Agenda item

Report of the Corporate Director of Adults, Housing and Health. To be presented by the Cabinet Member for Health, Social Care and Wellbeing.

DECLARATIONS OF INTEREST MADE FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1.    Approved, in accordance with Contract Standing Orders (CSO) 2.01(b), the Council commenced a procurement exercise for an integrated Substance Misuse Peer-Led, Harm Reduction and Outreach Service with the aim of appointing a suitable service provider.

2.    Approved, pursuant to CSO 2.01(c), the contract was awarded to Bringing Unity Back Into the Community (BUBIC) for the delivery of the above service for an initial period of three (3) years, from 1 October 2026 to 30 September 2029, at a total cost of £1,475,421, with an option to extend for further period(s) of up to 12 months. The total aggregated contract value would be £1,967,228 if fully extended. The procurement process was conducted in compliance with the Health Care Services (Provider Selection Regime) Regulations 2023, using Direct Award Process A and as permitted under CSO 10.1.

Reasons for the decision

The procurement and contract award were considered essential to ensure the uninterrupted continuation of peer support and outreach services for individuals affected by substance misuse in Haringey. The current substance misuse peer support service, together with the provision for substance misuse support, harm reduction, and day and night outreach, were due to end on 30 September 2026. Approval of the recommendation maintained service stability while enabling the continuation of the service until 2029 (or 2030 if fully extended).

Peer-led interventions remained a key requirement of the national Substance Misuse Treatment and Recovery Framework and were monitored nationally by the Office for Health Improvement and Disparities (OHID). These interventions were proven contributors to improved engagement, increased treatment retention, and enhanced recovery outcomes. Awarding the contract ensured that the Council continued to meet its statutory responsibilities under the national drug strategy. The service was to be funded entirely through the Public Health Grant, resulting in no additional financial burden on the Council.

The existing provider was meeting requirements, delivering the service effectively, meeting performance expectations, and fulfilling contractual obligations. The service was achieving its objectives without issue.

BUBIC's model, delivered by trained recovery peers operating a dedicated day-and-night outreach team, had demonstrated a clear and immediate impact. The outreach team attended known drug hotspots across the borough, actively supporting people who were either not engaged with treatment or were at heightened risk of harm. The team's presence during both day and night identified significant previously unmet need, reaching residents who were not visible to treatment services or who felt most vulnerable outside standard service hours. Feedback from the community, including a community poll, highlighted the value of this provision and directly informed the expansion into night-time sessions.

BUBIC had consistently delivered a high-performing and fully compliant service, meeting all objectives set out in the current grant agreement. Its deep community links, trusted peer workforce, and specialised expertise positioned the organisation uniquely to continue providing the service without disruption. Awarding the contract therefore represented the option that maximised service quality, operational continuity, and value for money, while supporting statutory duties and local strategic priorities.

Alternative options considered

Do Nothing
The Council could have chosen not to recommission the services; however, this option was not recommended. The current service provided significant added value to the core clinical treatment pathway commissioned by the Council and played a vital role in building recovery capital for residents seeking to overcome substance misuse. Evidence from service outcomes demonstrated its effectiveness in motivating change, supporting sustained recovery, and enabling people to reintegrate into their communities.

Undertake a Competitive Tender Process
The option of conducting a competitive procurement process was considered but rejected. Previous attempts to competitively procure this provision had been unsuccessful. The service delivered by BUBIC was unique in that it was entirely peer-led by former service users and local residents, was culturally aligned with Haringey's communities, and was deliberately positioned outside the traditional drug treatment system. These characteristics were central to the service's credibility and effectiveness.

The existing provider was performing strongly, meeting all contractual obligations, achieving service objectives, and contributing to the Council's statutory responsibilities under the national Substance Misuse Treatment and Recovery Framework.

It was considered that running a competitive tender would not have produced a better outcome for residents or taxpayers. It would have introduced unnecessary disruption, risked destabilising a high-performing service, and was unlikely to attract organisations with the specialist expertise required.