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of engagement become especially acute with respect to marginalised groups and individuals, or where cultural differences make communication problematic. pepsico mountain dew crocband clog Given that there is a growing literature on the challenges of engaging with, and meeting the needs of, marginalised, disenfranchised or dispossessed individuals and groups, public servants are not bereft of advice in this regard. In stressing the importance of the personal attributes and professional skills needed by public servants if they are to make citizen-engagement work, it is important not to ‘exaggerate the role of citizens’ capabilities in meaningfully participating in complex policymaking processes’. Clearly, the efficacy of engagement is not solely a function of public service culture or the qualities of the officials involved. The disposition and knowledge of citizens who participate is a major consideration.

This is where the existence or otherwise of joined-up government, genuine agency collaboration and progressive public service leadership will have a powerful effect on whether a particular group of public servants will actually be able to facilitate a successful engagement with citizens. Progressive leadership, in this context, refers to a style of leadership that is strategic, collegial, navigationally-competent, citizen-focussed, not risk-averse, not turf-bound. The Australian public policy academic Jenny Stewart has described the complexities and subtleties of public servants’ engagements with citizens, and the challenges for governments who choose a genuinely consultative path.For Stewart, the ‘dilemmas of engagement’ eddy around issues of ‘power and control, risk and challenge’. Being well-equipped to recognise and deal with these is essential. The literature’s account of the success of many co-production initiatives both internationally and locally provides strong grounds for optimism. The key message of the APS reform