Canadian Government Executive - Volume 23 - Issue 07

October 2017 // Canadian Government Executive / 7 tween classic procurement and strategic commissioning, which represents a much broader, dynamic and involved approach that favours outcomes over outputs and is often considered to be closer to an art than to a mechanical approach to tender- ing and outsourcing. It is an approach that does not presume any particular delivery model. However, it takes us beyond the old dichotomy of private versus public delivery and recog- nizes that numerous models in between, such as social impact bonds, public-pri- vate joint ventures, run-build-run-repatri- ate, personal budgets, as well as in- and outsourcing. A key challenge is for gov- ernments to focus on the evidence, ag- nostic to delivery models and ideological notions on who should do what. Similarly, it is important to distinguish commis- sioning from procurement. Procurement is arms-length and is execution against a pre-determined model. Commission- ing on the other hand, is relational at the outset and based on co-design with both potential providers and users. Arguably one of the jurisdictions where commissioning is most developed is the United Kingdom, particularly in the ap- plication of commissioning to health care services. In 2014, the Health Services Management Centre and Institute of Lo- cal Government Studies in Birmingham Workforce released a report on commissioning that isolated the standards of high quality com- missioning. The table above highlights the main area(s) in which commissioning is different from classic processes of out- sourcing and procurement. Commissioning is both an alternative – we believe a better alternative in many cases – to classic outsourcing and procure- ment processes, and a tool for innovative public service delivery that can provide important benefits to all those who are engaged in it. However, commissioning is not a stand-alone policy but the result of an evolution in service delivery approach- es. As such, it is dynamic and interconnect- ed to both internal and external dynamics. This means that it will require careful attention both in the ‘set up’ phase and during the service delivery phase where careful measurement, the considerate ap- plication of incentives, and maintaining effective accountability chains. Experience has shown that commis- sioning holds significant promise for gov- ernments across the globe to be better positioned to take advantage of a public service economy whereby other actors (private and non-profit) can play a more substantial role in the delivery of (at least some) public services. If exercised cor- rectly, this shift has been proven to drive higher quality services, greater client sat- isfaction, enhanced innovation and ulti- mately, lower costs. As a global thought leader who helped establish commis- sioning regimes in the UK and Australia, Gary Sturgess notes that, “by introducing greater competition and diversity into the design and delivery of public services, commissioning has created more latitude for partnerships with the private and not- for-profit sectors and has also helped to spur economic growth while enhancing government’s capacity to meet the evolv- ing demands of citizens”. The Institute of Public Administration of Canada (IPAC) in collaboration with KPMG (on a pro bono basis) offers a train- ing academy and workshops to share com- missioning approaches with senior execu- tives in governments across the country. These sessions provide an introduction to the concept and approach of commission- ing, showcase case studies from around the globe and across Canada, and provide an opportunity for deep dialogue about the participants’ own transformation ef- forts. D r . R obert P. T aylor is a CEO at Institute of Public Administration of Canada. D r . A ndrea M igone is a Director of Research & Outreach at Institute of Public Administration of Canada Characteristics of High Quality Commissioning Person-centred and outcomes- focused Inclusive Well led Promotes a sustainable and diverse market place DOMAIN MAIN DESCRIPTION STANDARDS This domain covers the quality of experience of people who use social care services, their families and carers and local communities. It considers the outcome of social care at both an individual and population level. This domain covers the inclusivity of commissioning, both in terms of the process and outcomes. This domain covers how well led commissioning is by the local authority, including how commissioning of social care is supported by both the wider organisation and partner organisations. This domain covers the promotion of a vibrant, diverse and sustainable market, where improving quality and safety is integral to commissioning decisions. • Person-centred and focuses on outcomes • Promotes health and wellbeing • Delivers social value • Coproduced with local people, their careers and communities • Positive engagement with providers • Promotes equality • Well led • A whole system approach • Uses evidence about what works • A diverse and sustainable Market • Provides value for money • Develops the workforce