Asset-based commissioning is an approach that enables communities and people, along with organisations, to become equal co-producers and co-commissioners while making best complimentary use of all assets, via self-help, to enhance whole life as well as community outcomes. Find here approaches to commissioning that facilitate community building and community development. For more information, visit this link: https://www.global-cxm.com/commissioning/

1. Commissioning to Facilitate
Community Building &
Development

2. • According to the book, “Asset-Based
Commissioning: Better Outcomes, Better Value,”
asset-based commissioning is an approach that
enables communities and people, along with
organisations, to become equal co-producers
and co-commissioners while making best
complimentary use of every asset, via self-help,
to enhance individual lives as well as community
outcomes.

3. • The 2010 report, “A Glass Half Full” by the Local
Government Association (LGA), suggested that
commissioning should come up with approaches to
facilitate community building and community
development, and world-class commissioning
should:
Be in line with the initiatives that focus on wellbeing
and place-shaping
Promote involvement at the population-level, not
just in the commissioning process, but also to decide
the activities to be commissioned
Facilitate co-production of health care with 3rd-
sector users and organisations
Consider ways to invest in long-term outcomes and
measure outcomes.

4. • Three individual ‘policy strands’ in social care, health
and community development have facilitated these
proposed changes with varying degrees of success.
• On a continuum basis, commissioning should be
shifting to services based on people and community
assets from services based on organisational assets as
we continue to face challenges to co-design, co-
deliver and co-assess services with communities.
• There are signals that show that commissioning
management organisations are ‘asset aware’, i.e., they
are capable of utilising the assets of communities and
people to change or enhance an existing service.

5. • However, in several areas, a top-down approach
that makes use of statutory services as the
commencement point is still being considered –
which reflects a consultative, instead of co-
produced approach.
• This calls for a change, where services are re-
engineered as per the availability of resources in
communities, while maintaining an ongoing
adjustment with the identification of new assets,
to make sure that the services support what is
available and being developed.

6. • According to the U.K. Ministry of Housing, Local
Communities and Government, there is a
consensus on the common hurdles to asset-
based commissioning that involve:
A short-term focus
A top-down approach
Siloed working
Transactional decision making, and
Inability to leverage additional funding.

7. • Such hurdles have constantly been identified in
national assessments of integrated social and
health care.
• Short-term funding cycles to complete particular
projects restricts the ability to establish longer
term partnerships in statutory and voluntary
sectors, which is additionally limited by the
practice of working in silos within different
sectors.
• While the integration of social and health care
has promoted cross-sector association
significantly, developments on budget-specific
integration has been slow-moving.

8. • Essentially, progress should be made on the
basic modifications in the world-class
commissioning model.
• Commissioning has conventionally been based
on a ‘market and state paradigm’ that arranges
services in line with professional specialisms; for
instance, social or mental health care.
• Classifying services in this manner entails that
people’s issues are defined on the basis of
particular requirements and resolved by experts,
which can effectively limit recognising the
person as a specialist.

9. • Professionals describe the elements and results of
every service and commissioners create the
specifications and metrics of accountability.
• Here’s is the annotated commissioning cycle which
explains the processes that are required to be
incorporated into a commissioning cycle.
Insight: Commissioning management
organisations look beyond service data to create a
detailed picture of how resources can be used in the
most effective manner.
Planning: Commissioners co-produce the
framework for outcomes as well as measurement
approach with people, and work with providers to
build their capacity to co-produce and create
awareness of social action, while taking decisions on
procurement and funding.

10. Delivery: Commissioning management
ventures track environmental, social and
economic value, collect insights to adapt and
enhance services with time, and co-produce
assessments of the services with people who use
them.
• These characteristics are typically mapped onto
a procurement and planning cycle that
showcases commissioning for statutory services.
• There are indications that commissioning plans
are starting to adopt all-in, individual-focused
perspectives and a life-course approach, instead
of solely concentrating on particular conditions.

11. • Here are the five steps a commissioning
management venture can follow to become more
asset-based:
1. Shifting the Focus: Shift your thinking from
simply considering services as assets to a place-
based approach that aims to build and shape
communities’ and people’s assets and that involves
the voluntary, community and social enterprise
(VCSE) sector.
2. Recognising People’s Contributions: Instead
of considering organisations as the sole producers
of results, acknowledge that outcomes are attained
by communities, people, and organisations in
collaboration.

12. 3.Sharing the Decision-Making: Instead of
organisations consulting communities and people
prior to taking decisions, ensure that communities
and people are equal decision-makers from the
beginning and throughout the process, with
considerable investment in community groups to
facilitate the same.
4.Developing Relationships: Instead of
keeping organisational suppliers at arm’s-length,
the commissioning management venture should
work towards collaborating strongly with
organisations while considering VCSE entities as
co-commissioners.

13. 5.Commissioning Processes: Instead of being
majorly centralised, devolve commissioning to the
lowest scale possible to enable decision-making at
the neighbourhood level.
• Commissioning with an all-encompassing focus
today requires to involve the concept of
responsiveness – recognising that many people
will experience sea changes during the course of
their life.
• In a nutshell, commissioning must be aligned
with the support networks, developed by
communities to a greater extent, and should
consider ways to dedicate funding for the
maintenance of local networks.

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15. WORK WITH US
https://www.global-cxm.com/commissioning/
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