Market Position Statement

It is a document that sets out the care and support services available for adults in Calderdale and their carers. It describes the demographic profile of the area, future demand and challenges. It outlines:

• services we want to provide in the future;
• support that is available;
• opportunities for and expectations of current and potential providers.

It helps us to make sure that people get the right support.

With providers, we want to shape the market so people have:

• A broad range of access to creative support options.
• Support that encourages people to remain independent and lead a full and active life.
• Easy access to information about the quality, flexibility, safety and cost of services.

It also helps to guide providers in their business planning and development activities.

Much is changing in health and social care and there are significant challenges ahead, both nationally and locally. We need to re-think the way care and support markets operate due to:

• demographic pressures;
• technological developments;
• budget constraints;
• changing expectations;
• challenges with the recruitment and retention in the social care market;
• and people living longer, often with complex support needs.

For some years, public policy has encouraged a more tailored approach to care and support:

• building on people's strengths and assets and making sure they are connected to the local community;
• and the integration of health and social care support for adults and carers.

. This is outlined in the Care Act 2014 that places a stronger emphasis on:

• prevention and well-being;
• information and choice;
• support for carers;
• market oversight.

This MPS marks the next step in the dialogue between providers and local people. The aim is to secure thriving care and a supportive market. This will help people to be as independent as possible in their communities, where necessary making use of:

• innovative provision;
• self-service;
• new technology.

We want you to be able to live your largest life possible and:

• recognise your individual aspirations;
• build on your strengths, your social networks and to feel connected to your community.

Our commitment to you is that we will:

• Keep you at the heart of your assessment.
• Listen to your aspirations.
• Value your strengths and lived experience.
• Co-design solutions to the challenges you face.

Your guarantee from us is that you:

• Will be involved in every decision that has an impact on you.
• Will be supported to achieve your aspirations.
• Can expect people to focus on what you can do and not what you can’t
• Can determine what your care and support looks like and who delivers it.

These have been reviewed and re-designed using the Think Local Act Personal (TLAP) approach of using 'I' and 'We' statements. Engagement with the wider Adults Services and Wellbeing Integrated Commissioning Team was undertaken to develop new commissioning principles.

As an organisation we  are signed up to TLAP and commit to the six themes of 'Making it Real'. These reflect the most important elements of personalised care and support:

• Wellbeing and Independence.
• Information and advice.
• Active and supportive communities.
• Flexible and integrated care and support.
• When things need to change.
• Workforce.

For more information please read: 

Calderdale Commissioning Strategy 2022-2025(PDF 2.5MB)

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

1. Use 'Think Local and Act Personal' (TLAP) principles. These are used to support people in their own communities, increase independence, wellbeing and build resilience.
2. Be inclusive, flexible and aim to have fair and accessible care.
3. Look at the whole system to understand the complexity of the environment, to secure lasting change.
4. Make sure services are person centred, strengths and asset based and co-produced with people with lived experience.
5. Have a well led and ethical approach to commissioning services.
6. Be commercially minded, maximise innovation and social value to develop services that are sustainable and value for money.
7. Use an evidence based and outcomes focused commissioning approach.
8. Work collaboratively with partners and jointly commission services as part of an integrated care and support approach.

We are committed to shaping good quality, diverse, accessible and personalised health and social care supported 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.

The strategy focuses on market solutions that support people to:

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

For our approach to integration and health & wellbeing, please read:

Calderdale Health and Wellbeing Strategy 2022-2027(PDF 1.4MB)

Strengths-based commissioning

The Care Act 2014 requires us to consider:

• people's strengths, abilities and what support might be available from:
  
  • their wider support network;
  • or within the community to help.
• what (other than provision of care and support) can help the person meet the outcomes that they want to achieve.

With providers, we need to work towards an approach that looks at a person's life as a whole. We need to consider 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 well-being.

The intention of a strengths-based approach is the promotion of independence, resilience, ability to make choices and well-being. Working like this can help address needs (whether or not they are eligible) for support, it enables the person to:

• retain control of their day-to-day life;
• and in some cases helps delay the onset of further needs.

As well as formal qualifications and professional expertise, we must harness attributes and qualities, in staff, like:

• local knowledge;
• speaking and listening skills;
• the desire to contribute and participate in local communities to let people within them thrive.

We want a provider market that is:

• rich in local knowledge;
• makes the connections needed to enable people to maximise their independence and lead full and active lives.

The strengths-based approach will, in many places, result in:

• a cultural shift;
• with a move towards thinking positively about people who need care and support.

It will also require engaging with the community to:

• reduce isolation;
• and attract those with care and support needs further into community networks.

This approach is about reducing dependency and challenging the ‘prescription culture’.

The impact of technology

Technology will play an increasingly important role in providing care and support. We expect this to be a growth area for providers. However, whilst embracing technology, we need to not lose sight of the value of physical and emotional contact. There is a risk of increased loneliness and isolation in a world where technology is over-relied on to:

• mitigate risks;
• and monitor people's safety.

Assistive technology moved at pace during COVID to find solutions to isolation and loneliness. Voice activated equipment, such as Alexa has improved. We can now remind people to take their medication or phone family members on request.

We have an in-house assistive technology offer that supports both self-funders and those who are publicly funded. We see more creative uses of technology for monitoring conditions, lifestyle improvement and the delivery of care. All of this will help to allow people to live more unaided. We continue to review our technology offer. We have an ambition to commission a technology partner in the next 5 years. This will help to embed innovation and extend our offer.

Having technology as part of a support package can make a big difference to people's lives. Many daily living tasks are made easier, as more 'off the shelf' products become available.

What this means for the care market

There is a chance for technology to be used to:

• monitor processes;
• support independence;
• reduce the need for intrusive care.

Our partners need to integrate technology better to support people accessing their services. This is to help people to look at a range of things that can support their independence and well-being.

Integrated community equipment

In our loan store, we have equipment to help people to:

• be discharged from hospital;
• remain at home;
• maintain their independence.

This includes: beds, grab rails, seating and bathing adaptations.

In 2018, we reviewed the loan store and made some basic changes to how the service is delivered. This joint venture between health and social care includes:

• A modern referral and warehouse management system.
• A new supplier framework for service delivery.

Disabled Facilities Grant (DFG) and adaptations

The DFG is a Government grant to all councils which supports people to adapt their own homes. This is to make sure that they can stay as independent as possible in their own communities. We are looking at creative ways of using the DFG to promote maximum levels of independence.

For more about this, visit: Disabled Facilities Grants (GOV.UK).

In Calderdale, the population size has increased by 1.4%, from around 203,800 in 2011 to 206,600 in 2021.

This is lower than the overall increase for England (6.6%), where the population grew by nearly 3.5 million to 56,489,800.  Overall, in Calderdale there has been: 

• an increase of 21% in people aged 65 years and over;
• a decrease of 3.1% in people aged 15 to 64 years;
• and a decrease of 0.1% in children aged under 15 years.

For more details, visit: How the population changed in Calderdale (ONS).

Older people

Projections show that there will be 16,500 people aged 80 and over by 2040, in Calderdale. This significant growth emphasises the:

• need to change the way in which we support people;
• importance of developing preventative services to support people to remain well and independent for as long as possible.

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This graph forecasts the growth of Calderdale's population from 2020 to 2040, for those aged 18 and over. It is split into three age groups and shows the number of people (with year in brackets):

• Aged 18 to 64 is 124,800 (2020), 123,600 (2025), 122,300 (2030), 120,800 (2035) and 120,000 in 2040. A decrease of 4,800
• Aged 65 to 79 is 30,200 (2020), 32,700 (2025), 34,600 (2030), 37,300 (2035) and 38,100 in 2040.  An increase of 8,100.
• Aged 80 and over is 9,900 (2020), 11,300 (2025) 13,800 (2030), 15,000 (2035) and 16,500 in 2040.  An increase of 6,600
• Total 164,900 (2020), 167,600 (2025), 170,700 (2030), 173,100 (2035) and 174,600 in 2040. This gives an overall increase from 2020 to 2040 of 9,700 people.

Dementia

The rise in people living with dementia has had a significant impact on the profile of service provision. So, we need to make sure that there is a greater awareness of dementia.

In Calderdale, National programmes like Dementia Friends and Dementia Friendly Communities have taken off. Though, more needs to be done to make sure that there is:

• an understanding of dementia;
• an awareness of how people with dementia can be supported to live well with the condition.

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This graph forecasts the number of Calderdale's population aged 65 and over with dementia from 2020 to 2040. It is split into three age groups and shows the number of people (with the year in brackets):

• Aged 65 to 79 is 990 (2020), 1,116 (2025), 1,132 (2030), 1,242 (2035) and 1,320 in 2040. An increase of 330.
• Aged 80 to 89 is 1,128 (2020), 1,285 (2025), 1,617 (2030), 1,776 (2035) and 1,821 in 2040. An increase of 693.
• Aged 90 and over is 554 (2020), 578 (2025) 637 (2030), 754 (2035) and 978 in 2040. An increase of 424.
• Total 2,672 (2020), 3,095 (2025), 3,386 (2030), 3,772 (2035) and 4,119 in 2040. This gives an overall increase from 2019 to 2035 of 1,447 people.

Learning disabilities

Those in Calderdale with a learning disability getting support has been fairly consistent over the last five years. However, the cost of support continues to grow as people are supported to leave home at an earlier age. Also, the number of people with complex needs such as autism continues to increase.

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This graph shows the Calderdale population aged 18 – 64 who have a learning disability as their primary support need. Accessing long term support through  community based support or living in a care home.

This is for each year from 2019/20 to 2023/24. 

Total 621 (2019/20), 632 (2020/21), 633 (2021/22), 659 (2022/23) and 666 in 2023/24. An overall increase of 45 from (2019/20) to (2023/24). 

The number of people with a learning disability is likely to steadily increase over the next 15 years. More so for those aged 65 and over.

This will create challenges for health and social care to make sure that reasonable changes are made to generic services. This is:

• in addition to, the need to make sure suitable housing and support is available;
• for people who are likely to have more health and mobility needs.

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This graph forecasts that the number of people with a learning disability from 2020 to 2040 (aged 18 and over). It is split into two age groups and shows the number of people (with the year in brackets):

• Aged 18 to 64 is 3,026 (2020), 2,998 (2025), 2,975 (2030), 2,947 (2035) and 2,931 in 2040. A decrease of 95.
• Aged 65 and over is 842 (2020), 919 (2025), 1,012 (2030), 1,099 (2035) and 1,151 in 2040. An increase of 309.
• Total 3,868 (2020), 3,917 (2025), 3,987 (2030), 4,046 (2035) and 4,082 in 2040. This gives an overall increase from 2020 to 2040 of 214 people.

Mental health

Population projections suggest a steady decline in the number of people with mental health needs over the next 15 years. 

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This graph forecasts the number of people with mental health disorders from 2020 to 2040 (aged 18 to 64). It is split into two groups and shows the number of people (with the year in brackets):

Common mental disorder is 23,600 (2020), 23,381 (2025), 23,155 (2030), 22,890 (2035) and 22,762 in 2040. A decrease of 838.

Two or more psychiatric disorders is 8,975 (2020), 8,889 (2025), 8,803 (2030), 8,702 (2035) and 8,652 in 2040. A decrease of 323.

Total 32,575 (2020), 32,270 (2025), 31,958 (2030), 31,592 (2035) and 31,141 in 2040. This gives an overall decrease from 2020 to 2040 of 1,434 people.

For 85 year olds and over

The last five years has seen a decline in residential, nursing and EMI placements in Calderdale for this group. This is in spite of the increased number of older people. 

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This graph shows the number of people aged 85 years and over in residential, nursing or EMI care. This is for each year from 2019/2020 to 2023/24. It is split in to four groups:

• Residential care was 203 (2019/20), 186 (2020/21), 184 (2021/22), 164 (2022/23) and 139 in 2023/04. A decrease of 64 between 2020 and 2024.
• Nursing care was 26 (2019/20), 21 (2020/21), 18 (2021/22), 19 (2022/23) and 10 in 2023/04. A decrease of 16 between 2020 and 2024.
• Residential EMI 87 (2019/20), 70 (2020/21), 64 (2021/22), 50 (2022/23) and 43 in 2023/04. A decrease of 44 between 2020 and 2024.
• Nursing EMI was 2 (2019/20), 3 (2020/21), 1 (2021/22), 0 (2022/23) and 1 in 2023/04. A decrease of 1 between 2020 and 2024.
• Total people are 318 (2019/20), 280 (2020/21), 267 (2021/22), 233 (2022/23) and 193 in 2023/04. A decrease of 125 between (2020/21) and 2023/24).

For 65 to 84 year olds

From 2020 to 2024 there was an increase in overall usage of Residential, Nursing and EMI placements. This increase reflects the growing needs of an ageing population in Calderdale. 

A home first continues to be used in Calderdale. Wherever possible people are supported to remain at home or to return home with support. Residential and nursing home care however continues to be an essential element of the local care market. 

We support people who require rehabilitation and care following a hospital stay to enable them to return to their homes. Residential and nursing home provision is essential to support this. 

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This graph shows the number of people aged 65 to 84 years in residential, nursing or EMI care. This is for each year from 2019/20 to 2023/24. It is split in to four groups:

• Residential care was 67 (2019/20), 81 (2020/21), 91 (2021/22), 80 (2022/23) and 93 in 2023/04. An increase of 26 between 2020 and 2024.
• Nursing care was 21 (2019/20), 17 (2020/21), 17 (2021/22), 17 (2022/23) and 22 in 2023/04. An increase of 1 between 2020 and 2024.
• Residential EMI 47 (2019/20), 51 (2020/21), 55 (2021/22), 66 (2022/23) and 66 in 2023/04. An increase of 19 between 2020 and 2024.
• Nursing EMI was 12 (2019/20), 7 (2020/21), 7 (2021/22), 11 (2022/23) and 16 in 2023/04. An increase of 4 between 2020 and 2024.
• Total people are 147 (2019/20), 156 (2020/21), 170 (2021/22), 174 (2022/23) and 197 in 2023/04. An increase of 50 between (2020/21) and (2023/24).

For 18 to 64 year olds

The graph below shows a consistent picture in the number of people in nursing and EMI placements. It shows a steady increase in residential placements over a five year period from 2019/20 to 2023/24. 

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This graph shows the number of people aged 18-64 years in residential, nursing or EMI care. This is for each year from 2019/20 to 2023/24. It is split in to four groups:

• Residential care was 60 (2019/20), 69 (2020/21), 67 (2021/22), 83 (2022/23) and 83 in 2023/04. An increase of 23 between 2020 and 2024.
• Nursing care was 8 (2019/20), 4 (2020/21), 4 (2021/22), 3 (2022/23) and 4 in 2023/04. A decrease of 4 between 2020 and 2024.
• Residential EMI was 1 (2019/20), 2 (2020/21), 3 (2021/22), 4 (2022/23) and 4 in 2023/04. An increase of 4 between 2020 and 2024.
• Nursing EMI was 1 (2019/20), 1 (2020/21), 0 (2021/22), 0 (2022/23) and 1 in 2023/04. No change between 2020 and 2024.
• Total people are 70 (2019/20), 76 (2020/21), 74 (2021/22), 90 (2022/23) and 92 in 2023/04. An increase of 22 between (2019/20) and (2023/24).

The residential care market for 18-64 year olds remains relatively stable in Calderdale. Where possible people are supported to live in their own housing with care and support. However, for some people a residential care setting is still appropriate. We continue to support the local market to adapt to the changes in needs. We do not anticipate a need for a growth in this provision in Calderdale. 

Our position in the provider market as a Local Authority

Over the last 20 years, we have been outsourcing much of what was previously in-house provision. We encourage providers to take a more personalised approach in a market that offers a greater choice. We also support people to commission their own care using direct payments and individual budgets.

We are committed to being a provider of good quality specialised provision. 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 market;
• any provision that stays with us complements and supports commissioned services.

We continue to be a direct provider of a small number of services for adults. These include:

• reablement services;
• daytime opportunities for older people and people with learning disabilities;
• a floating tenancy support scheme;
• mental health supported accommodation, respite and crisis beds;
• extra care housing;
• and a Shared Lives scheme.

In 2022/23, our spend on social care services was £114.1 million. This was split: £91.4m on long and short term support. £22.7m on the commissioning of preventative services, information and advice and other social care activities. 

The graphs below show how the money we spent on long and short term care was divided. 

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This chart shows how the budget for adult social care was spent by type of care:

• Nursing care: £6.592million (7.21%).
• Residential care: £28.647 million (31.34%).
• Supported accommodation: £2.608 million (2.85%).
• Direct payments: £10.789 million (11.80%).
• Home care: £13.664 million (15.95%).
• Supported living: £15.054 million (16.47%).
• Other long-term care: £10.455 million (11.44%).
• Maximise independence: £3.607 million (3.95%).

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This chart shows how the budget for adult social care was spent according to the reasons that people required support:

• Physical support: £42.616 million (46.62%).
• Sensory support: £0.519 million (0.57%).
• Support for memory and cognition: £6.763 million (7.40%).
• Learning disability support: £34.382 million (37.61%).
• Mental health support: £7.135 million (7.81%).

We worked with Home Care and Older People's Care Home providers to complete a Fair Cost of Care exercise. This work informed Calderdale’s Market Sustainability Plan. This plan sets out our approach to supporting the Adult Social Care Market. It includes the financial support that has been allocated to the provider market.

Calderdale's approach to fee uplifts

We strive to be fair and responsive in meeting the changing needs of care providers and rising care costs. We carefully consider our approach to fee uplifts to make sure that we support the provider market. Future increases will be in line with our medium-term financial strategy. We will try to take into account any exception pressures providers are facing. In 2024 we are establishing an Independent Care Association. This will represent our local care providers and be a central point for key discussions with providers including fee uplifts. 

Self-funders

The number of people who will fund their own care will grow. Although there is a lack of local data, national studies suggest:

• At the moment, 15% to 57% of older people fund their own residential care (dependent on local levels of deprivation).
• This equates, on average, to around 45% of all registered care home places.

Locally, the figures are around:

• 40% fund their own home care;
• 21% top-up their public-funded care.

What this means for the care market:

• Growth in the number of people who pay for their own care.
• A number of people will get public-funded care, but buy more support to meet a broader range of needs.
• There will be business openings in both the wholly self-funding and top-up consumer groups. Care providers should be testing the market to see what sort of outcomes these groups want support to achieve.

Social care reform

On 7 September 2021, government set out its new plan for adult social care reform in England. This included a lifetime cap on the amount anyone in England will need to spend on their personal care. This is alongside a more generous means-test for local authority financial support. In 2022 an announcement was made to delay the lifetime cap. No formal date has been set for the introduction of the lifetime cap on care.

Integrated Quality Assurance Framework (IQAF) for adult care providers

Quality starts from what matters most to people, with services which are personalised to meet individual needs. In simple terms, quality is how good something is and good quality services will consistently meet or exceed our expectations.

The Care Act requires us to ensure quality, choice and sufficiency of adult social care services across its area. This is irrespective of whether services are provided directly by the local authority. The Act also gives responsibilities to the NHS, through the local Clinical Commissioning Group (CCG), to work with local authorities. The work will help support contingency planning, sustainability and quality of care services. 

This IQAF sets out the approach that Calderdale Council, CCG, Care Providers and other key system partners will take. They ensure local care and support services achieve high quality care providing services which meet the needs of individuals. The IQAF includes regionally agreed sector specific quality standards and measures with quality monitoring processes. These are coordinated through our new Provider Assessment and Market Management system. (PAMMS)

The IQAF will also establish sector specific Quality Charters. These will be co-produced and agreed with care providers. They will establish a shared vision and understanding of what good quality looks like. They also ensure there is a shared commitment to quality improvement.

Principles and aims

We believe that quality is everyone’s business and it is achieved through supportive partnership-based working. Quality assurance means a whole system approach. Standards are set and communicated well and all stakeholders work collaboratively. They make sure quality is effectively delivered and monitored and clear action is taken where quality is not meeting standards. We believe that the experience of service users is fundamental to measuring and assessing the quality of services.

The key principles and aims of the IQAF are:

• We aim to create an integrated culture which supports high standards of care. This reflects an approach that is person-centred, supports equality and diversity, is challenging, supportive and proportionate.
• We will ensure the people who use services are actively involved in their care arrangements. Regular opportunities for people and their families to co-produce services and give feedback are offered.
• We plan to co-produce and commit to the establishment of sector specific Quality Charters alongside Care Providers. This includes aspirational goals for excellence in quality and the achievement of an outstanding level of care.
• We want to ensure a whole systems approach to Quality Assurance processes based on holistic approaches. These are supported by professional partnerships as well as robust processes. These include active experience of service users and their families.
• We will support partners including providers, service users and their significant others and stakeholders. We will agree and establish sector specific quality standards setting out what ‘good’ looks like. We can recognise when this is being achieved.
• Our Quality Assurance monitoring is inclusive and supportive of care providers. Challenge and support is responsive and proportionate to the individual organisation’s requirements. Based on a range of intelligence from different sources including service users and their significant others.
• We will work with providers to challenge and support them. We support them to meet their responsibilities to assure themselves as part of their service delivery. This includes the legal frameworks under which they are registered.

Context and national and local drivers

• Care Quality Commission 5 Key Standards.
• Association of Directors of Adults Social Care Services.
• Quality Matters.
• NHS England’s Quality Assurance Frameworks.
• Quality Improvement Methodology and the principles of The Fifteen Steps Challenge  (NHS England).
• Making it Real.
• Think Local Act Personal.

The IQAF consists of:

• Sector specific quality standards and measures.
• Quality monitoring systems and processes.
• Provider admissions and suspension procedure.
• Quality charters 

Our regulated provision is also inspected by the Care Quality Commission. To see the most recent ratings, please visit: Care Quality Commission Calderdale

Information provided to people needs to be good-quality, in order to support and help people to:

• access services;
• make informed decisions;
• exercise informed choice;
• and play a full part in their community and society.

In Calderdale, information is provided by a range of bodies across the statutory and voluntary sectors and covers things like:

• Information - For example guidance materials that are tailored to a client's specific needs.
• Information services - Providing people with information they need in order for them to take action on their specific situation.
• Advice services - These services usually involve:
  
  • getting an enquiry from a person;
  • giving information and explaining options;
  • pointing out actions that the person can take;
  • and providing some assistance in doing so (for example contacting third parties or form filling).
• Advice with casework - This includes all the elements of an advice service. It also involves taking action on behalf of the person.
• Signposting - Similar to information services, signposting gives people information about providers of services which may meet their needs.
• Referrals - Requires an adviser to select a provider of services for a person based on their needs. The adviser will make contact with the provider and where possible will secure an appointment.

Detailed below are some of the sources of information and advice in Calderdale:

• Age UK Calderdale and Kirklees
• Gateway to Care
• Lead the Way
• Calderdale CAB
• Calderdale Forum 50+
• Women Centre
• DART - Disability Advice Resource Team
• Making Space

As well as these, you can get health information and advice from:

• GP surgeries.
• Pharmacies.
• Condition specific sources, such as; The Stroke Association, Age UK Calderdale and Kirklees | Calderdale Dementia Hub, Alzheimer's Society, Parkinson's UK.

Commissioning intentions to 2025

• Information and advice services are core to our commissioning priorities in order to make sure that people are:
  
  • well connected;
  • and aware of the full range of advice and support available to them.
• Information and advice will be reviewed based on demand for self-service and improved technology. We acknowledge there will continue to be a demand for information in formats that are easy to access.

Overview

• There has been a growth in the number of carers nationally since the COVID pandemic.
• Carers have a range of support needs that impact on them and their well-being.
• Developing a better range of carer support is a priority locally.
• The number of carers accessing support through a personal budget is likely to grow.
• More carers are asking for an assessment, which will create new ways to give support. This will make sure that carers can continue to care. It includes support for carers to stay employed and have healthy/active lives.

Current demand

• The 2021 census showed there were 17,977 carers in Calderdale. Of those, 4,984 gave over 50 hours of care a week. This reflects that the census was carried out during COVID. Carers did not acknowledge how much unpaid support they provided. It was seen as normal when families were avoiding social contact.
• Carers play a vital role in supporting family and friends to live in the community. This helps to reduce the impact on NHS and social care services.
• While many older people depend on carers to support them, many give unpaid care themselves. 26% of carers accessing a Carer’s Personal Budgets are over 70 years old and some are over 90 years old.

All carers are entitled to a Carers Assessment under the Care Act 2014 and the Children and Families Act 2014.

Carers Needs Assessment Form(PDF 168KB)

What we commission 

Carers can access a Carers Personal Budget to provide personalised support and regular breaks. This is accessed by completing a Carers Assessment. 

Services for carers are largely provided by the Carers Wellbeing Service and includes support, such as:

• Information and advice.
• Carers support groups (Halifax, Brighouse, Sowerby Bridge and Todmorden).
• Carers self-management courses.
• Benefits advice and support.
• Counselling.
• Case working.

From 2024 the Carers Wellbeing Service will be combined with the Mental Health Carers service. This will provide a comprehensive and accessible service to all carers. The service will remain accessible to all carers and 1:1 support and advice is available where required. The service is commissioned to ensure that it is accessible to all members of the community in Calderdale.

Commissioning intentions 2025

• More carers now get a personal budget for things like gardening and cleaning. Also, there is a growing market for this type of support.
• Our intention is to continue to assist carers to get support following a Carers Assessment through a personal budget.

With Calderdale Integrated Care Board (ICB) we offer services to prevent hospital admission and aid a speedy and safe discharge.

Existing provision is a mixture of nursing, residential homes and self-contained flats. Calderdale ICB commissions a Quest for Quality Team offering in-reach support to nursing and residential care provision. This is to support people with additional health care needs and avoid unnecessary hospital admissions.

Examples of other support services include:

• Heatherstones Court which offers support to people with an additional housing need. This is to prevent the delay in discharge and aid recovery.
• Community beds for intermediate care and transitional support. These are commissioned by the ICB and LA in residential and nursing homes in Calderdale

We supporting people to remain at home and leave hospital when they are medically well. This is a priority for health and social care partners in Calderdale. Support at home has been increased and an Urgent Community Response service is jointly provided by the NHS and LA. This is to support:

• timely and safe hospital discharges;
• the provision of therapy and reablement support at home
• and prevent unnecessary admissions.

Current demand

Demand has increased for short-term residential services following COVID. The spot purchase of this provision increased significantly to support people to leave hospital in a timely way.

Demand for short term residential provision has reduced significantly. This is due to a system focus on home first and a growth in the availability of community provision.

What we commission

As well as the long term contracts for short term placements, care homes can offer spot purchased placements. The number of short-term placements in care homes varies according to seasonal demand. There is a separate rate  included in Calderdale’s Care Home contract. These are to:

• make sure people do not stay in hospital longer than needed;
• offer a safe place for recovery;
• give people time to decide on the type of care they need.

Such placements are also available for people who, for a short period of time:

• are not able to stay at home;
• but do not need hospital admission.

Commissioning intentions 2025

• Spot purchase options are available for providers through the care homes contract. There is ongoing demand for respite/short-term services from people funded by the local authority and private funders.

• To support people to stay in their own homes.
• To prevent hospital admissions and reduce Delayed Transfers of Care (DToC).
• To maximise independence and reduce the need for long-term support following illness or accident.

Current demand

After a hospital stay or period of ill health, there is a range of short-term support available to:

• enable people to stay at home;
• recover and return to independence.

The Enablement Service gives social care and health support to people.

There are short-term social care services to respond to people who need support in a crisis or at short notice. Demand for these services has grown greatly over the last few years. Even more so as we have responded to the challenges brought as a result of the pandemic. This has enabled our good performance in relation to DToC.

What we commission

Calderdale in-house services and NHS staff provide a short-term reablement service. This supports people to return to their maximum level of independence after a hospital stay or period of ill health. This service includes therapy and health support.

The Crisis Intervention Team is a Calderdale ICB (Integrated Care  Board) commissioned service designed to support hospital avoidance. It helps people to stay in their own homes and communities during a period of crisis and ill health.

In December 2021, a new Urgent Community Response service was launched in Calderdale, supported by both Health and the Council.  This has continued to develop over time as it becomes more embedded. People now have faster access to qualified professionals who can address both their health and social care needs. People are now able to access a response from a team of skilled professionals within two hours. This will provide the care they need to remain independent and avoid an admission to hospital.

Commissioning intentions 2025

• Short-term services will continue to be reviewed. The impact of the new Urgent Community Response service is still being realised. This is to make sure that:
  
  • a broad service is available;
  • the pathways for each type of support are clear and transparent.
• We are committed to:
  
  • giving people options to help with recovery;
  • offering a speedy and safe discharge from hospital;
  • avoiding hospital admission where possible.

DPs are a way to make social care personalised. We encourage their use, in order to allow people to choose for themselves:

• what type of care they get;
• when they get it;
• which provider delivers it.

People can employ personal assistants and build care and enablement packages around their own priorities. Providers can expand their market share by offering innovative and tailored services to people who get:

• Direct Payments;
• NHS Personal Health Budgets (PHBs).

Current demand

The uptake of DPs has been fairly stable over the last year or two. We have commissioned a pre-payment card as an alternative to cash payments. This makes it easier for people to set up a DP account and manage their money. It also offers protection against financial abuse.

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This graph shows the number of people aged over 18 in receipt of a direct payment between 2019/20 and 2023/24. It is split into four age groups and shows the number of people (with year in brackets):

Aged 18-64: 405 (2019/20), 398 (2020/21), 398 (2021/22), 396 (2022/23) and 415 in 2023/04. An increase of 10 between (2019/20) and (2023/24).

Aged 65-74: 60 (2019/20), 70 (2020/21), 66 (2021/22), 65 (2022/23) and 67 in 2023/04. An increase of 7 between (2019/20) and (2023/24).

Aged 75-84: 57 (2019/20), 53 (2020/21), 52 (2021/22), 50 (2022/23) and 43 in 2023/04. A decrease of 14 between (2019/20) and (2023/24).

Aged over 85: 51 (2019/20), 72 (2020/21), 57 (2021/22), 51 (2022/23) and 36 in 2023/04. A decrease of 15 between (2019/20) and (2023/24).

Total people are 573 (2019/20), 593 (2020/21), 573 (2021/22), 562 (2022/23) and 561 in 2023/04. A decrease of 12 between (2019/20) and (2023/24).

Commissioning intentions 2025

We will continue to promote direct payments as a flexible way to meet people's needs and personal outcomes.

• The pre-payment card is being offered to all people who get a direct payment. This  makes it easier for them to manage their money and protect them from financial abuse.
• We will give clear guidance and support around how a direct payment can be used.
• There is ongoing demand for personal assistants to provide support to people in receipt of a direct payment.
• The Direct Payments team continue to review their service. We are working with local people to help deliver a flexible service.

Calderdale Council offers daytime support to older people, people with physical disabilities and adults with a Learning disability. The services are located in three locations in Calderdale; the Upper Valley (Hebden Bridge), Lower Valley (Rastrick) and central Halifax.

The services offer person-centred support, social and leisure activities. Also, support to make sure people’s needs, wants and aspirations are met. They also offering a valuable respite service for carers who may benefit from a break from their caring role.

The market for older people also continues to diversify. A small number of residential and nursing care homes offer daytime opportunities from their premises. This alternative provision can support people on a flexible basis during the day.

Current demand

Community-based day opportunities are provided in a range of community settings across Calderdale. 

Calderdale has a broad offer. This ranges from traditional day centre provision to more specialist provision to gain paid employment, develop talents and skills. We support people with autism or with more complex needs. The services are operated by organisations from the voluntary, charity and private sectors. They offer a range of activities to meet the needs, wants and aspirations of adults with a learning disability.

Day opportunity placements can be commissioned directly by the Council. These are purchased using a direct payment or alternatively paid for by the individual (self-funded).

Calderdale's flexible 5-day offer

This supportive framework focuses on young people aged 18+ with a learning disability, who are leaving full-time education. It helps them to create a positive transition from school to college and employment. 

This is by developing links around further learning, independent living skills, volunteering, paid work and leisure in their local community.

Project search

DFN Project Search is for young people aged 18-25 with an Educational Health Care Plan (EHCP). It is a year long programme to support people into full time paid employment. This is done within a host employer (in Calderdale this is the Calderdale Royal Hospital). 

Each intern completes three 10 week placements in different departments. They do real jobs alongside a mentor, with additional support provided by an on site job coach and tutor. Interns are given support to apply for and gain paid jobs both within the NHS and in the local community. Project Search has now been established for 5 years and many interns have moved in to secure and maintain employment.

Commissioning intentions 2025

We want to encourage the market to:

• Develop innovative approaches to delivering Community Based Day Opportunities.
• Continue to develop provision by working with providers on our Approved Provider List to address gaps in the market.
• Improve quality and monitoring.

The Care Act 2014 places a greater emphasis on councils to make sure that each person's care outcomes are met. This means that it is essential that care packages involving home care are designed to meet people's needs. For example, support is provided when the service user wants it and with flexible care options  available.

Current demand

There has been substantial growth in the demand for home care over the past four years across all age ranges. This growth has put a great deal of pressure on the local market. As a result of this we put new arrangements in place in 2020 with 4 main providers. One provider in each of the Calderdale localities. This is in addition to establishing an Approved Provider List (APL). 

This Approved Provider List is reviewed once a year. It is re-opened when we need to encourage growth in the home care market. It is also re-opened to allow new providers to work with us in Calderdale. The list has not been re-opened in the last 2 years. This is due to substantial growth in homecare and a good supply of provision. 

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This graph shows the number of people aged over 18 accessing home care at year end between 2020/21 and 2023/24. It is split into four age groups and shows the number of people (with year in brackets):

• Aged 18-64: 74 (2020/21), 79 (2021/22), 85 (2022/23) and 118 (2023/24). An increase of 44 between (2020/21) and (2023/24).
• Aged 65-74: 115 (2020/21), 124 (2021/22), 121 (2022/23) and 133 (2023/24). An increase of 18 between (2020/21) and (2023/24).
• Aged 75-84: 205 (2020/21), 216 (2021/22), 246 (2022/23) and 245 (2023/24). An increase of 40 between (2020/21) and (2023/24).
• Aged over 85: 333 (2020/21), 314 (2021/22), 310 (2022/23) and 313 (2023/24). A decrease of 20 between (2020/21) and (2023/24).
• Total 23 (2020/21), 53 (2021/22), 59 (2022/23) and 96 (2023/24). An increase of 73.

The pandemic has caused challenges with the home care market. This includes people being discharged from hospital earlier. However, we have had success in reducing the number of Delayed Transfers of Care (DToC) from hospital. This has only been possible with the continued growth in the home care market. 

Our performance in relation to the total number of days per month that people were delayed in hospital is 427 (February 2020). This is an increase on the previous year 198 (March 2019). 

Demand for home care continues to grow. The graph below shows the overall growth in the number of adult home care packages commissioned.  

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727 (2020/21), 733 (2021/22), 762 (2022/23) and 809 (2023/24). An increase of 82 between (2020/21) and (2023/24).

The graph below shows the overall growth in the number of weekly adult home care hours commissioned. This is over a four-year period from 2020/21 to 2023/24.

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10089 (2020/21), 10237 (2021/22), 11268 (2022/23) and 12128 (2023/24). An increase of 2039 between (2020/21) and (2023/24).

What we commission

We have a diverse home care market with a range of providers. 

There are four main contracted providers and a large number that can take work through the Approved Provider List. There are currently 40 active providers on the APL.  People can also access home care services through direct payments.

Our current arrangements came into force in November 2020.  They support all ages, including children and young people, also all client groups. There is an emphasis on the provision being flexible and enabling for people. At the same time meeting personal outcomes. The contracts provide a set hourly rate for urban locations in Calderdale. There is an enhanced hourly rate for support into more rural locations. 

The Approved Provider List can be re-open for new provider admissions. Sometimes because of the potential for a lack of capacity to take packages of care in the current provider list. This is to allow for diversity and resilience in the home care market. 

Commissioning intentions 2025 

The Approved Provider List will re-open if required to encourage growth in the home care market. It will allow new providers to work with us in Calderdale if the existing provision cannot meet ongoing demand. 

Strengths-based approaches to supporting people who require care and support in the community are being explored and developed in Calderdale. These make sure the person gets the right support, in the right way and at the right time. This includes those receiving home care

Overview

• These sole tenancies give people somewhere to live with their own front door. Home-based care is provided by the owner or provider chosen by the service user.
• Choice and control are promoted and quality is monitored by our Commissioning Team and the Care Quality Commission (CQC). This is to make sure that there is a good standard of care.

Current demand

There are currently five housing with care schemes in Calderdale. Often referred to as 'extra care', it supports people to stay in their own homes and communities. This is in a supportive environment where levels of care and support can be increased as and when needed. There are plans in place to develop two more extra care schemes in Calderdale. The ongoing demand for this is also being analysed to inform long-term commission plans.

What we commission

• Mytholm Meadows and Clement Court - staffed by Council employees; (Mytholm Meadows is currently closed for refurbishment and will re-open in 2025).
• Willow Court, Railway Bridge View (Including Dementia friendly apartments) and Ing Royde - staffed by Independent Sector providers.

Commissioning intentions 2025

• A scheme is being planned for North Halifax this is planned to open in 2026/27.
• Care and support for  the North Halifax Extra Care scheme will be procured once build completion dates are known.

Overview

• This provides people with their own tenancies and support packages are commissioned. It makes sure people can be independent and stay safe in their home because people with learning disabilities want to:
  
  • live in their own home;
  • be independent and socially active;
  • be part of their communities, working and engaging when they can.
• We also manage a Shared Lives scheme that gives long-term care to younger adults. Shared Lives carers open their homes and family lives to include an adult who needs extra support to live well. The scheme has grown over the last five years and offers a flexible option. It is for those who want to stay in a family setting rather than taking their own tenancy. It can be a stepping stone to independence or offer long-term support where needed.

Current demand

In Calderdale, there are over 40 supported living properties, with a range of Registered Social Landlords and support providers. This provision is well developed and has helped to reduce the demand for nursing and residential care.

In 2021, we developed new supported living provision for:

• Young people leaving education
• People with additional physical disabilities.

This was in response to an increased demand for supported living services where people could have their own tenancy. Also, to reduced demand for residential and nursing care.

There is an Approved Provider List (APL) for supported living. This covers both learning disabilities and mental health. The APL was re-procured in 2023 to allow more providers to join. It was set up in response to tenants and families that wanted:

• a choice;
• and control around the provision of care and support in a supported living setting.

We expect gradual growth in the learning disabled population seeking support, with:

• increased growth in the number of people with multiple complex needs;
• and those with behaviours that challenge.

There is also a supported housing service for people with severe and enduring mental health needs. This has been reviewed and expanded to make sure there are enough places. This is to prevent the need for residential and in-patient support.

What we commission

We have a mature supported living market for people with a learning disability. There is a good supply of housing provision ranging from single apartments to larger shared properties. Houses can be adapted to meet tenants' physical needs. Commissioners work with Registered Social Landlords to develop new properties and support is commissioned through an APL. Support varies from a few hours per week to 24-hour care depending on need. The provision is regularly reviewed to make sure that it continues to meet the needs of current and future tenants.

Commissioning intentions 2025

• New properties will be developed according to demand. However, we are reviewing the current supported living housing stock. This is to make sure that it continues to be suitable. We also want to make sure that people are offered this chance who:
  
  • have gained independence;
  • are ready to move into their own tenancies with reduced support.
• All new buildings have to be designed to meet people's needs, for example have level access.
• There are limited places to live with the right support for people with high needs. Also for those stepping down from hospitals and community settings. Demand for this specialist support is likely to grow.
• The Supported Living Approved Provider List was re-procured in 2023. We are continuing to review the contract and engage with providers. We want to ensure it is providing the best outcomes for people in Calderdale.

Overview

• This sector within Calderdale remains crucial to the local market.
• Demand has reduced in recent years as people are supported to stay in their homes/communities as long as possible. Though, there will always be a place for this type of care.
• Care homes in Calderdale have been increasingly supporting with transitional arrangements as a result of the pandemic and hospital pressures. For example, short term support between hospital and home, although this demand is now reducing.
• Offer more support to homes that struggle to meet CQC quality targets.
• More than ever, older people are looking at a wide range of care and support that meets their personal needs. So, these homes need to be person-centred to meet a diverse range of needs.
• We work with care homeowners to minimise fragility in the market. Also, to help them to improve the quality of care and support that they offer to residents.
• Greater support has also been given to prevent market failure and improve the quality of homes. For example:
  • Better quality monitoring of homes;
  • Give more support to homes and enhanced training;
  • Initiatives to improve the quality of local provision.

Current demand

Calderdale has an established market for residential homes for older adults. Though residential home use has reduced in recent years, they are still an important part of the care market.  We anticipate that more long-term residential and nursing care will be needed for people with the most complex needs.

There is currently an adequate supply of residential care placements. However, demand for placements that can support people with dementia outstrips what we have available. Placements that offer nursing care have declined over the years. There is also a lack of nursing care placements for people with dementia.

What we commission

At present ( 2024), there are 27 care homes for older people in Calderdale. These range from family-run homes to those owned by a national group. The size of homes also varies from 5 to 107  beds. There is a variety of building types from converted Victorian properties to modern purpose-built homes. In 2022 a new Care Homes contract was developed by the Local Authority. Integrated Care Board and providers were involved in the development of the service specification.

Commissioning intentions 2025

• To support people and their families to find suitable residential and nursing care when they need this level of support. There is a growing demand for residential and nursing home care that can support people with dementia.
• To support new providers who are developing and expanding local provision to meet the needs of the aging population. These will provide good quality care and support. 

Overview

• We have a small residential and nursing care sector that supports younger adults who have additional needs. This includes complex health care needs. There are care homes across Calderdale that specialise in supporting people with a particular disability or health care need.
• Commissioners work with local providers and review their services. This is to make sure that they offer quality care. Some homes have been closed in recent years. The residents from these have been supported to move to community settings often with the same care provider.

Current demand

There has been a steady decline in the number of residential and nursing care homes for younger adults. This is because we aim to:

• support younger adults, regardless of their needs to access their own tenancies and support within a community setting;
• continue to reduce the need for residential and nursing care settings.

At times people may need some specialist care. Also, the residential and nursing care sector needs to offer specialist support to:

• aid people towards independence;
• prevent further decline in their physical or mental well-being.

What we commission

There is still demand for residential and nursing provision to support people at a time of crisis or ill health. It can prevent the need for in-patient hospital stays or support people who have very specialist care and support needs.

• Residential and nursing care provision for younger adults is in small settings with personalised support and care planning. Providers should offer the best possible support to residents and help them live where they want, wherever possible. A revised residential and nursing care home contract was developed by the Local Authority and Integrated Care Board. This was rolled out to care homes in November 2022.

Commissioning intentions 2025 

• To monitor this provision and make sure that both services and settings are fit for purpose.
• To further develop community living models for people in residential care settings who do not need specialised provision.
• To encourage specialised short term provision that can prevent the need for hospital admissions. For example specialisms around behaviour, ASD and mental health.
• To further develop community living models for people in residential care settings who do not require specialised provision.

Overview

• Some of our residents live in 'out of borough' placements, which can be:
  
  • through personal choice, as they want to live near their family and friends;
  • due to specialist care needs or lack of suitable services in Calderdale.
• We aim to support people to live locally and always consider local options for them unless a person has a:
  
  • specialist need;
  • or  individual preference or requirement to  live in another area (e.g. family links)  

Current demand

There are currently (April 2024) 188 Calderdale citizens in care home placements outside of Calderdale. Of these placements 118 are aged 65 and over. Many of these placements are with neighbouring authorities and are chosen by the person and their families.

At times, we must place people in neighbouring authorities due to limited dementia or more specialist placements in Calderdale. Out of borough placements are often commissioned due to a lack of suitable provision in the local area. This can be due to Calderdale being a small borough. So it is not feasible to offer highly specialised care for a small number of people.

However, there are gaps in local provision for people with:

• autism;
• mental health needs;
• sensory impairments.

This means that some people need to access out of area placements. Commissioners are reviewing this demand and working with providers to build a resilient and diverse local market.

Care that is commissioned outside Calderdale must meet the same standards that we expect from providers in Calderdale. They must also have a focus on the outcomes. We will continue to develop partnership approaches with neighbouring Councils to make sure that this happens.

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This graph shows the number of people who live in 24-hour care settings outside of Calderdale. This is for each year from 2019 to 2024. It is split into four groups:

• Residential care was 102 (2019/20), 83 (2020/ 21), 99 (2021/22), 127 (2022/23) and 110 in (2023/24). An increase of 8 between (2019/20) and (2023/24).
• Residential EMI was 28 (2019/20), 26 (2020/ 21), 38 (2021/22), 40 (2022/23) and 34 in (2023/24). An increase of 6 between (2019/20) and (2023/24).
• Nursing care was 29 (2019/20), 28 (2020/ 21), 34 (2021/22), 44 (2022/23) and 35 in (2023/24). An increase of 6 between (2019/20) and (2023/24).
• Nursing EMI was 21 (2019/20), 11 (2020/ 21), 14 (2021/22), 11 (2022/23) and 9 in (2023/24). A decrease of 12 between (2019/20) and (2023/24).
• Total 180 (2019/20), 148 (2020/ 21), 185 (2021/22), 222 (2022/23) and 188 in (2023/24). An increase in 8 between (2019/20) and (2023/24).

What we commission

Out of area placements on a spot purchase basis.

We aim to:

• Support people to stay in Calderdale when possible.
• Only commission out of area placements when there is no local option.
• Ensure provision outside of Calderdale where it is the choice of the individual.

Commissioning intentions 2025 

• Review existing residential and nursing care to ensure that it can meet current and future demand.
• Support new provision in key areas like Autism, to make sure the local market is more resilient.
• Support local nursing and dementia providers to make sure that there is sufficient local capacity of a good standard.
• Only use out of area placements where:
  
  • there is no local alternative;
  • or very specialised care and support is needed, which cannot be found in Calderdale
  • it is the express wish of the individual to be placed in an out of area home.

•    A revised residential and nursing care home contract was put in place in 2022 for out of area placements

• The number of autistic people that seek assessment and diagnosis is increasing.
• Autistic people may need support with their emotional well-being. They can also benefit from support to keep connected to their local communities and gain or stay in paid employment.
• The need for specialist autism provision has been proven over the last few years. It has shown to improve wellbeing, communication, independence and resilience. 

Demand

In Calderdale, there are predicted to be:

• 1,636 autistic people in 2025
• 1,692 autistic people in 2035

Information taken from Projecting Adult Needs and Service Information Systems (PANSI) and the Projecting Older People Population Information System (POPPI). 

What we commission

As a result of increased awareness of Autism in recent years, more adults are now seeking a diagnosis in adulthood. Calderdale ICB  has commissioned an adult autism diagnostic assessment pathway from South West Yorkshire Trust ADHD/Autism Service.

Adults with autism and learning disabilities are likely to have had support since childhood. They will usually be supported by learning disability services. This can range from low-level support to specialist supported living.

Some adults with autism also have severe and enduring mental health needs. They may be supported by mental health services.

Autistic adults without a learning disability  can directly access services, such as:

• The Neuro Divergent Hub  This is a weekly service in Halifax for adults aged 18+ who are autistic or have ADHD. It provides group and one-to-one sessions for information, advice and support.
• Neuro Divergent Employment Service This is a weekly service to prepare people who are Autistic or have ADHD. Support for them to get work placements, voluntary or paid work.

Commissioning intentions up to  2025 

• To continue funding the Neuro Divergent Hub and the Neuro Divergent Employment Service.
• To seek more employment connections with local employers for Autistic people by way of personal budgets.
• Access to housing and support for Autistic people.

Having a valued and well-trained workforce is crucial to delivering good quality, personalised care and support. We want to support the local workforce and market to deliver this form of social care.

In Calderdale there are an estimated 5,800 jobs in adult social care. This is according to the latest published data (March 2023) from Skills for Care. This is split between:

• local authority (10%);
• independent sector providers ( 69%);
• and jobs working for direct payment recipients (12%).

The majority (84%) of the workforce in Calderdale are female and the average age was  43 years old in 2023.

Workers aged under 25 made up 10% of the workforce and workers aged 55 and above represented 26%. In 2023 Skills for Care estimates that the staff turnover rate in Calderdale was 25.2%. This was lower than the region average of 29.9% and lower than England at 28.3%. 

The workforce who are largely female and live within Calderdale are an important component of the local economy. In the main they live, shop and socialise in the local area. This benefits the health of the wider Calderdale economy.

These estimates are taken from the latest Calderdale Summary 2023 (skillsforcare.org.uk)

We continue to invest in the local care workforce across all sectors to:

• deliver good quality care;
• reduce staff turnover;
• make Calderdale an attractive place to live and work.

Some things that we have done:

• Established a sector wide recruitment website at Calderdale Cares Careers.
• Facilitated groups for care providers to discuss issues.
• Supportive contracts monitoring.
• Provider conferences.
• Developed a fortnightly bulletin for providers to promote good practice, information sharing and training opportunities
• Free training and support also complement the local offer to social care providers.
• Staff that are hard to recruit to include nurses and experienced registered managers.

We try to offer fair and competitive fee rates for care and support. Over the last two years, rates across residential and home-based care have been reviewed. This is to help providers to be able to recruit a stable and well-trained workforce. These will continue to be reviewed. Calderdale aspires to be an ethical care provider. We will pay good rates of pay to recruit and maintain a well trained local workforce.

2024 is an important year for Calderdale Council, as it is our 50th anniversary. It is a time to celebrate and reflect on what has been achieved over the last 50 years.

These Vision 2024 themes are still important to us:

• Distinctiveness.
• Kindness and Resilience.
• Enterprising and Talented.

The vision is now being reviewed to look to 2034.

Our Health and Wellbeing Strategy informs how we can make Calderdale a place where people live longer, safer, healthier lives. This relates to individuals, families, communities, organisations and local politicians.

COVID has had a negative impact on people's physical/mental health and exacerbated inequalities. It also placed huge challenges on services. For Calderdale communities to get the health and well-being recovery they deserve, these four principles must underpin all we do:

• Joining up services to change lives for the better. All partners working together to achieve agreed health and wellbeing outcomes.
• A focus on prevention. Shifting more of our focus towards enabling people to be well and preventing ill health.
• Addressing health inequalities. Working for good health and wellbeing for everyone, by tackling root causes of ill health.
• Empowered and resilient communities. Enabling communities to play their part in creating health and wellbeing, making the most of what exists in our communities.

We aim to enable everyone to live a larger life. To achieve this we need to support good health and wellbeing throughout the course of our lives. To do this we have one priority goal for each life stage:

• Starting Well. Babies, very young children aged 0-5 and expectant families.
• Developing Well. Childhood and young adulthood (ages 6-25).
• Living and Working Well. Working age adults.
• Ageing Well. With a focus on older people, aged 50 and over.

Everyone can play a part in achieving the four goals of this strategy. Boards with key stakeholders are being established for the 4 life stages set out in the strategy.

The role of the WYICB is to:

• Join up health and care services
• Improve people's health and well-being
• Reduce health inequalities.

The health and care partnership is made up of a number of organisations. These are from across the NHS, local government, voluntary, social enterprise and community sectors. It is an integrated care system governed by a Partnership Board. It incorporates a new organisation within it; The Integrated Care Board.

The WYICB became a statutory organisation on the 1st July 2022 as part of the Government's new Health and Care Act.

This statutory body is a new type of organisation, governed by partners. It is focused on collaboration as a means of driving improved outcomes for people in West Yorkshire. This sees us work at a West Yorkshire level. We also work at a local level in Bradford District and Craven, Calderdale, Kirklees, Leeds and Wakefield District. This is important for the 2.4million people living here.

Below are the procurements planned to start during 2024 through to 2026: 

2024/25

• Community alarms and mobile response service                        
• Housing related support for 60 years+ (floating support)                 

2025/26

• Provision of equipment – loans store
• Transitional support (block beds) in a care home setting
• Outreach services and day and night sitting services
• Living well with Dementia
• Older people core information, advice and support service
• Befriending service
• Mobility hire service
• Neuro divergent hub and neuro divergent employment service        
• Community support for stroke prevention and recovery
• Community-based day opportunities
• Advocacy service
• Self-advocacy network – facilitation
• Domiciliary care

Note: Calderdale Council reserves the right not to tender for such services or change the tender start date if required.

We publish all tenders and invitations to quote on the YORtender portal. Providers should register on this website and sign up to alerts for published tender documents under:

• the CPV code 85000000 (health and social work services);
• or other relevant codes.

Queries about the YORtender portal should be directed to Mercell. Register a query via the 'contact' option.

New Procurement Act 2023

New legislation (Procurement Act 2023) and guidance (Public Contract Regulations 2024) has been published. The Government date of implementation is currently 28th October 2024. Further information on the new legislation and changes can be found at Transforming Public Procurement (GOV.UK)

Service A to Z

• 16 to 25 years leaving care and vulnerable young people accommodation and support.
• All age domiciliary care – approved provider list
• Neuro Divergent Hub and Neuro Divergent Employment Service (two services).
• Children's centres.
• Children looked after residential placements and residential with education placements (call-off White Rose Framework Agreement).
• Care homes direct award contracts (older people, learning disability/physical disability in and out of authority).
• Community-based daytime opportunities (Approved Provider List).
• Community care alarms, responder service and assistive technology equipment.
• Deprivation of Liberty Assessments/Liberty Protection Safeguard Assessments.
• Domestic abuse service.
• Educational psychology.
• EHC mediation and dispute resolution
• Housing related support services (children and young people / adults)
• Lead the Way (supported living information and support hub).
• LGBTQ+ young peoples service.
• Mental health (out of authority).
• Outreach service for all ages and day and night sitting services for all ages (Approved Provider Lists).
• Parent liaison service.
• Pre-paid cards.
• Public health funerals.
• Self-advocacy network - facilitation.
• Servicing community equipment (loans store).
• Short-breaks, emergency and short-stay accommodation.
• Supported living three properties.
• Supported living service (including supported accommodation).
• Supported living service (out-of-area direct award contracts).
• Transitional support service (in care homes within the Borough of Calderdale).
• Weekend daytime support service.

Inspection profile of service provision

The CQC visits all regulated care providers and gives a quality rating. This covers:

• nursing homes;
• residential care homes;
• domiciliary care providers;
• and other services in the area.

To see the latest quality ratings for Calderdale services (or other parts of the country), visit: Care Quality Commission.