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DECLARATIONS OF INTEREST RELATING TO THIS ITEM:
 
None
 

RESOLVED:
 
That Cabinet:
 

1.   
Approved the commencement of a procurement for long?term
subcontract arrangements across eight contracts delivering
specialist trade lots, for an overall contract value of
£2,407,500 per year, with an average of £300,937.50 per
lot and a maximum aggregated potential value of £16,852,500
over a maximum contract term of seven years. This was subject to
satisfactory supplier performance and the availability of budget in
each of the two one?year extensions, in accordance with
CSO?2.01(b).

2.   
Delegated authority to the Cabinet Member for Housing and Planning
and Deputy Leader, in consultation with the Director of Housing, to
approve the award of contracts following a competitive and
compliant procurement process and Section?20 consultation
process.
 
Reasons for
decision:
 
The Council needed to ensure that Haringey
Repairs Service (HRS) was equipped with the specialist trade
capacity, commercial stability and contractual flexibility required
to maintain safe, compliant, and well?managed homes across the
borough. The existing subcontracting arrangements were fragmented,
time?limited, and no longer capable of meeting operational demand
or supporting statutory duties.
 
The proposed 5+1+1 call?off contracts,
including suitable break clauses and a performance?management
process, provided a structured long?term solution enabling HRS to
meet statutory obligations—including drainage systems and
Energy Performance Certification—as well as wider repairs
such as roofing, scaffolding, and damp and mould treatments.
 
Consolidating these arrangements into a
coordinated procurement significantly reduced transactional
overheads, improved value for money through economies of scale, and
supported more effective contract and performance management. The
option to include up to two one?year extensions also allowed future
re?procurement to be planned more smoothly, avoiding pressure on
staff and resources caused by multiple co?terminous contract expirations.
 
The procurement further enabled the Council to
manage risk more effectively. Multiple?contractor lots for roofing
and scaffolding improved operational resilience and business
continuity during peak demand or contractor under?performance. This
strengthened supply?chain reliability, ensured adherence to
statutory and regulatory requirements, and provided the flexibility
needed to respond to fluctuating volumes of work.
 
Overall, the recommended actions represented
the most effective means of ensuring that HRS could deliver safe,
timely, and compliant services while improving commercial
oversight, risk management, and outcomes for residents.
 
Alternative options
considered:
Do nothing
Rejected. Maintaining the fragmented and
time?limited subcontracting arrangements would have exposed the
Council to significant risks, including service failure, increased
ad?hoc purchasing, and non?compliance with statutory obligations.
The existing arrangements were not capable of meeting current or
future demand and did not provide a sustainable or legally robust
basis for service delivery.
 
In?house delivery only
Rejected. Full in?house delivery was assessed
but discounted due to insufficient internal capacity, specialist
skills, and the required accreditations. Delivering all specialist
trades internally would have required long lead times, substantial
recruitment, specialist training, and investment in equipment and
plant.