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Market Position Statement 2025 to 2040 for Services for Working Age Adults with Long-Term Needs Vision and Intentions

Vision

"Ensuring the right support at the right time in the right place"

"The ambition is for people, where possible, to be living in their own homes with little or no support because they have maximised their independence.Where working age adults with longer-term needs do need care and support in supported living, shared lives and other services, ensure that this is good quality, progressive, flexible and meets needs and desired outcomes."

Intentions 

  1. To ensure that these services are co-produced with people with lived experience and with the greatest degree of integrated partnership working possible
  2. To ensure that the current and future needs and protected characteristics of people receiving these services are understood and met by the Council, providers and partners
  3. To clearly define and specify primary support reasons and subspecialisms of care and support required in support plans, specifications and tenders for these services
  4. To jointly commission more locality-based and Borough-wide support services for people to meet these needs as close to home as possible, in a timely, outcomes-focussed way and to prevent escalation of conditions and to maximise people’s independence
  5. To grow Pathways to Independence and associated services such as enablement to meet a range of needs and to shape and deliver on a new vision for these crucial services (e.g. transitions from Children’s Services, referrals from localities, maximised use of Assistive Technology)
  6. To expand the Shared Lives offers and better use this service to meet a range of needs and to expand the micro-provider market of tailored support developing the Small Supports Programme
  7. To redesign Supported Living from its current commissioned model to remodelled services that are outcomes-focussed, high quality, progressive and value for money with clients supported in General Needs Housing as the preferred accommodation model, where possible
  8. To ensure that accommodation is modern and high quality, preferably based on a core and cluster model, with people having the option of changing their care provider while maintaining their tenancy. Develop long-term relationships with providers of Supported Living and between providers, developers, landlords and tenants
  9. To shape a more tailored, personalised approach to commissioning and brokering these services
  10. To seek to return Walsall citizens back to Walsall from in-patient care in other parts of the Country to receive their specialist care in-Borough and to develop improved forensic pathways and support
  11. To shape more NHS-led and funded services jointly with Adult Social Care where there are gaps e.g. personality disorder services, crisis pad interventions, step –up and down and support for people caught in the revolving door of services leading chaotic lives but without formal diagnoses
  12. To continue to create a more joined up, effective and equitable pricing strategy and agreements for these services across the Council and NHS (following current case work underway)
  13. To ensure continued partnership working between the NHS and Council in jointly specifying, commissioning and shaping joined-up, effective services in the more specialist provider market, building on the longterm collaboration with Black Country Councils to manage the subregional market more effectively

Achieving this vision and these intentions will be a journey. It will require commitment from providers as well as commitment from the Council, ICB and other partners to drive this vision and invest in its delivery.