Co-creation refers to public managers increasingly working jointly with service users and local communities to improve both the design and delivery of public services. These state-society arrangements foster collaboration, partnership, and participation in policymaking. Co-creation is seen as an important approach to rebuilding the legitimacy of government in the face of growing public distrust and declining voter participation. While a novel approach to public management and an important topic in the field, more empirical research is needed to inform what are often normative discussions.Co-creation in the Strategic Renewal of Public Agencies in Europe examines possible moves to co-creation-based approaches in public management, presenting extensive and recent evidence from sites located in five EU countries and the UK. Chapters cover co-creation in particular regions (e.g. Central and Eastern Europe), countries, regions, localities, and sectors, and also provides implications for professionals groups. Other chapters discuss approaches to the strategic management of co-creation efforts and the development of a digital tool kit to support public managers who wish to move to a co-creation orientated approach. The authors conclude there is a partial - but not total - move to co-creation alongside the persistence of previous models of public management. They discuss the barriers to such a move as well as levers, including the importance of engaged managerial and political leadership.

Co-creation refers to public managers increasingly working jointly with service users and local communities to improve both the design and delivery of public services. These state-society arrangements foster collaboration, partnership, and participation in policymaking. Co-creation is seen as an important approach to rebuilding the legitimacy of government in the face of growing public distrust and declining voter participation. While a novel approach to public management and an important topic in the field, more empirical research is needed to inform what are often normative discussions.Co-creation in the Strategic Renewal of Public Agencies in Europe examines possible moves to co-creation-based approaches in public management, presenting extensive and recent evidence from sites located in five EU countries and the UK. Chapters cover co-creation in particular regions (e.g. Central and Eastern Europe), countries, regions, localities, and sectors, and also provides implications for professionals groups. Other chapters discuss approaches to the strategic management of co-creation efforts and the development of a digital tool kit to support public managers who wish to move to a co-creation orientated approach. The authors conclude there is a partial - but not total - move to co-creation alongside the persistence of previous models of public management. They discuss the barriers to such a move as well as levers, including the importance of engaged managerial and political leadership.

Co-creation refers to public managers increasingly working jointly with service users and local communities to improve both the design and delivery of public services. These state-society arrangements foster collaboration, partnership, and participation in policymaking. Co-creation is seen as an important approach to rebuilding the legitimacy of government in the face of growing public distrust and declining voter participation. While a novel approach to public management and an important topic in the field, more empirical research is needed to inform what are often normative discussions.Co-creation in the Strategic Renewal of Public Agencies in Europe examines possible moves to co-creation-based approaches in public management, presenting extensive and recent evidence from sites located in five EU countries and the UK. Chapters cover co-creation in particular regions (e.g. Central and Eastern Europe), countries, regions, localities, and sectors, and also provides implications for professionals groups. Other chapters discuss approaches to the strategic management of co-creation efforts and the development of a digital tool kit to support public managers who wish to move to a co-creation orientated approach. The authors conclude there is a partial - but not total - move to co-creation alongside the persistence of previous models of public management. They discuss the barriers to such a move as well as levers, including the importance of engaged managerial and political leadership.