Introduction

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 – www.darlington.gov.uk

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.

Coming Soon

Gateshead Council wants to support and encourage providers to develop personalised, integrated care and support services in Gateshead that offer quality and choice for customers.

To support providers achieve this aim, Gateshead’s Market Position Statement (MPS) has been developed with the aim to take a fresh look at the social care and health market locally, taking into account work underway to provide integrated support services and provide a tool to help providers identify opportunities and make decisions about how to develop their services in Gateshead that could maximise impact and success of a redesigned or new service offer.

Our MPS includes information that will help providers to:

  • Grow your business – it can help providers make decisions about which services to invest in for the future. It includes detailed intelligence on current levels of activity and forecasts future supply and demand
  • Identify gaps in the market
  • Respond to new business opportunities – it can help providers to find out about customer demand

The MPS will inform planning and decision-making by commissioners and providers. The content takes into account the wider public policy context in which social care support is commissioned and space delivered. It includes detailed intelligence on current levels of activity and forecasts future supply and demand.

The information contained in the MPS will help commissioners to develop the creative, efficient and cost-effective approaches required to address local need in a climate of reducing resources, public service reform and personalisation that will see more people holding personal budgets and making decisions about how their care is provided. The drivers for integrating health and social care commissioning include:

Recognition of a new architecture for health and social

• The challenge of meeting the needs of an ageing population in which chronic medical conditions are increasingly prevalent; the need to use resources more efficiently.
• Gateshead boasts some of the best health

  • persist across communities in We have layered resource on top of existing resource to respond to need in a siloed way – expensive and inefficient!
  • People have told us their experience of care is fragmented. Where our system has needed to be strongest (for example, for people with multiple and complex needs), it has often been the
  • We need to work differently in order to deliver better outcomes for the people of Gateshead with less
  • Developing a joint commissioning approach with the CCG for residential
  • Place based priorities have been agreed across the Gateshead System (Health and Social Care).

 

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.

 

The Market Position Statement (MPS) provides intelligence to providers on current and future supply and demand across the whole spectrum of the Adult Social Care market. The MPS aims to enable providers to make proactive business and investment decisions and to be responsive to Local Authority commissioning intentions. It also outlines support available to providers to assist in their development.

This new flexible tool allows potential providers, to manipulate data for analysis, to provide the required information which is part of a central approach where the Local Authority becomes a market facilitator rather than a just a procurer of services.

We need to work in partnership to fully understand the position of the current market and the effect the Covid-19 Pandemic has both now and in the future.

We recognise that providers are an important source of intelligence, in relation to the size and characteristics of our local market and that, by sharing market intelligence and working together we can provide better quality and choice. It is hoped that providers will be encouraged to respond to future demand, with new and innovative ideas on how maintain a vibrant and stable market.

To follow

To follow