Co-Creation in the Public Sector: Challenges and Lessons Learned

Abstract

The transformation of public administrations towards collaborative, holistic, and sustainable governance includes investing in public services that increase the value for citizens and businesses while also responding to users’ needs. Rather than viewing public goods as exclusively government-provided or believing that public-private competition automatically improves service quality and cost, collaborative governance creates partnerships between public institutions and other stakeholders. It implies establishing new organisational practices and routines, such as involving state, market, and societal actors who contribute their own resources and competencies. Co-creation is a collaborative practice, a key component in the European public sector’s policy-making and service design, endorsed by directives such as the Berlin Declaration. This approach to governance, which engages diverse stakeholders both within and outside traditional institutions, can be widely applied to public administration - particularly in developing strategies and policies to address complicated challenges. It has many benefits, such as contributing to higher service quality, delivery and efficiency, and enlarged opportunities for participation and enhancing the quality of information the organisation provides. Ultimately, co-creation aims to lead to improved user satisfaction with public services. Yet, co-creation also faces significant challenges, such as changes in organisational culture and attitudes towards external involvement and the need to effectively address ethical issues that might arise from co-creation processes and outcomes.

Keywords: Co-creation; Sustainability; Public Sector; Stakeholders