Agenda, decisions and minutes

Please note that this meeting may be filmed or recorded by the Council for live or subsequent broadcast via the Council’s internet site or by anyone attending the meeting using any communication method. Although we ask members of the public recording, filming or reporting on the meeting not to include the public seating areas, members of the public attending the meeting should be aware that we cannot guarantee that they will not be filmed or recorded by others attending the meeting. Members of the public participating in the meeting (e.g. making deputations, asking questions, making oral protests) should be aware that they are likely to be filmed, recorded or reported on. 

By entering the meeting room and using the public seating area, you are consenting to being filmed and to the possible use of those images and sound recordings.

The chair of the meeting has the discretion to terminate or suspend filming or recording, if in his or her opinion continuation of the filming, recording or reporting would disrupt or prejudice the proceedings, infringe the rights of any individual or may lead to the breach of a legal obligation by the Council.

RESOLVED:

The filming at meetings notice was noted.

To receive any apologies for absence.

Apologies were received from Councillor Williams.

The Chair will consider the admission of any late items of Urgent Business. (Late items of Urgent Business will be considered under the agenda item where they appear. New items of Urgent Business will be dealt with under Item 22 below. New items of exempt business will be dealt with at Item 29 below).

There was none.

A Member with a disclosable pecuniary interest or a prejudicial interest in a matter who attends a meeting of the authority at which the matter is considered:

(i) must disclose the interest at the start of the meeting or when the interest becomes apparent, and

(ii) may not participate in any discussion or vote on the matter and must withdraw from the meeting room.

A Member who discloses at a meeting a disclosable pecuniary interest which is not registered in the Register of Members’ Interests or the subject of a pending notification must notify the Monitoring Officer of the interest within 28 days of the disclosure.

Disclosable pecuniary interests, personal interests and prejudicial interests are defined at Paragraphs 5-7 and Appendix A of the Members’ Code of Conduct.

There were none.

On occasions part of the Cabinet meeting will be held in private and will not be open to the public if an item is being considered that is likely to lead to the disclosure of exempt or confidential information. In accordance with the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 (the “Regulations”), members of the public can make representations about why that part of the meeting should be open to the public.

This agenda contains exempt items as set out at Item x: Exclusion of the Press and Public. No representations with regard to these have been received.

This is the formal five clear day notice under the Regulations to confirm that this Cabinet meeting will be partly held in private for the reasons set out in this Agenda.

There was none.

To confirm and sign the minutes of the meeting held on 11 November 2025 as a correct record.

The minutes of the meeting, 11 November 2025, were discussed.

RESOLVED:

The minutes of the meeting, 11 November 2025, were agreed as a true and accurate record.

To consider any requests received in accordance with Standing Orders.

There were none received.

For Cabinet to note (if any).

There was none.

Report of the Corporate Director of Finance and Resources (S151 Officer). To be presented by the Cabinet Member for Finance and Corporate Services.

DECLARATIONS OF INTEREST FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1. Noted the forecast total revenue outturn variance for the General Fund of £23.4m, comprising £14.72m base budget pressures and £8.7m non-delivery of savings.
   
   
2. Noted the net DSG forecast of £3.1m overspend.
   
   
3. Noted the net Housing Revenue Account (HRA) forecast underspend of £514,000.
   
   
4. Noted the forecast General Fund and HRA Capital expenditure of £441.4m, which equated to 85% of the total 2025/26 quarter two revised budget position.
   
   
5. Approved the revenue budget virements and receipt of grants as set out in Appendix 8.
   
   
6. Approved the proposed budget adjustments and virements to the capital programme as set out in Table 5 and Appendix 8.
   
   
7. Noted the debt write-offs approved in Quarter 2 2025/26, which had been approved by the Corporate Director of Finance and Resources under delegated authority, or for those above £50,000, by the Cabinet Member for Finance as set out in the Constitution.
   
   
8. Noted the Finance Response and Recovery Plans and progress against actions as at Quarter 2.~
   
   
9. Noted the decision not to participate in the 8 Authority Pool during the 2026/27 financial year, taken by the Director of Finance and Corporate Resources following consultation with the Lead Member for Finance and Corporate Services.
   
   

Reason for Decision

A strong financial management framework, including oversight by Members and senior management, was an essential part of delivering the council’s priorities as set out in the Corporate Delivery Plan and meeting its statutory duties. This was made more critically important than ever because of the uncertainties surrounding the Council’s challenging financial position, which was being impacted by Government funding, high demand for services—particularly for the most vulnerable—and the wider economic outlook. This created an ongoing reliance on Exceptional Financial Support.

Alternative Options Considered

The report on the management of the Council’s financial resources was a key part of the role of the Corporate Director of Finance and Resources (Section 151 Officer) in helping members exercise their role, and no other options were therefore considered. The remainder of this report and the accompanying appendices set out the current forecast budget position in more detail.

The Cabinet Member for Finance and Corporate Services introduced the report.

The Cabinet Member provided an update on the Council’s financial position for Quarter 2 of 2025/26. It was explained that there was an overspend on the general fund of £23.4m, but it was noted that it was encouraging that this had reduced since the Quarter 1. Additionally it was noted was that there was an improved position in both Adult Social Care and Temporary Accommodation: the two services with the greatest pressure.

It was explained that officers were working across the Council to examine and reduce the amount spent. While the measures in place had reduced spend, the definition of what was essential might have needed to be revised going forward.

The Cabinet Member noted that the Housing Revenue Account (HRA) was affected by the rising cost of repairs and associated works, including damp and mould and disrepair cases. The increased investment was necessary to bring homes up to standard so that all our tenants and leaseholders lived in homes that were well maintained and comfortable.

It was additionally noted that the capital programme was under constant review to reduce the revenue costs of borrowing, and a number of projects had been paused. It was stressed by the Cabinet Member that priority capital investments were continuing, especially where they saved revenue costs in the long run. We continued to build new council homes, creating affordable homes that our residents needed and reducing the costs that unaffordable housing caused for other public services.

Despite all the measures we had put in place, the level of need did not match the funding we had and that the Council would continue to lobby and make the case for fair funding.

Following questions from Councillor Connor, the following information was shared:

·       It was explained that officers had worked to determine the current status of the commercial property estate. It was additionally explained that the Council was undertaking some rent reviews, and that the Council was doing more work to ensure that the Council was collecting rents due as a priority.

·       It was explained that the Safety Valve agreement was being well project managed and that the budgets for the Safety Valve agreement were being dealt with separately and that these were reported back to the Department for Education (DfE). It was explained that the Council was £2-3 million over the target, and that the Council had submitted a report to the DfE to explain this.

·       It was explained by officers that the Council was working with enforcement agencies to chase bad parking debts as much as possible. It was also noted that the Council was looking at prevention and making it easy for residents to pay off potential penalty charge notices as easily as possible. It was also noted that the Council was working to identify persistent evaders.

RESOLVED:

That Cabinet:

1. Noted the forecast total revenue outturn variance for the General Fund of £23.4m, comprising £14.72m base budget pressures and £8.7m non-delivery of  ...  view the full minutes text for item 350.

Report of the Corporate Director of Finance and Resources (S151 Officer). To be presented by the Cabinet Member for Finance and Corporate Services.

DECLARATIONS OF INTEREST FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1.    Agreed the proposed non-statutory fees and charges to be levied by the Council with effect from 1 April 2026, unless otherwise stated.

2.    Noted the statutory fees and charges to be levied by the Council with effect from 1 April 2026.

3.    Noted that the Council’s draft 2026/27 Budget and Medium-Term Financial Strategy (MTFS) 2026/27–2030/31 assumed that the changes to Fees and Charges set out in this report were agreed.

4.    Agreed that authority be delegated to the Director of Corporate Resources in consultation with the Member for Finance and Corporate Services to make any subsequent in-year changes or additions to the fees and charges proposed in this report.

Authority was delegated to the Head of Highways and Parking to:

1.    Carry out all required statutory consultations regarding the proposed changes to charges and parking policy.

2.    Make all necessary traffic management orders (“TMOs”), having considered any objections received in response to the statutory consultation, to implement the proposed changes, subject to key decisions being considered by Cabinet.

3.    Where the Head of Highways and Parking considered appropriate, decide to either:
(i) not proceed with, or
(ii) modify one or more of the proposed TMOs to address any matters arising from the statutory consultation, or
(iii) refer the matter(s) to Cabinet for determination.

Reasons for Decision

Under the Council’s Income Policy, it was a requirement to review fees and charges as a minimum annually. Given the ongoing challenges facing the Council, this was even more appropriate.

Alternative Options Considered

This report summarised the conclusions after consideration of a range of alternative approaches dependent on particular services and relevant factors. As such, a range of alternative options—ranging from no increase to differentiated rates of increases or decreases—had been considered and were reflected in this report.

The Cabinet Member for Finance and Corporate Services introduced the report.

It was explained that the Council’s ambition was for a fairer and greener Haringey and that the fees and charges that collected were needed to support and maintain local public services. It was explained that the Council considered affordability alongside the need for investment when setting fees and charges and that, most fees did not rise above inflation. It was noted that there were some increases where the Council had brought the price towards the cost of delivering the services to protect the service in the longer term. It was explained that the Council had also compared the proposed fees and charges to those charged by other similar boroughs. It was additionally noted that, in some cases, the Council had lowered fees.

Following questions from Councillor Connor, the following information was shared:

• It was explained that the Council considered fees and charge rises in terms of service utilisation. It was noted by the Cabinet Member that, where it was expected that any increase would deter use of a service, that the fees were not increased. It was additionally explained that any fees and charge rises considered a multitude of factors, including the standard increase, service needs and cost of delivery, and benchmarks against other comparable authorities, to determine any increases.
  
  

RESOLVED:

That Cabinet:

1.    Agreed the proposed non-statutory fees and charges to be levied by the Council with effect from 1 April 2026, unless otherwise stated.

2.    Noted the statutory fees and charges to be levied by the Council with effect from 1 April 2026.

3.    Noted that the Council’s draft 2026/27 Budget and Medium-Term Financial Strategy (MTFS) 2026/27–2030/31 assumed that the changes to Fees and Charges set out in this report were agreed.

4.    Agreed that authority be delegated to the Director of Corporate Resources in consultation with the Member for Finance and Corporate Services to make any subsequent in-year changes or additions to the fees and charges proposed in this report.

Authority was delegated to the Head of Highways and Parking to:

1.    Carry out all required statutory consultations regarding the proposed changes to charges and parking policy.

2.    Make all necessary traffic management orders (“TMOs”), having considered any objections received in response to the statutory consultation, to implement the proposed changes, subject to key decisions being considered by Cabinet.

3.    Where the Head of Highways and Parking considered appropriate, decide to either:
(i) not proceed with, or
(ii) modify one or more of the proposed TMOs to address any matters arising from the statutory consultation, or
(iii) refer the matter(s) to Cabinet for determination.

Reasons for Decision

Under the Council’s Income Policy, it was a requirement to review fees and charges as a minimum annually. Given the ongoing challenges facing the Council, this was even more appropriate.

Alternative Options Considered

This report summarised the conclusions after consideration of a range of alternative approaches dependent on particular services and relevant factors. As such, a range  ...  view the full minutes text for item 351.

Report of the Corporate Director of Finance and Resources (S151 Officer). To be presented by the Cabinet Member for Housing & Planning (Deputy Leader).

DECLARATIONS OF INTEREST FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1. Noted the HRA’s current financial position as set out in this report, which set the foundations for the full draft budget for 2026/27 and the 2026/27–2030/31 Business Plan.
   
   
2. Noted that the final HRA 2026/27 Budget and 2026/27–2030/31 Business Plan would be presented to Cabinet on 10 February 2026 to be recommended for approval to the Full Council meeting taking place on 2 March 2026.
   
   

Reasons for Decision

The Council was legally required to set a balanced HRA budget and have a sustainable HRA Business Plan to ensure that it was able to manage and maintain its homes, provide services to tenants and leaseholders, and build much-needed new Council homes.

Alternative Options Considered

No alternative options were considered.

The Cabinet Member for Finance and Corporate Services introduced the report.

It was explained that the Council had prioritised affordable housing, delivered thousands of new council homes at council rents, and renovated thousands more to ensure they were fit for the future. It was stressed that the Housing Revenue Account spend was directed towards these priorities of building affordable, high-quality homes for residents and investing in our communities.

However, it was stressed that the Housing Revenue Account faced significant pressure from inflation and high interest rates, which drove up the cost of building and repairs. It was explained that the Council had taken steps to ensure that the Council achieved its priorities while keeping the budget sustainable for the long term.

Following questions from Councillor Connor, the following information was shared:

·       It was explained that the Council had a programme in place for heat pump replacement in Council owned housing, which was being funded through a combination of the Housing Revenue Account and through grant funding. It was explained that a combination of works was being undertaken to do this. It was explained that the Council had the aim to retrofit all Council housing to decency standards by 2027/28.

RESOLVED:

That Cabinet:

1. Noted the HRA’s current financial position as set out in this report, which set the foundations for the full draft budget for 2026/27 and the 2026/27–2030/31 Business Plan.
   
   
2. Noted that the final HRA 2026/27 Budget and 2026/27–2030/31 Business Plan would be presented to Cabinet on 10 February 2026 to be recommended for approval to the Full Council meeting taking place on 2 March 2026.
   
   

Reasons for Decision

The Council was legally required to set a balanced HRA budget and have a sustainable HRA Business Plan to ensure that it was able to manage and maintain its homes, provide services to tenants and leaseholders, and build much-needed new Council homes.

Alternative Options Considered

No alternative options were considered.

Report of the Corporate Director of Environment and Resident Experience. To be presented by the Cabinet Member for Communities

DECLARATIONS OF INTEREST FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1. Adopted the draft Anti-Social Behaviour (ASB) Policy to come into effect from 23 December 2025.
   
   
2. Delegated authority to the Director of Environment, in consultation with the relevant Cabinet member for Communities, to make any future modifications to this policy required by changes to legal or regulatory requirements or updates to the Council’s ASB webpages arising in the three-year period before the policy was due for review.
   
   

Reasons for Decision

This newly drafted, clear and accessible policy outlined the Council’s approach to tackling Anti-Social Behaviour. It applied to all Haringey residents, businesses, and visitors in the borough. It reflected the Council’s commitment to fostering safe, harmonious communities and helped the Council meet the Social Housing Regulator’s consumer standards, specifically the Neighbourhood and Community Standard.

Alternative Options Considered

The Council could have continued with an outdated ASB policy. This option was rejected because it would not have met the Council’s needs or those of its residents. Introducing this new policy assisted the Council in meeting the Social Housing Regulator’s Neighbourhood and Community Standard to have a policy on how the Council worked with relevant organisations to deter and tackle ASB in the neighbourhoods where it provided social housing. This option would also not have met the Council’s commitment to introduce updated policies in the Housing Strategy 2024–2029 and the Housing Improvement Plan 2023.

The Cabinet Member for Communities introduced the report.

It was stressed by the Cabinet Member that the Council had a commitment to creating a safer environment for all residents and visitors and that tackling Anti-Social Behaviour (ASB) was a key priority. and we were committed to working with partners to support those affected and to hold individuals accountable for unacceptable behaviour. We recognised that ASB could seriously impact the quality of life for residents, communities, and visitors.

This policy explained how the Council would address ASB in a fair, reasonable, proportionate, and transparent way. It was explained that the Council had designed it to be read in conjunction with the Community Safety Strategy and the Tackling Hate Crime Strategy, following their approval in 2024. It was explained that the proposed policy would clarify ASB procedures and highlight the responsibility of each team in tackling it in the Council. It was also explained that the proposals would help the Council to meet the government’s Social Housing Regulator’s consumer standards by setting out how the Council worked with relevant organisations to deter and tackle ASB in the neighbourhoods where we provided social housing.

Following questions from Councillors Arkell and Connor, the following information was shared:

• It was stressed that the Council would utilise the policy to make it clear and easy to understand the definition of definition of Anti-Social Behaviour, as well the processes and procedures clear, to make reporting easier for residents to do.
  
  
• The Cabinet Member explained that the proposals included a multi-agency approach to tackling anti-social behaviour, which included the Partnership Problem Solving Group, which would enable the Council to work across agencies and aid where the Council and other organisations were stretched for resources to help handle anti-social behaviour.
  
  
• It was explained that the Council would maintain a suite of key performance indicators that the Council would monitor to ensure that it was tackling anti-social behaviour effectively across agency partners.
  
  

RESOLVED:

That Cabinet:

1. Adopted the draft Anti-Social Behaviour (ASB) Policy to come into effect from 23 December 2025.
   
   
2. Delegated authority to the Director of Environment, in consultation with the relevant Cabinet member for Communities, to make any future modifications to this policy required by changes to legal or regulatory requirements or updates to the Council’s ASB webpages arising in the three-year period before the policy was due for review.
   
   

Reasons for Decision

This newly drafted, clear and accessible policy outlined the Council’s approach to tackling Anti-Social Behaviour. It applied to all Haringey residents, businesses, and visitors in the borough. It reflected the Council’s commitment to fostering safe, harmonious communities and helped the Council meet the Social Housing Regulator’s consumer standards, specifically the Neighbourhood and Community Standard.

Alternative Options Considered

The Council could have continued with an outdated ASB policy. This option was rejected because it would not have met the Council’s needs or those of its residents. Introducing this new policy assisted the Council in meeting the Social Housing Regulator’s Neighbourhood and Community Standard to have a policy  ...  view the full minutes text for item 353.

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. Adopted the draft Good Neighbourhood Management Policy to come into effect from 23 December 2025.
   
   
2. Delegated authority to the Director of Housing, in consultation with the relevant Cabinet member for Housing and Planning, to make any future modifications to this policy required by changes to legal or regulatory requirements arising in the three-year period before the policy was due for review.
   
   

Reasons for Decision

This newly drafted, clear and accessible policy outlined the Council’s approach to tenancy management for Council tenants and their wider households. It also helped the Council meet the Social Housing Regulator’s consumer standards, specifically the Tenancy Standard and the Transparency, Influence and Accountability Standard.

Alternative Options Considered

The Council could have continued without a policy on good neighbourhood management. This option was rejected because it would not have met the Council’s needs or those of its tenants. Introducing this new policy assisted the Council in meeting the Social Housing Regulator’s Transparency, Influence and Accountability Standard requirement to deliver fair, reasonable, accessible and transparent policies. Not introducing this policy would also not have met the Council’s commitment to introduce updated policies in the Housing Strategy 2024 and the Housing Improvement Plan 2023.

The Cabinet Member for Communities introduced the report.

It was stressed by the Cabinet Member that the Council were committed to ensuring residents lived in safe, well-maintained homes where they could thrive and that the Good Neighbourhood Management policy was an important next step in the transformation of landlord services. It was explained that the proposal aligned with broader plans to enhance housing services for tenants and leaseholders and to improve the quality of Council homes, as outlined in the Housing Strategy 2024–2029 and the Housing Improvement Plan.

The proposed policy outlined how the Council would respond to behaviours that were not ASB or considered a breach of tenancy. These behaviours could still be impactful but required a different response, where residents were provided with access to the appropriate advice and tools so that, as neighbours, they could work together to resolve any differences. It was explained that the proposal would also help deliver a recommendation from the Housing Ombudsman to have a proactive Good Neighbourhood Management policy, distinct from the ASB policy, with a clear suite of options for maintaining good neighbourhood relationships.

Following questions from Councillor Connor, the following information was shared:

• It was explained by the Cabinet Member that there was a clear distinction between the Good Neighbourhood Management Policy and the Anti - Social Behaviour Policy, and that this would also be managed on a case-by-case basis, depending on the cases’ need.
  
  
• It was explained by officers that resources to encourage behaviour change had been allocated as part of the Housing Improvement Plan, and this plan formed part of that.
  
  
• It was explained by officers that there was an anti-social behaviour strategic group which would be established to monitor work and improvement across the borough.

RESOLVED:

That Cabinet:

1. Adopted the draft Good Neighbourhood Management Policy to come into effect from 23 December 2025.
   
   
2. Delegated authority to the Director of Housing, in consultation with the relevant Cabinet member for Housing and Planning, to make any future modifications to this policy required by changes to legal or regulatory requirements arising in the three-year period before the policy was due for review.
   
   

Reasons for Decision

This newly drafted, clear and accessible policy outlined the Council’s approach to tenancy management for Council tenants and their wider households. It also helped the Council meet the Social Housing Regulator’s consumer standards, specifically the Tenancy Standard and the Transparency, Influence and Accountability Standard.

Alternative Options Considered

The Council could have continued without a policy on good neighbourhood management. This option was rejected because it would not have met the Council’s needs or those of its tenants. Introducing this new policy assisted the Council in meeting the Social Housing Regulator’s Transparency, Influence and Accountability Standard requirement to deliver fair, reasonable, accessible and transparent policies. Not introducing this policy would also not have met the Council’s commitment to introduce updated policies in the Housing Strategy 2024 and the Housing Improvement Plan 2023.

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, pursuant to Contract Standing Order 2.01(b), the commencement of a procurement exercise to procure two contracts for the provision of repair works in connection with legal disrepair claims for an initial period of 3 years, with up to two further one-year extensions totalling a maximum term of 5 years at a contract sum stated in the exempt portion of the report.
   
   

Reasons for Decision

It was essential to maintain continuity of high-frequency repairs completions in disrepair cases, as this was the main action by which legal costs were reduced. If the service had stopped work for any period of time, increased legal expenditure would have been incurred. It was therefore essential to have adequate contractual provision to service this demand at all times.

It was a strategic objective of the Council to ensure cases were managed within the required timescales and to reduce costs associated with this type of work. Previous work and investment had reduced case levels over previous years, and this procurement ensured Haringey Council could appropriately manage future caseloads.

Approximately 35% of the previous year’s gross spend on works was attributed to capital works. Accordingly, this contract was conceived at a value which was expected to mitigate the disparity between required contract value and the budget position, by building in projected capital works values over the period.

Residents would otherwise have remained living in properties which were in a state of disrepair, presenting a risk to health and wellbeing to residents, in addition to financial and reputational damage to the Council, for want of appropriate contractor resources.

Further legal breaches would otherwise have arisen needlessly, attracting negative perception from the Courts and causing reputational damage to the Council.

Alternative Options Considered

• Do nothing
  This option was rejected because it would have left ongoing legal cases without an appropriate facility to complete works in a compliant manner, at the required scale to meet the overarching strategic objectives to reduce claims and the costs associated with them.
• Utilise the Direct Labour Organisation (DLO) to deliver works
  This option was rejected as the DLO was already under significant pressure to deliver the Responsive Repairs Service, which performed a vital responsive function for residents. The nature and scale of the work required in disrepair claims was more appropriately delivered by contractors under existing operational practices. Accordingly, this option was not a viable proposition for either the short- or medium-term planning of the Council.

The Cabinet Member for Finance and Corporate Services introduced the report.

It was explained that the Cabinet Member wanted to ensure that there was fairer housing across the borough. It was explained that the Council had retrofitted and refurbished Council homes all over Haringey and that the Estate Renovation Plan committed more than £500m to home improvements over the next ten years. It was explained that the plan aimed to bring 100% of council homes in Haringey to Decent Homes standard by 2028. It was explained that this would take the average Council home from a C-grade energy rating to B-grade, cutting bills for thousands of residents.

It was explained that the proposed new contract for disrepair cases would bring in additional contractors to deal with repair works for formal disrepair cases, helping the Council clear the backlog inherited from our outsourced service and build a high-performing repairs service for residents.

Following questions from Councillors Connor, the following information was shared:

• It was explained by officers that success in managing disrepair cases would be measured in number of cases closed satisfactorily, which officers noted had increased in comparison with benchmarking undertaken from two years ago.
  
  
• It was explained that success on disrepair cases were measured case by case basis, as each case was different in nature, however, it was noted that the service could undertake benchmarking with other authorities to measure comparability.

RESOLVED:

That Cabinet:

1. Approved, pursuant to Contract Standing Order 2.01(b), the commencement of a procurement exercise to procure two contracts for the provision of repair works in connection with legal disrepair claims for an initial period of 3 years, with up to two further one-year extensions totalling a maximum term of 5 years at a contract sum stated in the exempt portion of the report.
   
   

Reasons for Decision

It was essential to maintain continuity of high-frequency repairs completions in disrepair cases, as this was the main action by which legal costs were reduced. If the service had stopped work for any period of time, increased legal expenditure would have been incurred. It was therefore essential to have adequate contractual provision to service this demand at all times.

It was a strategic objective of the Council to ensure cases were managed within the required timescales and to reduce costs associated with this type of work. Previous work and investment had reduced case levels over previous years, and this procurement ensured Haringey Council could appropriately manage future caseloads.

Approximately 35% of the previous year’s gross spend on works was attributed to capital works. Accordingly, this contract was conceived at a value which was expected to mitigate the disparity between required contract value and the budget position, by building in projected capital works values over the period.

Residents would otherwise have remained living in properties which were in a state of disrepair, presenting a risk to health and wellbeing to residents, in addition to financial and reputational damage to the Council, for want of appropriate contractor resources.

Further legal breaches would  ...  view the full minutes text for item 355.

Report of the Corporate Director of Environment and Resident Experience. To be presented by the Cabinet Member for Climate Action, Environment & Transport

DECLARATIONS OF INTEREST FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1. Approved the draft ‘Haringey Climate Change Adaptation and Resilience Action Plan’ to come into effect from January 2026 (Appendix A), which would accompany Haringey’s Climate Change Action Plan.
   
   
2. Noted the progress that Haringey had made in tackling the climate emergency, as detailed in the published Climate Change Action Plan and annual carbon reports.
   
   
3. Noted the Council’s varied and collaborative work consolidated by this plan, driven by committed Council officers across departments, which was either already underway or would be implemented through the approval of this plan, aiming to deliver a borough that was more resilient to the worsening effects of climate change. There was, however, a need for further cross-sector collaboration moving forward to ensure accountability and commitment to delivering actions in the plan and to keep this issue a priority.
   
   
4. Noted that the current available and agreed funding for adaptation and retrofit projects to build the borough’s future resilience came from a variety of funding streams/grants, including the Section 106 Carbon Offsetting Fund (Haringey Community Carbon Fund, Overheating), UK Shared Prosperity Funding, Major Works Fund, Capital Programme Fund, Rough Sleeping Prevention and Recovery Grant, and Public Health Grant.
   
   
5. Noted the still significant cost of addressing climate change adaptation and resilience, the even bigger cost of inaction, and the current shortfall of available funding and resources to deliver climate adaptation measures to effectively protect the borough and its residents from climate-related impacts.
   
   

Reasons for Decision

The National Adaptation Programme (NAP3), the London Climate Resilience Review, and other national/regional initiatives recommended that local authorities develop and implement adaptation plans to respond to current and future climate risks and enhance resilience.

Real and local events involving flash flooding in 2021 and the effects of Summer 2022, compiled in Haringey’s Joint Strategic Needs Assessment chapter, highlighted the impact of a changing climate on residents and recommended actions for the Council to take forward. ‘Flooding,’ ‘Drought,’ and ‘Heatwave’ risks were rated “Very High” on the Haringey Borough Risk Register.

There were significant costs associated with inaction, specifically due to economic losses caused by extreme weather events. This included damage to infrastructure requiring repairs, increased health and care costs, and increased resources needed to respond to urgent events. Furthermore, lost output from heat-related reductions in productivity was already significant in London, valued at £577 million per year. Proactive investment in climate adaptation and resilience was significantly more cost-effective, with every pound spent saving between two and ten pounds compared to inaction.

The delivery of a borough action plan to manage overheating risk was an activity in Haringey’s Corporate Delivery Plan 2024–2026, as part of the ‘Responding to the Climate Emergency’ theme. This report and plan sought to complete this activity.

During ‘The Great Big Green Week UK’ and London’s Climate Week in 2024, the Carbon Management Team, with support from Public Health, the Greater London Authority (GLA), and Bloomberg Associates, organised a workshop focused on ‘Adapting to a Changing Climate,’ inviting local residents and activists  ...  view the full decision text for item 356.

The Cabinet Member for Climate Action, Environment and Transport introduced the report.

It was stressed by the Cabinet Member that climate change was not a distant threat and that the 26 excess deaths in our borough during the 2022 heatwaves and the loss of life during Storm Eunice demonstrated that the impacts were being felt by residents. It was explained that the proposals were about strategic solutions meeting operational implementation.

It was explained by the Cabinet Member that the proposed approach was distinctive because it framed climate adaptation as a primary public health intervention. The plan was led and co-developed by Public Health professionals and drew on data from the Joint Strategic Needs Assessment (JSNA), and sat under the oversight of our Wellbeing & Climate Board.

It was explained that the Health in All Policies approach provided the operational framework for this plan and that Climate change was a threat that could not be solved by one department working in isolation. It was explained that the proposed plan involved actions across planning applications, housing retrofit programmes, procurement policies, community engagement, and public communications.

The Cabinet Member noted that the plan rested on four interconnected pillars that worked as a dynamic system rather than isolated projects. Intelligence gathered through risk audits provided the evidence base for targeted investment. Greener, cooler public spaces created through physical upgrades supported public health goals by providing safer, more habitable streets and safe refuges during heatwaves. Communication campaigns ensured that partners such as care homes were aware of risks and response protocols. Collaboration with partners like the NHS provided crucial health data that refined future risk assessments. This systemic approach created a holistic and resilient strategy.

It was noted that any successful adaptation required carefully integrated interventions. Physical changes to the environment had to be combined with changes in knowledge, behaviour, and social organisation. Creating neighbourhood emergency response networks had limited value if residents were not aware of who the vulnerable people in their street were or did not understand their role in checking on isolated neighbours during heatwaves or storms. An awareness campaign was ineffective if there were no physical safe spaces or protective infrastructure for people to utilise.

The Cabinet Member stressed that the proposal was designed as a live and iterative strategy, not a static document. Our robust governance and monitoring framework ensured that adaptation was a continuous process of action, evaluation, and improvement.

Following questions from Councillors Das Neves and Connor, the following information was shared:

• It was noted by Cabinet Members that the Council was ahead of its National Adaptation Programme targets for 2028, and it was noted that there was positive work with other boroughs to undertake a London-wide approach to climate change adaptation.
  
  
• It was explained that the plan was aimed to be public sector-wide, including within the Voluntary and Community Sector, to ensure that the plan would be borough-wide.
  
  
• It was explained by the Cabinet Member that the Council was looking to consolidate work across the Council in response  ...  view the full minutes text for item 356.

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 provisional award of MDC (Multi-Disciplinary Consultants) Contracts across four geographical lots to four separate successful bidders identified as Bidders 1, 2, 3, and 4 in the exempt portion of this report, in accordance with CSO2.01(C).
   
   
2. Noted that following this provisional award, the second stage of Section 20 consultation would take place by issue of a Notice of Proposal and that following the consultation, a report would be brought back to Cabinet for decision, taking account of any observations made in that consultation.
   
   
3. Noted that the award would be for a period of 12 years with a 5-year break clause. The 12-year period considered the recently procured 10-year partnering contracts and the time required to support the contract by completing and agreeing final accounts during the final years of the partnering contracts.
   
   
4. Noted that the approximate value of the contract award to the four selected bidders was determined based on a fee percentage, as outlined in Appendix A – Part A – Exempt Report, Sections 1.7.2 and 2.1.1.
   
   
5. Approved delegated authority for the Director of Housing, in consultation with the Corporate Director of Finance and Resources, to issue task orders under the contract in line with the annual Cabinet-approved Housing Revenue Account Housing Capital Programme.
   
   

Reasons for Decision

Haringey Council owned and managed approximately 20,500 properties within the London Borough of Haringey.

The award of the four MDC (Multi-Disciplinary Consultants) Contracts supported the strategy approved by Cabinet in July 2022, ‘Partnering Contracts Strategy for Housing Major Works,’ and established four long-term contracts identified as the best way to support the major works programme and address decency issues. This approach adopted a holistic method to refurbishing properties and blocks (both tenanted and leasehold) and maximized the social value benefits of the Council’s investment. Key objectives of these contracts included:

• Ensuring that all stock met the Decent Homes Standard and that this was maintained going forward.
• Ensuring that all Council-owned homes had a minimum of an EPC B by 2035.
• Ensuring that statutory safety standards were maintained in all blocks.
• Providing employment and training opportunities; supporting and enabling SME supply chains in the borough to benefit from the investment; and involving residents at all stages in the procurement and delivery process.
  
  

In December 2023, Cabinet approved a new Housing Asset Management Strategy. This strategy established a clear process for prioritizing investment in the Council’s housing stock, set a new Haringey Investment Standard, and defined the framework for the delivery of investment. This framework was created through the establishment of the long-term partnering contracts and the Cabinet-approved strategy (July 2022) and provided a robust, streamlined framework to enhance commissioning and delivery of housing investment, contract administration and management of contracts and contractors, and realization of value for money and social value.

The MDC (Multi-Disciplinary Consultants) Contracts supported the delivery of housing capital investment works to properties owned and managed by the Council, including but not restricted to:

• Decent Homes-related works
• Building safety  ...  view the full decision text for item 357.

The Cabinet Member for Placemaking and Local Economy introduced the report.

It was explained that the Council had plans for investing in its housing stock, committing £570m over the next 10 years. This ensured that the Council would achieve and maintain 100% Decent Homes from 2028 onwards and included supporting the delivery of Haringey’s zero carbon targets by bringing the stock from an average Energy Performance Rating (EPC) C to B by 2035.

It was explained that the Asset Management Strategy approved by Cabinet in December 2023 set out a new approach to delivering capital works to the Council’s housing stock. It was noted that this proposal contributed to the Corporate Delivery Plan 2024–26 objective to drive up the quality of homes for everyone. This included supporting Haringey’s zero carbon targets through improving the energy efficiency of the housing stock.

The proposed Multi-Disciplinary Consultants (MDC) contracts supported the recently procured partnering contracts, where four long-term Partnering Contracts were awarded to four separate main contractors. The MDCs would support the delivery of the major works programme by enabling greater resident involvement in procurement and governance.

It was explained that a key element of the proposed MDC Contracts was maximising the Social Value benefits of the new contracts, which included: maximising the employment, training, social and environmental benefits to communities in Haringey from the £570m investment in the Council’s housing stock; requiring that all consultants set out social value commitments and their approach to delivering these commitments; employing one apprentice per £1m expenditure as well as wider jobs and training initiatives for local people, supply chain activities and career support; and promoting the use of the local supply chain, recognising the Council’s Borough Plan objectives for maximising use of, upskilling and enabling the local supply chain.

Following questions from Councillor Connor, the following information was shared:

• It was explained by officers that the proposed call-off contract would only be utilised when the service couldn’t be delivered in house, which would ensure there would be no duplication of work.
  
  
• It was explained by officers that the proposal would reduce the need to procure on a partial basis, and therefore, reduce procurement costs through competition between contracts, as well as ensure that rates were set throughout the year.
  
  
• It was explained that the Council would be engaging with resident groups when undertaking any work in an individual area. It was also explained that the Council could also utilise third party consultants to validate any variations and determine if those variations were reasonable and gain assurance that they remained value for money.

RESOLVED:

That Cabinet:

1. Approved the provisional award of MDC (Multi-Disciplinary Consultants) Contracts across four geographical lots to four separate successful bidders identified as Bidders 1, 2, 3, and 4 in the exempt portion of this report, in accordance with CSO2.01(C).
   
   
2. Noted that following this provisional award, the second stage of Section 20 consultation would take place by issue of a Notice of Proposal and that following the consultation, a report would be brought  ...  view the full minutes text for item 357.

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  ...  view the full decision text for item 358.

The Cabinet Member for Health, Social Care and Wellbeing introduced the report.

It was explained by the Cabinet Member that the Council was focussed on ending violence against women and girls. It was stressed that the services were essential for Haringey Council to provide, giving women and children who experienced domestic abuse the best possible start to recovery and the opportunity to live a life where they could thrive. It was explained that the proposals were designed following significant engagement with residents with lived experience, and individuals and organisations supporting them.

It was explained that domestic abuse and broader violence against women and girls affected individuals in different ways depending on their intersectional needs. It was stressed that services were needed to meet the requirements reflecting the diversity of our residents, including race, ethnicity, age, LGBTQ+ identities and immigration status. The different components of the proposed tender addressed the range of needs. It was stressed that the proposed services played a critical role in Haringey’s Coordinated Community Response to VAWG, delivering high-quality support for victim/survivors and their children throughout their journey to safety and recovery. They reduced risk of harm through safety planning and empowered victim/survivors to achieve positive outcomes in their health and wellbeing, financial resilience, housing, and the criminal and civil justice systems.

Following questions from Councillors Ovat, Hakata and Connor, the following information was shared:

• It was noted by the Cabinet Member that there was opportunity to insource the Multi-Agency Risk Assessment Conference (MARAC) coordination and that other comparable local authorities did comparable work. It was additionally noted that there was little competition in this area, and that insourcing would give the Council the opportunity to gain best value for money.
  
  
• It was explained by the Cabinet Member that procurement work included social value, and that providers would, as part of their bids, would undertake work on focussing on local employment. It was stressed that all providers were required to give evidence of social value.
  
  
• It was explained by officers that the Council would ensure that there was adequate refuge provision, and that the Council worked with other neighbouring authorities to ensure this.
  
  
• It was explained that the Council had specific services which had dedicated support for some communities which had been identified as under-reporting. It was stressed that this targeted work had brought some good results across these under-represented communities.

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,  ...  view the full minutes text for item 358.

Report of the Corporate Director of Finance and Resources (S151 Officer). 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 addition of the former Stamford Hill Primary School site to the Council’s Housing Delivery Programme.
   
   
2. Noted that approval of pre-contract budgets was within the delegated authority of the Delivery Director. The Pre-Contract Budget included all costs to take the project up to the award of a construction contract at Gateway 3.

Reasons for Decision

Delivering a new generation of genuinely affordable Council homes was an important corporate priority for Haringey Council. The Borough had committed to an ambitious Council home-building programme that would deliver 3,000 new homes by 2031. This was in direct response to the national housing crisis, which had left thousands of households in Haringey in need of a genuinely affordable home.

The Council was already making great strides towards this target: as of August 2025, 797 council homes had been completed as part of this ambitious programme, with around two-thirds of these new homes welcoming tenants and their families during the current calendar year. This new housing was changing the lives of residents, providing households with affordable, warm, and secure homes in their community.

In addition, the needs-led programme provided further benefits to the Borough’s vulnerable residents and the wider community. Around 200 homes were “bespoke homes” co-designed with tenants with mobility or other welfare needs. These homes included adaptations designed to support tenants in their daily lives, for example, through the installation of height-adjustable worktops or specially designed bathrooms.

To help tackle the climate change emergency, homes were built to high sustainability standards, including green roofs, air source heat pumps, PV solar panels, and electric vehicle charging points. Wildlife planting, new trees, and landscaping were included as part of housing schemes. As part of the placemaking agenda, the programme delivered additional infrastructure benefits to the existing community, including a new GP health centre, playgrounds for local children, new walkways and public bridges, and commercial spaces for local businesses.

This track record of delivery represented an outstanding achievement for Haringey Council given the difficult economic climate for the construction industry over the past few years.

The addition of this site outlined in section 1 of this report provided an opportunity for the Borough to continue its progress towards its 3,000 new homes target and provide much-needed affordable housing to residents on the housing waiting list. It also allowed the Council to explore the provision of more “bespoke homes” for some of the most vulnerable residents and to consider potential community-wide improvements that would benefit existing residents as well as new residents who might move into the new homes.

Alternative Options Considered

Not including this site in the Council’s Housing Delivery Programme

This option was rejected because one of the Council’s top priorities was the delivery of a new era of council housebuilding. Excluding this site from the development programme would have undermined the Council’s capacity to deliver new Council homes.

Disposing of the site

This option was rejected because disposing of the site to a  ...  view the full decision text for item 359.

The Cabinet Member for Children, Schools and Families introduced the report.

It was explained by the Cabinet Member that the Council aimed to build a fairer and greener borough and alleviate the housing crisis in the borough. It was explained that the Council, with financial support from both the Mayor of London and the government, had committed to building at least 3,000 new council homes at council rents by 2031. It was explained that the Council planned to prioritise the newly freed-up public land for affordable housing at the old Stamford Hill school site. It was explained that the Council aimed to build at least 130–150 council homes on the site.

Following questions from Councillor Connor, the following information was shared:

• It was explained that the Council had spent £3 million on other primary schools in the local area, and that sufficient provision for children with Special Educational Needs and Disabilities was available on other sites.

RESOLVED:

That Cabinet:

1. Approved the addition of the former Stamford Hill Primary School site to the Council’s Housing Delivery Programme.
   
   
2. Noted that approval of pre-contract budgets was within the delegated authority of the Delivery Director. The Pre-Contract Budget included all costs to take the project up to the award of a construction contract at Gateway 3.

Reasons for Decision

Delivering a new generation of genuinely affordable Council homes was an important corporate priority for Haringey Council. The Borough had committed to an ambitious Council home-building programme that would deliver 3,000 new homes by 2031. This was in direct response to the national housing crisis, which had left thousands of households in Haringey in need of a genuinely affordable home.

The Council was already making great strides towards this target: as of August 2025, 797 council homes had been completed as part of this ambitious programme, with around two-thirds of these new homes welcoming tenants and their families during the current calendar year. This new housing was changing the lives of residents, providing households with affordable, warm, and secure homes in their community.

In addition, the needs-led programme provided further benefits to the Borough’s vulnerable residents and the wider community. Around 200 homes were “bespoke homes” co-designed with tenants with mobility or other welfare needs. These homes included adaptations designed to support tenants in their daily lives, for example, through the installation of height-adjustable worktops or specially designed bathrooms.

To help tackle the climate change emergency, homes were built to high sustainability standards, including green roofs, air source heat pumps, PV solar panels, and electric vehicle charging points. Wildlife planting, new trees, and landscaping were included as part of housing schemes. As part of the placemaking agenda, the programme delivered additional infrastructure benefits to the existing community, including a new GP health centre, playgrounds for local children, new walkways and public bridges, and commercial spaces for local businesses.

This track record of delivery represented an outstanding achievement for Haringey Council given the difficult economic climate for the construction industry over the past few years.

The  ...  view the full minutes text for item 359.

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, pursuant to Contract Standing Order (CSO) 2.01(c), the award of contract to Tenderer A as set out in Appendix A – Exempt Report. The contract sum had a total value of £3,399,871.00.
   
   
2. Approved the expenditure of sums as set out in Appendix A – Exempt Report.
   
   
3. In line with Contract Standing Orders (CSO 16.04), approved issuance of a letter of intent for the value of £339,987.00. The Letter of Intent allowed the contractor to commence the project by placing orders with their supply chain before agreeing a formal contract.

Reasons for Decision

The decision to award this contract was based on several critical factors:

Feasibility and Condition Surveys
The Council appointed a multi-disciplinary consultant in 2022 to conduct a feasibility study of the 77 tenanted properties included in the Tower Gardens Major Works Programme.

The study, which also incorporated detailed condition surveys, was conducted in two distinct phases. Inspections of the front elevations took place during the week commencing 31 January 2022, followed by assessments of the rear elevations starting the week of 21 February 2022. The findings revealed that all properties exhibited comparable defects, with structural movement identified as the predominant concern.

The scope of works, derived from the feasibility study and condition surveys, was outlined in Section 4.2.

In addition to the feasibility study and condition surveys, the appointed consultant was commissioned to deliver a range of specialist services, with associated fees detailed in the Exempt Report – Appendix A. These services included:

• Project and cost management
• Architectural design and technical support
• Building surveying
• Mechanical, electrical, structural, and civil engineering
• Principal Designer services in compliance with the Construction (Design and Management) Regulations

General Scope of Works

The following works were identified by the consultant and recommended as part of the Tower Gardens Major Works Programme:

• Structural repairs
• Replacement of roof coverings to ensure weatherproofing and structural integrity
• Renewal of rainwater goods to improve drainage and prevent water damage
• Fabric repairs to masonry and brickwork to restore external surfaces and prevent deterioration
• Replacement of all windows and front entrance doors to enhance energy efficiency and security
• Renewal of fencing to improve boundary definition and aesthetics
• Levelling of pathways to eliminate trip hazards and improve accessibility
  
  

These works ensured that properties within the Tower Gardens Conservation Area were structurally sound, weatherproof, and compliant with current standards. This investment in the 77 properties helped prevent further deterioration, reduced repair costs, and enhanced the overall condition of the borough’s housing stock.

Need for Fire Safety Upgrades

As part of the programme, fire safety upgrades were incorporated where necessary. This included the replacement of components such as external doors with fire-rated units, installation of compliant fixtures, and improvements to compartmentation in roofs and other areas. These measures were essential to ensure that properties met current fire safety regulations and provided a safe environment for residents.

Energy Efficiency Improvements

The programme supported the Council’s commitment to becoming a net-zero carbon borough by 2041.  ...  view the full decision text for item 360.

The Cabinet Member for Placemaking and Local Economy introduced the report.

The Cabinet Member explained the proposed Major Works Programme for 77 properties on the Tower Gardens Estate. It was explained that this initiative represented a significant investment in tenanted housing stock, which was located within a designated conservation area in the White Hart Lane Ward. The project marked a vital step toward enhancing the long-term sustainability, safety, and quality of homes.

It was explained that the proposed works reflected the Council’s commitment to maintaining high-quality housing that met the needs of our residents. Planned improvements included roof and window replacements, structural repairs, health and safety improvements, external fabric repairs and redecorations, and energy efficiency upgrades.

It was explained that the proposed works aligned with broader priorities under the Haringey Deal, including co-production, fairness, and environmental responsibility. It was explained that the Council had engaged extensively with residents and stakeholders to ensure the programme reflected local priorities and complied with the Council’s planning policies for conservation areas. Feedback from the Council’s conservation team was instrumental in shaping both the scope and sequencing of the works.

Following questions from Councillor Connor, the following information was shared:

• It was explained that, while designing the scheme, the Council had taken into account potential costs from the site being in a conservation area, and that these were factored into the overall cost of the scheme.

RESOLVED:

That Cabinet:

1. Approved, pursuant to Contract Standing Order (CSO) 2.01(c), the award of contract to Tenderer A as set out in Appendix A – Exempt Report. The contract sum had a total value of £3,399,871.00.
   
   
2. Approved the expenditure of sums as set out in Appendix A – Exempt Report.
   
   
3. In line with Contract Standing Orders (CSO 16.04), approved issuance of a letter of intent for the value of £339,987.00. The Letter of Intent allowed the contractor to commence the project by placing orders with their supply chain before agreeing a formal contract.

Reasons for Decision

The decision to award this contract was based on several critical factors:

Feasibility and Condition Surveys
The Council appointed a multi-disciplinary consultant in 2022 to conduct a feasibility study of the 77 tenanted properties included in the Tower Gardens Major Works Programme.

The study, which also incorporated detailed condition surveys, was conducted in two distinct phases. Inspections of the front elevations took place during the week commencing 31 January 2022, followed by assessments of the rear elevations starting the week of 21 February 2022. The findings revealed that all properties exhibited comparable defects, with structural movement identified as the predominant concern.

The scope of works, derived from the feasibility study and condition surveys, was outlined in Section 4.2.

In addition to the feasibility study and condition surveys, the appointed consultant was commissioned to deliver a range of specialist services, with associated fees detailed in the Exempt Report – Appendix A. These services included:

• Project and cost management
• Architectural design and technical support
• Building surveying
• Mechanical, electrical, structural, and civil engineering
• Principal Designer services  ...  view the full minutes text for item 360.

To note the minutes of the following:

Cabinet Member Signing

• 3 Nov 2025 10.45 am - Extension of current Gas Maintenance Contracts

·       3 Nov 2025 4.00 pm - Agenda, Decisions, Draft Minutes; To award a contract for the Maintenance and Repairs for Communal Water / Booster Pumps

·       5 Nov 2025 11.30 am - Agenda, Decisions, Draft Minutes; The extension of the CCTV Maintenance Contract

·       19 Nov 2025 11.00 am - Agenda, Decisions, Draft Minutes; Extension of the Nuisance Vehicle Contract with Marston Holdings

Urgent Decisions:

·       28 November 2025 – Decision Notice for the Provision of social care services including residential care, supported housing, supported living and day services/outreach

The minutes of other bodies were discussed.

RESOLVED:

The minutes of other bodies were noted.

To note the delegated decisions taken by Directors.

The list of significant and delegated decisions were discussed.

RESOLVED:

The list of significant and delegated decisions were noted.

As per item 3.

There were none.

Note from the Committees Manager

Items 24, 25, 26 and 27 allow for consideration of exempt information in relation to items 14, 16, 17 and 19.

TO RESOLVE

That the press and public be excluded from the remainder of the meeting as items 24, 25, 26, 27 and 28contain exempt information as defined under paragraph 3, Part 1, Schedule 12A of the Local Government Act 1972:

Information relating to the financial or business affairs of any particular person (including the authority holding that information).

RESOLVED:

That the press and public be excluded from the remainder of the meeting as items contain exempt information as defined under paragraph 3, Part 1, Schedule 12A of the Local Government Act 1972

In relation to Item 14.

The exempt item was discussed.

RESOLVED:

The exempt recommendations were noted and agreed.

In relation to item 16.

The exempt item was discussed.

RESOLVED:

The exempt recommendations were noted and agreed.

In relation to item 17.

The exempt item was discussed.

RESOLVED:

The exempt recommendations were noted and agreed.

Related to item 19.

The exempt item was discussed.

RESOLVED:

The exempt recommendations were noted and agreed.

To confirm and sign the exempt minutes of the meeting held on 11 November 2025as a correct record.

The exempt miniutes of the meeting, 11 November 2025, were discussed.

RESOLVED:

The exempt miniutes of the meeting, 11 November 2025, were agreed as a true and accurate record.

As per item 3

There was none.