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Strategic Commissioning in the UK: Service Improvement Cycle or Just Going Round in Circles?

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  • Tony Bovaird
  • Ian Briggs
  • Martin Willis

Abstract

This article explores the drivers of the development of strategic commissioning over the last two decades, its limitations, and the implications of its rapid spread. It suggests that the differences between government departments have allowed scope for local variations, which have been exploited by local government, leaving room for more innovation than would have been possible under an entirely ‘joined-up’ government agenda. The forms taken by this new approach to strategic commissioning were consistent with continual pressure from central government to find ways of promoting externalisation of public services. Although this underlying drive was often resisted, particularly at local level, but always re-emerged. The article ends by exploring the implications of this analysis for public services in the era of fiscal austerity under the new UK Coalition government.

Suggested Citation

  • Tony Bovaird & Ian Briggs & Martin Willis, 2014. "Strategic Commissioning in the UK: Service Improvement Cycle or Just Going Round in Circles?," Local Government Studies, Taylor & Francis Journals, vol. 40(4), pages 533-559, July.
    • Handle: RePEc:taf:flgsxx:v:40:y:2014:i:4:p:533-559
    DOI: 10.1080/03003930.2013.805689
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    Cited by:

    1. Haibo Qin & Zhongxuan Xie & Huping Shang & Yong Sun & Xiaohui Yang & Mengming Li, 2024. "The mass public’s science literacy and co-production during the COVID-19 pandemic: empirical evidence from 140 cities in China," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-13, December.

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