Agenda item

Report of the Corporate Director of Culture, Strategy and Communities. To be presented by the Cabinet Member for Placemaking & Local Economy

DECLARATIONS OF INTEREST MADE FOR THIS ITEM:

None

RESOLVED:

That Cabinet:

1.    Approved the preparation and submission of a hybrid planning application for the Station Road sites, comprising a detailed planning application for the Western End (40 Cumberland Road and 48 Station Road) and an outline planning application for the Eastern End (River Park House, Alexandra House, 38 Station Road, 5 River Park Road and the adjacent car park), including all preparatory and consequent steps required to enable planning permission to be granted, such as undertaking public engagement and paying fees and costs connected with the hybrid planning application.

2.    Approved the procurement of a series of commissions, including a multi?disciplinary professional team, to prepare and submit the hybrid planning application and all costs relating to the submission of the application, with an upper cost limit of £4,180,000, with £2,270,000 funded by the Housing Revenue Account and £1,910,000 by the General Fund, as set out within the Exempt Portion (Appendix 2) of this report.

3.    Delegated the appointment of the multi?disciplinary professional team to the Director of Culture, Strategy and Communities following completion of the competitive procurement exercise within the cost limit set out in the table in Chapter 3 of the Exempt Portion (Appendix 2) of this report.

4.    Approved the Incorporation of the Western End of the Station Road sites (40 Cumberland Road and 48 Station Road) into the Housing Delivery Programme at Gateway 0.

Reasons for decision:

In 2017, the Station Road sites were designated for mixed?use redevelopment within the adopted Site Allocations DPD 2017.

In 2023, Cabinet approved the Shaping Wood Green vision. Shaping Wood Green had been developed through extensive engagement with local communities. It identified the Station Road sites as a key placemaking area offering a major opportunity to catalyse a generational transformation of Wood Green town centre and attract new uses and investment to diversify the town centre economy, create new jobs and deliver new homes. The Council’s role in delivering this change was unique given its landownership and ability to convene local stakeholders.

The Station Road sites subsequently formed part of the ‘Wood Green Central’ site allocation (WG SA01) within the Haringey Local Plan Regulation 18 draft, which had been subject to public consultation in November and December 2025. The site allocation identified the redevelopment of this land as suitable for the creation of a new mixed?use area with tall and mid?rise buildings and a welcoming public realm, acting as a catalyst for broader transformation within Wood Green through delivering new homes, town centre and employment floorspace, community and cultural uses at ground floor level and a new green public square.

Haringey 2035 set a vision for the whole borough with six calls to action. Redevelopment of the Station Road sites provided an opportunity for the Council to contribute to the following:

• Providing safe and affordable housing in Haringey.
• Creating thriving places, by:
– maximising the use of existing assets,
– creatively sharing spaces and strengthening networks, and
– highlighting the role of green spaces to improve outcomes.

In early 2027, the Council planned to complete the refurbishment of its new Civic Centre. Once complete, the Council’s corporate accommodation would relocate from the Station Road sites into the new Civic Centre and other borough locations. This created an opportunity to realise long?standing aspirations for the Station Road sites.

The business case for the Council Office Accommodation Review (“Civic Centre Business Case”) required that the Council utilise the redundant Station Road sites to reduce current revenue spend on the sites and generate income to support the cost of the new Civic Centre.

In line with this, three corporate objectives were identified for the redevelopment of the Station Road sites:

• To develop a placemaking?led approach to enable a once?in?a?generation transformation of the town centre.
• To meet the requirements of the Civic Centre Business Case, including the financial contribution expected from redevelopment of the Station Road sites.
• To aim for no empty buildings on the Station Road sites once the Council had relocated to the Civic Centre.

Over the previous year, officers carried out extensive testing of delivery options for the redevelopment of the Station Road sites. The option appraisals identified an approach that best met the objectives by dividing the sites into a Western End and an Eastern End:

• The Western End would be brought forward for delivery by the Council’s Housing Delivery team to provide new council homes using GLA grant funding, supporting the objective to deliver 3,000 new council homes by 2031.
• The delivery route for the Eastern End would be subject to future decision?making following further work on maximising community benefits and value, potentially involving a developer partner or direct Council delivery.
• A hybrid planning application prepared by the Council would provide a detailed approval for the Western End and an outline approval for the Eastern End, establishing development principles but retaining flexibility to adapt design proposals to future market conditions.

The preferred delivery approach met several objectives, including enabling early delivery of council homes, creating opportunities for other public benefits supporting Wood Green’s economic vibrancy and retaining Council control over outcomes. While some sites might be vacant while planning was sought, the Council would seek to minimise this.

A financial contribution would also be provided to the Civic Centre refurbishment costs. On the Western End, this would occur through appropriating land from the General Fund to the Housing Revenue Account, and on the Eastern End, through a capital receipt. Although contributions were not expected to match earlier income assumptions—given changing market conditions—any shortfall could be offset through lower maintenance costs, savings in temporary accommodation, and maximising land value during design and planning. Redevelopment was therefore recommended as the best approach to maximise value and deliver placemaking aspirations.

A multi?disciplinary team needed to be appointed to provide the necessary design, commercial, planning and cost advice to prepare and submit the hybrid planning application.

If approved, the design work for the hybrid planning application would enable the Council to explore various options for town centre uses on the Station Road sites, including places for working, eating and cultural and leisure activities, aligned with the Local Plan and the Shaping Wood Green vision. The final decision on town centre uses would be made by the Planning Sub?committee, anticipated in Spring 2028.

Alternative options considered:

Do nothing
This was not an option. Once relocated to the Civic Centre, the Station Road buildings would remain a cost burden on the General Fund and the Civic Centre Business Case assumed income would be generated from the sites. The Council needed a plan for their future.

Externally lease Alexandra House, 48 Station Road and 40 Cumberland Road as office space

The Civic Centre Business Case assumed these buildings would be leased to generate rental income. River Park House was assumed to remain empty or be demolished due to high refurbishment costs. No income was expected from 38 Station Road or 5 River Park Road and its adjacent car park.

However, commercial property advice received in 2025 indicated limited demand for office space in Wood Green, particularly for lower?grade space, and that the Council would face significant void costs. Refurbishment would also be required. This option did not resolve River Park House remaining empty and incurring costs.

Dispose of the Station Road sites to the market

Direct disposal would generate a capital receipt but would not achieve placemaking or regeneration objectives. Given challenging market conditions, there was a risk of achieving low land value and of purchasers land?banking sites, leaving buildings empty for years.

Procure a development partner to develop the entire site
Although this would secure a capital receipt and meet some objectives, current market conditions made delivery timelines uncertain. This option also prevented the Housing Delivery Team from delivering council homes quickly or using available grant funding.