Haringey Council's Cabinet has approved a significant housing support plan, allocating up to £8.3 million for services aimed at single adults with complex needs. The decision, made at a meeting on Tuesday, June 30, 2026, will see the commencement of a procurement process for housing-related support services.
The funding envelope of £8,373,666 is for an initial four-year contract term, with the potential to reach £24,420,706 if all extension periods are exercised. Any extension beyond the initial term will be subject to separate approval in line with the Council's governance and financial regulations. The services are crucial for preventing homelessness, supporting safe discharge from hospitals and institutions, and enabling residents to achieve independent living. Haringey's local homelessness initiatives are having a transformational impact, and the borough is one of only nine to record a reduction in rough sleeping over the same period, supporting the case for recommissioning to sustain and build on this progress.
The housing support plan for single adults is addressing multiple and intersecting needs,
which include substance misuse, mental or physical ill-health, experiences of trauma, or involvement with the criminal justice system.
The plan also aims to provide specialist provision for groups requiring culturally competent assistance,
such as LGBTQ+ residents and women.
A key aspect of the plan involves developing a Supported Exempt Accommodation (SEA) and Social Enterprise model. The Council will collaborate with supported housing providers and the voluntary and community sector to explore opportunities for delivering lower-intensity, accommodation-based support. The Council will work with providers to ensure that this provision is sustained and strengthened, with consultation and benchmarking activity continuing throughout the commissioning process. Learning will be reflected in the final service specifications, tender documentation, and contract management approach. The Council intends to embed co-production within the commissioning process, exploring opportunities for people with lived experience to inform the development and review of service specifications and contribute to tender evaluation, particularly in relation to resident voice and co-production.
While SEA is not subject to contractual management, the Council will maintain oversight through engagement with providers, collaboration with specialist partners, and alignment with emerging regulatory requirements. Ongoing feedback mechanisms, including resident and exit surveys, will capture service user experience and satisfaction, ensuring services remain responsive and informed by lived experience.
The procurement aligns with the Council's statutory duties under the Homelessness Reduction Act 2017 and Section 117 of the Mental Health Act 1983. The indicative timetable is to publish the tender in July 2026, complete evaluation in September 2026, and seek Cabinet approval to award the contracts circa November/December 2026. Subject to the outcome of the tender process, the Council intends to seek Cabinet approval to award contracts by November/December 2026, allowing for a three-month mobilisation period between January and March 2027 before services commence on April 1, 2027.
This approach aims to provide service stability and continuity through a long-term block contract model, enabling providers to invest in workforce development and consistent practice. The transition to an SEA and Social Enterprise model for lower-level provision is intended to foster a diverse and locally responsive offer.
The proposals also align with the Council's Corporate Delivery Plan 2024–26, specifically priorities relating to adults, health and welfare, and homes for the future.
Alternative options considered included extending existing contracts, which was deemed not viable due to a provider's intention to withdraw from services. Temporarily transferring contracts was discounted due to operational and continuity risks. Recommissioning all existing services without transitioning lower-level provision to the SEA model was considered less effective and sustainable. Not recommissioning higher-support services was rejected due to significant statutory, operational, and financial risks. Delivering services in-house was also considered unviable due to limited Council property assets and the required investment and specialist capacity.
