SOL Specialist Domestic Abuse Perpetrator Intervention & Disruption Service 2027

The procurement contact named on the official notice.

Tenders or requests to participate must be submitted electronically via https://solihull.my.site.com/s/

The submission route named on the official notice.

Solihull Metropolitan Borough Council publishes Health & Social Care work continuously — 46 notices, roughly one every 12 days. This is a stream to watch, not a cycle to wait for.

20% of Solihull Metropolitan Borough Council’s awards go to a supplier it has used before.

Which is the argument for getting on the list rather than winning this one. The incumbent is rarely the last winner — it is the roster. See the retention odds by category →

Solihull Council is looking to commission a Perpetrator Intervention & Disruption Service which will play a key role in reducing and mitigating the impact of domestic abuse in Solihull as part of its Perpetrator Tiered Approach to Intervention model.

The commissioned Service will provide co-located Domestic Abuse Senior Practitioners within Children Services and Adult Social Care Teams, and Solihull Community Housing, providing on the ground specialist expert advice and guidance to risk assessments, support planning and management in relation to cases where domestic abuse is present and a concern.

This will include outcome advice, such as signposting, referrals or escalation, which will support an increase in perpetrator disruption tactics.

The Provider will also deliver multi-agency training to equip staff with tools and knowledge around Domestic Abuse key themes.

The Service will work with Children Service’s, Adult Service’s and Solihull Community Housing, and other organisations where capacity allows, to provide them: Case surgeries with specialist consultation, assist professionals with their approach to safe practice, risk assessment, and appropriate interventions suitable to individuals and the needs of families.

Attendance at complex case reviews, strategy meetings, and /or allocation meetings to support professionals in their assessment of risk and potential safe responses to identified families whereby Domestic Abuse is a factor.

Support and advice on modelling and planning home visits enabling professionals to assess and respond appropriately to Domestic Abuse, considering all individuals impacted and affected.

Support around having safe and appropriate conversations with perpetrators about their harmful behaviour and considering and assessing risk factors for victims/survivors/children as a result of holding perpetrators to account for their behaviours, as well as using professional curiosity to respond to bilateral allegations appropriately and in a non-bias way.

Robust risk assessing of Domestic Abuse cases, support to adequately safety plan and engage with specialist victim/survivor support providers to enhance safety at all times.

Identification of opportunities that may be available to disrupt and divert perpetrator behaviour.

Support frontline practitioners to identify behaviour change work with perpetrators and where appropriate onward referral to specialist support from other agencies.

Advice and support to professionals around safety and support for the victim and their children, utilising our existing partnerships with specialist support organisations.

Training that is responsive to meeting emerging needs of the multi-agency workforce.

To deliver a series of multi-agency training workshops to staff to share learning, practice, and support in.

Including, but not limited to: • Understanding and working with Domestic Abuse • De-escalation training • Assessing and managing DA risk • Holding safe conversations and best practice • Partner agency working • Coercive Control and Gaslighting • Victim blaming language • Stalking and harassment • Motivational interviewing • Bilateral Allegations All multi-agency training is delivered flexibly to meet emerging needs of the professionals engaging across different agencies.

This includes virtual webinar or large-scale training sessions in addition to smaller team focused training, virtually or in person that allows space to work through themes and skills for practice.

Close working relationships with managers throughout and meeting regularly with all teams to: • Provide information about and promote the service. • Identify and support training around key themes identified by staff and team managers. • Facilitate reflective practice sessions to embed change in working. • Participate in supervision, and skills practice sessions, and training for staff to support managers to understand and supportively embed culture change in respect of responding to domestic abuse.

The model will equip staff with specific tools and underpinning knowledge which will help them to do the following: • Encourage perpetrators to acknowledge their harmful and abusive behaviour and have consideration of the harm that domestic abuse causes to victims. • Identify the perpetrators likely future readiness for further interventions such as a full perpetrator programme/intervention. • Increase the likelihood of engagement with a specialist service or commencement on identified and appropriate perpetrator programmes • Make more informed risk assessments and contribute effectively towards safety planning and risk management around the family (victims and children), and ensuring response appropriate to their needs, and at the right time.

The Service must remain responsive to ongoing reforms, recognising that local delivery models, pathways, and partnership arrangements will continue to develop and embed over time.

The Provider will be expected to work flexibly and adapt its approach, systems, and practice to align with emerging local priorities, new multi-agency structures, and evolving expectations around perpetrator focused work.

This includes proactively engaging in co design, contributing to continuous improvement, and ensuring the Service can integrate seamlessly with future models as they are implemented.

For example, Children’s Services Families First Reforms.

The contract is for an initial term of 3 years, with the potential for extension up to a further 2 years, dependent upon success in achieving the required outcomes, meeting KPIs and the availability of funding.

Selection includes a minimum turnover threshold, and evaluation will be against Quality, Price and Social Value, as per the associated tender documents.

The procurement documents are available for unrestricted and full direct access, free of charge, at https://solihull.my.site.com/s/ Additional information can be obtained from the above-mentioned address Tenders or requests to participate must be submitted electronically via https://solihull.my.site.com/s/ Tenders or requests to participate must be submitted to the above-mentioned address

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