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In this article, Sasha Bhat describes a project in Bradford set up to improve mental health services by researching and designing better systems for involving black and minority ethnic (BME) communities in commissioning. Two members of the project, Kulvinder Kaur and Shabana Kauser, describe their reasons for joining, what they got out of it and what they hope will come out of it.

This paper outlines best practice in the commissioning of emergency accommodation for children and young people who run away, identifying: levels of need; models of accommodation provision that have existed in the UK; approaches to funding; costs of emergency accommodation; the commissioning process; and service delivery issues.

This paper is an expert opinion piece drawing upon a project commissioned by The Scottish Government based on extensive research including a review of the pre‐existing evidence base and new data.

Fixed refuge has been the most common form of emergency accommodation for young runaways in the UK and provides positive outcomes for young runaways relating to improved general well‐being, mental health and schooling. The costs of refuge can compare favourably to alternative specialised accommodation and support and prevent other costs relating to future episodes of running away, future offending, substance misuse and youth homelessness.

Evidence‐based learning has identified best practice in the commissioning of emergency accommodation related to a number of issues including: scoping activity; the commissioning process; costs; approaches to funding; effective future commissioning of emergency accommodation; why the third sector is best placed to deliver emergency accommodation; and ensuring key elements of service delivery are included to meet children and young people's need and achieve positive outcomes.

The commissioning of emergency accommodation for young runaways has received little attention in research; this paper goes some way to rectifying this omission alongside providing evidence‐based learning for commissioners and service delivery organisations.

The building commissioning (BCx) phase is a critical stage in a building's lifecycle. It is also a complex process that involves a large number of actors and activities. While the use of building information modeling (BIM) in the commissioning phase of building equipment and systems could be beneficial, few studies have investigated the processes behind its implementation. The research presented in this paper aims to investigate the implementation of BIM for the commissioning phase within a general contracting company through action-research.

Through direct involvement with the research partner, a large general contractor, a diagnosis on the current limitations of the commissioning process was conducted. An action plan to implement BIM for commissioning was developed and implemented in two pilot projects. Evaluation was performed through on-site observations and informal discussions with field staff. Learning was specified through the development of a formal protocol for BIM-enabled BCx.

This action-research project helped the partner organization identify the challenges and a way forward to formalize its BIM-enabled BCx process. The action plan aimed at countering the lack of knowledge about the status of equipment and system commissioning as well as the lack of standardization. The research team co-developed and tested a formal protocol, including BIM-enabled processes and technologies to address these observed problems. A complete implementation ecosystem was structured and deployed. Preliminary feedback indicated that improvements were obtained using a BIM-enabled approach over a traditional approach.

While past studies have investigated the BCx process, this study identified current challenges considering recent advances in BIM and focused on a large general contractor. This work provides an in-depth account of a large general contractor attempting to streamline its BCx process. The results of the study could help guide practitioners in implementing more streamlined BIM-enabled BCx processes.

The purpose of this paper is to investigate the outcomes of Indonesian power projects as representative projects of Asian emerging economies that were procured via public-private partnerships (PPPs) and traditional public sector procurement. Power generation infrastructure delivery in emerging economies frequently seeks private participation via PPPs as one of the key mechanisms to attract private finance. Undertaking a comparative benchmark study of the outcomes of Indonesian power projects provides an opportunity to explore the historic evidence as to whether PPPs deliver better outcomes than traditional public procurement in emerging economies.

This paper reports on a study of the performance of 56 Indonesian power projects procured via either PPPs or traditional procurement. First, it focusses on project time and cost outcomes of power plant facility during construction and commissioning and then extends this comparison to consider the operating availability of power plants during their first two years of operation.

The results indicate that PPP projects had superior time and operating availability to those procured traditionally whereas no significant differences were identified in the cost performance between PPPs and traditionally procured projects. These findings highlight the importance of adopting policies that are supported by broader sources of international financiers and high quality power plant developers.

The quality performance analyses of projects (based on equivalent available factor indices) were limited to the power plants in the Java-Bali region where the majority of projects are large scale power plants.

This study provides an empirical basis for governments of emerging economies to select the most beneficial procurement strategy for power plant projects. It highlights the importance of selecting experienced providers and to adopt policies that attract high quality international project financiers and power plant developers. This includes the need to ensure the commercial viability of projects and to seriously consider the use of cleaner power technologies.

This study is the first to compare the outcomes of power projects in Asian emerging economies delivered via PPPs against those delivered by traditional public procurement that includes consideration of the quality of the delivered product.

This is a case study on the opportunities provided by Open Source library systems and the experience of delivering these systems through a shared service.

This chapter derives from desk research, interviews, and direct involvement in the project. The format is a case study, setting out a detailed timeline of events with information that can be applied in other settings.

This chapter presents reflections on the value and limitations of collaboration amongst libraries and librarians on an innovative approach to library systems and technologies. It also presents reflections on lessons learned from the processes and detailed discussion of the success factors for shared services and the reasons why such initiatives may not result in the outcomes predicted at the start.

Libraries and IT services considering Open Source and shared service approaches to provision will find material in this study useful when planning their projects.

The nature of collaboration and collaborative working is studied and observations made about the way that outcomes cannot always be predicted or controlled. In a genuine collaboration, the outcome is determined by the interactions between the partners and is unique to the specifics of that collaboration.

The case study derives from interviews, written material and direct observation not generally in the public domain, providing a strong insider’s view of the activity.

The purpose of this paper is to report on a personalisation project run by the Challenging Behaviour Foundation (CBF) which aims to share the identified barriers and solutions to personalisation for people with severe learning disabilities and behaviour described as challenging.

A small project team consisting of a project manager, housing specialist and positive behavioural support specialist worked as consultants with selected East Midlands local authority and NHS commissioners and with six families from other areas.

The main barrier to personalisation was the volume of, and priority given to, safeguarding referrals by frontline commissioning social care workers. This reduced capacity for a proactive approach to support planning. Workers who participated in the project appreciated the expertise and support of the project team and the opportunity to reflect on their work. However, a major project limitation was a lack of time for commissioning workers and managers to engage with the project.

The project report provided a series of recommendations for action for commissioners of health and social care support and for families. The Winterbourne View scandal broke as the project was established and its findings are helpful to anyone taking forward action plans to improve commissioning practices to avoid the continued commissioning of poor quality care.

The project sought direct engagement in planning in “real time” with frontline commissioning staff and the families of people with severe learning disabilities and behaviour described as challenging. It is hoped that the value of the paper will be to influence NHS and LA commissioners to improve their response to people with severe learning disabilities.

The paper aims to explore the relationship between commissioners of service and the third sector arising from research undertaken during a LinkAge Plus project by comparison to the eight principles of commissioning. It seeks to explore the issues concerning the development of services and the implications in an era of austerity for rapid changes to the implementation of policy nationally in the UK and internationally.

The main methods employed are interview, document analysis and observation. This research re‐evaluates research undertaken for a LinkAge Plus pilot evaluation.

The framework provided by the eight principles of good commissioning appeared to rely on the premise that the contracts entered into are long‐term in nature, however, where short‐term contracts are entered into the principles appear somewhat unachievable.

The paper examines the findings arising from one LinkAge Plus pilot site only, however, the authors contend that the findings offer genuine insights into the relationship between commissioners of services and the third sector, owing to the number of projects undertaken for the scheme.

The findings offer organisations and policy makers an insight into the issues faced by the third sector when dealing with large commissioners particularly with regards to the rapid change of service provision and short‐term contracts. This has considerable relevance in the changing economic climate and the associated austerity measures being imposed. The paper also fulfils the need for greater empirical work required in the important area of third sector delivery of services.

LinkAge Plus offered a unique opportunity to examine how a commissioner can use third sector organisations to develop services quickly and the associated issues that arise.

In the United Kingdom under the New Labour government from 1997 to 2010, there was a shift of power away from local towards central government, leading to a situation in which the role of public service organisations could appear to be mainly implementing priorities set by central government and complying with national standards, enforced through the setting of targets and the use of performance management frameworks. The key performance management systems, and the standards within them, became increasingly focused on outcomes, defined as the results that services produce that have an impact on the lives of service users and citizens – the benefits of the service rather than the volume or quality of the outputs (Willis & Bovaird, 2011).

Commissioning has been a central plank of health and social care policy in England for many years now, yet there are still debates about how effective it is in delivering improvements in care and outcomes. Social inclusion of people with experience of mental health is one of the goals that commissioners would like to help services to improve but such a complex outcome for people can often be undermined by contractual arrangements that fragment service responses rather than deliver holistic support. The purpose of this paper is to discuss a form of commissioning, Alliance Contracting, and how it has been allied with a Social Inclusion Outcomes Framework (SIOF) in Stockport to begin to improve services and outcomes.

The paper is a conceptual discussion and case description of the use of Alliance Contracts to improve recovery services and social inclusion in mental health care in one locality.

The paper finds that the Alliance Contracting approach fits well with the SIOF and is beginning to deliver some promising results in terms of improving services.

This is a case study of one area and, as such, it is hard to generalise beyond that.

The paper discusses a promising approach for commissioners to develop locally to guide service improvements and better social inclusion outcomes for people.

Rather than developing good services but fractured pathways of care across providers and teams, the Alliance Contracting approach potentially delivers more holistic and flexible pathways that ought to better help individuals in their recovery journeys.

This is the first paper to set out the use of Alliance Contracting and social inclusion measures to help improve services and outcomes for people experiencing mental health problems.

The purpose of this case study is to highlight the complexities involved in conducting a social return on investment (SROI) forecast in a small social enterprise, The Wooden Canal Boat Society.

This SROI forecast was a collaborative exercise between Tameside Metropolitan Borough Council and the Wooden Canal Boat Society. A case study methodology has been adopted in order to allow the voice of the first author, from the Local Authority, to come through.

The findings highlight that the process of scoping; gathering and analysing information; engaging with stakeholders and assigning evidence against proxies (London centric) is challenging and exhausting, yet it provides a rich learning experience for all those involved. The accuracy of the ratio is compromised and implicated by the time and resources that are available to invest the subjectivity of the data behind the ratio the judgements and decisions over who and how to include/exclude individuals from the SROI forecast. In short, the Wooden Canal Boat Society SROI forecast proved to be the tipping point in a successful grant application. However, SROI is not something the Local Authority are set to embrace more widely or would particularly recommend for the vast majority of their local social economy organisations.

As a case study paper, the authors do not seek to generalise. The case provides the reader with a stakeholder informed account of the experiences of being involved in a forecast SROI from the perspective of the first author from the Local Authority. In times of political change and economic austerity the climate in the UK social economy has significantly altered, particularly in the marketisation of services and funding provisions for health and social care. One implication of this shift that is reflected in the paper is Local Authority thinking in light of the Social Value Act, which passed through the UK Parliament in 2012.

The value of this case study provides academics and practitioners with an alternative perspective and rich commentary of the first author's narrative and reflections on the process of SROI and the dynamics involved in arriving at the ratio.