Adult Services and Wellbeing

Senior Leadership Team

• Cath Gormally - Director of Adult Services and Wellbeing (DASS)
  • Harriet Sykes – Principal Social Worker
  • Vacant - Quality Assurance and Improvement Lead
  • Anne Flanagan - Assistant Director - Adult Social Care Operations
    • Vikki Gibbs - Service Manager - All Age Disability and Mental Health
      • Tristam Carson - Operations Manager - Mental Health
      • Fiona Gordon - Operations Manager - Learning Disabilities
      • Leona Tremayne - Operations Manager - AMHP Lead
    • Alex Townsend - Service Manager - Personalised Long Term Support
      • ​Sinead Mills - Operations Manager - Locality Teams
      • Gemma Stead - Operations Manager - Safeguarding
    • Lorraine Andrew - Service Manager - Prevention and Early Help
      • Jenna Akuchie - Interim Operations Manager Health Prevention and Early Help
      • Michelle Clarke - Interim Operations Manager Community Prevention and Early Help
      • Paula Metcalf - Principle Occupational Therapist Team Manager
  • Jill Holbert - Assistant Director - Commissioning and Partnerships
    • Rachael Burdin - Service Manager Systems and Finance
      • Ruth Cluer - Case Management System team Manager
      • Michelle Neville - Cooper – Charging Team Manager
      • Vicki Smith - Care Services and Brokerage Team Manager
    • Karen Midgley - Service Manager - Integrated Commissioning Contracts and Quality
      • Andrea Boughey - Strategic Commissioning Manager - Adults
      • Christine Kendall - Senior Market Management Officer
      • Jeanette Stansfield - Strategic Commissioning Manager - Children
      • Lynn Powell - Strategic Quality Manager
      • Lisa Walch - Strategic Procurement Manager

Adults Services and Wellbeing

Director: Cath Gormally

The Directorate has three broad functions:

• Prevention. For example, Gateway to Care, Safeguarding and Hospital Social Work.
• Long Term Support. For example, Social Work Practice and Locality Teams.
• Direct Service Provision, such as:
  • Some day opportunities for Older People and People with Disabilities;
  • Reablement;
  • Extra Care Housing;
  • Shared Lives;
  • and community/tenancy support for people with learning disabilities and mental ill health.

The Directorate's vision

• To enable people, who need care or support, to live independently and safely in their own homes;
• for as long as possible, through social care practice;
• and delivery that is increasingly strength and asset focussed.

Our objectives

• Focus on people's strengths, social networks and community assets.
• Increase independence, community connectedness and economic resilience.
• Support people to be in control of the things that are important to them.
• Reduce long-term needs and minimise dependency.
• Facilitate the right “prevention” and early help.
• Provide a range of timely interventions, in conjunction with partners.

The building blocks to ensure that we can achieve our objectives and be the best we can be are:

• The Best We Can Be:
  • Our Workforce is supported and representative.
  • Our Policies and Procedures are clear and consistent.
  • Our Systems are effective and efficient.

The Directorate is responsible for:

• Information, signposting, assessment and direct delivery of Adult Social Care.
• The commissioning of a range of support and interventions for Adults.
• The All-Age Disability service working closely with the Director for Children and Young People's Services.

Our focus is to make sure that:

• We provide accessible information to help people remain independent.
• We deliver early help and support:
  • That connects people to their communities to prevent social isolation;
  • and gets people back 'on their feet'.
• Where people are assessed has having eligible social care and support needs:
  • We build on their strengths;
  • keep them connected to their communities;
  • and maximise their independence.
• Support and interventions are personalised and give people control and choice in how their support meets their outcomes.
• There is a high quality social care market that is both sustainable and able to respond to changing needs.
• Adults are effectively safeguarded from abuse whilst being supported to take positive risks to participate in community life.

Social Care Operations

Assistant Director: Anne Flanagan.

This covers three service areas:

• Prevention and Early Help
• Personalised Long-Term Support
• All-Age Disability and Adult Mental Health

Prevention and Early Help

Service Manager: Lorraine Andrew.

• Gateway to Care. The first point of contact for the people of Calderdale to obtain information and advice.
• Community Hub. Provides early intervention, advice and guidance. The focus is to delay or defer the need for long-term support. It also ensures that people are supported and connected with their communities.
• Hospital Discharge and Intermediate Care Hub. Undertakes Social Care Assessments with other disciplines such as: Occupational Therapists, Physiotherapists, District Nurses.
• Reablement. The team carries out community-based assessment and reablement to maximise a person's independence in their own home and local community.
• Support to stay at home. A range of community-based support services and initiatives. This includes: home care, extra care, short term care, respite care, supported accommodation and housing support. These are either directly provided or commissioned from independent sector providers.
• Accessible Homes Agency and Handy Person Service. Assists with the provision of major and minor adaptations for people with disabilities. This is to keep them safe and independent at home.

Personalised Long-Term Support

Service Manager: Alex Townsend.

• Day Opportunities. Includes employment opportunities for older people including those with dementia and people with learning disabilities.
• Social Work Older People and Physical Disability Locality Teams. Based across the five Primary Care Networks, supporting older adults and carers. The teams work alongside the individual and fellow professionals to achieve the best outcomes for people.
• Palliative Care Team. Provides a dedicated social work support to adults who are considered to be in their last 12 months of life.
• Safeguarding Team. Work with care settings in Calderdale to make sure people are safe. Their focus is to make sure Safeguarding is personal and appropriate. Also, that timely actions are undertaken.
• Day Opportunities. Community-based facilities offering in-house and outreach services to support the individual and carers. Service provision is available to individuals with Learning Disabilities and Older Adults with complex needs.

All Aged Disabilities and Adult Mental Health

Service Manager: Victoria Gibbs.

• Working Age Adult Mental Health Service. Social Care Assessors working as part of the Multi- Disciplinary Team to support adults with complex mental health needs.
• Older Peoples Mental Health Social Care. Assessors plan and provide support to older people to live as independently as possible in the community.
• Mental Capacity and DOLs team. Assessors who work to ensure adults are not deprived of their liberty illegally.
• Children's Disability Team. Provides all the statutory functions for Children with a Learning Disability.
• Approved Mental Health Professionals. Deliver statutory services in line with the Mental Health Act.
• A range of other All Age services that provide residential and community-based support to adults. This is for those with Mental Health needs and those with a Learning Disability.

Integrated Commissioning and Partnerships

Assistant Director: Jill Holbert

Systems and Finance

Service Manager: Rachael Burdin

• Community Care Charging Team. Monitor and manage the payment of care services, offering support and guidance with debt management.
• Charging Assessment Team. Undertakes financial assessments and support to determine how much, if anything, an individual should pay towards their care and support. The staff also provide advice with regards to income maximisation and benefit entitlement.
• Direct Payment Team. Supports individuals who are assessed as eligible for care and support. This gives them greater autonomy over how, when and from whom they get their care and support.
• Appointeeship Service. Supports people, without capacity or a representatives, with their financial affairs.

Integrated Commissioning, Contracts and Quality (ICCQ)

Service Manager: Karen Midgley

• This service (ICCQ) brings together all adults and children's commissioning, procurement, contracts and quality monitoring functions.
• It has a budget of around £90 million to cover adults and children's commissioned services.

The service is made up of a number of smaller teams:

Commissioning Team

Strategic Commissioning Manager - Adults: Andrea Boughey

Strategic Commissioning Manager - Childrens: Jeanette Stansfield

This team is responsible for the commissioning of services, ensuring that they are commissioned in partnership with stakeholders across Calderdale and meet the changing needs of the local population. The team jointly commissions key support services with NHS partners to provide seamless care and support to local residents.

They also work closely with providers to review provision and make sure it continues to meet local need.

Quality Team

Strategic Manager: Lynn Powell

This team is responsible for the challenge and support to Calderdale's care providers. Ensuring they meet the quality standards set out in our Integrated Quality Strategy and Quality Assurance Framework (2023-2027).

To achieve this, they:

• Meet with system partners to share intelligence and plan challenge. Support interventions to providers according to a multi-disciplinary risk assessment rating.
• Undertake quality assurance assessment visits to providers using a robust set of quality standards.

Procurement Team

Procurement Manager: Lisa Walch

This team is responsible for the planning and delivery of procurement of health and social care services. They do this through tenders and quotation exercises, as well as with contract management. (For example, to make sure extensions are put in place where available.)

• Make sure tenders and quotations for social care services are managed in compliance with the procurement Regulations. Also compliant with the Council's contract procedure rules.
• Manage the contract register. Make sure all procurement notices are published in accordance with the regulations.
• Seek the appropriate authority to proceed with the procurement/contract management actions.

Placements Team

Senior External Placements Officer: Alison Edge

This team is responsible for the placement finding function for all externally commissioned children's placements. This is across all settings:

• Residential;
• independent fostering agencies;
• and leaving care provision.

The team also develop provider relationships and monitor the quality of services.