{content}

Market Position Statements (MPS)

Information for service providers about market position statements and commissioning intentions for Adult Services.

Group of people in front of fountain

Foreword by Karen Pavey, Director Adults and Health

The council strives to achieve the best experiences and outcomes for our residents. Our ambition is for North Lincolnshire to be the best place for all our residents to be  safe, well, prosperous and connected. We continue to drive our organisational goals of being progressive and enabling in our approach, financially and environmentally sustainable.

Keeping people in their own homes, families, jobs & communities our Adults Strategy 2023-25 sets out key areas for development and the change we want to see in making a real difference to vulnerable adults and their carers, our priorities being:

  • Promoting independence
  • Embedding integration
  • Transforming the care sector
  • Enabling the workforce.

The purpose of this Market Position Statement (MPS) is to:

  • Share local context and outline services and support currently being delivered with existing and prospective providers, providing links to our key strategies for further information.
  • Signal to the care sector future needs and development opportunities for the area.
  • Provide information on how we want to shape opportunities and develop solutions to meet local need and demand.

Working together more closely with providers we can ensure innovative and flexible support solutions for people living in North Lincolnshire. We will continue to work with wider partners, people with lived experience, voluntary and private sector organisations using evidence and lived experience to develop and shape local solutions to provide a range of opportunities which help keep people in their own homes, families, jobs & communities.

A market position statement (MPS) is a document published by commissioning authorities which summarises the supply and demand in a local authority area. The MPS brings together local information and analysis relating to commercial opportunities within the public health, health, and social care market in that area.

  • Providing an overview of our current market and demographic profile of our population
  • Describing our strategic priorities and Community First approach.
  • Identifying gaps in the area and highlighting key messages to providers, including a focus on workforce and assistive technology.
  • Facilitating Engagement and Coproduction with providers and stakeholders to build and shape provision in North Lincolnshire.
  • Explaining Integration and a Place Based Approach.
  • A Community First focus on Care at Home – Enabling our residents to live at home for longer, increasing their independence and supporting them to remain in communities they are familiar with.
  • People have choice and control by use of direct payments and personal budgets.
  • People have access to information, advice, and guidance to purchase their own support.
  • Practise should be person centred, strengths based, and outcomes focused.
  • Creativity and innovation are encouraged to create a diverse and vibrant sector.
  • Operate with a ‘supporting to’ rather than ‘doing for’ approach focusing on the principles of enablement, recovery and self-care and improving resilience. Rehabilitation and reablement to support people following hospital discharge.
  • Developing opportunities for micro commissioning, community cooperatives and alliances.
  • Social value (Community Wealth Building and Sustainability) is a key focus for all commissioning and procurement activities across health and social care.
  • We will ensure equity of access regardless of where the person lives.
  • A technology first approach will be promoted and encouraged across the sector.
  • We work in a supportive, partnership approach enabling the care sector to self and peer support through a sector led improvement approach.
  • There is recognition of the importance of early support and prevention, leading to a reduction in hospital admissions.
  • We continue to make an investment in the care at home workforce to stimulate recruitment, retention, and career progression, creating a valued, well trained and supported workforce linked to social care and health, trusted reviews, and low-level health tasks.
  • Requirement to diversify our care offer locally – such as increased appropriate housing for older people, opportunities for purposeful activity, supported living, extra care, shared lives, home share, live in care and small supports.
  • There is an oversupply of Residential Care in this area with a high number of out of area use and our ethos is to support people home first.
Young care worker talking to an older lady

1. Understanding need

National and Local Drivers, local demographics, market overview, finance and future demands.

Demographics

The demographics and area profiles along with our Joint Strategic Needs Assessment can be found on the Public Health page.

The aging of the population is driven primarily by two factors. Improvements in life expectancy mean that people are living longer and reaching older ages, and there has also been a decrease in the fertility rate. Moreover, the gap is growing between large urban areas, which continue to attract ever higher concentrations of younger residents, and rural and coastal areas, whose populations are continuing to age rapidly. A rural-urban divide can even be seen in North Lincolnshire, with just over 10% of the population in the central areas of Scunthorpe aged 65 or over, compared to over 25% in many rural areas and outer suburbs.

An aging population has a number of economic and social impacts, chiefly on pensions, social care, housing and well-being. It can also present opportunities both at a societal and individual level, leading to the emergence of new markets, increased involvement in volunteering and community activism, longer working lives and creating opportunities to spend more time with family and friends.

Life expectancy is improving, and our older population is growing faster than the national average. Over the next 20 years, we expect a 72 percent rise in the number of residents aged 85 and over. Our older residents that need care and support can expect high quality care provision across both residential and care at home. (Council Plan 2022)

March 2023 update

North Lincolnshire is an area of 328 square miles on the south bank of the Humber Estuary, equidistant between London and Edinburgh and within easy reach of large cities such as Leeds, Sheffield, Doncaster, Lincoln and Hull.

  • 169,900 population – an increase of 1 percent since 2011
  • 0 to 19 years – 22 percent, 20 to 64 years – 56 percent, 65+ years – 22 percent
  • 2 percent projected population growth 2023-43

Lincolnshire has more older people than most other areas, and the population is continuing to age. Local population of over 65s expected to grow by a further 27 percent by 2043. Local population of over 85s expected to grow by a further 76 percent by 2043.

Life expectancy

Male – 78.7 years – female – 82.7 years

Healthy life expectancy

Male – 58.7 years – female – 56.4 years.

  • 9.1 percent [15,430] of local people provide 1 hour or more of unpaid care a week –above the national average of 8.3 percent
  • 6 .0 percent [10,200] of local people say their health is bad or very bad–above the national average of 5.2 percent
  • 19.7 percent [33,340] are disabled a further 11,490 have a long-term physical or mental health condition but their day-to-day activities are not limited.
  • 6.7 percent [2,530] of local people aged 65 and over are estimated to have dementia.
  • 8.3 percent [12,750] of adults have been diagnosed with diabetes –above the national average of 7.3 percent
  • 0.5 percent [920] of local people are recorded as having a learning disability.
  • 58.3 percent [77,000] of adults are physically active –below the national average of 65.9 percent
  • 67.6 percent [89,500] of adults are overweight or obese –above the national average of 63.5 percent
  • 14.9 percent [22,500] of adults have been diagnosed with depression –above the national average of 12.7 percent
  • 17.9 percent [28,100] of adult’s smoke –above the national average of 15.4 percent
  • 16.3 percent [12,385] of households are in fuel poverty –above the national average of 13.2 percent
  • 27.7 percent [10,300] of pensioners live alone –below the national average of 28.9 percent
  • 1,979 care home beds –North Lincolnshire has 11.8 care home beds per 100 people aged 75 and over, above the national average of 9.4 beds.

The North Lincolnshire Experts Together Pledge 2022 has been designed to help organisations hear the voice of people with

lived experience of services and to help them hold organisations to account when things are not working. People from across the voice and influence citizen partnership groups have come together as a working group to create the Pledge. They believe it is important that organisations and professionals understand:

  • How people wish to live their lives
  • What is important to them, and
  • What challenges they face.

The Pledge describes how they would like organisations and professionals to:

  • ASK people’s views and opinions,
  • LISTEN to their lived experience and
  • ACT to work together to produce care solutions, service design and shape strategic direction.

The ambition is that people from the partnership groups, the council and partners will come together each year to confirm their commitment to the pledge and celebrate and share the work we have done together over that year.

We encourage all new providers to sign up to The Pledge and to use this tool in practice. Further information can be found on the Citizen partnerships, groups and networks page.

Image showing people working together

Sector overview

As of April 2023 North Lincolnshire currently has 60 care homes operating. 37 care homes are registered to support those people aged 65 and over. Seven of these are registered to provide nursing care. There are 21 care homes offering specialist provision to working age adults and/or those people with more complex needs. North Lincolnshire Council also own and run a facility for short term rehabilitation and reablement.

Current CQC ratings can be found on the CQC website.

North Lincolnshire Health Care Partnership commission placements at a dedicated step-down facility (previously the designated setting), to support hospital discharge for people who no longer need support in an acute setting, but are not well enough to return home, or undertake rehabilitation and reablement. This dedicated setting also enables social care and health input to be provided in one place, rather than throughout residential settings across North Lincolnshire, to avoid deconditioning and admission into longer term residential care.

The Housing Learning and Improvement Network (LIN) were recently commissioned to undertake a review of housing with care and support needs required within North Lincolnshire, the document states that North Lincolnshire has an oversupply of residential care placements of 224. We also know that a number of our local placements are taken up by people from out of the North Lincolnshire area.

The Housing LIN report states a requirement to diversify our Housing with Care offer locally, such as increased appropriate housing for older people, day opportunities, supported living and Extra Care facilities.

We are not looking to commission additional residential care providers in North Lincolnshire.

More details can be found in our  Market Sustainability plan.

In North Lincolnshire, alongside the longer-term external care sector, we operate a Home First rehabilitation and reablement, residential and domiciliary care service. Our Home First services help to prevent unnecessary admission to hospital, support timely discharge from hospital and prevent avoidable admission into longer-term residential care, helping people to live within their own home for longer.

The aim of Home First is to provide time limited support to enable people to remain independent at home, which might include:

  • Support to improve mobility and health needs through a personalised therapy and care input.
  • Help with building confidence to carry out daily living activities and practical tasks independently.
  • Enabling people to recognise their full potential and achieve their goals.
  • Working in partnership with other social care and health professionals.
  • Connecting people to their communities.

North Lincolnshire currently has an equal split between small local care providers and larger regional or national providers.

We would be very happy to support Community Catalyst and SME to enable people to manage their own self directed team to support independent living.

It is a requirement of our Framework Agreement that all providers must have CQC ratings of Good or above. This also applies to all providers who we spot purchase from.

We are currently in the process of transforming and recommissioning our Care at Home provision. Alongside the possible development of Shared Lives and Homeshare opportunities locally following the outcome of a feasibility study, and greater use of assistive technology and digital solutions.

Current CQC ratings can be found on the CQC website.

As outlined in our Adult’s Strategy, there is a need to reduce the amount of working age adults currently residing in residential settings or out of area placements by increasing the skills set of the care workforce and amount of supported living arrangements locally.

Care First Approach logo

Through our community first approach we will:

  • Be person-centred, build on people’s strengths, enabling them to participate within their community and empowering them to do more for themselves.
  • Ensure that people don’t pay for what they don’t need and paid for support is the last resort.
  • Work together with our partners in a holistic and integrated way to achieve the best possible outcomes for people.
  • Improve outcomes for people and be informed by the voices of our diverse communities.
  • Maximise the use of digital technologies to promote independence.

Our aim is to keep people in their own homes, families, jobs & communities by:

  1. Promoting independence – Developing more models for independence utilising housing and technologies and ensuring paid work is a real option for people.
  2. Embedding integration – The Community First approach enables people to remain and return to their own homes, families, jobs & communities.
  3. Transforming the care sector – Care at home to be more modern, enabling and progressive – all care to be good or outstanding.
  4. Enabling the workforce – to feel safe, supported, and enabled to be themselves, be well and healthy and are confident to Keep people in their own homes, families, jobs & communities.

We are committed to being a provider of good quality specialised provision, with the delivery of care being more modern, enabling and progressive. We are reviewing options for the long-term future of our provider services.

This is to make sure that:

  • we have a varied and sustainable care sector.
  • any provision that stays with us complements and supports commissioned services
  • we can adapt to changing market conditions and encourage provider sustainability.

Further information can be found here in our Market Sustainability Plan

We are in the process of recommissioning our Care at Home contract and are looking at how to transform our care sector to be safe, effective, high quality, innovative and sustainable.

North Lincolnshire Council and North Lincolnshire Health and Care partnership operate under a partnership arrangement to set fees and broker care and support locally. This ensures that providers have one point of contact.

The table below sets out the rates for care at home:
Lot Description Price structure Rate per hour
Lot 1 Urban Geographical one Base rate
Complex Enhancements can be added (subject to assessment/criteria)
£19.76
Lot 1 Rural Geographical Zone Base rate plus 60p
Complex enhancements can be added (subject to assessment/criteria)
£20.36
Lot 2 The provision of care through service user choice Base
Rural and complex enhancements can be added (subject to assessment/criteria)
£19.76
Lot 3 The provision of care at Ashby Meadows Extra Care Scheme Specific price £16.80
Lot 4/5/6 Complex Neurological conditions
Complex Learning Disability and/or Autistic Spectrum Disorder
People with mental health conditions
Base price
Rural and complex enhancements can be added (subject to assessment/criteria)
£19.76
Lot 7 Roving Nights Based on 1 hour, with 2 workers £79.04
  • Base price £19.76
  • Rural enhancement £1.09
  • Complex enhancement £1.15
The table below sets out the rates for residential care:
Base Rate Residential Fee (per week) £605.08
Complex Care Enhancement (subject to assessment) £50

Older person at home receiving exercise tuition

2. Strategic priorities

Our strategic priorities and outcomes for North Lincolnshire are:

  1. Keeping people safe and well
  2. Enabling resilient and flourishing communities
  3. Enabling economic growth and renewal
  4. Providing value for money for local taxpayers

Our organisational goals are to be progressive and enabling in our approach, whilst remaining financially and environmentally sustainable. This is to ensure that our residents are Safe, Well, Prosperous and Connected.

The following documents explain our strategic vision:

Older couple walking through woods

3. Commissioning Intents, Workforce and Technology

The North Lincolnshire Council Plan aspires for its residents to be safe, well prosperous and connected.

They prioritise residents to achieve good outcomes independently, with their families, and in their communities through self-care and independence wherever possible fulfilling the ambition to enable resilient and flourishing communities. Our aim is to achieve this through personal choice, being outcomes-based, including social value elements in our tender exercises and making use of community resources.

In order to achieve the above, our future commissioning will be based on these principles:

  1. Promoting social inclusion, reducing social isolation and encouraging the development of informal support networks and community connections close to home.
  2. Supporting all partners and providers to invest in prevention and health and wellbeing.
  3. Moving the focus of investment to community and home-based services.
  4. Continue to develop housing options for older people, including home improvements and development of the extra care housing programme.

We are committed to shaping good quality, diverse, accessible and personalised health and social care support by:

  • Commissioning on the basis of better outcomes.
  • Creating resilient communities.
  • Linking with people and communities to co-produce care and support.
  • Making the best use of available resources.

Our strategy’s focuses on market solutions that support people to:

  • Stay independent.
  • Access care within their community for as long as possible.

Working with providers on an approach that looks at a person’s life as a whole, considering their needs in the context of their skills, ambitions and priorities.

Together we need to work in a way that:

  • identifies strengths (personal, community and social networks)
  • and maximises these so that people can achieve their desired outcomes and improve or maintain their wellbeing.
  • engages with the community and uses community assets to reduce isolation.

Technology plays an increasingly important role in providing care and support. We expect this to be a growth area for providers.

Our Independent Living service can help and advise on assistive technology. Any future commissioning will consider how assistive technology can be incorporated to help people live independently.

What this means for the care sector

There is a chance for technology to be used to:

  • monitor health
  • support independence
  • reduce loneliness and increase wellbeing
  • help use care worker’s time more effectively

Our providers need to consider how they can integrate technology better to support people accessing their services.

Commissioning Intentions

What we want more of:

We want to hear from community groups who can offer services to help prevent isolation. We may be able to offer help with start-up if you are thinking about providing activities or services to encourage social inclusion and wellbeing.

Care Providers supporting their clients and staff by the use of assistive technology identified as being of potential benefit in care plans.

Ways in which we are working to support care sector workers, and to assist providers with recruitment and retention can found on the Support for the care sector webpage and the Skills for Care website.

In order to address recruitment and retention in the care sector the council has developed the Proud to Care programme which offers opportunities to start a career in care with incentives such as paid training, free childcare and retention bonuses. We are working in partnership with a Recruitment Provider to help promote working in care and recruit to the sector.  Please visit the Proud to Care website for further information and contact details.

Further information on this scheme and other ways in which we are supporting the care sector workforce can be seen in our Market Sustainability Plan [PDF, 609Kb].

North Lincolnshire Council supports the national living wage commitment.

To enable choice and control, a personal budget is given to people who have eligible care needs and wish to purchase their support themselves. This could be through a homecare provider, a company who provides personal assistants or by directly employing someone.

Personal budgets can be received and managed it in three ways:

  • Direct payment (previously known as a cash personal budget)
  • Delegated direct payment
  • Council managed personal budget.

Commissioning intentions

What we want more of:

There is currently a gap in the market relating to the supply of Personal Assistants. This is an area with high demand growth and more Personal Assistants are required throughout North Lincolnshire and are a key part in helping residents to remain in their own homes and independent for longer. They also help to achieve personalisation for the service user who isn’t entitled to a Care Plan, working together to identify and achieve outcomes.

Staff representing the Proud to Care route into social care jobs.
Integrated Care Partnership logo

We are currently developing our NLC Integrated Plan and this will be updated in due course.

The recommendations below aim to help organisations to understand what they can do to make sure that their services align with the council’s priorities for care and support in the future:

  • Register with Yortender.
  • Ensure your organisation and services provided are accurately listed on local information directories and the recognised provider list (RPL).
  • Use tools to gather feedback from people who use your services and develop your organisation and service provision.
  • Support us in developing and shaping the market locally, such as regularly attending provider forums.
  • Access training proactively utilising the recruitment and retention support under Proud to Care.
  • Focus on maximising independence, supporting people to help themselves as much as possible.
  • Think about how your services could support the increase in the number of service users who take up direct payments for their care and support.
  • Engage with us around how digital technologies and equipment can be used and how staff will be trained.

Our planned procurements are continually added to. Register with Yortender or contact the Commissioning team to ask about forthcoming opportunities.

Forthcoming tender opportunities are listed on the council’s commercial pipeline providing a forward look of our anticipated procurement activity. It includes all major projects and procurement activity over £100k.

In line with the council’s vision, we want to work with providers who can help us to deliver our ambitions around social value and reducing our carbon footprint.

Our contracts will include a requirement for providers to evidence how their services support the principles of social value and deliver the council’s ambition to ensure people live in sustainable communities with reduced carbon emissions.

What businesses and organisations can do:

  • Champion healthy workplaces and active travel.
  • Bring the zero-carbon ambition to life by using sustainable sources to run their services.
  • Run services efficiently and responsibly to benefit the environment and community.
  • Support volunteering opportunities and community group initiatives.

Read our Social Value Policy.

Contact

The Commissioning Team

01724 297000