Perspectives

Consider the world from the strategic commissioner’s perspective. They will have a wide range of needs to be met, some complex and difficult. They will have to determine priorities and allocate their resources accordingly. They will need to demonstrate value for money and determine the best ways and means of securing the best outcomes from their investments. They don’t mind who delivers the service so long as it is efficient and effective. They know they can’t tackle the challenges alone. They need ideas and people who can work together for the common good.
Arts organisations can bring their experience and their creativity and innovation to thinking about challenges. They can help individuals and communities to articulate their views. So, when engaging in the process, whether through local partnership structures or other professional networks and relationships, it is really important to approach this as a partner, bringing ideas and contributions, rather than as a producer or supplier or to ‘sell the arts’.
Strategic commissioning also points to building relationships with other providers of services. It is unlikely that you will be able to make an impact alone. Other providers may not have special skills in the arts. So, conversations and collaborations with organisations working in mental health, youth offending, learning difficulties or older people, will open new ways of working and bring great art to everyone.
Strategic commissioning is about a long-term investment in relationships that make a difference for local communities. It is not a quick fix. It is not a dash for cash. It requires a mindset that says, “what’s going on in my community and how can I contribute to improve the situation, especially for those who need it most?”