The Leadership Team of Kensington and Chelsea Council met on Tuesday 9 June 2026 to discuss several key issues, including the future of short headleases, the development of a new Council Plan, and the adoption of a new Housing Improvement Plan. Decisions were made regarding the future of properties at Mulberry Close, Beaufort House, and 60 Nevern Square, and the council's approach to future priorities was endorsed. A new Community Safety Plan was also approved, and a Housing Management Improvement Plan was endorsed to ensure compliance with regulatory standards.

Future of Short Headleases at Mulberry Close, Beaufort House and 60 Nevern Square

The Leadership Team decided to let the headleases of 60 Nevern Square and Mulberry Close run their course and not extend them. They also authorised the Director of Housing Management to explore handing back the headlease of Beaufort House sooner than its expiry date, or to let it run its course if that was not possible. All secure tenants from 60 Nevern Square and Mulberry Close will be rehoused in suitable alternative flats, and any empty flats will be used for temporary accommodation. The council will also assist residents who may require support under homelessness legislation.

This decision was made because extending the headleases or buying the freeholds was deemed too expensive, particularly given the current pressure on the Housing Revenue Account. While the tenanted flats at 60 Nevern Square are desirable due to their size, the cost of extension was not considered value for money. Similarly, buying the freehold for Mulberry Close was not financially viable. For Beaufort House, which is entirely leasehold, the costs of management and maintenance were not considered an efficient use of resources, and surrendering the headlease sooner was recommended to avoid further costs. The council will rehouse a maximum of 27 tenants, providing them with dedicated support, a direct offer process for suitable properties, and a Home Loss Payment of £8,100.

Consultation and Engagement on Future Council Priorities

The Leadership Team agreed to the proposed programme and approach for engaging with residents, communities, and partners on the development of a new Council Vision, Resident Pact, and Council Plan. This engagement is crucial as the existing Council Plan concludes in March 2027, and the council faces a significant budget gap of over £100 million over the next four years.

The proposed approach, termed Focused, proportionate engagement, will involve a six-to-eight-week consultation period from 25 June to 6 August 2026. This will include a consultation survey, an in-person event with the Citizens' Panel on 7 July, and additional sessions with the Youth Council and the Tenant Consultative Committee. A representative sample of residents will also be surveyed. The engagement aims to involve residents in shaping a shared aspiration for the borough, co-designing a Resident Pact outlining mutual expectations between residents and the council, and understanding residents' priorities to help make difficult choices about service provision. The council plans to be transparent about financial challenges and the need for service transformation, with the results informing budget consultations and decisions in the autumn.

Community Safety Plan

The Leadership Team endorsed the Community Safety Plan 2026, recommending its adoption at Full Council. This plan, a statutory requirement under the Crime and Disorder Act 1998, outlines how the multi-agency Safer Kensington and Chelsea Partnership will work to reduce crime and disorder.

The plan prioritises five key issues identified through resident consultation and data analysis: Antisocial Behaviour, Hate Crime, Youth Violence and Exploitation, Violence Against Women and Girls (VAWG), and Serious Acquisitive Crime. Drug misuse is identified as a cross-cutting theme impacting all these areas. The plan builds on previous successes and aims to enhance existing work while addressing new and emerging needs. It emphasizes a whole-system, public health-informed approach, with a focus on prevention, early intervention, and specialist support. The council's commitment to working with the police and communities to improve safety is central to this plan.

Adoption of the New Housing Improvement Plan

The Leadership Team endorsed the Housing Management Improvement Plan, which aims to achieve full compliance with the Regulator of Social Housing's Consumer Standards. The plan focuses on three key areas: achieving full stock condition survey coverage, ensuring 100% Decent Homes compliance, and strengthening tenant influence, engagement, governance, and oversight.

This plan directly addresses the findings of the Regulator of Social Housing's C3 regulatory judgement in August 2025, which identified serious failings in stock condition knowledge and Decent Homes compliance. The council has accepted this judgement and is committed to improving services. Significant progress has already been made, with an increase in stock condition surveys conducted and a rise in the proportion of homes meeting the Decent Homes standard. The plan sets clear targets, including 100% of homes having a recent stock condition survey by the end of 2026 and 100% meeting the Decent Homes standard by 2030. The plan also aligns with the Council's Charter for Public Participation, aiming to enhance resident involvement and transparency in housing management.

Future of Short Headleases at Mulberry Close, Beaufort House and 60 Nevern Square

The Leadership Team decided to let the headleases of 60 Nevern Square and Mulberry Close run their course and not extend them. They also authorised the Director of Housing Management to explore handing back the headlease of Beaufort House sooner than its expiry date, or to let it run its course if that was not possible. All secure tenants from 60 Nevern Square and Mulberry Close will be rehoused in suitable alternative flats, and any empty flats will be used for temporary accommodation. The council will also assist residents who may require support under homelessness legislation.

This decision was made because extending the headleases or buying the freeholds was deemed too expensive, particularly given the current pressure on the Housing Revenue Account. While the tenanted flats at 60 Nevern Square are desirable due to their size, the cost of extension was not considered value for money. Similarly, buying the freehold for Mulberry Close was not financially viable. For Beaufort House, which is entirely leasehold, the costs of management and maintenance were not considered an efficient use of resources, and surrendering the headlease sooner was recommended to avoid further costs. The council will rehouse a maximum of 27 tenants, providing them with dedicated support, a direct offer process for suitable properties, and a Home Loss Payment of £8,100.

Consultation and Engagement on Future Council Priorities

The Leadership Team agreed to the proposed programme and approach for engaging with residents, communities, and partners on the development of a new Council Vision, Resident Pact, and Council Plan. This engagement is crucial as the existing Council Plan concludes in March 2027, and the council faces a significant budget gap of over £100 million over the next four years.

The proposed approach, termed Focused, proportionate engagement, will involve a six-to-eight-week consultation period from 25 June to 6 August 2026. This will include a consultation survey, an in-person event with the Citizens' Panel on 7 July, and additional sessions with the Youth Council and the Tenant Consultative Committee. A representative sample of residents will also be surveyed. The engagement aims to involve residents in shaping a shared aspiration for the borough, co-designing a Resident Pact outlining mutual expectations between residents and the council, and understanding residents' priorities to help make difficult choices about service provision. The council plans to be transparent about financial challenges and the need for service transformation, with the results informing budget consultations and decisions in the autumn.

Community Safety Plan

The Leadership Team endorsed the Community Safety Plan 2026, recommending its adoption at Full Council. This plan, a statutory requirement under the Crime and Disorder Act 1998, outlines how the multi-agency Safer Kensington and Chelsea Partnership will work to reduce crime and disorder.

The plan prioritises five key issues identified through resident consultation and data analysis: Antisocial Behaviour, Hate Crime, Youth Violence and Exploitation, Violence Against Women and Girls (VAWG), and Serious Acquisitive Crime. Drug misuse is identified as a cross-cutting theme impacting all these areas. The plan builds on previous successes and aims to enhance existing work while addressing new and emerging needs. It emphasizes a whole-system, public health-informed approach, with a focus on prevention, early intervention, and specialist support. The council's commitment to working with the police and communities to improve safety is central to this plan.

Adoption of the New Housing Improvement Plan

The Leadership Team endorsed the Housing Management Improvement Plan, which aims to achieve full compliance with the Regulator of Social Housing's Consumer Standards. The plan focuses on three key areas: achieving full stock condition survey coverage, ensuring 100% Decent Homes compliance, and strengthening tenant influence, engagement, governance, and oversight.

This plan directly addresses the findings of the Regulator of Social Housing's C3 regulatory judgement in August 2025, which identified serious failings in stock condition knowledge and Decent Homes compliance. The council has accepted this judgement and is committed to improving services. Significant progress has already been made, with an increase in stock condition surveys conducted and a rise in the proportion of homes meeting the Decent Homes standard. The plan sets clear targets, including 100% of homes having a recent stock condition survey by the end of 2026 and 100% meeting the Decent Homes standard by 2030. The plan also aligns with the Council's Charter for Public Participation, aiming to enhance resident involvement and transparency in housing management.

Future of Short Headleases at Mulberry Close, Beaufort House and 60 Nevern Square

The Leadership Team decided to let the headleases of 60 Nevern Square and Mulberry Close run their course and not extend them. They also authorised the Director of Housing Management to explore handing back the headlease of Beaufort House sooner than its expiry date, or to let it run its course if that was not possible. All secure tenants from 60 Nevern Square and Mulberry Close will be rehoused in suitable alternative flats, and any empty flats will be used for temporary accommodation. The council will also assist residents who may require support under homelessness legislation.

This decision was made because extending the headleases or buying the freeholds was deemed too expensive, particularly given the current pressure on the Housing Revenue Account. While the tenanted flats at 60 Nevern Square are desirable due to their size, the cost of extension was not considered value for money. Similarly, buying the freehold for Mulberry Close was not financially viable. For Beaufort House, which is entirely leasehold, the costs of management and maintenance were not considered an efficient use of resources, and surrendering the headlease sooner was recommended to avoid further costs. The council will rehouse a maximum of 27 tenants, providing them with dedicated support, a direct offer process for suitable properties, and a Home Loss Payment of £8,100.

Consultation and Engagement on Future Council Priorities

The Leadership Team agreed to the proposed programme and approach for engaging with residents, communities, and partners on the development of a new Council Vision, Resident Pact, and Council Plan. This engagement is crucial as the existing Council Plan concludes in March 2027, and the council faces a significant budget gap of over £100 million over the next four years.

The proposed approach, termed Focused, proportionate engagement, will involve a six-to-eight-week consultation period from 25 June to 6 August 2026. This will include a consultation survey, an in-person event with the Citizens' Panel on 7 July, and additional sessions with the Youth Council and the Tenant Consultative Committee. A representative sample of residents will also be surveyed. The engagement aims to involve residents in shaping a shared aspiration for the borough, co-designing a Resident Pact outlining mutual expectations between residents and the council, and understanding residents' priorities to help make difficult choices about service provision. The council plans to be transparent about financial challenges and the need for service transformation, with the results informing budget consultations and decisions in the autumn.

Community Safety Plan

The Leadership Team endorsed the Community Safety Plan 2026, recommending its adoption at Full Council. This plan, a statutory requirement under the Crime and Disorder Act 1998, outlines how the multi-agency Safer Kensington and Chelsea Partnership will work to reduce crime and disorder.

The plan prioritises five key issues identified through resident consultation and data analysis: Antisocial Behaviour, Hate Crime, Youth Violence and Exploitation, Violence Against Women and Girls (VAWG), and Serious Acquisitive Crime. Drug misuse is identified as a cross-cutting theme impacting all these areas. The plan builds on previous successes and aims to enhance existing work while addressing new and emerging needs. It emphasizes a whole-system, public health-informed approach, with a focus on prevention, early intervention, and specialist support. The council's commitment to working with the police and communities to improve safety is central to this plan.

Adoption of the New Housing Improvement Plan

The Leadership Team endorsed the Housing Management Improvement Plan, which aims to achieve full compliance with the Regulator of Social Housing's Consumer Standards. The plan focuses on three key areas: achieving full stock condition survey coverage, ensuring 100% Decent Homes compliance, and strengthening tenant influence, engagement, governance, and oversight.

This plan directly addresses the findings of the Regulator of Social Housing's C3 regulatory judgement in August 2025, which identified serious failings in stock condition knowledge and Decent Homes compliance. The council has accepted this judgement and is committed to improving services. Significant progress has already been made, with an increase in stock condition surveys conducted and a rise in the proportion of homes meeting the Decent Homes standard. The plan sets clear targets, including 100% of homes having a recent stock condition survey by the end of 2026 and 100% meeting the Decent Homes standard by 2030. The plan also aligns with the Council's Charter for Public Participation, aiming to enhance resident involvement and transparency in housing management.