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Market Position Statement

Our Market Position Statement outlines support and care services for adults and their carers.


Cath Gormally, Director of Adults and Wellbeing

Welcome to our Market Position Statement (MPS) which outlines support and care services for adults and their carers.

We want to support current and new providers in meeting the future care and support needs of adults in Calderdale. Also, in building a vibrant and responsive local care market.

Our commissioners have reviewed and updated the MPS so that we can:

  • be sure that the document gives clarity on the sort of services that people now need.
  • know that the MPS enables providers to have confidence that we will support them.
  • work together to make sure future care and support for people is provided in a way that promotes their independence.

Why we have a MPS

Good support exists when providers are able to meet the ever changing needs and expectations of people who need help and support. The MPS plays a key role in implementing our vision for outstanding support for people that meets their outcomes and ensures people remain as independent as possible.

We want to:

  • Achieve great outcomes for people, so they can lead the live they want.
  • Help people to remain independent and play an active part in their community.
  • Offer support to give people control and builds on their strengths.

I believe that working together we can create a vibrant and resilient social care market. One that is responsive to the changing needs of people in Calderdale. A market for all providers, existing or new, to develop thriving businesses that support people to live that "larger life".

Read more about:

What an MPS is

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.

National and local drivers

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:

  • budget constraints;
  • demographic pressures;
  • technological developments;
  • 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 dual policy drive will continue. This is in light of 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 a thriving care and 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.

Adults and Wellbeing Directorate Ambition

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.
  • Can determine what your care and support looks like and who delivers it.

Calderdale Cares - Our five localities

To help people be supported in their local communities and be independent, we will use:

  • a place-based;
  • or asset-based approach to commissioning.

This is known as Calderdale Carers. It brings together:

  • local people;
  • GPs;
  • community medical services;
  • mental health services;
  • voluntary sector services;
  • community organisations;
  • and social care services in each locality, to form a partnership model.

Each locality has its own priorities for health and community support that are important to that area. These vary according to the demographic profile of each locality and how well developed existing community networks are.

Each has a large number of people aged 65 and over. This ranges from 16% to 23% of the area's population. Due to this, there is a high demand for services.

Placed-based commissioning does have its limitations in Calderdale, due to:

  • the size of the population;
  • remote nature of some of the localities.

In order to deliver support like specialised dementia or short break services, some services are arranged at the council-wide level. In 2019/20, Home Care was the first major procurement of services based on the Calderdale Carers model.

Population by locality:

Locality Age 65+ Percentage Total
North 6,057 16.5 36,654
Upper 7,295 20.9 34,854
Central 8,829 16.4 53,912
Lower 10,334 23 44,880
South 7,708 18.7 41,139
Total 40,223 19 211,439

(Source: Lower Super Output Area Mid-year Population Estimates - supporting information - Mid 2020.)

Census 2021

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, 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).

Our commissioning principles

These have been 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.

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.

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

  1. Use 'Think Local and Act Personal' (TLAP) principles 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 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 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.

The strategy's 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:

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 and 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.

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.

Electronic Market Place

Calderdale is actively working to develop an updated e-market place including an electronic directory of services.

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).

Local Demographics and future demand - dementia, learning disability and mental health

In June 2018, ONS published data which showed that there were 209,500 people in Calderdale (ONS 2017 Mid-year population estimates). This was an increase of 5,600 people since the 2011 Census.

Projections show that there will be 16,500 people aged 80 and over by 2035, 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.
Calderdale population aged-18+ projected 2035

This graph forecasts the growth of Calderdale's population from 2019 to 2035, 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 125,100 (2019), 125,100 (2020), 124,000 (2025), 122,300 (2030) and 120,600 in 2035. A decrease of 4,500.
  • Aged 65 to 79 is 29,900 (2019), 30,300 (2020), 33,100 (2025), 35,200 (2030) and 38,300 in 2035. An increase of 8,400.
  • Aged 80 and over is 9,900 (2019), 10,200 (2020) 11,800 (2025), 15,000 (2030) and 16,500 in 2035. An increase of 6,600.
  • Total 164,900 (2019), 165,600 (2020), 168,900 (2025), 172,500 (2030) and 175,400 in 2035. This gives an overall increase from 2019 to 2035 of 10,500 people.


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.

We are developing an all-age mental health strategy that will outline our plans to support people and their carers. This will be ready in late 2020.

Calderdale's population aged 65 and over with dementia from 2019 to 2035

This graph forecasts the number of Calderdale's people aged 65 and over with dementia from 2019 to 2035. It is split into three age groups and shows the number of people (with the year in brackets):

  • Aged 65 to 79 is 971 (2019), 994 (2020), 1,124 (2025), 1,147 (2030) and 1,273 in 2035. An increase of 302.
  • Aged 80 to 89 is 1,148 (2019), 1,158 (2020), 1,342 (2025), 1,685 (2030) and 1,915 in 2035. An increase of 767.
  • Aged 90 and over is 578 (2019), 578 (2020) 637 (2025), 754 (2030) and 967 in 2035. An increase of 389.
  • Total 2,697 (2019), 2,730 (2020), 3,103 (2025), 3,586 (2030) and 4,155 in 2035. This gives an overall increase from 2019 to 2035 of 1,458 people.

Learning disabilities

The number of people with a learning disability who get support has been fairly constant over the last four 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.

Long-term support during the year - clients aged 18-64 with a PSR of learning disability

This graph shows the number of people who have a learning disability as their primary support need. This is for each year from 2015/16 to 2018/19. It is split between males and females:

  • Males 360 (2015/16), 343 (2016/17), 356 (2017/18) and 348 in 2018/19. A decrease of 12.
  • Women 253 (2015/16), 236 (2016/17), 235 (2017/18) and 236 in 2018/19. A decrease of 17.
  • Total 613 (2015/16), 579 (2016/17), 591 (2017/18) and 584 in 2018/19. This gives an overall decrease from 2015/16 to 2018/19 of 29 people.

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.
Graph showing population aged 18 and over predicted to have a learning disability in 2035

This graph forecasts that the number of people with a learning disability from 2019 to 2035 (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 3,033 (2019), 3,032 (2020), 3,009 (2025), 2,976 (2030) and 2,944 in 2035. A decrease of 89.
  • Aged 65 and over is 833 (2019), 848 (2020), 937 (2025), 1,047 (2030) and 1,153 in 2035. An increase of 320.
  • Total 3,866 (2019), 3,880 (2020), 3,946 (2025), 4,023 (2030) and 4,097 in 2035. This gives an overall increase from 2019 to 2035 of 231 people.

Mental Health

Population projections suggest a steady decline in the number of people with mental health needs over the next 15 years. We are developing an All Age Mental Health Strategy that will be published in late 2019. This will:

  • outline the continued development of support in the community;
    • address prevention to reduce the dependency upon a medical model of care.
A graph showing mental health disorders for those aged 18 to 64 projected to 35

This graph forecasts the number of people with mental health disorders from 2019 to 2035 (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 23,675 (2019), 23,699 (2020), 23,449 (2025), 23,123 (2030) and 22,798 in 2035. A decrease of 877.
  • Two or more psychiatric disorders is 9,004 (2019), 9,011 (2020), 8,917 (2025), 8,795 (2030) and 8,672 in 2035. A decrease of 332.
  • Total 32,679 (2019), 32,710 (2020), 32,366 (2025), 31,918 (2030) and 31,470 in 2035. This gives an overall decrease from 2019 to 2035 of 1,209 people.

Residential and nursing care

For 85 years olds and over

In the last five years, there has been a decline in the use of residential placements. This is in spite of increasing numbers of older people. While demand for residential EMI, Nursing and EMI placements has remained fairly constant.

A graph showing Calderdale residents aged 85 years and over in residential, nursing or EMI care

This graph shows the number of people aged 85 years and over in residential, nursing or EMI care. This is for each year from 2014/15 to 2018/19. It is split in to four groups:

  • Residential care was 279 (2014/15), 230 (2015/16), 219 (2016/17), 190 (2017/18) and 195 in 2018/19. A decrease of 84.
  • Nursing care was 70 (2014/15), 70 (2015/16), 67 (2016/17), 60 (2017/18) and 46 in 2018/19. A decrease of 24.
  • Residential EMI 87 (2014/15), 81 (2015/16), 76 (2016/17), 69 (2017/18) and 65 in 2018/19. A decrease of 22.
  • Nursing EMI was 24 (2014/15), 18 (2015/16), 14 (2016/17), 7 (2017/18) and 6 in 2018/19. A decrease of 18.
  • Total people are 460 (2014/15), 399 (2015/16), 376 (2016/17), 326 (2017/18) and 312 in 2018/19. An overall decrease of 148.

For 65 to 84 year olds

From 2014 to 2017 there was a steady decline in the use of local authority funded residential care placements. However, in the last 2 years usage has begun to increase. Although, numbers remain fairly small and wherever possible people are supported to stay in their own homes. Residential and nursing home care continues to be an essential element of the local care market.

This graph shows Calderdale residents aged 65 to 84 years in residential, nursing or EMI care

This graph shows the number of people aged 65 to 84 years in residential, nursing or EMI care. This is for each year from 2014/15 to 2018/19. It is split in to four groups:

  • Residential care was 77 (2014/15), 73 (2015/16), 69 (2016/17), 86 (2017/18) and 115 in 2018/19. An increase of 38.
  • Nursing care was 46 (2014/15), 37 (2015/16), 38 (2016/17), 41 (2017/18) and 31 in 2018/19. A decrease of 15.
  • Residential EMI 44 (2014/15), 53 (2015/16), 53 (2016/17), 73 (2017/18) and 81 in 2018/19. An increase of 37.
  • Nursing EMI was 19 (2014/15), 20 (2015/16), 27 (2016/17), 29 (2017/18) and 24 in 2018/19. An increase of 5.
  • Total people are 186 (2014/15), 183 (2015/16), 187 (2016/17), 229 (2017/18) and 251 in 2018/19. An overall increase of 65.

For 18 to 64 year olds

The chart below shows a recent increase in the number of people in nursing and residential care.

This graph shows the number of Calderdale residents aged 18 to 84 years in residential, nursing or EMI care

This graph shows the number of people aged 18 to 64 years in residential, nursing or EMI care. This is for each year from 2014/15 to 2018/19. It is split in to four groups:

  • Residential care was 91 (2014/15), 86 (2015/16), 82 (2016/17), 86 (2017/18) and 101 in 2018/19. An increase of 10.
  • Nursing care was 26 (2014/15), 28 (2015/16), 22 (2016/17), 21 (2017/18) and 26 in 2018/19. No change.
  • Residential EMI was 1 (2014/15), 3 (2015/16), 3 (2016/17), 3 (2017/18) and 2 (2018/19). An increase of 1.
  • Nursing EMI was 1 (2014/15), 1 (2015/16), 1 (2016/17), 1 (2017/18) and 1 in 2018/19. An increase of 1.
  • Total 119 (2014/15), 118 (2015/16), 108 (2016/17), 111 (2017/18) and 130 in 2018/19. An overall increase of 11.

A focused review has been established in Learning Disability Services to look at people in residential care placements. This includes in and out of borough placements. It aims to support more people to live locally, when possible. Work is also underway to develop local services for people with mental health issues who have long-term support needs. This is to reduce dependency on residential care.

Our position in the provider market

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;
  • intermediate care beds;
  • a floating tenancy support scheme;
  • mental health supported accommodation, respite and crisis beds;
  • extra care housing;
  • and a Shared Lives scheme.


In 2018/19, our spend on social care services was £86.3 million. The graphs below show how the money we spent was divided.


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

  • Nursing care: £6.419 million (9.08%).
  • Residential care: £19.781 million (28.01%).
  • Supported accommodation: £1.377 million (1.9%).
  • Direct payments: £12.653 million (17.9%).
  • Home care: £7.040 million (9.96%).
  • Supported living: £7.495 million (10.6%).
  • Other long-term care: £13.147 million (18.6%).
  • Maximise independence: £2.735 million (3.87%).

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

  • Physical support: £33.277 million (45.3%).
  • Sensory support: £0.078 million (0.1%).
  • Support for memory and cognition: £7.139 million (9.7%).
  • Learning disability support: £25.39 million (34.6%).
  • Mental health support: £4.768 million (6.7%).

In 2020/21 the Council needs to save over £7.3 million. This rises year on year over the next few years as there are uncertainties around Government funding in future years.

The Government's Funding Review will be completed by late 2019/20. Although, the funding gap for the Council is likely to be:

  • £4.8 million in 2020/21;
  • £5.3 million in 2021/22.

This is going to be very difficult for us.

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.


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.

Quality of services in Calderdale

We want the services that we provide or commission to:

  • Be the best possible standard;
  • keep people safe;
  • deliver good outcomes.

Under the Care Act 2014, we are responsible for developing and supporting the private sector. This is to make sure there are quality services which meet the needs of people who need care and support. To do this, we now have Business Relationship Managers. They work with our contract compliance staff to help providers achieve this. We also support providers through:

  • Provider forums;
  • training;
  • specialist support through programmes that encourage better nutrition, activity and exercise for service users.

Our regulated provision is also inspected by the Care Quality Commission (CQC). For the most recent ratings, please visit: Calderdale and Huddersfield NHS Foundation Trust (CQC).

Information and advice

Our information needs to be good-quality, in order to support 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.

It was suggested that specific requests for (and access to) information and advice is compounded for three groups. These are older people:

  • affected by poor health and disability;
  • living in rural areas;
  • from ethnic minority communities.

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

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

Commissioning Intentions to 2024

  • 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.

    There will be a review of Gateway to Care, which will become known as Gateway Plus. This is the first point of contact for community health and social care services.

  • In 2020/21, we will review Early Intervention and Prevention services. This is to make sure that there is a strong local offer in place to:
    • support people to access the information and advice they need, but without always having to formally contact the Council.


  • 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 2011 census showed there were 21,369 carers in Calderdale. Of those, 4,509 gave over 50 hours a week of care.
  • 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.

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.

A specialist mental health carers' support service is also commissioned. This offers one-to-one and peer group support for carers of people with severe and enduring mental health conditions.

One carer support worker is from the BAME community and speaks Urdu/Punjabi. This is very helpful given that 12.5% of carers supported through the service are from the BAME community. The local BAME population is 10.3%. Activities like Mindfulness, Walking Groups and day trips are also offered.

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.

Residential short-term services

With Calderdale CCG, we offer services to prevent hospital admission and aid a speedy and safe discharge.

Heatherstones Court, Halifax.

Existing provision is a mixture of nursing, residential homes and self-contained flats. Calderdale CCG 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.
  • In 2018, a pilot project was set up to offer transitional support within an extra care setting. This is for people who:
    • were not able to return to their own homes after hospital discharge;
    • had significant care needs and wished to remain as independent as possible.
A room in Heatherstones Court.

Delayed Transfers of Care (DToC) is a key priority for both the Council and the NHS. We aim to reduce DToC and have committed commissioning resources and funding to make sure that short-term services support:

  • timely and safe hospital discharges;
  • and prevent unnecessary admissions.

Current demand

Demand in the last two years has increased for short-term residential services. COVID has had a major impact on this and the spot purchase of this provision increased significantly to support people to leave hospital in a timely way.

Demand in 2022 has begun to reduce, but this is still a significant sector of our local market.

What we commission

The number of short-term placements in care homes varies according to seasonal demand.

There are openings to spot purchase placements for providers interested in this sector of the market. 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.

Home-based short-term support

  • 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 and 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 CCG (Integrated Care System) 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 Council colleagues. This will continue to develop over time as it becomes more embedded. People will have fast access to a range of qualified professionals who can address both their health and social care needs. People will be able to access a response from a team of skilled professionals within two hours, to 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.

Personalisation and Direct Payments (DPs)

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.

The number of people aged over 18 in receipt of a direct payment between 2017/18 and 2021/22. Information is split into four age groups and shows the number of people (with year in brackets):

  • Aged over 85: 60 (2017/18), 62 (2018/19), 43 (2019/20), 63 (2020/21) and 46 (2021/22). A decrease of 20
  • Aged 75-84: 59 (2017/18), 57 (2018/19), 58(2019/20), 55 (2020/21) and 52 (2021/22). A decrease of 7.
  • Aged 65-74: 68 (2017/18), 67 (2018/19), 56 (2019/20), 70(2020/21) and 63 (2021/22). A decrease of 5.
  • Aged 18-64: 388 (2017/18), 395 (2018/19), 390 (2019/20), 386 (2020/21) and 385 (2021/22). A decrease of 3.
  • Total 575 (2017/18), 581 (2018/19), 557 (2019/20), 574 (2020/21) and 546 (2021/22). This is an overall decrease of 29 from 2017/18 to 2021/22.

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 will be offered to all people who get a direct payment. This will make 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.

Calderdale Councils (In-House) Day Services

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

The services offer person-centred support, social and leisure activities, and support to ensure people’s needs, wants and aspirations are met, whilst 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 and 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.

Community based day opportunities for adults with a learning disability

Current demand

Community Based Day Opportunities are provided in a range of community settings across Calderdale. Calderdale has a broad, ranging from traditional day centre provision to more specialist provision to gain paid employment, develop talents and skills, supporting people with autism or with more complex needs. The services are operated by organisations from the voluntary, charity and private sectors and 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, 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 EHC plan and 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, doing 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.

Commissioning intentions 2025

We want to encourage the market to:

  • Develop innovate approaches to delivering Community Based Day Opportunities.
  • Continue to develop provision to address gaps in the market.
  • Improve quality and monitoring.

Home care


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 made to meet people's needs. For example, support is provided when the service user wants it and with flexible care options and tasks.

Current demand

There has been a substantial growth in the demand for home care across all age ranges. This is more evident for those aged 75 and over. This growth has put a great deal of pressure on the local market. The result of this is the need to establish an Approved Provider List (APL) and short-term home care contracts to:

  • encourage new providers;
  • support existing providers to grow their business.
This graph shows the number of people aged over 18 accessing home care between 2014/15 and 2018/19

This graph shows the number of people aged over 18 accessing home care between 2014/15 and 2018/19. It is split into four age groups and shows the number of people (with year in brackets):

  • Aged over 85: 211 (2014/15), 215 (2015/16), 195 (2016/17), 196 (2017/18) and 342 (2018/19). An increase of 131.

  • Aged 75-84: 98 (2014/15), 90 (2015/16), 99 (2016/17), 110 (2017/18) and 213 (2018/19). An increase of 115.

  • Aged 65-74: 46 (2014/15), 59 (2015/16), 55 (2016/17), 47 (2017/18) and 102 (2018/19). An increase of 56.
  • Aged 18-64: 21 (2014/15), 25 (2015/16), 26 (2016/17), 30 (2017/18) and 70 (2018/19). An increase of 49.

  • Total 376 (2014/15), 389 (2015/16), 375 (2016/17), 383 (2017/18) and 727 (2018/19). This is an overall increase of 351 from 2014/15 to 2018/19.

We have had success in reducing the number of Delayed Transfers of Care (DToC) from hospital. This has only been possible with the substantial growth in home care. The reduction is shown in the DToC chart below.

Our performance in relation to the total number of days per month that people were delayed in hospital has reduced. It was 713 (August 2017) and 198 (March 2019).

Demand for home care continues to grow. The graph below shows this growth in the number of home care hours commissioned.

This graph shows the share of home care packages across the five Calderdale Cares localities.

This graph shows the share of home care packages across the five Calderdale Cares localities.

  • Central had 199.
  • Lower had 188.
  • North had 149.
  • South had 134.
  • Upper had 104.
  • Total 774.

What we commission

We have a diverse home care market with a range of providers. There are two block contract providers and a larger number that are awarded work through an APL. People can also access home care services through direct payments.

Providers on the APL have seen an large increase in the number of support hours they are asked to deliver.

Commissioning intentions 2024

A new Home Care specification is being drafted and was tendered in 2019 and it will:

  • cover all age ranges;
  • cover all client groups;
  • be based on the Calderdale Cares five locality model, with a provider awarded to each locality.

It will focus on quality and is based on a fixed:

  • hourly rate for urban locations;
  • enhanced rate for rural locations.

The rate is based on the UK Homecare Association's model for paying a fair cost of care.

There will also be a supporting APL to allow diversity and resilience in the local market. The service requirements for home care have been developed with a wide range of stakeholders. It will cover all packages of care regardless of commissioning source. Local provider engagement has been key to informing the new document.

The APL helps us to make sure that we have the right amount of home care.

The new service contract and specification outlines the need for:

  • flexibility;
  • and to meet personal outcomes.

Housing with care


Mytholm Meadows, Hebden Bridge
  • 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 four 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

Bramston Street, extra care scheme based in Brighouse

Mytholm Meadows and Clement Court - staffed by Council employees;

Willow Court and Ing Royde - staffed by Independent Sector providers.

Commissioning intentions 2024

  • New extra care is being developed in Brighouse to make sure there is a range of provision across Calderdale. This scheme will include some apartments that are designed to offer support to people with dementia. These will enable them to stay in a community setting with flexible care and support. Most apartments will be rented, but a small number will be available to buy on a shared ownership basis. This scheme will open in late 2020.
  • A scheme is being planned for North Halifax.
  • Commissioners and our Housing team look for new sites, especially in the upper valley.
  • The care and support at an existing scheme in Elland will be tendered early in 2020.

Supported living and supported accommodation


  • 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 2019, we developed supported living provision for people with:

  • a mental health need;
  • or with physical disabilities.

This response is to an increased demand for supported living services where people are able to have their own tenancy. Also, the reduced demand for residential and nursing care.

In April 2018, an Approved Provider List (APL) was made for supported living. This covers both learning disabilities and mental health. The APL was reopened in October 2018 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 2024

  • 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 APL will be advertised each year (around November) to support new providers to join it. It is used for new supported living properties and existing properties where tenants want to select a new provider. Tenants and families are central to the provider selection process from the APL.

Residential and nursing care - older people


  • 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.
  • 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 and bodies 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:
    • create Business Relationship Managers (BRMs) in 2017/18. To offer more support to homes that struggle to meet CQC quality targets;
    • better quality monitoring of homes;
    • give more support to homes and enhanced training;
    • and 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. This is more true for short-term enablement and respite care. We anticipate the use of long-term residential and nursing care will be needed for people with the most complex needs.

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

What we commission

At present (2019), there are 32 care homes for older people in Calderdale. These range family-run homes to those owned by a national group. The size of homes also varies from 5 to 106 beds. There is a variety of building types from converted Victorian properties to modern purpose-built homes.

Commissioning intentions 2024

  • 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.
  • A revised residential and nursing home contract will be developed in 2020.

Residential and nursing care - younger adults


  • 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.

Commissioning intentions 2024

  • 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.

Care homes outside of Calderdale


  • 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:
    • specialist need;
    • or personal need means an out of borough placement needs to be considered.

Current demand

There are currently 118 Calderdale citizens aged 65 and over in care home placements outside Calderdale. Many of these 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 nursing and nursing EMI 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.


This graph shows the number of people who live in 24-hour care settings outside of Calderdale

. This is for each year from 2017 to 2019. It is split into four groups:

  • Residential care was 89 (2017), 87 (2018) and 91 in 2019. An increase of 2.
  • Nursing care was 28 (2017), 31 (2018) and 27 in 2019. A decrease of 1.
  • Residential EMI was 15 (2017), 18 (2018) and 20 in 2019. An increase of 5.
  • Nursing EMI was 15 (2017), 15 (2018) and 14 in 2019. A decrease of 1.
  • Total 147 (2017), 151 (2018) and 152 in 2019. This is an overall increase of 5 between April 2017 and April 2019.

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.

Commissioning intentions 2024

  • 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 EMI 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.

Autistic Spectrum Disorder (ASD)


  • The number of people with autism that seek assessment and diagnosis is increasing.
  • People with autism need support with their emotional well-being. They also need to keep connected to their local communities and stay in or gain paid employment.
  • Specialist autism provision is in its infancy and needs are emerging.


In Calderdale, there are predicted to be:

  • 1,470 men and 170 women with an ASD in 2020;
  • 1,607 men and 183 women with an ASD in 2035.

Projecting Adult Needs and Service Information Systems (PANSI) and the Projecting Older People Population Information System (POPPI) assume a ratio of 1:9 women to men for their projections. However, the ratio of those under 18 years diagnosed with autism is closer to 1:4 for girls to boys. This suggests that the figures for women over 18 years should be much higher than currently estimated.

What we commission

As a result of increased awareness of autism spectrum disorder in recent years, more adults are now seeking a diagnosis in adulthood. Calderdale CCG 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.

Adults with an autism spectrum disorder can directly access services, such as:

  • Calderdale Asperger's Groups. Monthly peer support groups in Halifax (daytime) and Hebden Bridge (evening).
  • The Autism Hub. This is a weekly service in Halifax and a monthly service in Todmorden. It provides group and one-to-one sessions for information, advice and support.
  • Autism Employment Service. Weekly service to prepare people for work and support them to get work placements, voluntary or paid work.

Commissioning intentions up to 2024

  • To continue funding the Asperger's Groups, Autism Hub and the Autism Employment Service.
  • To seek more employment connections with local employers for people with Autism by way of personal budgets.
  • To raise awareness with local services like shops, banks and buses. This will be done through training and raising awareness.
  • Access to housing and support for people with autism.

Social care workforce

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.

According to the latest published data (March 2021) from Skills for Care, in Calderdale there are an estimated 5,600 jobs in adult social care. This is split between:

  • local authority (11%);
  • independent sector providers (76%);
  • and jobs working for direct payment recipients (12%).

The majority (85%) of the workforce in Calderdale are female and the average age was 43.8 years old in 2021.

Workers aged 24 and under made up 9% of the workforce and workers aged over 55 represented 27%.

Annual turnover in the local workforce was 27.7 % per year in 2021.

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 2021 (

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:

  • A Recruitment and retention working group established in 2022 to look at improving local workforce stability
  • Established a sector wide recruitment website at Calderdale Cares Careers.
  • Business Relationship Managers who offer guidance, training and support to local providers and help them to meet CQC regulation.
  • Groups for care providers to discuss issues.
  • Supportive contracts monitoring.
  • Provider conferences.
  • Free training and support also complement the local offer to social care providers.

Areas that are hard to recruit to include home-based care, nursing and registered managers.

We try to offer fair and competitive 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 and Calderdale aspires to be an ethical care provider, paying good rates of pay to recruit and maintain a well trained local workforce.

Calderdale Vision 2024

2024 is an important year for Calderdale Council, as it is our 50th anniversary.

It will be a time to celebrate and reflect on what has been achieved over the last 50 years.

Join the discussion on the comments page or use #VisionCdale2024.

Here you will find interactive content across themes of:

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

It focuses on 2024 and our ambition for Calderdale. The digital space is designed to start the discussion about our future. This is by exploring Calderdale through the three chapters that help define who we are.

Our vision for Calderdale

Our Health and Wellbeing Strategy is about how we (individuals, families, communities, organisations and local politicians) can make Calderdale a place where people live longer, safer, healthier lives.

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.

To achieve our aim of enabling everyone to live a larger life, we need to support good health and wellbeing throughout the course of our lives, so 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.

NHS West Yorkshire Integrated Care Board (WYICB)

The role of the WYICB is to join up health and care services, improve people's health and well-being and reduce health inequalities.

The health and care partnership is made up of partners from across the NHS, local government, voluntary, social enterprise and community sectors. It is an integrated care system that is governed by a Partnership Board and 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 and focused on collaboration as a means of driving improved outcomes for people in West Yorkshire. This sees us work at a West Yorkshire level and importantly for the 2.4million people living here, at a local level in Bradford District and Craven, Calderdale, Kirklees, Leeds and Wakefield District.

Planned procurements

To start during 2022/23, 2023/24 and 2024/25.

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.

Service A to Z

  • 16 to 25 Years Leaving Care and Vulnerable Young People Accommodation and Support.
  • All Age Domiciliary Care – Approved Provider List (re-opening).
  • Autism Hub and Autism Employment Service (two services).
  • Children's Centres.
  • CLA Residential Placements and Residential with Education Placements (Call-off White Rose Framework Agreement).
  • Care Homes Spot Purchase Contracts (Older People, Younger Adults 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.
  • Design, Supply & Installation of Through Floor Lifts (Accessible Homes Agency).
  • Domestic Abuse service.
  • Educational Psychology.
  • EHC Mediation and Dispute Resolution
  • Homelessness Prevention and Support Services (Ex-offenders, Young People and Generic Adult services).
  • Lead the Way (Supported Living Information & Support Hub).
  • LGBTQ+ Young Peoples Service.
  • Outreach Service for all ages and Day and Night Sitting Services for all ages (Approved Provider Lists).
  • Parent Liaison Service.
  • Pre-Paid Cards.
  • Public Funerals.
  • Self-Advocacy Network.
  • Servicing Community Equipment (Loans Store).
  • Servicing and Repair of Lifting Equipment (Accessible Homes Agency).
  • Short-breaks, Emergency and Short-stay Accommodation.
  • Social, Emotional and Mental Health Pilot Provision for Schools.
  • Supported Living three Properties.
  • Supported Living Service (including Supported Accommodation).
  • Supported Living Service (out-of-area spot purchase contracts).
  • Transitional Support Service (in Care Homes within the Borough of Calderdale).
  • Weekend Daytime Support Service.

Care Quality Commission (CQC)

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.

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