Market Position Statements

About IPC We work for well run evidence based public care We are part of Oxford Brookes University We work with national and local government, the NHS and private, community and voluntary sectors We work across the United Kingdom We were formed in 1987, and have a team of 40 staff and Fellows, based in Oxford and Bath 2

Caring for our Future White Paper 2012 “The government supports the diverse range of care providers that currently offer care and support, including user and carer led organisations, small and micro enterprises and social enterprises. To strengthen this diversity, the Government will introduce a duty upon local authorities to promote diversity and quality in the provision of services. To help local authorities carry out this duty, we are offering support to every local authority to create a market position statement or to develop their existing one.” 3

A duty towards care markets “A local authority must promote the efficient and effective operation in its area of a market in services for meeting care and support needs with a view to ensuring that any person wishing to access services in the market: 1.has a variety of providers to choose from; 2.has a variety of high quality services to choose from; 3.has sufficient information to make an informed decision about how to meet the needs in question.“ Care and Support Bill

Developing Care Markets for Quality and Choice (DCMQC) Programme A national programme funded by the Department of Health and supported by Association of Directors of Adults Social Services (ADASS) and a range of provider bodies Part of the support package announced in the Care for our Future White Paper Support delivered by IPC via ADASS regions Programme runs from Autumn 2012 until January 2014 Purpose of the programme is to help local authorities move from a provider / commissioner relationship to an enabling and facilitative role 5

How are we doing this? Working with ADASS and the Department of Health to develop national papers and tools, and regional support. Working with local authorities to ensure that, as a minimum, each authority has developed and shared a Market Position Statement. Working with local authorities to develop their market facilitation processes. 6

What is market facilitation? ‘Based on a good understanding of need and demand, market facilitation is the process by which commissioners ensure there is sufficient appropriate provision available at the right price to meet needs and deliver effective outcomes both now and in the future’. Institute of Public Care 7

Market facilitation activities 8 Capturing & Sharing Market Intelligence Structuring the Market Intervening in the Market

Commissioner Assess /identify needs Allocate resources Tender and procure or provide in-house Provider Receive contract Provide service Service user Receive service Changing roles… Commissioner Sharing intelligence Monitoring and intervening where needed Commissioner Sharing intelligence Monitoring and intervening where needed Service Provider Sharing intelligence Delivering outcomes Service Provider Sharing intelligence Delivering outcomes Service User Saying what they want Giving feedback Service User Saying what they want Giving feedback 9

Market Position Statement “A market position statement sets out a local authority’s ambitions for working with care providers to encourage the development of a diverse range of care options. It can include statements about local demand for different care and support options, the local authority’s vision for care and support, and commissioning policies and practices.” DH (2012) Caring for our Future 10

The market intelligence product – a market position statement The LA’s view and predictions of future demand, identifying key pressure points. The LA’s picture of the current state of supply covering both strengths and weaknesses within the market. 11

The market intelligence product – a market position statement The areas where the LA wishes to see services develop and those areas where it is less likely to purchase or provide in the future or encourage service users to purchase. Identified models of practice the LA will support at what price. The support the LA will offer towards innovation and development. 12

Key characteristics of a market position statement It should cover all potential and actual users of services in the local area, not just those that the state funds. Indicates how commissioners intend to behave towards the market in the future. Is evidence-informed in that each statement it makes has a rationale that underpins it, based on population estimates, market surveys, research etc. Draws on intelligence and intentions outlined in commissioning strategies, the Health and Wellbeing Strategy (H&WBS), the Joint Strategic Needs Assessment (JSNA), policy reviews and inspection reports where necessary. It should be the start, not the end point, of a process of market facilitation. 13

JSNA, H&WbS and MPS JSNAJoint H&Wb StrategyMPS Defines demand across the population. Essentially a broad based statement of current and future trends. May help to identify and target key populations, using predictive risk modeling. Looks at long-term patterns of need and demand. What partners will do together to improve health and wellbeing outcomes for all citizens in the local area. Provides a framework within which more detailed and specific commissioning plans for the NHS, social care and public health are developed. An analytical, ‘market facing’ document. Signals the commissioners’ desired model of practice for a specific market segment. Indicates changes, characteristics and innovation needed, and how commissioners will support and intervene. 14

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