URL: https://westnorthants.moderngov.co.uk/ieDecisionDetails.aspx?ID=1467

Decision Maker: Cabinet

Outcome: Recommendations Approved

Is Key Decision?: No

Is Callable In?: No

Purpose:

Content: 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)

Date of Decision: June 24, 2025