Market position statements (MPS) are a crucial part of the relationship between local authorities and the care and support sector. The aim of the MPS is to help explain the market for current and potential adult care services (providers) and to identify future demand in the context of changing expectations and different models of service delivery.

Commissioners alongside providers and communities need to understand the difference between supply, availability, demand and quality compared with ‘what good looks like’ to respond to what is needed, in a timely and efficient way.

The COVID19 pandemic has brought about significant change in the care sector over a very short period of time – it is fair to say this has been unprecedented in modern times. It does, however, afford us the opportunity to reflect on what is done, why and how, as well as consider different ways of working going forward.

There is now a chance to co-produce options based on new ideas of what can work. These need to address equality and access issues particularly where there has been under-representation of some groups. Providers may have proposals for development and innovative approaches, there may also be wider strategic opportunities to embed effective approaches.

These are some of the reasons why a group of North East Local Authorities are working collaboratively in the production of their MPS’s. The intention is to set out, through market facilitation and commissioning activity, the vision for adult social care activity across their operating areas in a period of significant change in terms of the way public services are delivered.

These authorities wish to be forward thinking and outward looking in their business planning hence the creation of a self-service tool where current and potential providers can view data in a comparable format having the ability to break down the data as they deem fit, as well as viewing this within the context of services across a wider region, and not just an individual council.

Each section below has text from the participating authorities in separate tabs so you can quickly and easily obtain relevant information across the area of this group of councils. Wherever possible, interactive data tools have been provided that allow you to discover key insights across a range of topics allowing dynamic views of data, as opposed to historical paper documents.

Please Note: Each data tool is independent from the others, and from the tabbed text. You must choose appropriate filters in each tool, including which authorities you wish to view.

The intention of this Market Position Statement is to clearly set out how, through market facilitation and commissioning activity the vision for Darlington can be realised, not only through the delivery of care and support services, but also in the way in which health and social care partners actively contribute towards economic growth and employment opportunities for the people of Darlington.

The ongoing direction of travel which will continue to shape delivery of adult social care services is set out in this Market Position Statement. As such, it has been informed by and builds on Darlington’s Health and Wellbeing Strategy, which provides strategic direction for decision makers in local health and social care services based on challenges identified in the Joint Strategic Needs Assessment (JSNA). These documents can be found on the Councils website –

Like many other Councils, Darlington is in a period of significant change in terms of the way public services are delivered. Citizens’ expectations have changed, different models of service delivery have or must be developed, there have been significant technological advances, and Councils are experiencing unprecedented financial pressures as a result of the national austerity measures. These factors have and will continue to result in a change to the market landscape.

In this context, we see this Market Position Statement as an increasingly vital part of our relationship with the care and support sector. It aims to: build on the local strategic approach and long-term vision for the future of public services in Darlington; explain what new approaches and services are needed, and encourage our partners to help us shape a sustainable model of care which achieves better health and wellbeing outcomes for local people.

The aim of this Market Position Statement is to understand the current market for adult services and to identify future demand for services. It is our intention that this document acts as a starting point for meaningful discussions between the Council and providers and potential providers of services to ensure that we can collectively meet need.

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The Council has ambitions to work with the market to develop services that can meet peoples needs in more flexible and creative ways, with a focus on outcomes. This will also support us to ensure there are more options available to support the needs of an increasingly diverse community. We have commissioned NDTi to support us to transform, and this programme of work will begin with a focus on more preventative and strengths based ways of working.

We are keen to develop a commissioning approach which is informed, engaged, collaborative, innovative and people focused. It will manage resources and risks effectively, and align to the commissioning principles and service priorities set out in the Integrated Adults and Social Care Strategy 2023-28 Integrated Adults and Social Care Strategy 2023-28 – Gateshead Council. Our Commissioning Approach sets our vision for commissioning in Gateshead Purpose and vision – Gateshead Council, which includes our approach to market development and engagement

Strategies – Gateshead Council

Please note:- Elements of the Digital MPS are not available until the new Mosaic care management system goes live (Expected Summer 2024)

Last updated 3rd June 2024

Under the Care Act 2014 the council has a statutory duty to provide care and support for people with eligible needs. The Act also places a duty on the council to maintain an efficient and effective care market to meet the needs of the residents in Hartlepool.

The aim of this Market Position Statement is to understand the current market for adult services and to identify future demand for services. It is our intention that this document acts as a starting point for meaningful discussions between the council and providers and potential providers of services to ensure that we can collectively meet need.

This Market Position Statement provides a range of information for stakeholders to enable them to understand the population of Middlesbrough and its’ care and support needs.

The data contained within the Market Position Statement is live and allows you to interrogate, analyse and interpret the information yourself. We want to encourage innovation to meet needs and enable stakeholders to participate in Middlesbroughs’ vision for the future. Our commissioning intentions will be regularly updated.

The pandemic has had a significant effect on the population of the country as a whole and particularly on vulnerable people. It is therefore impossible, at this time, to base future needs for services on the service usage prior to this pandemic. We anticipate that what individuals and families want from services may change and services themselves will need to move with and adapt to changing guidance.

Middlesbrough has a strong ambition to improve the lives of Middlesbrough residents, with community engagement being a key priority. The Council wants to work with its’ communities and partners to improve health and wellbeing, create opportunities for local people, improve its’ housing and infrastructure and make the town attractive to residents and visitors.


South Tyneside is committed to delivering high-quality integrated care and support, which improves outcomes, delivers choice and is personalised to meet residents individual needs.

The intention of this Market Position Statement is to set out the direction of travel; clearly articulating the needs of the borough, demand for services and predicted trends. By communicating key information, it is hoped that providers have intelligence to:

  • More easily identify opportunities for future development
  • Plan proactively
  • React to changes
  • Identify potential market gaps
  • Enter into the market as a new provider

This statement outlines South Tyneside’s ambitions in relation to older people, adults with disabilities, learning disabilities, mental health needs and other needs. As such, it is closely linked to a number of key strategies, including:

The statement aligns closely to South Tyneside’s alliancing principles, so is reflective of South Tyneside’s collective goals and values. All partners are committed to collaborative working, adopting approaches which are developed in co-production, and delivered jointly wherever possible.

This statement should serve as a starting point to facilitate dialogue with providers. It is envisioned that intelligence will be further developed through an iterative approach, in order to benefit from a richness of information.

By placing the person at the centre of market shaping, South Tyneside aspires to transform the health and social care offer; delivering a care and support sector which is sustainable, vibrant and agile.


To follow