Decision Maker: Cabinet

Outcome: Recommendations Approved

Is Key Decision?: No

Is Callable In?: No

Date of Decision: November 11, 2025

Purpose:

Content: RESOLVED: Cabinet: a)     Approved Option 3 as the preferred phased approach for bringing management of its housing services from NPH back into the Council, enabling a structured transition of some corporate and “back office” services into WNC in April 2026, followed by the remaining services with a completion date of no later than April 2027. This approach balanced service continuity, regulatory compliance, organisational stability and helps manage any risks. b)     Delegated authority to the Executive Director of Resources, in consultation with the Director of Communities and Opportunities, to approve the budget of £490k from the appropriate Housing Revenue Account Reserves to cover the estimated costs of implementation of the transition of services from NPH back into WNC.    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. It also offers opportunities for using phased approaches to ensure closer oversight, and strategic alignment. 2)     It aligns the full transfer of services and functions to the go live of a new WNC housing management system and a financial year end. 3)     The recommended approach still allows for some level of cost and productivity savings by working with NPH and its Board to reduce any duplication of contracts/services and increasing support services provided by WNC. 4)     It allows for the continuation of positive joint working between the Council and NPH during the transition period 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. 5)     A full financial appraisal and cost-benefit analysis has been conducted to ensure 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. 6)     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:   WNC has several options for consideration. An overarching consideration throughout these options is that in the short and medium term, the issues in relation to compliance for both NPH and WNC and issues in the wider system will remain. Improvement, development and intervention across a range of areas will be required and the process and consequences of shifting the operating model needs to be considered against what is an already stressed system.   The Council has therefore explored the following 3 options:   Options: 1 – Do nothing - Retain the ALMO and continue to work alongside NPH to improve services 2 - Cease operation of the ALMO and ‘lift and shift’ services currently managed by NPH into the Council “as is” (by April 2026) 3 – Cease operation of the ALMO and bring services currently managed by NPH over to the Council in a phased approach (by April 2027)