Not the usual suspects: creating the conditions for and implementing co-production with marginalised young people in Glasgow

Co-production is now an established part of public service delivery. Despite its popularity, there is only a limited understanding about how co-production works in practice, particularly with marginalised groups. This paper identifies and explores insights from three case studies of a successful co-...

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Bibliographic Details
Published in:Public policy and administration 2024-04, Vol.39 (2), p.278-297
Main Authors: Cullingworth, Jane, Brunner, Richard, Watson, Nicholas
Format: Article
Language:English
Subjects:
Case studies
Collaboration
Crime prevention
Criminal justice
Leadership
Marginality
Production
Professional relationships
Professionals
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Summary:Co-production is now an established part of public service delivery. Despite its popularity, there is only a limited understanding about how co-production works in practice, particularly with marginalised groups. This paper identifies and explores insights from three case studies of a successful co-productive approach in Glasgow, Scotland. Operation Modulus is a criminal justice initiative involving public and third sector partners in the co-production of services with marginalised young people to reduce their involvement in crime and antisocial behaviour. The data highlighted the importance of leadership, the role of public service professionals and the process of working with marginalised young people; these are explored, all within the context of the authorising environment created at the level of a collaborative governance body. The findings underscore, first, the importance of distributed leadership and process in developing trust amongst partners and in turn in the relationships of partners with young people. Second, the essential role of effective co-management amongst service providers in creating the requisite conditions for meaningful co-production with marginalised citizens. Third, the potential for and importance of shared management to facilitate changes in professional relationships and ways of working, even if these do not lead to organisational systems change. Fourth, the significance of public service professionals having the authority and agency to explore collaborative ways of working.
ISSN:0952-0767
1749-4192
DOI:10.1177/09520767221140439