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The difficulty for these new professionals is that they have to work in ways that seem, coors light beer crocband clog at first sight, opposed to the prevailing culture around them. Co-production demands that public service staff

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The magnitude of the change in culture, and the enhancement of skills, required for a citizen-centric approach to public service cannot be underestimated. coors light beer crocband clog These are matters to which we have repeatedly alluded to, and to which we must now turn our attention. Framing all these concerns and potential barriers is the fundamental imperative of co-production, namely, that it ‘takes seriously the current political rhetoric about “devolving power” and “empowering communities”—because it challenges the costly but conventional model of public services as a “product” that is delivered to a “customer” from on high, and instead genuinely devolves power, choice and control to frontline professionals and the public’. Accountability for the use of the taxpayer’s dollar is another tricky dimension.

The very nature of co-production involves a willingness to break with orthodoxy, but this should not exceed the bounds of fiscal rectitude or the standards of acceptable stewardship of public resources. People with hard-earned professional qualifications and official responsibilities might well be reluctant to share power with users and communities. They may be reluctant to trust the behaviours and decisions of ordinary citizens. They will likely be anxious not to offend their peers’ professional norms and concerned not to breach ethical standards or legal requirements of duty-of-care. In particular, the public servant who is inclined to take citizen engagement seriously may yet be uncertain of the robustness of the political and personal support of those to whom he or she is accountable. They know that ‘gone pear-shaped’ is anathema to departmental heads and their political masters. Ministers are typically risk-averse and senior public officials are often cautious as a result.