Collaborative commissioning

I’ve written before about embedding a cooperative approach, but how do you translate that into commissioning? Here are a few lessons I’ve learnt:

If through the commissioning process, you want to set up a new business model like a coop or a mutual, for it to work in practice, it requires:

Cooperative or collaborative commissioning doesn’t have to be about commissioning services but can be about investing in activities or brokering better outcomes with people. However, even the activities and services that are designed cooperatively won’t by themselves bring about change without stimulating the motivation and skills that staff, users and residents need to be involved.

Spinning out should not be the end goal of collaborative commissioning, but is considered one of the models that could be used. Even if turning a service into a mutual or a cooperative is the best way forward, making it a success still involves support from local authorities, whether that’s:

Another business model you could use is to create an accelerator.

Investor-led accelerator

You develop the necessary sector-specific expertise to exploit the potential of teams, while mentors act as business angels and “investors in disguise”. You can select mentors from within your organisation and they can help play an important role in helping civic entrepreneurs find their way through the internal decision-making system of your organisation.

Matchmaker accelerator

You can also create a platform for your sector to collaborate on innovation with early-stage ventures and involve other organisations in the selection process of their ventures.

Ecosystem accelerator

They help develop an ecosystem of startups within the region or issue. They can help to incubate the solution or implement the product/idea.



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Head of Policy Design, Scrutiny & Partnerships @newhamlondon #localgov Co-founder of #systemschange & #servicedesign progs. inspired by @cescaalbanese