Agenda item

Report of the Corporate Director of Adults, Housing and Health. To be presented by the Cabinet Member for Housing & Planning (Deputy Leader)

DECLARATIONS OF INTEREST FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1. Approved the award of contracts for the provision of Domestic Abuse and Violence Against Women and Girls (VAWG) support services to the successful tenderers (identified in Appendix 1 - Part B (exempt information) of this report) for a period of six years, commencing 1 April 2026 to 31 March 2032, in accordance with CSO 16.01 and CSO 2.01(c). The total maximum value of the contracts over their full duration was £3,029,958 across three separate contracts. A breakdown of costs for each contract was detailed in Appendix 1 - Part B (exempt information) of this report.
   
   
2. Delegated authority to the Corporate Director of Adults, Housing and Health to consider and approve inflationary increases to the contract for Years 4 to 6. Any such adjustments were capped at a level not exceeding the annual rate of increase in the London Living Wage.
   
   
3. Noted that contract pricing remained fixed for the initial three years of the contract term, with no provision for adjustment during this period.
   
   
4. Noted that the provision of Multi-Agency Risk Assessment Conference (MARAC) coordination was removed from the second tender process, as this function would be brought in-house. The anticipated commencement of in-house service delivery was April 2026.
   
   
5. Noted that no bids were received for Lot 3, which related to the LGBTQ+ Independent Domestic Violence and Advocacy (IDVA) Service. Additionally, tenders received for Lot 4 (Generalist Refuge Accommodation) and Lot 6 (Domestic and Gender-Based Abuse Prevention and Support for Children and Young People) did not meet the published evaluation criteria and were therefore disqualified from further consideration.

Reasons for Decision

There was an identified need to support victim/survivors and their children who were at risk of or experiencing domestic abuse, with prevention and early intervention support as well as crisis response.

The Domestic Abuse and Violence Against Women and Girls (VAWG) Pathway of Support Services aimed to keep victim/survivors and their children safe by providing community-based, specialist Independent Domestic Violence Advocacy (IDVA) support for adults and children and young people, emergency accommodation via refuge accommodation, and education and prevention for children and young people.

The recommendation to award contracts to the successful tenderers was based on the outcome of a competitive procurement process, during which all submitted tenders were evaluated against the published award criteria. In accordance with procurement regulations, the contracts were proposed to be awarded to the Most Advantageous Tenderers, as determined by the evaluation outcome.

The organisations recommended for contract award submitted robust proposals that demonstrated substantial expertise and a clear commitment to delivering high-quality, appropriate care and support to victim/survivors of DA and VAWG. The tenders also highlighted the providers’ extensive local knowledge, well-established partnerships with both statutory and non-statutory organisations, and a proven track record in delivering relevant services. These attributes were deemed essential for the effective and sustainable delivery of services under the respective Lots.

Furthermore, the successful tenders submitted strong proposals demonstrating a clear commitment to Social Value by supporting employment pathways for ex-offenders and the unemployed, engaging with local schools and colleges through educational outreach, and strengthening the regional economy via local supply chain engagement. Health and wellbeing were promoted through initiatives such as smoking cessation, obesity, substance misuse, and physical activity, alongside support for older, disabled, and vulnerable individuals. Additionally, equality, diversity, and inclusion training would be delivered across staff and suppliers, with employees granted access to comprehensive wellbeing programmes.

Alternative Options Considered

• Deliver In-house – This option was considered but ultimately rejected, as it was not viable for the following reasons:
  • A defining characteristic of IDVA services was their independence from the police and the local authority, particularly where victim/survivors had a mistrust and/or fear of the criminal justice system and Children’s Social Care. Insourcing this provision could have jeopardised victim/survivor engagement with support services, thus potentially increasing their level of risk of harm and even death.
  • The Council did not have the infrastructure and expertise to deliver ‘by and for’ culturally appropriate services which met the needs of Haringey’s communities, including ethnically minoritised women and LGBTQ+ communities. By and for organisations were defined as organisations designed and delivered by and for people who were minoritised (including race, sexual orientation, transgender identity, age, and religion). These services were rooted in the communities they served and could include wrap-around holistic recovery and support that addressed a victim/survivor’s full range of intersecting needs, beyond purely domestic abuse support.
  • It should be noted that the decision was made to insource the Multi-Agency Risk Assessment Conference (MARAC) coordination, and in-house delivery was expected to commence April 2026. The decision to insource was based on the need for effective partnership working with the police, value for money for the Council, and to expand the remit of the MARAC Coordinator to also deliver a sexual exploitation and harms panel.
    
    
• Do Nothing – This option was discounted as the Council had a statutory duty to provide safe accommodation and support to survivors of domestic abuse; refuge provision was one of the key services that fulfilled this duty, and community-based services provided essential support to victim/survivors and their children on their journey to safety and recovery.
  
  
• Hybrid Model – A hybrid model with both directly delivered and commissioned domestic abuse and VAWG services supported a strong Coordinated Community Response where agencies and communities worked together to respond to violence against women and girls (priority one of the Council’s 10-year Violence Against Women and Girls strategy 2016–2026). Delivering the MARAC in-house and continuing to deliver support via Hearthstone, alongside the commissioning of services from specialist and experienced organisations, benefited vulnerable residents, offering a range of expertise that was trauma-informed, person-centred, and culturally specific.