Could social media help to open up commissioning?Posted: June 18, 2012 | |
Chris Sherwood, Co-Founder of Guerilla Policy and Director of Innovation and Development at Scope argues that commissioners should use social media as a way to collaborate with citizens to open up commissioning.
This is the first in a series of blogs that will look at how commissioners can embrace social media. Opening up commissioning can play a significant role in ensuring local accountability over what is commissioned ultimately leading to better, cheaper services. Social media could help.
The NCVO defines commissioning as “…the process of finding out about public needs, then designing and putting in place services that address those needs.” Commissioning is a complex, multi-disciplinary process involving research and analysis, design, procurement, contract management and evaluation. Commissioning has often been overlooked by policymakers but there is increasing recognition that it is an important policy lever as increasing amounts of public services are outsourced, a direction of travel that the Coalition has committed to speed up. David Cameron set out in a speech in July 2011 a commitment to open up public services by challenging the ‘presumption’ that the state should deliver services rather than the voluntary or private sector.
Commissioning has traditionally been a function of public bodies like central government departments, local authorities and NHS bodies. However increasing amounts of public services are actually commissioned by the private and voluntary sector; with the Work Programme being the best example of this with private prime contractors responsible for commissioning a range of providers in their supply chain. Commissioning by the private and voluntary sector offers up opportunities for innovation but there are also equally concerns about how services are commissioned by these bodies.
Commissioning is still largely a ‘closed shop’, operating in a bubble of the ‘professional knows best’ culture with activity taking place behind closed doors. Bureaucratic hurdles such as requirement of bidders to provide three years of accounts or TUPE obligations and perceived legal barriers such as EU competition law stifle the appetite for innovation and collaboration. This results in only limited engagement with relevant stakeholders either at the beginning of the commissioning process or after it has been completed.
This ‘closed shop’ approach to commissioning hampers innovation as the insights and ideas of providers and citizens are neglected or ignored. Collaboration between providers is constrained because this approach results in competition rather than partnership, with providers reluctant to share any of their ‘added value’ for fear of it reducing their advantage when it comes to the scoring of their tender. Finally, it reinforces inertia as commissioners are reluctant to de-commission or radically change what is commissioned.
There have been some innovations on the fringes of commissioning, but these are not yet the mainstream. Participatory budgeting is a process that many local authorities have adopted to engage local citizens in deciding how to spend small pots of discretionary funds. It was developed in Porto Alegre in Brazil has since been adopted in the UK. In my own borough of Lambeth residents were asked to decide which community projects should receive investment from a £250,000 investment pot. Residents were not able to suggest projects but could decide which of those offered up should receive funding.
Whilst Turning Point’s Connected Care uses a community research model to support the commissioning process. Community researchers are involved in the development of a comprehensive needs assessment to inform what is commissioned. These researchers are local citizens who have received training to take part in a structured research process. The model has obvious benefits in that the local community plays an integral role in helping to shape what is commissioned but this approach has been criticized for being too expensive.
Both of these models offer interesting insights about future possibilities for a more collaborative and open approach to commissioning, where citizens play an active role as ‘producers’ as well as ‘consumers’ of services. Their reach could be expanded further through the use of social media. Community researchers could for instance use social media to crowd source quantitative and qualitative data to inform the needs assessment. Yet both of these examples operate at the fringes of public services. Examples of where citizens are engaged in designing services that help the public sector respond to the big challenges of cuts, an ageing society and climate change are harder to come by.
At the moment, we are thinking about the wider application of Guerilla Policy. Guerilla Policy is an experiment in how research and policy development can be opened up through the use of social media. Could this approach be applied to commissioning? So far we have talked a lot about national policy in our work (and it would be interesting to speculate on what the Work Programme would look like if the design had been crowdsourced). However, most commissioning however takes place at the local level, so the ‘guerilla policy’ approach also needs to be applied locally. In this series we will consider what role social media could play and where commissioners could adopt this approach.