Voguish Commissioning
2 0 March 2016
G
overnmentplanstointroduce“com-
missioning”asthemeanstodeliver
social,humanandcommunity-based
servicesnowthreatenboththeCom-
munityandVoluntarySectorandthe
effectivedeliveryofessentialsocialandcom-
munity-basedservices.TheDepartments of
Health,ofChildrenandYouthAffairs,andof
Environment,Communityand LocalGovern
-
mentarenowmovingtoacommissioningmodel
todeliverservices.Traditionallytheyhadbeen
fundedthroughblockgrantstoCommunityand
VoluntarySectororganisations.
Commissioningiscommonlyunderstoodasa
strategicplanningprocessthatlinksresource
allocation withassessedcurrentandfuture
needs,toachievebetteroutcomesforcitizens
and service-users. The 2011 Programme for
Government had the catchier definition:
“Choice and Voice” for service users. The
assumptionofthecoalitionGovernmentwas
thatthemarketisationofsocialandcommunity-
basedserviceswillbenetservice-usersand
communities.
However,wehaveevidencefromtheUK,where
publicserviceshavebeenprivatisedformany
decades,thatthecommodicationofsocialand
community-based services has generated
adverseimpacts.Ithasresultedinashiftto
one-size-ts-allmodelsofdelivery.Itsfocusis
oncost-per-unittobeminimised,regardlessof
theoutcomesfordifferentgroups.Thisendsup
inaso-called‘cherry-picking’ofparticipants
mostlikelytoachievepositiveoutcomes.Asa
result,themoremarginalisedcommunitiesand
individualswithcomplexneedsareexcluded.
TheimpetusdrivingthemovetoCommission-
ing model has been set out in various
Governmentbriengs.Itincludesthedesireto
link service development and delivery to
assessedneedandoutcomes.Itisfocusedon
reducingcostsandensuringvalue-for-money.
ThisassumesthatCommunityandVoluntary
Sectorserviceprovidersarenotalreadyout-
comes-focusedorallocatingresourcesonthe
basisofneed.This,however,hasneverbeen
comprehensively assessed by the relevant
DepartmentsorStateagencies.
Itassumesthatthecurrentmodelofgrantfund-
ing to Community and Voluntary Sector
organisations is not delivering value-for-
money.‘Value-for-money’isacontestedterm.
Itisalltoooftenreducedtoasimplisticcost-
benetequation,ratherthanbeingbasedonan
assessmentofoutcomesfordiversecommuni-
tiesandgroups.Thiswouldtakeaccountof,and
prefer, the added social
valuethataccruestoindivid-
ualsand communities asa
resultofhowCommunityand
Voluntary Sector services
aredelivered.
The Government’s own
review that examined the
evidenceformovingtocom-
missioningwouldsuggestit
is fraught with risk. This
review found: “limited evi
-
dencetodatethatcommissioningapproaches
resultinbetteroutcomes”forserviceusers;“a
weakevidencebaseforcommissioningasa
strategic planning and resource allocation
tool”;andthecostofthecommissioningpro-
cess could be extremely high to the
commissioningDepartmentsandStatebodies.
AHouseofCommonsReporthasfoundthat
almost14%oftheNHSbudgetwasbeingspent
on its commissioning infrastructure, for
example.
Itisasignicantundertakingtoexecutecom-
missioning properly. This is underscored
severaltimesintheGovernment’sownreview.
Theelementsinthecommissioningprocessof
identifyingneeds,settingoutcomes,andmeas-
uringimpactallrequiresignicantnationaland
regionalinfrastructure.
Comprehensive national, regionaland local
data,androbusttoolstocapturethespecic
needsofdifferentgroupsandcommunitiesare
requiredtoassessthesocialandcommunity
serviceneedsofcommunitiesacrossthecoun-
try.Thereisasignicantabsenceofsuchdata
andtoolscurrently.Untilthisisrectieditis
difculttoenvisagehowcomprehensiveneeds-
assessmentscanbecarriedout.
The Government’s review noted that expert
knowledge and technical skills would be
requiredincommissioningDepartmentsand
Stateagencies.Thiswouldinclude:expertise
in needs analysis and service user engage-
ment; robust data information and management
systems; expertise in contracting and procure-
ment; and expertise in evaluation. It is not
crediblethatsuchresourceswillbefoundinthe
DepartmentofEnvironment,Communityand
LocalGovernment,tosaynothingaboutthe
already hugely over-stretched and under-
resourced Departments of Health and of
ChildrenandYouthAffairs.
Thislackofinfrastructureleadstoaveryreal
riskthatthecostlier,morecomplexelementsof
thecommissioningprocesswillbedropped.
Insteadthefocuswillmerelycentreonreducing
costandincreasingthemarketisationofser-
vices,regardlessofoutcome.TheGovernment
needstoheedthewarningsinitsownreport,
becauseitwillbeimpossible,undercompeti-
tionlaw,torevertbacktogrant-basedfunding
onceserviceshavebeenopeneduptocompeti-
tive tendering processes as part of this
proposedcommissioningmodel.Thereisan
urgentcasetonowpressthepausebuttonon
thisfashionablebutinsidiousanddangerous
process.
Voguish Commissioning
Commissioning tends to focus on the
easiest pickings in public services because
focus is quantity not quality
by Rachel Mullen
Cherry-picking of
participants most likely to
achieve positive outcomes
excludes the marginalised
with complex needs
POLITICS