Strategic commissioning of public services in the UK

What is it about?

This article explores the meaning of strategic commissioning, how it has developed in the UK over the last two decades, its limitations, and its implications for the improvement of local public services. It suggests that there have been significant differences in the way government departments have interpreted and implemented strategic commissioning, which has allowed scope for local variations, allowing room for more innovation than would have been possible under an entirely ‘joined-up’ government agenda. Most approaches to strategic commissioning have been consistent with pressure from central government to find ways of promoting externalisation of public services, although this underlying drive was often resisted, particularly at local level. The article ends by exploring how strategic commissioning might contribute to the transformation of public services in the era of fiscal austerity in the UK. government.

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Why is it important?

This article shows that many of the stereotypes of strategic commissioning have been misplaced - it is NOT just about externalisation of public services, nor is it just about more bureaucratic procurement processes. However, strategic commissioning practice has indeed fallen into both of these traps on occasions. The article shows the more positive achievements which strategic commissioning may bring, when done well, but also warns of the damage which it can do, when done badly.

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