#11937. Making commissioning work: The relational gap between intent and implementation in the transition to ‘commissioning’ community services in New South Wales

July 2026publication date
Proposal available till 31-05-2025
4 total number of authors per manuscript0 $

The title of the journal is available only for the authors who have already paid for
Journal’s subject area:
Sociology and Political Science;
Public Administration;
Places in the authors’ list:
place 1place 2place 3place 4
FreeFreeFreeFree
2350 $1200 $1050 $900 $
Contract №11937.1 Contract №11937.2 Contract №11937.3 Contract №11937.4
1 place - free (for sale)
2 place - free (for sale)
3 place - free (for sale)
4 place - free (for sale)

Abstract:
The question of impact is at the heart of human service design, with governments searching perennially for the right approach to meeting citizen need while responsibly acquitting public funds. In this area, ‘commissioning’ has become a popularised approach. Although in theory commissioning is a strategic and relational practice offering to put communities at the heart of decision-making, commissioning in practice has proved less transformational. This paper explores the gulf between intent and implementation in the transition to commissioning human services to enable peak organisations in the community sector build a collective approach to commissioning. The collaboration resulted in the articulation of four guiding principles to facilitate better commissioning: putting relationships first, letting communities lead, investing in people, and embedding learning.
Keywords:
Commissioning; implementation gap; new public governance; new public management; non-government organisations

Contacts :
0