URL: https://cumberland.moderngov.co.uk/ieDecisionDetails.aspx?ID=662

Decision Maker: Director of Children and Family Wellbeing

Outcome:

Is Key Decision?: No

Is Callable In?: No

Purpose:

Content: To approve the refurbishment of the Cumberland Council Children's Edge of Care Residential Home at ‘Arnwood House 138 Blackwell Rd, Carlisle CA2 4DL’ for a total of up to £316,000, in order to support the transition to a Residential Children's Care Home.   To procure and award a professional services contract once the tender assessments have been undertaken and the preferred contractors have been identified via the Professional Services Framework, to provide all services required following the RIBA Plan of Work Stages 3-7, including Principal Designer under CDM Regulations and The Building Safety Act at an estimated cost of £0.042m.   To procure and award a construction contract once the tender assessments have been undertaken and the preferred contractors have been identified via a suitable framework or Open Tender, to undertake necessary refurbishment works to the Cumberland Council Children's Edge of Care Residential Home at ‘Arnwood House, 138 Blackwell Rd, Carlisle CA2 4DL’ at an estimated cost of £0.274m.   The purchase or development of a replacement children's home within the locality of Cumberland to accommodate our Cared for Children enables the Council to play an active role in the lives of its cared for children and meet its duty as Corporate Parents.   It will also deliver on Cumberland’s Children’s and Young People’s plan to allow Children, young people and families to get the support they need local to where they live.   The approach may improve quality of provision by potentially giving more effective control to Cumberland Council over all aspects of children’s residential service delivery, whilst also reducing the cost of accommodating our children and young people in residential care substantially, particularly when compared to external residential care.   The approach should also reduce the dependence of Cumberland Council on private sector residential provision, whilst establishing greater competitive tension in the market more generally. It is hoped that provision of this additional capacity will influence Private Sector providers to adjust unit costs to more realistic levels and will build on activity ongoing in neighbouring Authorities and the Region.   This will support the Council’s duty to find the most appropriate care setting for each child, by diversifying the current residential offer in the market-place.   Increasing the number of residential settings across Cumberland should reduce the need to place children outside of Cumberland leading to better social, education and economic outcomes, while improving workforce efficiency. It will enable further improvement in the quality of plans and planning for children, and greater choice of accommodation for children when they become cared for.   The financial rationale relates to the opportunity to reduce dependency on private sector delivery of residential care, recognising the risk of significant price rises in the private sector; and allow Cumberland to secure a stronger foothold in the market with a local solution which offers better value for money.   The increase in local provision will ensure a balance in securing the right accommodation mix for children in care with associated cost savings as recognised in the council Medium Term Financial Strategy (MTFS).   Future governance and oversight of the investment in residential accommodation will be provided operationally via the Children's Services Transformation Programme Board and strategically via the Assurance and Efficiency Delivery Board and the Strategic Programme Panel, with updates to Executive delivered as required.. 10.The purchase or development of a replacement children's home within the locality of Cumberland to accommodate our Cared for Children enables the Council to play an active role in the lives of its cared for children and meet its duty as Corporate Parents.   11.It will also deliver on Cumberland’s Children’s and Young People’s plan to allow Children, young people and families to get the support they need local to where they live.   12.The approach may improve quality of provision by potentially giving more effective control to Cumberland Council over all aspects of children’s residential service delivery, whilst also reducing the cost of accommodating our children and young people in residential care substantially, particularly when compared to external residential care.   13.The approach should also reduce the dependence of Cumberland Council on private sector residential provision, whilst establishing greater competitive tension in the market more generally. It is hoped that provision of this additional capacity will influence Private Sector providers to adjust unit costs to more realistic levels and will build on activity ongoing in neighbouring Authorities and the Region.   14.This will support the Council’s duty to find the most appropriate care setting for each child, by diversifying the current residential offer in the market-place.   15.Increasing the number of residential settings across Cumberland should reduce the need to place children outside of Cumberland leading to better social, education and economic outcomes, while improving workforce efficiency. It will enable further improvement in the quality of plans and planning for children, and greater choice of accommodation for children when they become cared for.   16.The financial rationale relates to the opportunity to reduce dependency on private sector delivery of residential care, recognising the risk of significant price rises in the private sector; and allow Cumberland to secure a stronger foothold in the market with a local solution which offers better value for money.   17.The increase in local provision will ensure a balance in securing the right accommodation mix for children in care with associated cost savings as recognised in the council Medium Term Financial Strategy (MTFS).   18.  Future governance and oversight of the investment in residential accommodation will be provided operationally via the Children's Services Transformation Programme Board and strategically via the Assurance and Efficiency Delivery Board and the Strategic Programme Panel, with updates to Executive delivered as required. Do nothing – This would mean we continue to operate an edge of care childrens care home from the existing Blackwell road site. Therefore, this means the risk that the Council continue to be reliant on external privately run children’s homes including out of borough placements. This option was rejected as the Council is currently dependent on and susceptible to inflated external residential costs, which offer poor value for money.   Refurbish the Existing Property at Blackwell Road – The existing property at Blackwell Road has been identified as a suitable property for a children’s residential care home in co-ordination with children’s services, property services, PMO and consultancy support. Refurbishment of the property has therefore been identified as a more suitable option that the Purchase and Conversion of an alternative property, as it provides greater value for money, minimises disruption and the timeline for the project.   Purchase and Conversion of an alternative property – The existing property at Blackwell Road has been identified as a suitable property for a children’s residential care home in co-ordination with children’s services, property services, PMO and consultancy support. Refurbishment of the property has therefore been identified as a more suitable option that the Purchase and Conversion of an alternative property, as it provides greater value for money, minimises disruption and the timeline for the project.   Development of a New Build Care Home – The existing property at Blackwell Road has been identified as a suitable property for a children’s residential care home in co-ordination with children’s services, property services, PMO and consultancy support. Refurbishment of the property has therefore been identified as a more suitable option that the Development of a New Build Care Home, as it provides greater value for money, minimises disruption and the timeline for the project.

Date of Decision: September 26, 2025