We hope that this Market Position Statement introduction has been useful for you. It will be updated annually with fresh data and information as available. If you have any comments or questions, please contact:
Market Position Statement 2025-2040 Introduction - Adult Social Care Commissioning Strategy 2025-2028
Our Approach to Commissioning of Adult Social Care Services
Commissioning is an enabling function with Adult Social Care. Its purpose is to review, plan and procure a wide variety of care and support services and to assure the effective delivery of commissioned provision. This is to enable choice of support and a variety of services for Walsall citizens who need adult social care services.
Adult Social Care Commissioning Strategy 2025-2028
| Strategic priorities | Current status | Action | Metric KPIs | Outcomes |
|---|---|---|---|---|
| Market management and shaping | • Limited strategic market management and development | • 3 year pricing strategy linked to quality improvement 2025/2026 onwards | • % providers rated CQC Good & Outstanding | • Less people in long-term care. More people supported in their own home |
| • Fragmented, some lower quality provision | • Reviews of key services underway | • Average weekly cost of service users (SU) in long term care | • Improved, more strategic relationships with providers | |
| • Too many long-term service users e.g. 18-64 in bed-based out-of-Borough | • Key re-commissions 2027 | • Number of SU in long-term care | • Fewer contracted providers | |
| • Average actual rates paid for bed-based care higher than agreed rates | • Reductions in long-term care, especially bed-based care | • % SU receiving long-term care at home or in a tenancy | • Placements at agreed rates | |
| • Price negotiations with bed-based providers in place | • Improved market relationships with providers and co-production with citizens via Forums and targeted engagement | • % SU who feel they have choice and control over their daily life | • Good & Outstanding providers rewarded | |
| • Quality action plan & new governance in place | • Number of contracted providers | • Requires Improvement and Inadequate providers moved to Good | ||
| • MPSs drafted | • MPS as a driver to re-shape markets | • Number of out-of-Borough placements | • New progressive services in Walsall | |
| Prevention and early help | • Limited ASC funded prevention and early help services | • Walsall Wellbeing Outcomes to be embedded in all service specifications and evaluated | • % of contacts to ASC that result in signposting to a preventative/ early help service | • More people supported at the earliest stage |
| • Unknown impact of these services | • Further develop the Prevention and Early Help Strategy | • Number of Prevention and Early Intervention contracts funded by ASC | • Increased ASC investment in Prevention and Early Intervention services funded through less spend on long-term care | |
| • Need for an overview of all community–based early help services across Walsall & more dialogue with sector | • Joint market shaping and service gap filling with Resilient Communities, Public Health, VCSE, ICB | • Feedback from service users on impact of these services on their wellbeing and not needing ongoing services | • New progressive services in Walsall | |
| • Improved budget position in ASC due to improved service offer earlier in customer journey | ||||
| Targeted support | • Good developments with new Pathways to Independence services | • Embed well the new Pathways to Independence services | • % of contacts to ASC that result in a short-term targeted service | • More people receiving targeted support as a proportion of ASC commissioned support |
| • Non-Council commissioned day services: lack of market oversight and review | • Re-commission ICS Re-ablement & outcomes focussed providers 2027 | • % carers supported year on year by ASC | • Less people in long term care | |
| • Less people in long–term care | • Increased ASC investment in targeted support funded through less spend on long-term care | |||
| • Carers support offer adequate but need to drive for more/ better (demand management) | • New outreach as well as building-based day opportunities to be included in new Community Based Services (CBS) re-commissioning 2027 | • Proportion of day & outreach opportunities as part of CBS offer | ||
| • Quality of targeted support services – CQC and local QA | • More carers supported to care for loved ones in own home/less carer breakdowns | |||
| Support for Life-Long Needs | • Higher-cost specialist services – work underway of key packages | • Continued focus on key specialist packages and cost | • Proportion of ASC and ICB spend on specialist services | • Better outcomes for people in receipt of specialist services |
| • Needs not always being met through specialist services (revolving door) | • Supported Living review and prep for re-commissioning 2027 | • % SU receiving long-term specialist care at home or in a tenancy | • More people able to move out of specialist services to targeted support | |
| • Supported living offer – fragmented and not always progressive | • New bespoke provider market developments | • Number of contracted Supported Living providers | ||
| • Lack of modern, suitable accommodation is a key issue | • Strategic housing & accommodation planning | • Number of out-of-Borough placements | • Better value for money for public purse |
This highlights 4 key strategic priorities for Adult Social Care commissioners, with a summary of current position, action, key measures of success and key service and individual outcomes sought. Quality improvement sits as a strategic theme across all priorities as does personalisation and choice, financial viability of provision, equality, diversity and inclusion.