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Market position statements overview


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Guide to Staffordshire’s market position statement documentation for older people or adults with physical disabilities


Alan White

The council’s vision is for a connected Staffordshire, where everyone has the opportunity to prosper, be healthy and happy. One of our priorities is a joined-up approach to health, care and wellness that encourages people to take greater responsibility for their own health and plan for their future, so that we can support those who really need it.

With a growing number of adults needing care and support and with funding that is falling in real terms, we will need to find ways to help people to help themselves by taking responsibility for keeping themselves healthy, safe and prosperous, as well as growing communities to support people with care and support from family, friends and the whole community.

Inevitably there will be some people who need long term care services. We will need to be clear about the options available so that people understand who is eligible for support and who will need to pay for it, and work with our partners and providers to ensure that when people do require support, we can offer quality and safe services that meet people’s needs.

This will require changes in the market for care services. This suite of market position statement documents set out what we believe we will need from the market over the next few years in order to inform business decisions by providers. They set out details of current services, our understanding of adult social care needs now and in the future, our commissioning intentions, and how we would like to work with the market. We have tried to present it in a way that is accessible and can be updated with changes in commissioning intentions, market opportunities, market feedback and intelligence. We hope that it will be a vital reference point for the whole adult social care market in Staffordshire. 

Councilor Alan White

Deputy Leader Staffordshire County Council and Cabinet Member for Health, Care and Wellbeing



I am pleased to present our new suite of market position statement documents. These help us to meet our legal duty to sustain and shape the market at a time when it is adapting to meet the changing health and social care needs of local people alongside a number of financial, workforce recruitment and retention and other key challenges.  We hope that by engaging more closely with adult social care providers and by sharing what we know about the market in these documents, we can help to support a more sustainable, high quality, diverse and cost-effective adult social care marketplace for local people.

We welcome your feedback on how useful this information is to your business and any suggestions for how we might continue to improve it.

Dr Richard Harling

Director of Health and Care, Staffordshire County Council


What is a market position statement? Back to top

According to the Institute of Public Care market position statement guidance Toolkit, a market position statement should cover all potential and actual users of services in the local area and not just those accessing state funds. It should be a product designed to help providers to develop effective business plans that:

  • Helps capture and share market intelligence.
  • Articulates current demand and supply and possible future trends.
  • Explains the local authority’s priorities based on an evaluation of the data and evidence.
  • Brings together material from a range of sources such as joint strategic needs assessments, surveys, contract monitoring, market reviews and statistics.

Our role in market shaping and development Back to top

According to data published by Skills for Care for Staffordshire, there were an estimated 20,500 jobs in adult social care in February 2018. These are split as follows: local authorities (3%), independent sector providers (87%) and jobs for direct payment recipients (9%). At this time, Staffordshire contained 379 CQC regulated services; of these, 253 were residential and 126 were non-residential services.  'Local authority area information and reports' published by Skills for Care contain this information and are updated annually.

The Council spent £214 million (net) on adult social care in 2017-18 compared to a net expenditure of £221 million in 2013-14; indicating increasing pressures on budgets. With an ageing population with increasingly complex needs and reduced budgets, local government is increasingly under pressure to develop long-term sustainable solutions when faced with the need to make substantial savings year-on-year. Underpinning our commissioning approach is a need to ensure more effective and more efficient use of public money to support desired outcomes for local people.

The Care Act 2014 places new duties on local authorities to facilitate and shape their market for adult care and support as a whole, to enable it to meet the needs of all people in its area who need care and support, whether arranged or funded by the state, by the individual themselves, or in other ways. The ambition is that this function will promote a sustainable and diverse range of care and support providers, continuously improving quality and choice, and delivering better, innovative and cost-effective outcomes that promote the wellbeing of people who need care and support.

Much of the need for care and support is met by people themselves, by their families, friends or other carers and by their community networks. Market shaping and commissioning aims to broaden, supplement and support all these wider vital sources of care and support and ensure sufficient sustainable provision tailored to meet the needs of those with additional support requirements.

Market shaping involves:               

  • Engagement with stakeholders to develop a better understanding of supply and demand and articulate likely trends that reflect people’s evolving needs and aspirations.
  • Signalling to the market, based on the best intelligence available, the types of services needed now and, in the future, to encourage innovation, investment and continuous improvement.

Our market position statement documentation is intended to help identify what the future demand for care might look like and to act as a starting point for discussions between the council and those who provide services.

Our market position statement documents on the Information for Providers website include details of:

  • What Staffordshire looks like in terms of current and future needs and care provision;
  • The council’s intentions as a facilitator of care;
  • The council’s vision for how care provided might respond to changing needs for care and support in the future.

Strategic focus and drivers Back to top

A vision for Health and Care at Staffordshire County Council

The council’s Strategic Plan (2018-2022) outlines the following key priorities for Health and Care:

  • Leading a conversation with the public and professionals about people’s responsibilities for staying well, planning for and managing their own care and ensuring they have what they need to live healthily and independently, so that the council can support those in most need.
  • Ensuring that health and wellbeing shapes the policies and decisions we make about housing, economy, retail, infrastructure, leisure and green spaces, creating an environment that favours good health and wellbeing across the lifecycle for current and future generations.
  • Tapping into the massive potential offered by new technologies to improve the information, advice and tools that help people take control over their health and wellbeing, both physical and mental, as well as planning for and managing their own care.
  • Making much better use of the data we collect to better predict who is likely to be at risk of ill health and to take appropriate action quicker.
  • Promoting independence and ensuring appropriate access to taxpayer funded care.
  • Ensuring a sustainable market for care and intervening to establish alternative providers of care where necessary.
  • Continuing to integrate health and care services and supporting and leading NHS reform for the benefit of Staffordshire people.
  • Lobbying government for sustainable funding for adult social care.

Cross links with partner strategies

Staffordshire Clinical Commissioning Groups (CCGs) are part of a group of wider NHS organisations and public service partners including primary care, local authorities, primarily through the Staffordshire and Stoke-on-Trent Sustainability and Transformation Programme, branded as “Together We’re Better”, and the Health and Wellbeing Board. These provide a mechanism for relationship building and for the health and social care economy to deliver improved and seamless services and provide better overall health outcomes for local people.

For further information:

Producing a more integrated market position statement in Staffordshire Back to top

Together with Staffordshire CCGs and Stoke-on-Trent City Council, we have agreed a joint approach to market shaping to communicate the following:

  • What we are commissioning currently.
  • Our strategic commissioning intentions.
  • Common messages.

We have agreed to support this in the following way:

  • Developing market position statement documentation that can be updated regularly.
  • Aiming to seek provider views and insight in its development.
  • Agreeing to develop where possible integrated care pathway(s) so that the combined health and social care journey can be more clearly mapped out.
  • Using joint initiatives to:
  • Gather and analyse information and intelligence collectively (e.g. in implementing partner initiatives to monitor bed vacancies).
  • Improve information sharing - such as using Staffordshire Connects A-Z search function to display a wider directory of services across Staffordshire and Stoke-on-Trent that local people can access as well as capitalising on data sharing agreements, linking market information digitally across organisations and using common data directories.

Development of our market position statement Back to top

Structure, content and layout

Our market position statement documentation (for older people and people with physical disabilities) has been split into two key themes within the Information for Providers website in order to allow us to update it more efficiently:

  • Market position statement intelligence (includes population demographics; supply, demand and gap analysis, and; future prediction modelling)
  • Commissioning intentions documents can be searched for using “All Adults” and “Older People and Adults with a Physical Disability” links and include a description of what we commission now, what we intend to commission in the future and key market messages.  

Single All Age Disability and Mental Health market position statements for all age disability and mental health are separately available on this site.


Introduction to our market position statements Back to top

 A major characteristic of Staffordshire is its ageing population, which is growing in both size and average age with its older population growing relatively faster than the general population. By 2039 the number of residents aged 75 and over, will rise dramatically from 88,200 in 2019 to 139,500 in 2039, an increase of 58%; over 51,300 people.  With this increase, we expect to see a growth in numbers of people with limiting long term illness and disability; more associated acute admissions to hospital and more people struggling to manage activities of daily living. This compares to little change anticipated in the 18-64 age group over the same time period.

The challenge faced by the Council and other Local Authorities in responding to this need when public sector finances are under intense pressure and when elements of provision within the care marketplace are already struggling to meet needs is enormous and unprecedented. At the heart of this challenge is the balance between funding the cost of care for those people who already receive it, or who need it now, and shifting towards personalisation and community-based support in order to enable people to remain healthier and live independently for longer to prevent or delay the need for more intensive care and support. We recognise the need to harness the potential that new technological innovation can provide to support people to manage their own needs and also to support smart business planning and higher quality and more efficient care provision for those with more intensive care and support needs. It is also why we are committed to improving the way we collect and share our intelligence with the marketplace to support a more focussed and timely response to highlighting opportunities alongside addressing emerging gaps and pressures. We are also working more closely with the NHS to better integrate Health and Social Care Services, to generate greater efficiencies in the services that we provide and ultimately to improve the experience for people who use these services (whether they are funded by us or not). For further information about the Council’s priorities for Health and Care, please refer to our Strategic Plan (2018-2022).

Links on this page are developed to direct readers to individual market position statement pages which are current as at April 2019 for the following service areas:

All Adults

Older People and Adults with a Physical Disability

18 - 64 age group

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How to feedback and engage with us

We welcome feedback on the structure, content, layout and usefulness of our market position statement documentation, which has been developed to be updated more efficiently. Equally, we would appreciate organisations sharing relevant intelligence that they gather with us to support our evidence base (including intelligence on workforce pressures, examples of innovation, unmet needs etc).

You can engage with us in the following ways:

Please note that a wide range of bespoke training and development opportunities for adult social care providers is also available through the course finder search function.

 You can also download for offline viewing a summary of our commissioning intentions for older people or adults with physical disabilities.

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