Strategic Commissioning in the UK

Service Improvement Cycle or Just Going Round in Circles

Dados Bibliográficos

ID6302584
AutoresT Bovaird (0000-0003-4005-3599, University of Birmingham), Ian Briggs (University of Birmingham), Martin Willis (0000-0002-5604-0779, University of Birmingham)
Ano2014
Volume40
Fascículo4
Páginas533-559
Data de publicação2014-07-04
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoLocal Government Studies (JOURNAL)
Identificadores do periódicoISSN: 0300-3930 • E-ISSN: 1743-9388
EditoraInforma UK Limited (PUBLISHER • GB)
DOI10.1080/03003930.2013.805689
OpenAlexW2027809052
IdiomaEN
Citações recebidas7
Referências citadas1

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

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