Track the business activity and commercial plans of High Peak Borough Council — identify tender and future spending opportunities before they reach the market, follow cabinet and committee decisions, and understand the council’s priorities, with intelligence extracted from 50 analysed meetings. QuorumInsight tracks High Peak Borough Council meetings and extracts procurement intelligence from transcripts and committee minutes, helping suppliers identify opportunities and budget decisions months before they reach the formal tender stage. As a borough council in Derbyshire, High Peak Borough Council holds regular Full Council, Cabinet, Planning and Scrutiny Committee meetings. All meetings are monitored, transcribed and indexed by QuorumInsight so suppliers can search council minutes and procurement decisions without trawling individual committee agendas. Key procurement activity at High Peak Borough Council spans tourism and leisure and construction and regeneration, making it a priority council for suppliers and contractors operating across the East Midlands. QuorumInsight extracts opportunities, budget signals, contract renewals and decision-maker mentions directly from High Peak Borough Council meeting transcripts and council minutes — structured commercial intelligence you won't find on public tender portals until the positioning window has closed. Add High Peak Borough Council to your watchlist to receive real-time alerts when new meeting transcripts are processed, or search the full archive of High Peak Borough Council minutes to build your early-stage procurement pipeline across the East Midlands.
Meetings analysed50
Procurement opportunities113
Pressures tracked51
Estimated pipeline value£13m
High Peak Borough Council Procurement Intelligence | QuorumInsight
Active procurement topics
Over the last 12 months, the most frequently discussed commercial topics in this council's meetings have been IT & Digital (18 mentions, rising), Corporate & Business Support (7 mentions, easing), Economic Development & Business Support (6 mentions, easing) and Housing (6 mentions, easing).
Commercial signals extracted from recent High Peak Borough Council meetings — approvals, budget decisions and early procurement discussions, before a tender is published.
The committee was asked to approve a draft pavement licensing policy for public consultation, reflecting the new permanent national regime under the Levelling Up and Regeneration Act 2023. The policy is intended to replace the previous temporary arrangements and provide a clearer regulatory basis for issuing and enforcing pavement licences during and after local government reorganisation.
“So first report tonight is the draft pavement license policy. Reason for the report is that for the committee to consider the contents of the draft payment licensing policy attached at appendix one and the proposals for consultation contained within the report. Recommendation ton…”
A dedicated damp and mould policy was presented as a legal compliance response to Awaab's Law, with triage forms and a dedicated call handler. This creates ongoing operational requirements for responsive repairs, inspection and specialist case handling. It also implies continued spending on surveyor, call handling and remedial repair capacity, though no direct contract value was stated.
“This policy to comply with the relevant legislation regulation and housing numbers recommendation and also to ensure that we provide good quality safe homes for our residents we need a dedicated damper m policy. Um under AW's law which came into effect in October 2025 social land…”
The council is consulting on an updated licensing policy covering licensed premises, alcohol sales and other licensable activities for 2026-2031. Members were told the policy is a required five-year review and that the main purpose is to update and clarify the existing framework rather than materially change it before local government reorganisation.
“The last policy was published in 2021 and it is a requirement all authorities review their licensing policy every 5 years. The policy is therefore now due for review and the updated draft policy has been produced. The policy is subject to an internal and external consultation exe…”
March's Energy Agency is delivering targeted home energy efficiency support with 50 households signed up for visits (17 completed as of meeting date). Visits include low-cost measures installation, energy supplier advice, retrofit grant referrals, and debt support. Project aims for 100 home visits by end of March 2025. Staff undertaking visits include project manager Jamie Walls and field worker Lindsay. Completed measures include radiator foil (18 radiators), LED bulbs, door/window seals, boiler controls optimization, electric throws, and heating system advice.
“we have 50 people that we've got signed up um for home visits at the moment um 100 home visits in in six months is is um uh you know quite a challenge...17 of which have been completed”
The council is commissioning Acuity Research to carry out a tenant profiling exercise over 12 weeks, ending in September. This is a clear external research/professional services requirement intended to improve tenant insight, diversity monitoring and engagement design. No contract value was stated, but it is a live procurement-relevant service opportunity already underway.
“Additionally, Acuity Research are carrying out a tenant profiling exercise and this will give the council a clearer picture of tenants needs and the diversity of community. This is a really important step as it will help us reach a wider range of people and make sure that more te…”
Major industrial decarbonization infrastructure project to capture and store CO2 from cement and lime production in the Peak District. The project involves installing carbon capture equipment at five manufacturing sites operated by Breeden, Tarmac, Aggregate Industries, Loast, and Sigar Rock, connected via a 200km underground pipeline to the Moram Net Zero storage facility offshore. Expected to capture 3 million tons of CO2 annually, create approximately 1,500 jobs during construction phase, and deliver significant GVA benefits. Project currently in pre-tender/specification stage with development consent order process to begin next year. Government support through contract for difference mechanism under consideration. High confidence in viability based on detailed technical presentation and regulatory framework alignment.
“we've brought together those five companies who are Fierce competitors of each other in the marketplace we've brought them together to work together with ourselves at Progressive Energy to develop This truly World leading project that will allow us to decarbonize those sites whil…”
This meeting was largely procedural. The committee confirmed attendees, noted an apology, declared no interests, approved the previous minutes, and agreed to exclude the press and public for a later item under the Local Government Act 1972. No procurement decisions, spending commitments, policy changes, or service pressures were discussed in the public transcript.
The committee considered two draft licensing policies for consultation: a new pavement licensing policy following national legislative change, and an updated licensing policy for 2026-2031. Members discussed how both policies would support regulation through local government reorganisation, and agreed they were largely updating and clarifying the existing framework. The committee also received an enforcement update covering taxi and private hire licensing, TENS activity, and ongoing work on CCTV in taxis, including the lack of evidence yet for a mandatory CCTV scheme.
The committee focused on housing governance, tenant engagement, antisocial behaviour and neighbourhood management policies, damp and mould compliance, consumer standards improvement, rent income performance, and a detailed repairs/compliance update. The most procurement-relevant items were the Acuity tenant profiling exercise, the new True Compliance software rollout, accelerated electrical remedial works and related contractor/resource support, a planned fire alarm system upgrade at Hartington Gardens, and a future deep dive into repairs service delivery. Overall, the meeting showed active policy change and several compliance-driven operational actions affecting housing contractors and service delivery arrangements.
The Corporate Select Committee discussed workforce development and succession planning in the context of Local Government Reorganisation (LGR). Notable points include a significant rise in staff expenditure (around a 66% increase), deployment of apprentices (two in customer services and finance) and career grading to create progression paths, with the alliance investing in these efforts. The discussion signals potential procurement opportunities for training providers and apprenticeship programmes aligned with LGR preparations, and highlights how future contracting could be shaped by the workforce strategy.
Three procurement- and policy-relevant signals emerged from the Housing Board agenda. First, a tenant profiling exercise is planned to identify vulnerabilities and diverse needs, to be carried out by Acuity, with a 2–3 month fieldwork window and a commissioning deadline of 2026-03-31. Second, a stock condition survey program aims for 100% stock coverage over two calendar years (70% by December, then 100%), with a 2027 rollout of 20% per year, informing a substantial asset-investment program. Third, the Housing Ombudsman Code (introduced April 2024) reshapes complaint handling, requiring annual self-assessment and enhanced transparency, driving future training, reporting, and procurement of improvements.
The meeting produced three high-value procurement signals: (1) Waste policy rollout with a go-live for weekly food waste collections dated 2026-09-14 and a new chargeable garden waste service (£46 per bin, 12-month cycle from 2026-09-14 to 2027-08-31, with a 3-month renewal reminder), plus identifier-labeling for subscribed bins and online subscription via Bartek/Incab tech; (2) Pavilion Gardens faces phase one roof works and boiler works with completion anticipated within 9-12 months, creating operational disruption and potential partial/full closures that could affect weddings and events revenue; (3) A plan to re-engage Stockport NHS Foundation Trust (and possibly other health bodies) at the May committee meeting with a written response to council concerns, indicating inter-authority engagement and potential cross-agency procurement/partnership considerations.