Decision

RESOLVED: That
Cabinet;
 

A.             
Approved a minded-to decision to pursue Option 3 to
develop a robust implementation plan before bringing NPH services
under direct Council management. This allows for a more structured
and collaborative transition, whilst ensuring service
quality.

B.             
Approved that the Director of Communities and
Opportunities, in consultation with the Cabinet Member for Housing,
undertakes the formal consultation with tenants at the appropriate
time during the time-period of Option 3 and bring the findings and
recommendations back to a future Cabinet for formal
decision.

C.             
Approved that during this time of transition and
improvement, the retention of NPH Board and agrees for the Director
of Communities and Opportunities in consultation with the Cabinet
Member for Housing, to work with NPH and the Board to ensure that
tenants are supported throughout the process with good quality
services.

D.             
Delegated authority to the Executive Director of
Finance to approve the budget of £125k from the Housing
Revenue Account Service Improvement Reserve to cover the estimated
costs of implementation of the tenant consultation and project
resources.
 
REASONS RESOLVED:
1      
A medium-term approach allows for a more structured
and planned transition, minimising disruption to services and
ensuring a smooth transfer of responsibilities. This approach
enables the Council to embed learnings and improvement actions from
inspections and commissioned reports into the housing services
before taking over direct management.
2      
It still allows for some level of cost and
productivity savings by working with NPH and their Board to reduce
any duplication of services and increasing support services
provided by WNC.
3      
It allows for the continuation of positive joint
working between the Council and NPH and continuing to lever in the
expertise of individuals on the NPH Board and sharing of valuable
knowledge and experience across the housing system. Working
collaboratively with NPH during this critical time of improvement
fosters a cooperative environment and enhances the overall
effectiveness of the transition.
4      
Future full financial appraisal and cost-benefit
analysis will be conducted which ensures that the financial
implications of the transition are thoroughly understood and
managed. This helps in making informed decisions about resource
allocation and investment in housing services.
5      
These reasons support the recommended approach of
focusing on improvement at NPH before transitioning their services
to direct Council management in the medium term, ensuring a smooth
and effective transition while maintaining service
quality.
 
ALTERNATIVE OPTIONS:
The Council therefore had the
following 3 options to consider:
Option 1) Retain and work
alongside the ALMO model.
Option 2) Cease operations of
the ALMO in the immediate term (June 2025 – June
2026)
Option 3) Cease operations of
the ALMO in the medium term (June 2025 – June 2027 with a
phased approach)