before. The We.Mi. project, focus of this paper, is part of this reflection. Through this case-study, based on a 18-month participant observation and some in-depth interviews, we will see how the innovative role of network managers of the project has been a key opportunity to favor the aggregation of actors around the project, to overcome the limits of managerialism and to create community conditions for achieving project goals.