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STRENGTHENING PARTNERSHIPS COMMISSIONING FOR SOCIAL IMPACT

The ACT Government acknowledges the

Ngunnawal people as traditional custodians of

the Canberra region and acknowledges that

the region remains a significant meeting place.

The ACT Government and partners are

committed to self-determination as the

guiding principle in the delivery of programs

and services and are working in partnership

with Aboriginal and Torres Strait Islander

communities to address matters that are

important to them.

ACKNOWLEDGEMENT


Canberrans have a strong appreciation for the work of the Community Services Directorate and non-government community services sector in delivering responsive and equitable outcomes for members of our community, especially our most vulnerable.

The Community Services Directorate is always seeking to ensure Canberrans have the services they need to be well supported, including through the provision of social housing; disability services; community services; children, youth and family services; multicultural services; and services for veterans and seniors.

The non-government community services sector is a vital partner in the provision of services to

our community and a strong relationship between the sector and Government is fundamental to the delivery of the services our community needs.

As Minister for Community Services and Facilities, I am pleased to work with the Directorate and the sector to improve the lives of Canberrans on a broad range of social issues. I know that Canberrans value our diverse and inclusive city and the ACT Government is committed to ensuring Canberra is the most inclusive city in Australia. Empowering people and organisations to create stronger communities across the ACT is key to realising our goal.

I am confident that the Strengthening Partnerships – Commissioning for Social

Impact strategy will provide a strengthened approach to the provision of social services and increased tangible benefits for Canberrans.

By developing a commissioning strategy to ensure greater cohesion between the Community Services Directorate and service providers, the ACT Government can ensure that community needs are met in a collaborative and transparent manner.

We need to continue to build strong partnerships to further develop an understanding of the needs of people and their communities. Together we will determine what needs to be achieved and how we best work together to design, implement and manage a system that

delivers this. Most importantly, this will need to be driven by a focus on better outcomes for people in the ACT.

I invite community members to share their ideas and expertise to guide the development of this important work. Please consider this discussion paper and submit your thoughts and ideas for how we can together develop a Commissioning for Social Impact Strategy that will best meet the needs of Canberrans.

I look forward to receiving your response to this paper and partnering with you for our community.

MINISTER’S FOREWORD

Suzanne Orr Minister for Community Services and FacilitiesMinister for Disability


The purpose of this Discussion Paper 1

What is Commissioning? 2

What is Commissioning for Social Impact? 3

What is driving the need for change? 4

What the evidence says - key features and benefits of Commissioning 5

What you have already told us needs to change 6

Commissioning for Social Impact - Theory of Change 7

Working towards meaningful co-production 8

Commissioning for Self Determination for Aboriginal and Torres Strait Islander people and communities 9

Discussion Paper Questions 10

Objectives of a Commissioning for Social Impact Strategy 11

What does Commissioning mean for the Community Sector? 11

Commissioning and Contracting 12

Commissioning Priorities 13

What could a Commissioning for Social Impact operational Framework look like in the ACT? 14

Developing the Commissioning for Social Impact Operational Framework 15

Implementing Commissioning for Social Impact 16

Discussion Paper Questions 17

Turning discussion into action - next steps 18

CONTENTS

STRENGTHENING PARTNERSHIPS COMMISSIONING FOR SOCIAL IMPACT 1

THE PURPOSE OF THIS DISCUSSION PAPER

The purpose of this paper is to start an informed discussion about ‘Commissioning for Social Impact’ in the ACT, and establish the relationship for an ongoing process of co-production. It outlines why commissioning is important, presenting strategies, priorities and ideas for how we intend to work with partners to design and implement a commissioning strategy for the ACT.

This paper provides a summary of the initial planning for the

development of the Community Services Directorate’s ‘Commissioning for Social Impact Strategy’. The Directorate will develop this strategy with community partners and is committed to co-production with a focus on engaging service users. The responses to this paper will enhance the Community Service Directorate’s understanding of stakeholder’s views on themes relevant to Commissioning.

OUR VISION ‘INVESTMENT THAT IS DRIVEN BY CO-PRODUCTION, DELIVERS VALUE FOR MONEY, AND CREATES SHARED ACCOUNTABILITY FOR MEANINGFUL OUTCOMES THAT LEAD TO POSITIVE SOCIAL IMPACT IN THE ACT.’


The Community Services Directorate (the Directorate) is in the early stages of scoping options for commissioning in the ACT. Commissioning involves community led planning to decide what services people want and need and the way they are provided. Commissioning ensures this planning is client centred, outcomes focused and involves stakeholders, including service users. When commissioning is done well this planning then drives government decision making about where and how they spend money.

WHAT IS COMMISSIONING?

Commissioning is a strategic planning

approach that embeds community needs

analysis, ongoing strategic evaluation, co-production

and increased transparency and accountability into

investment and resource allocation.

Commissioning will ensure our current service system is

responsive to community needs, is sustainable

and supports industry capacity building,

innovation, efficiency and growth.

Commissioning will focus on using all

available resources to achieve positive

outcomes for people and positive social impact in the ACT.


WHAT IS COMMISSIONING FOR SOCIAL IMPACT?

Commissioning for Social Impact is the overarching term for the Directorate’s transition to the commissioning of community services for the ACT.

Commissioning for Social Impact is a commitment to working with stakeholders, including service users, to ensure the Directorate’s investment is managed strategically and delivers the greatest positive impact on the wellbeing of Canberrans.

Commissioning for Social Impact is as much about the Directorate needing to review its practice internally, as it is about exploring changes in partnership with the non-government sector.

SOCIAL IMPACT CAN BE DEFINED AS THE NET EFFECT OF AN ACTIVITY ON A COMMUNITY AND THE WELL-BEING OF INDIVIDUALS AND FAMILIES’1

1 The Centre for Social Impact (2019), About Social Impact, https://www.csi.edu.au/

‘

https://www.csi.edu.au/


Over the last 10 years the relationship between the ACT Government and its partners has changed.

Change will continue, and this follows international, national and local trends in the provision of government services, whereby governments and communities are rethinking the way they do business.

Commissioning for Social Impact will support change by bringing together a range of themes and activities (such as outcomes based contracting, co-production, self determination) to develop consistent investment practice that is responsive to the current needs of stakeholders, including service users.

Key factors driving the need for change include:

> A changing Community Services Industry(e.g. a changing industry workforce and the changing notion of therole of traditional charity based organisations)

> Increasing demands on investment(e.g. population growth and changing demographics, the need toprioritise existing resources)

> Changing policy priorities and objectives(e.g. The Community Services Directorate Strategic Plan, The ACTAboriginal and Torres Strait Islander Agreement)

> Increasing feedback from the Community Services Industrystating that “things need to change” (refer to page 6)

> The need for improved systems to support sector reform(e.g. to support reform such as the Human Services Cluster EarlySupport initiative)

> A growing evidence base supporting the need for a review ofgovernment investment practice.(e.g. the Australian Productivity Commission and the AustralianTreasury Competition Policy Review)

WHAT IS DRIVING THE NEED FOR CHANGE?


> Improved understanding of the specific needs of local populations.

> Increased engagement with service users, ensuring lived experience drives betterservice design, delivery and outcomes.

> Integrated services that deliver holistic support to children in the context of their family.

> Integrated data sources (including data collected through stakeholder engagement)are used to develop a richer view of current and future needs, which supports betterintegration across service sectors.

> Increased focus on outcomes that matter to service users and communities.

> Improved person-centred planning, so that support is organised and delivered aroundpeople and their needs. This leverages better integration and coordination of support,and better outcomes.

> Improved partnerships between government and non-government stakeholders andservice users in the design, funding, delivery and evaluation of services.

> Improved procurement and contracting, that ensures services achieve value for money,through outcomes focused, open and transparent processes that reflect the scale andscope of the procurement.

> Improved capacity to evaluate what works and change what does not, so that resourcescan be invested to maximise impact.

WHAT THE EVIDENCE SAYS - KEY FEATURES AND BENEFITS OF COMMISSIONINGInternationally there is an established body of evidence supporting the value in commissioning community services. The majority of current evidence stems from commissioning practice in the United Kingdom.

Commissioning is in its infancy in Australia, however there is an emerging body of evidence supporting some early examples of the features and benefits of commissioning at a national level. Successful commissioning looks different in different contexts and an overview of the key features and benefits is summarised in the list on the right of this page.

The ACT is now presented with an opportunity, and a challenge, in defining a local understanding of commissioning practice and developing an evidence base for what works in the ACT.


Through previous consultations government and non government partners identified the need for:

> better information sharing to build trust, promote transparency;

> data collection that is well resourced and supported by government,so it can be effectively used for research, design and evaluation todeliver evidence-based policy and strategy development;

> support for the Human Services sector to ensure workforce capacitybuilding;

> contracting that delivers longer, more sustainable funding cycles;

> program and service delivery that is focused on outcomes;

> Aboriginal and Torres Strait Islander services that support self-determination, through community led decision-making andcommunity controlled organisations;

> engagement strategies that are culturally responsive and developed

> with the communities they are intending to reach;

> services that are person centred, flexible, targeted and tailored forindividuals and communities; and

> service systems that are integrated and user friendly.

WHAT YOU HAVE ALREADY TOLD US NEEDS TO CHANGE

Commissioning for Social Impact will enhance the existing partnerships the Directorate has with the community. This discussion paper will build on what we have already been told by stakeholders and the strategy will be an opportunity for the Directorate and partners to turn previous discussions into action.

In 2018 the ACT Human Services Cluster undertook an analysis of consultations across ACT Government and the community sector. Consultations that were analysed were from a variety of policy and program reform initiatives between 2012-2018. Key themes relevant to Commissioning for Social Impact extracted from this review have been incorporated into the development of the draft Commissioning for Social Impact Operational Framework (refer to page 14).

7STRENGTHENING PARTNERSHIPS COMMISSIONING FOR SOCIAL IMPACT

This theory of change represents the causal link between a series of evidence based assumptions that will help us achieve ‘Our Vision’. The Directorate proposes that the Commissioning for Social Impact Strategy be developed with the rationale that:

A commitment to co-production will ensure we better understand the needs of people and their communities, allowing us to collectively define positive social impact.

Understanding the needs of people and communities will mean that we can then measure our capacity to respond; allowing us to better understand the demands on our system.

Understanding the demands on our systems will mean that we can better design services to meet the needs of individuals and communities.

A commitment to shared accountability for services that meet the needs of individuals and communities will ensure we can develop the right funding models, procurement and contracting.

The right funding models, procurement and contracting will ensure the allocation of resources to the right services and service providers.

Working with the right service providers to measure and track progress towards shared outcomes will ensure we can deliver ongoing (developmental) evaluation.

Ongoing evaluation will ensure positive outcomes for individuals and communities can be directly attributed to the Directorate’s investment.

Achieving meaningful positive outcomes, that can be directly attributed to the Directorate’s investment, will confirm Commissioning for Social Impact is achieved.

COMMISSIONING FOR SOCIAL IMPACT - THEORY OF CHANGE


Achieving meaningful co-production is important to the Directorate and will underpin all activities related to Commissioning for Social Impact. Developing an effective approach to co-production will take time and we will need to allow all stakeholders the time and resources to develop the skills needed to embed co-production into commissioning practice.

‘Definitions of co-production emphasise the meaningful involvement and collaboration of stakeholders, including those with lived experience in the design, planning, development, implementation, delivery, monitoring and evaluation of services and systems to ensure they are meeting outcomes’2

The Commissioning for Social Impact Strategy will allow stakeholders to reach a shared understanding of co-production and how it can be used to improve outcomes for all stakeholders.

WORKING TOWARDS MEANINGFUL CO-PRODUCTION

‘WE WANT TO WORK WITH THE SECTOR TO DEFINE CO-PRODUCTION FOR COMMISSIONING IN THE ACT. MEANINGFUL CO-PRODUCTION NEEDS TO ALIGN WITH STAKEHOLDERS’ EXPECTATIONS OF THEIR ROLE IN MAKING DECISIONS ABOUT COMMUNITY SERVICES FOR CANBERRANS.’

2 National Mental Health Consumer and Carer Forum, October 2017, Advocacy brief: Co-design and co-production; Fulfilling Lives (nd) Fulfilling Lives Co-Production Information Sheet.)

The ACT Aboriginal and Torres Strait Islander Agreement 2019-2028 (The Agreement) outlines a government commitment to Self Determination for Aboriginal and Torres Strait Islander People.

In developing a Commissioning for Social Impact Strategy the Directorate is committed to working with community to ensure the strategy supports the delivery of equitable outcomes for Aboriginal and Torres Strait Islander people.

Aboriginal and Torres Strait Islander Leadership is a priority in the Community Service Directorate Strategic Plan 2018-2028, which outlines a

commitment to ensuring ‘Aboriginal and Torres Strait Islander people have a strong voice, are decision makers on issues that impact them and lead in the achievements of positive life.’3

Commissioning for Social Impact will ensure government policy objectives translate into effective service delivery for Aboriginal and Torres Strait Islander people and communities.

‘COMMISSIONING FOR SOCIAL IMPACT WILL DELIVER INVESTMENT PRACTICE THAT SUPPORTS ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLE AND ORGANISATIONS TO LEAD THE DESIGN AND IMPLEMENTATION OF SERVICES FOR THEIR COMMUNITIES’

3 Empowering People: Community Service Directorate Strategic Plan 2018-2028

COMMISSIONING FOR SELF DETERMINATION FOR ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLE AND COMMUNITIES


DISCUSSION PAPER QUESTIONS

1.

2.

4.

3.

5.

6.

Does ‘Our Vision’ (refer to page 1) align with your expectations for the Directorate’s investment in government and non-government community services in the ACT?

Commissioning for Social Impact S trategy development will occur over the next 9 months, during this time how can the Directorate best support you to engage in this process?

During the development of the Commissioning for Social Impact Strategy, what communication methods will work best for you?

How best, and at what stage, do we engage service users in the development of the Commissioning for Social Impact Strategy?

What does co-production look like for you?

What are your expectations for co-production in developing the Commissioning for Social Impact Strategy, and in the implementation and delivery of the Commissioning for Social Impact Strategy?

Are there any other perceived, or actual barriers, that would inhibit you from engaging on the development of the Commissioning for Social Impact Strategy?

7.



WHAT DOES COMMISSIONING MEAN FOR THE COMMUNITY SECTOR?

The Commissioning for Social Impact Strategy will need to drive the following key objectives of the Directorate:

> Investment is driven by shared social impactstrategies (strategies that aim to deliver thegreatest positive impact on the wellbeing ofCanberrans).

> Investment is meaningful and delivers systems andservices that meet the needs of Canberrans.

> Investment can be directly linked to positiveoutcomes for people and communities.

> Investment directly supports self-determinationfor Aboriginal and Torres Strait Islander people andcommunities.

> Investment is informed through meaningfulengagement with service users.

The Directorate wants to continue to move its relationship with government and non government stakeholders towards partnership. Commissioning will promote collaboration; inviting new relationships and opportunities for partners to engage with the Directorate. This will support a better understanding of local needs and issues through an agreed planning and system design process. The sharing of ideas is a key element of commissioning. Commissioning for Social Impact will convey the following expectations of government and non-government partners:

> continue to work collaboratively and openly;

> be increasingly open in discussing views, insights and ideas;

> be prepared to work collaboratively with other stakeholders tobenefit service users and to collaborate on the achievement ofshared outcomes;

> share data to support continuous improvement; and

> be open to new and innovative approaches to funding, deliveringand monitoring services.

OBJECTIVES OF A COMMISSIONING FOR SOCIAL IMPACT STRATEGY


COMMISSIONING AND CONTRACTING

The table below provides a useful overview of how contracting when commissioning is different from transactional contracting. Acknowledging and understanding this difference provides a reference point for reviewing current contracting practice across the Directorate.

Contracting is an important part of commissioning and in developing the Commissioning for Social Impact Strategy there will be ample opportunity to explore contracting practice with stakeholders.

The Commissioning for Social Impact Strategy will allow the Directorate to work with stakeholders to determine how contracting can be improved. These improvements will promote the delivery outcomes and support the contracting needs of all stakeholders.

THEME CONTRACTING COMMISSIONING

Major theme Assumes that interests will diverge as each party pursues its own rational self-interest (win/lose); a focus on control (mistrust)

Assumes that interests are capable of being aligned (win/win); a focus on collaboration and developing trust

PRE-CONTRACTUAL NEED ASSESSMENT AND SERVICE DESIGN

How will the service be defined? The funder decides what the service will be and then goes to market The funder participates in consultative/collaborative processes with external providers and users to define service needs

Who will provide the service? A competitive tendering or other competitive selection process A preference for various forms of selected tender, interactive tendering, joint ventures, lead agency/consortia models

What will the contract look like? Contracts will be detailed and transactional, seeking to anticipate as many eventualities as possible and prevent “gaming” behaviour

Contracts will be relational, setting a broad framework and relying on negotiation between trusted partners to resolve disputes

What incentives will induce desired performance?

Financial/extrinsic rewards and sanctions set out in contract; use of litigation and cancellation of contract for non-performance

Some use of extrinsic incentives, but incorporating recognition and preservation of altruistic intrinsic motivations, through appropriate non-economic incentives

POST-CONTRACTUAL ADMINISTRATION

How will performance be measured? Detailed measures decided by funder and set out in the contract; often an emphasis on easily quantified process and input measures

Joint process to agree on desirable outcomes to be achieved; development of strategies to achieve shared objectives

How will performance be monitored? Frequent reports contractually required from provider to funder; random audits; external audit and investigation

A large element of self-regulation by providers through codes of conduct, and professional accreditation; peer review; minimal use of surveillance and coercive reporting requirements; responsive regulation

How are the interests of service users protected?

Random audits and checks by the funding agency or outside regulators; tracking of outcome measures; funding of ‘customer’ complaint and advocacy mechanisms; use of market mechanisms such as individual funding packages, pay by performance schemes

Client-centred “mission” of NFP providers; intrinsic motivations including ethical codes of professionals working with clients (health workers, social workers); client consultation mechanisms embedded in governance of NFP providers; consultation with service users on outcome measures – well-being, client satisfaction

This table has been extracted from Dr Jennifer Mason’s Discussion Paper: Commissioning for outcomes in NSW – an NGO perspective (Mason, p. 2, 2018)


COMMISSIONING PRIORITIES

The Directorate has identified five ‘Commissioning Priorities’ for the Commissioning for Social Impact Strategy. The table below provides an overview on ‘where we are now’ and a strategic position ‘where we want to be’. Changes to the Directorates position on ‘where we want to be’ and the inclusion of additional priorities may occur in response to the feedback received through this discussion paper.

COMMISSIONING PRIORITIES WHERE WE ARE NOW WHERE WE WANT TO BE

Self-determination for Aboriginal and Torres Strait Islander People

> The Directorate’s ACT Aboriginal and Torres Strait Islander Agreement 2019—2028 (The Agreement) has set the policy framework and the mandatefor changes across the Directorate that will support self-determination.

> The Directorate’s investment policy and practice strives to increase the participation of Aboriginal and Torres Strait Islander people in the design and delivery of community services.

> Commissioning that supports Aboriginal and Torres Strait Islander self-determination, ensuring The Agreement translates into meaningful actions and outcomes for Aboriginal and Torres Strait Islander people.

> Commissioning that directly supports the Aboriginal and Torres Strait Islander Leadership Priority Actions of the Community Services Directorate Strategic Plan 2018-2028.

Building industry capacity, ensuring sustainability and promoting innovation

> The community services industry is currently undergoing a period of change. However, the Directorate’s procurement, contracting and market stewardship has not been responsive enough when supporting this change.

> Where change has occurred, government and non government partners have focused on further developing existing, long standing programs, services and agencies; rather than the ensuing industry and community needs.

> A commissioning strategy and operational framework that is developed with the industry and is responsive to industry needs.

> Commissioning that ensures a policy and practice environment conducive to building industry capacity, ensuring sustainability and promoting innovation.

> Commissioning that supports the CSD Strategic Plan 2018-2028 – Workforce Plan and the ACT Community Services Industry Strategy 2016-2026.

Developing better policy, systems and governance

> The Directorate has paid considerable attention to developing policy and programs aimed at addressing specific social problems or client groups. However, the structures and systems required to do this have not received the same analysis or investment.

> Service system challenges, such as information sharing, governance structures, service gaps and siloed program streams, prevent services from being able to provide an integrated holistic response.

> Commissioning that delivers systems (e.g. governance and decision making, data collection, contract and reporting, financial) that are responsive and support ongoing industry improvement in delivering outcomes for clients.

> Commissioning policy and legislation that is purpose built and developed with partners, to ensure a commissioning strategy that is well supported by a responsive, effective regulatory framework.

Delivering person centred, integrated, outcomes-based procurement and contracting

> Current procurement and contracting funds inputs and measure outputs.

> Contractual governance is transactional and promotes ‘upward accountability’ as opposed to ‘downward accountability’.

> Procurement is constrained by long standing, rigid funding streams and a relatively small services sector who have been funded to focus on isolated components of the service continuum.

> Commissioning that ensures procurement, policy and practice supports the system and service change needed to achieve shared outcomes.

> Commissioning that ensures relational contracts, that are founded through negotiation between trusted partners; where interests are aligned to ensure effective collaboration towards delivering shared outcomes and accountability to all stakeholders.

Accountability to communities and a commitment to co-production

> The Directorate’s Strategic Plan outlines a strong commitment to working with community. There are some positive examples of codesign initiatives in the ACT. e.g. The Family Safety Hub. However, the majority of the Directorate’s program design lacks a meaningful commitment to collaborative processes that translate into co-production.

> Commissioning that provides an operational framework focused on community engagement that achieves meaningful co-production, that aligns with the communities’ expectations of their role in making decisions relevant to the community services they have access to.


WHAT COULD A COMMISSIONING FOR SOCIAL IMPACT OPERATIONAL FRAMEWORK LOOK LIKE IN THE ACT?At the core of the Commissioning for Social Impact Strategy will be the Operational Framework (the framework).

The proposed framework (see to the right) has been developed based on what we know about the needs of the ACT and is consistent with leading evidence based practice and research. Over the next nine months – as the Strategy is being developed – we will be testing this framework with the intention to try, test and learn.

The framework that is developed for the Commissioning for Social Impact Strategy will be the product of nine months of engagement with stakeholders. This will ensure the framework reflects a shared understanding of best practice.


DEVELOPING THE COMMISSIONING FOR SOCIAL IMPACT OPERATIONAL FRAMEWORKThe next nine months will provide an opportunity to develop a Commissioning for Social Impact Operational Framework that will meet the needs of all stakeholders. Each stage of the framework will be broken down into a series of activities. These activities will be developed with stakeholders; for example, possible activities for inclusion in the framework could include:

> develop stakeholder analysis;

> identify target communities; determine sub sectors programs or contracts that are within scope;

> assess current and future needs of clients, communities and the human services system;

> review and assess assets and collective capacity for delivering social impact;

> utilise or develop appropriate capability assessment tools and framework;

> forecast cost, define available resources and assess current and future sustainability;

> establish shared ownership and accountability;

> establish governance structures;

> establish communication mechanisms;

> develop outcomes framework; and

> develop a strategic level theory of change.


IMPLEMENTING COMMISSIONING FOR SOCIAL IMPACTImplementation of the Commissioning for Social Impact Strategy (the Strategy) will be guided by a Commissioning for Social Impact Road Map. This Road Map will be developed with stakeholders.

Strategy development will also inform a Commissioning for Social Impact Outcomes Framework. This framework will ensure implementation of the Strategy is measurable and supported by ongoing evaluation.

Successfully transitioning to commissioning will take time and will require the development of new policy, skills and capabilities.

In line with The Road Map, the Strategy will be

implemented incrementally across the

Directorate’s investment in government and

non-government services.

Implementation will involve reviewing the

Directorate’s investment through the processes

put forward in the Commissioning for Social

Impact Operational Framework.

A Road Map will be developed with key

stakeholders and this will establish a detailed time line and milestones for

implementation.

DISCUSSION PAPER QUESTIONS


8.

9.

10.

11.

12.

13.

14.

15.

Should we develop an Aboriginal and Torres Strait IslanderCommissioning Framework, or a separately defined commissioning process to support Self Determination? If yes, doyou have any recommendations for this?

Are there any other Commissioning Priorities (refer to pages 13) that need to be considered for inclusion in a Commissioning forSocial Impact Strategy?

Do you have comments on the Commissioning for Social ImpactOperational Framework on page 14?

What can you contribute to the development of a Commissioningfor Social Impact Strategy?

What areas of best practice or innovation do you believe we should consider in the development of a Commissioning forSocial Impact Strategy?

What do you think may be the greatest challenges that Commissioning for Social Impact may face and are there anyrecommendations you would make on how these challenges maybe addressed?

Is there anything else you would like to comment on?

Do you have any questions about commissioning? If yes, whatare your questions?


We are seeking comments, feedback and ideas relevant to the information outlined in this paper. We are particularly interested in hearing your response to the questions on pages 10 and 17. Your feedback will be crucial in shaping the direction of this work and we invite you to submit your response through following:

on-line: https://www.communityservices.act.gov.au/strengtheningpartnerships

email: [email protected]

post: Community Services Directorate, Strategic Policy Division, Commissioning GPO Box 158 Canberra ACT 2601

in person: A series of workshops will be facilitated across the ACT during September.

submissions close 30 November 2019

TURNING DISCUSSION INTO ACTION - NEXT STEPSThe development of a Commissioning for Social Impact Strategy is the goal for the next nine months, and this will rely on meaningful engagement with all stakeholders.

Early engagement has already commenced with key stakeholders such as peak agencies and other governance groups. Broader engagement will commence with the release of this Discussion Paper.

Key activities will include:

September 2019: Commissioning for Social Impact Discussion Paper No.1 released.

October 2019: Discussion Paper workshops with key stakeholders.

November 2019: Discussion Paper No.1 submissions close.

January 2020: What We Heard Discussion Paper No.2 released.

February-March 2020: Co-production workshops with stakeholders and service users, exploring key themes from Discussion Paper No.2.

May 2020: Launch/release Commissioning for Social Impact Strategy.

https://www.communityservices.act.gov.au/strengtheningpartnerships

mailto:csdcommissioning%40act.gov.au?subject=

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