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DECLARATIONS OF INTEREST RELATING TO THIS ITEM:
 
None
 

RESOLVED:
 
That the Cabinet
Member for Housing and Planning (Deputy Leader):

1.   
Approved the award of a Measured Term Contract to Tenderer?A in the
sum of £2,000,000 for the delivery of essential structural
works to properties across the borough. The contract would run for
two years, commencing in May?2026 and concluding in May?2028.
Financial completion of the scheme was expected by
December?2029.

2.   
Approved the issuing a Letter of Intent to Tenderer?A in the sum of
£200,000. The value of the Letter of Intent was in line with
CSO?16.04, which permitted a Letter of Intent up to £200,000
or 10% of the contract value, whichever was higher.

3.   
The Cabinet Member further approved professional fees of
£301,555, representing 15.08% of the contract sum, bringing
the total project cost to £2,301,555.
 

Reasons for decision

 
The Council had been
experiencing a high and increasing volume of structural referrals
across its housing stock. These referrals were driven by structural
defects identified through inspections and resident reports.
Procuring these works
as standalone projects had proven inefficient and costly,
particularly for low? and medium?value schemes, due to repeated
tendering exercises, extended lead times, and fragmented delivery
programmes.
 
A Measured Term
Contract (MTC) offered a more efficient and flexible approach,
enabling the Council to respond quickly, minimise structural risks,
and reduce the potential for disrepair claims. The MTC also enabled
improved programme control and better cost certainty through an
agreed schedule of rates.
 
The MTC model
supported grouping multiple projects under a single contractual
framework, reducing procurement overheads and ensuring specialist
capability was retained throughout the contract term.
 
The £2,000,000
contract value represented an estimated cost rather than a
guaranteed spend, as the actual volume of work would depend on
ongoing structural assessments and prioritisation.
 
In addition to the
cost of works, professional fees for structural engineering,
building surveying, contract administration, CDM?2015 principal
designer responsibilities, cost consultancy, and party wall
surveying totalled £301,555, bringing the overall project
cost to £2,301,555.
 
The properties
included in the programme generally comprised single dwellings,
converted houses, and low? to medium?rise blocks. The project would
deliver extensive structural remediation works to restore and
maintain the long?term integrity of these buildings. Addressing
underlying structural issues would significantly reduce the need
for reactive repairs and associated maintenance, easing pressure on
the repairs budget and improving long?term cost efficiency.
 
A key objective of the
Housing Asset Management Strategy was to ensure that
Haringey’s housing assets were safe and compliant with
current Building Safety Regulations. Awarding the contract to
Tenderer?A supported this aim and ensured the Council met its legal
and statutory obligations.
 
The programme also
supported the Corporate Delivery Plan (2024–2026) objectives
under the “Homes for the Future” and “Place and
Economy” themes by safeguarding residents, reducing reactive
repairs demand, and delivering social value, including local
employment and supply chain commitments.
The project was
tendered via the London Construction Programme Housing Framework
under Lot?2.2 (retrofit, refurbishment, and adaptations), and the
Council received two compliant bids.
 
Tenders were received
on 31?October?2025, and the evaluation was overseen by the
Council’s Strategic Procurement Team. Evaluation followed the
Invitation to Tender and was based on 40% price, 50% quality, and
10% social value.
 
Pricing evaluation was
conducted by external multi?disciplinary consultants and the
Council’s quantity surveyor, in line with the Instructions
for Tendering.
Quality submissions
accounted for 50% of the overall evaluation. Tenderers were
required to achieve at least 50% of available quality points to
remain eligible.
 
A moderation meeting
was convened on 18?December?2025, chaired by Strategic Procurement,
with a panel comprising asset management officers, structural
engineers, and representatives from the multi?disciplinary
consultancy team. Final scores were agreed through consensus
following structured discussion.
 
Both tenderers met the
minimum thresholds, and their bids were accepted and evaluated.
 
Tenderer?A was ranked
first, offering the most advantageous tender. Their pricing sat in
the lower range and was considered acceptable given the variable
volume and nature of the works.
 
Tenderers were also
required to submit social value proposals, representing 10% of the
total score. Using the National TOMs (Themes, Outcomes and
Measures) System, bidders proposed targets relating to local
employment, local supply chain spend, and equipment/resources
donated to VCSEs. The financial value of these commitments was set
out in Appendix?A (Exempt).
Based on the total
evaluation outcome, the contract was awarded to Tenderer?A.
 

Alternative options considered

 
An alternative option
was to procure individual projects on a case?by?case basis rather
than adopting an MTC. This was discounted because repeated
procurement activity would have increased cumulative costs
(including officer time and consultant fees) and delayed delivery.
A fragmented approach would also have undermined the
Council’s strategic objective of achieving Decent Homes
Standard compliance across all homes by 2028.
 
Another option
considered was delivering these works under the Council’s
existing partnering contracts. This was deemed unsuitable, as
partnering arrangements were designed for planned maintenance and
standard improvement programmes, not for specialist structural
remediation