Transforming traditional client participation into a mode of co-governance

Transforming traditional client participation into a mode of co-governance AbstractWhile the importance of client participation in a democracy is generally acknowledged, there is widespread agreement that the contribution in... [ view full abstract ]

Transforming traditional client participation into a mode of co-governance

Abstract

While the importance of client participation in a democracy is generally acknowledged, there is widespread agreement that the contribution in practice is not fulfilling its potential. Scholars identify a lack of skills and expertise, because the interaction of client councils with the management of public service organizations generally focuses on major decision issues. This focus puts client councils at disadvantage compared to the managers. Therefore, scholars argue that client participation should concentrate (more) on everyday life issues of clients.

In this paper we investigate how the input of everyday life issues can be accomplished and whether this improves a ‘real’ dialogue between client councils and management. The paper is based on a project in the Netherlands in which representatives of clients and professionals of four municipal organizations, together with academics and consultants, developed a method to collect, analyse and discuss everyday life issues of clients. The method aims at fostering and supporting a permanent dialogue between client representatives and service delivery managers and officials. This is because the method does not consider the dialogue as an instrument to enhance efficiency and effectivity, but as the core principle of delivering public services.

The research in the project shows that it is possible to increase communicative interaction, dialogue and trust between professionals, their managers and client representatives, although this turns out to be a slow process of trial and error. On the other hand the four municipal teams hardly succeeded shifting the focus of their project entirely towards the everyday life issues of clients. It seems not to be easy to alter the traditional focus of client participation; not for professionals and their managers nor for the involved client councils.