Volume 9 (2021): Edition 2 (December 2021)

The concept of co-creation of public services, which is the essence of this thematic issue of Polish Political Science Review, is part of the current debate on the modernization of the delivery system in the European Union upon Europeanization and globalization. Hence, the purpose of this paper is to enhance the understanding of the factors that assist the co-creation in public service delivery and its capabilities on the both conceptual and practical level. The article works towards presenting the perspective in public governance by examining key aspects which make the ecosystem of the co-creation of public services. In addition, it is intended as an introduction to this thematic issue, and it is a basis for a better understanding of topics discussed in individual articles by authors representing the European research community and non-governmental organizations. The authors present, in detail, considerations on both approach-oriented perspectives and empirical findings, which refer to various socio-cultural, political and economic contexts in different regions of the European Union.

To achieve the research aim, following research questions were developed: What concepts and approaches reflect the idea of co-creation of public services in the European Union? Do they impact the institutional practice? Thus, the first part of the article discusses the key concepts and approaches with the aim to provide guidance and a joint understanding, and then introduces the main notions which make up the ecosystem of the co-creation of public services in the European Union understood as a method (citizens’ participation), a process (social innovation) and a system (public governance). The last part of the article is a reflection on challenges and limitations as well as stimulants that determine its practicing in changing settings and contexts.

This paper makes a novel contribution by turning an ‘asset’ lens onto social and technical innovation in the context of the small-scale generation of renewable energy. The authors draw on learning from an international project that aimed to develop innovative technologies for the micro generation of energy using wastes and residues. Variations on innovation that cut across the social and technical are introduced. It is noted that although emanating from different traditions, a common theme is emphasis on a distributed knowledge base in which the roles of innovator, producer and consumer overlap or merge. This implies that the (social) innovation process is also one of co-creation. The authors borrow from international development studies the Sustainable Livelihood Analysis (SLA) framework, which is usually used for working with poor households to foreground strengths and resources rather than needs and deficits. To illustrate the utility of SLA for social innovation at local and community level, findings are presented from UK fieldwork on socio economic barriers and opportunities affecting the feasibility of new community energy generation and enterprise options. The importance and the fragility of human assets are highlighted.

This paper employs critical discourse analysis to examine how Warsaw citizens (residents) perceived and organized the narratives of their participation in the governance of urban regeneration between 2004 and 2016 and how this evolved over that period. The study reveals citizens’ discursive practices, such as the construction of positive and negative identities of the relevant social actors, the binary opposition between ‘us and them’, the development of new interpretations of urban regeneration, and finally, the gradual elaboration of a model of empowered citizenship. Drawing on the concept of democratic urban regeneration policymaking, the research suggests that in the case of Warsaw, one can speak of a shift from a citizen discourse of rebellious participation in non-deliberative governance towards one of more consensual and empowering participation in more deliberative governance.

Storytelling is a powerful instrument for system change. Telling stories of lived experience, listening to them, and sharing them contributes to a culture of trust based on dignity, mutual respect and shared values. In this paper we draw attention to public service innovation and co-creation with the people the service is meant for. In the past years, public service innovation was result-and output driven, targeting technological and managerial innovation. Stories of service users revealed the unintended negative consequences of such innovation policies and opened new perspectives for conversations of change based on shared values leading to innovations based on human development and dignity.

The paper illustrates an empirical research project concerning the co-creation process in Reggio Emilia’s public services and their efforts to reduce childhood obesity. The research is based on a participative evaluation research methodology. The project has been implemented within the framework of the CoSIE project, funded by the Horizon 2020 Research Program — Innovation Action. It has been led by the Local Health Unit (LHU) of Reggio Emilia, a mid-size town in north-eastern Italy, and Cup2000/Lepida, a public/private corporation delivering ICT for health service in the Emilia-Romagna Region.

The empirical research has been conducted by the University of Bologna, using a mixed method multi-dimensional strategy and combining the Action-Research tradition with the approach of the Theory of Change.

The theoretical framework reflects on the co-creation process, distinguishing between its different phases. In particular, it defines the co-production and the co-design phase, operationalising them with the concepts of System Integration and Social Integration. This linkage allows the analysis of the involvement of institutional stakeholders and final users in the co-creation process.

Many factors including the actors’ identity, the participation modalities and the impact of each stakeholder on the service, contribute to the model of co-creation in “the shadow of institutions”, characterised by a low level of Social Integration and a high level of System Integration.

Building upon findings from a strategically selected case study of a pioneering Swedish municipality, Jönköping, a participant in a Horizon2020 project on co-creating public service innovations in Europe (CoSIE), this paper illustrates how local municipalities may take a systemic approach to creating the necessary conditions for sustainable co-creation and assesses whether this illustrates an ongoing paradigmatic shift in service management and culture. The strategic change management efforts in adapting a public sector organisation to a co-creation culture, are assessed against a normative theoretical framework for such a transformative change (Finansdepartementet 2018; Torfing et al, 2016;). The study employs the concept of co-creation to highlight the paradigmatic shift in the approach to citizens as service end users from passive clients to active citizens with resources and capabilities to exert an impact on service design, delivery, and value creation. Th e article offers new insights into how a robust organisation may be moving towards a new public administration paradigm that accommodates co-creation, and especially how a new approach to management based on trust may be strategically implemented as a key factor in facilitating systemic change (Torfing et al, 2016). Against the background of a significant shortage of studies exploring how conditions for such a transformative change are created at different system levels, the article examines a longitudinal real-time study and illustrates new management approaches, strategies, and tools used. The study also contributes a normative framework to explore a shift to more trust-based steering and a more nuanced explanation of an ongoing managerial shift towards a ‘co-creation’ paradigm. It argues that achieving trust-based steering has major potential to facilitate a co-creation culture but that a paradigmatic shift towards such a culture requires congruence in discourses and actions on different system levels and a major transformation of approaches, roles, and relationship dynamics between senior and first-line management.