The Human, Learning, Systems approach to commissioning in complexity

Abstract

This chapter assesses what is required of commissioners in order to create positive social outcomes (such as improved wellbeing, increased employment, or reduced crime) in complex environments. It considers this question through the lens of public sector performance measurement and management (PSPMM), and how this has evolved towards increased complexity by moving from an output (activity) to an outcome (results) focus. The chapter then looks at the different aspects of complexity that arise when seeking to commission activity that creates positive outcomes for citizens and what a complexity-informed response requires. It also reflects on the way in which these requirements challenge existing public management arrangements, particularly in the field of PSPMM, as it applies to commissioning and performance management. Finally, the chapter identifies the emergent 'Human, Learning, Systems' approach to the funding, commissioning, and management of public service, and provides examples of this approach in action.