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RESOLVED: Cabinet.

a)   
Approved procurement of a Support Provider to
deliver a service that provides people with a history of rough
sleeping or at risk of rough sleeping who have multiple complex and
high support needs at Broadmead Court for a period of 3
years.

b)   
Authorised the Director of Housing and Communities
to commence the tender process with the new contract being put in
place by Autumn 2025.

c)   
Delegated to the Director of Housing and
Communities, in consultation with the Portfolio Holder for Housing
to undertake the necessary due diligence to finalise the terms and
condition and award a contract for a period of 3 years to the
preferred supplier with possible 1 year extension, subject to the
success and performance of the service and availability of
funds.
 
REASONS RESOLVED:

1.   
The proposed service aligns to the key themes and
priorities contained within the Council’s Corporate Plan,
Housing Strategy 2022-2025 and Homelessness and Rough Sleeping
Strategy 2024-2027 on preventing homelessness and reducing rough
sleeping.

2.   
Allows WNC to address the gaps in single rough
sleeping and homelessness pathway provision and help those with
longest histories of rough sleeping or the most complex and high
needs to recover from rough sleeping and its associated
traumas.

3.   
Enables WNC to achieve better outcomes for people
living at Broadmead Court and empowers them to move on to
sustainable and independent living. Additionally, the service will
form an essential part of a wider strategic response to
homelessness and rough sleeping and will complement internal and
external services.

4.   
Timely conclusion of the procurement via delegated
authority to award contract.
 
ALTERNATIVE OPTIONS:
·        
Option 1- not recommended.
Do nothing. We have entered into a grant funding
agreement with Homes England to deliver the Single Homelessness
Accommodation Programme, and as such, this is not a recommended
option.
·        
Option 2- not recommended.
To deliver the support service in-house. This will
require significant investment to set up and deliver an in-house
specialist support e.g. financial implications as setting up
service is likely to cost more than a commissioned service. The
complex nature of the client group requires expertise which is not
available to the council. Additionally, a review of the provision
of services in neighbouring authorities, was unable to identify any
local authority delivering these types of services on an in-sourced
basis so no benchmark is available from other local authorities. As
such, this is not a viable option.
·        
Option 3- recommended. Undertake a competitive procurement exercise and to enter into
contract with an external support provider to deliver the
service.