Agenda, decisions and minutes

Apologies for absence were received on behalf of the Deputy Leader, Cllr Helen Howell.

Apologies were also received from the Executive Director for Place & Economy, George Candler and Interim Executive Director for Strategy & Change, John Morley.

RESOLVED that the Executive agreed the minutes of the meeting held on 16^th January 2025 as true and accurate record of the meeting.

No declarations were received.

The Chair, Councillor Jason Smithers reported that there were requests to address the meeting as set out below:

Cllr Lyn Buckingham opted not to speak in relation to Agenda Item 12.

RESOLVED

That the Executive noted the performance of the Council as measured by the available indicators as at Period 9 (December / Q3) 2024/25, set out within Appendices A, B and C to the report.

Reason for Recommendations – to understand and track the Council’s performance as measured by KPIs as at Period 9 (December / Q3) 2024/25 so that performance can be managed as necessary.

Alternative Options Considered:

·              Reporting performance data on a less frequent basis. Currently, there are formal reports to Executive and Scrutiny quarterly throughout 2024-25, and monthly ‘core KPI’ reports to all Members. Reporting less frequently than quarterly is not recommended because it does not allow appropriate oversight of Council services.

·              Reporting performance data more frequently. This has not been chosen in order to align financial and performance reporting timetables.

The Chair invited the Executive Member for Finance and Transformation, Cllr Lloyd Bunday to introduce a report that sought to provide an update on the performance of the Council across a range of services as measured by key performance indicators (KPIs), as well as setting out the progress that was being made in the development of the Council’s performance monitoring arrangements.

It was heard that the report before members contained 137 KPIs with 35 of these being Core KPIs reported on a monthly basis, 68 being Service KPIs reported quarterly or termly and 34 Organisational Health related KPIs reported on a quarterly basis.

The meeting noted that of those indicators where a target had been set, 43 were on, or exceeding, target with 13 within tolerance levels and 21 below target. Where polarity of direction of travel was determined, 52 had improved with a further 30 changing by less than 5% and 21 KPIs having deteriorated.

From his own service area, Cllr Bunday reported that Council Tax collection rates were on target, with a continued improvement in the number of telephone calls answered within target times for Customer Services. A total of 99.1% of invoices were being paid within 30 days and the Council’s commercial stock continued to perform well.

Cllr David Brackenbury made specific reference to KPI STP41, the percentage of planning applications determined which were subject to an extension of time and noted the useful overall picture provided by the KPIs.

Cllr Gill Mercer referred to KPIs for Health Checks and the need to increase these figures, noting that certain GP surgeries had exhausted those eligible for such checks. With 31 of 32 GP surgeries now engaged it was hoped these figures would improve.

Cllr Mark Rowley spoke to note that in terms of housing KPIs, no families were being housed in temporary accommodation using bed and breakfast facilities and that the number of rough sleepers being rehoused was well above target.

RESOLVED

That the Executive noted the performance of the Council as measured by the available indicators as at Period 9 (December / Q3) 2024/25, set out within Appendices A, B and C to the report.

Reason for Recommendations – to understand and track the Council’s performance as measured by KPIs as at Period 9 (December / Q3) 2024/25 so that performance can be managed as necessary.

Alternative Options Considered:

·              Reporting performance data on a less frequent basis. Currently, there are formal reports to Executive and Scrutiny quarterly throughout 2024-25, and monthly ‘core KPI’ reports to all Members. Reporting less frequently than quarterly is not recommended because it does not allow appropriate oversight of Council services.

·              Reporting performance data more frequently. This has not been chosen in order to align financial and performance reporting timetables.

RESOLVED

KEY DECISION

That the Executive:

i)               Determined the admission arrangements for community and voluntary controlled schools as detailed in Appendix A to the report

ii)              Agree the two Co-ordinated Schemes for the 2026 intakes as detailed in Appendix B and Appendix C to the report

iii)             Approve the setting of the relevant area for schools in the authority.

Reasons for Recommendations

·       All admission authorities must determine the admission arrangements for their schools annually.

·       It is the duty of local authorities to formulate and publish a co-ordinated scheme for the admission of pupils to all schools in the area.

Alternative Options Considered: All the above are statutory requirements and, therefore, there are no alternative options available.

The Chair invited Cllr Matt Keane to address the meeting. Cllr Keane noted that as the admission arrangements were unchanged, no public consultation had been undertaken, and the arrangements would therefore be ratified without modification. Cllr Keane suggested that in the current education landscape this could warrant reconsideration for the following year.

The Chair thanked Cllr Keane for his contribution before inviting the Executive Member for Children, Families, Education and Skills, Cllr Scott Edwards to introduce a report that asked the Executive to discharge its statutory duty to consider and determine admission arrangements for Community and Voluntary Controlled North Northamptonshire schools for the 2026 intakes and the Primary and Secondary Coordinated Schemes for the 2026 intakes.

In response to Cllr Keane’s comments, it was noted that should schools choose to retain relevant Pupil Admission Numbers from the previous year, then there was no ability to undertake a consultation process.

It was acknowledged that there was significant population growth across North Northamptonshire with a future paper to be submitted to the Executive seeking approval of increased placements and new school builds.  

RESOLVED

KEY DECISION

That the Executive:

i)               Determined the admission arrangements for community and voluntary controlled schools as detailed in Appendix A to the report

ii)              Agree the two Co-ordinated Schemes for the 2026 intakes as detailed in Appendix B and Appendix C to the report

iii)             Approve the setting of the relevant area for schools in the authority.

Reasons for Recommendations

·       All admission authorities must determine the admission arrangements for their schools annually.

·       It is the duty of local authorities to formulate and publish a co-ordinated scheme for the admission of pupils to all schools in the area.

Alternative Options Considered: All the above are statutory requirements and, therefore, there are no alternative options available.

RESOLVED

KEY DECISION

The Chair invited Cllr Lyn Buckingham to address the Executive. Cllr Buckingham welcomed the focus on Adult Social Care as part of the strategy before members but referenced the very low public engagement that had been witnessed as part of the consultation process.  Cllr Buckingham also noted that consideration needed to be given regarding timings of strategies coming forward and their consideration by the Council’s scrutiny function to allow for more meaningful input.

The Chair thanked Cllr Buckingham for her comments before inviting the Executive Member for Adults, Health and Wellbeing, Cllr Gill Mercer to present a report that sought approval of the final version of North Northamptonshire Council’s Adult Social Care Strategy (The Lives we Live) following public consultation.

Cllr Mercer acknowledged the low level of public engagement in the consultation process, noting that the Council had consulted widely and that there had been significant co-production of the strategy with partner organisations, staff and care receivers. Consultation responses received were broadly supportive of the strategy with no changes made as a result.

Cllr Mercer noted that the document before members was the first five-year Adult Social Care Strategy for North Northamptonshire with an underlying vision to enable those receiving care to live their best lives by putting the individual at the centre of the system, with a single route of access and allocation to community facilities should full social care not be required. The strategy aimed to focus on people’s strengths with a view to keeping care receivers in their own homes for as long as possible, while services would be commissioned to offer choice, value for money and to improve outcomes for service users.

It was reported that adoption of the strategy formed a key part of preparations for the assurance of the Council’s delivery of Care Act 2014 duties that would be undertaken by the Care Quality Commission.

Cllr Macaulay Nichol spoke to welcome the report, noting the significant partnership work that had gone into production of the strategy and offered his thanks to officers for their work.

RESOLVED

KEY DECISION

RESOLVED

KEY DECISION

The Chair invited Cllr Lyn Buckingham to speak on this item. Cllr Buckingham welcomed the strategy and acknowledged the work involved in its production. Cllr Buckingham stated that the strategy could benefit from additional resident involvement and suggested that there was more that could be done in regard to energy efficient homes. Cllr Buckingham also noted that in regard to renewable energy, certain energy farms were not in the most appropriate locations with a Council stance required on future developments. Cllr Buckingham also referenced a lack of transport and logistics links within the document as well as reference to green skills.

The Chair thanked Cllr Buckingham for her comments before inviting Mr Chris Ashton to address the meeting. Mr Ashton noted the importance of the strategy and thanked the Council for its work on it. Mr Ashton made reference to pollution of Corby waterways and the significant number of occasions such pollution events had occurred and sought this element adding to the strategy. Mr Ashton also referenced waste incinerators, with plans for two permanent sites in the Corby Rural ward and queried whether these should be reviewed.

The Chair thanked Mr Ashton for his comments before inviting the Executive Member for Climate and the Green Environment, Cllr Helen Harrison to introduce a report that sought approval of the Climate Change Strategy (2025-2030).

Cllr Harrison thanked her predecessor in the role, Cllr Harriet Pentland for being the driving force behind the development of the strategy alongside officers. Cllr Harrison noted that the document before members was an important guide on the Council’s journey towards a net zero carbon footprint.

Responding to comments made by speakers, the vital role of Planning to ensure renewable energy sources were appropriately located was referenced including use of brownfield or low grade land for developments. In regard to water pollution, the Council would continue to work closely with its partner organisations to monitor and mitigate pollution of waterways, again noting the role of Planning as increased development placed additional pressure on existing infrastructure.

It was noted that the Council had declared a climate emergency in July 2021, adopting a set of recommendations that included development of the strategy before members and an associated action plan.  It was reported that there had been 358 respondents to the consultation on the draft strategy, the vast majority being North Northamptonshire residents. Cllr Harrison noted the significant level of co-production in the development of the strategy that was easy to read, well considered and would allow residents and businesses to understand the Council’s aims. The document outlined both local and national contexts, set out our local challenges and details of key areas of focus were provided to the meeting, with each clearly setting out the current position, future challenges and Council plans for action. It was heard that the list of key areas of focus was not finite and could be added to in future.  

The meeting heard that aside from public scrutiny, the strategy had been before an Executive  ...  view the full minutes text for item 774.

RESOLVED

KEY DECISION

That the Executive:

a)    Endorsed the decision taken by the Leader under Regulation 11 (Cases of Special Urgency) that has approved that the Council sign up to the High Street Rental Auctions Early Adopter initiative.

b)    Noted that a further report will be brought to the Executive detailing the High Street Rentals Auction Policy and next steps for its implementation.

Reasons for Recommendations:

·       It is recommended that the Council sign up to the initiative as:

·       It will add another tool to the Council’s work to support regeneration in town centres and its corporate objectives to create Safe & Thriving Places, by bringing vacant properties back into use.

·       There is no immediate financial impact on the Council from taking part in the initiative nor legal penalty if it were to withdraw from the initiative at a later date.

·       The initiative will draw on the support of a number of Council teams and expertise, creating a positive example of our One Council approach and lead to a positive benefit locally for residents.

·       It presents the Council with an opportunity to be part of spearheading the use of new legislative powers, and inputting on how the HSRA guidance and process can be improved.

Alternative Options Considered: An alternative would be for the Council to not sign up to the initiative and consider the outcome of other Council’s implementing the scheme across the Country.

This option is not recommended as:

·       Signing up the initiative has no legal or financial implication (these being fully considered in the proposed follow up paper), and there is an opportunity for the Council to progress the use of those new powers now and provide a positive benefit to North Northants town centres.

·       The proposed course of action set out in the paper will enable the development of a policy and evidence base for the Council to progress a HSRA in a way that focusses on those locations where it will have the most beneficial impact.

·       The process will draw on the expertise and skill set of a number of teams to work collaboratively to bring forward successful HSRAs. This builds on our One Council approach and enables the Council to be part of spearheading the use of new powers to support our town centres and residents. 

The Council could also choose to sign up the initiative and take a broader approach targeting multiple HSRAs and properties with them. This would have a direct implication on resource need to establish and manage the overall process. A more focussed approach is recommended at this stage, with the option of broadening the use of HSRAs to more towns considered as part of the next report.

The Chair invited Cllr Matt Keane to address the Executive. Cllr Keane spoke to welcome the initiative before members, noting the challenges faced by high streets locally and nationally. Cllr Keane queried how the Council would target specific high streets in the Council area and how engagement with property landlords would be undertaken. It was heard that the Council should do everything in its power to ensure its town centres were modern and fit for purpose and lead by example in being an early adopter of High Street Rental Auctions.

The Chair thanked Cllr Keane for his comments before inviting the Executive Member for Growth and Regeneration, Cllr David Brackenbury to introduce a report that detailed the High Street Rental Auctions process, a new permissive power for local authorities to require landlords to rent out persistently vacant commercial properties to new tenants. The report also sought endorsement of the decision taken by the Leader of the Council, Cllr Jason Smithers under Regulation 11 (Cases of Special Urgency) that had approved the Council signing up to the High Street Rental Auctions Early Adopter initiative.

Cllr Brackenbury noted that the initiative was something of a last resort in the Council’s options, but there would be times when the new power could be used to encourage persistently vacant commercial properties to be brought back into use. Cllr Brackenbury highlighted guidance within the report that detailed when to use the powers and types of properties eligible. It was noted a unit had to have been for unoccupied 12 months within a 24 month period and be commercially viable to be brought back into use.

The meeting heard that a further report would be submitted to the Executive at a later date providing additional details regarding the High Street Rentals Auction Policy and the next steps for its implementation.

RESOLVED

KEY DECISION

That the Executive:

a)    Endorsed the decision taken by the Leader under Regulation 11 (Cases of Special Urgency) that has approved that the Council sign up to the High Street Rental Auctions Early Adopter initiative.

b)    Noted that a further report will be brought to the Executive detailing the High Street Rentals Auction Policy and next steps for its implementation.

Reasons for Recommendations:

·       It is recommended that the Council sign up to the initiative as:

·       It will add another tool to the Council’s work to support regeneration in town centres and its corporate objectives to create Safe & Thriving Places, by bringing vacant properties back into use.

·       There is no immediate financial impact on the Council from taking part in the initiative nor legal penalty if it were to withdraw from the initiative at a later date.

·       The initiative will draw on the support of a number of Council teams and expertise, creating a positive example of our One Council approach and lead to a positive benefit locally for residents.

·       It presents the Council with an opportunity to be part of spearheading the use of new legislative powers, and inputting on how the HSRA  ...  view the full minutes text for item 775.

RESOLVED

KEY DECISION

The Chair invited Cllr Matt Keane to address the meeting. Cllr Keane thanked the Housing Team for their work in producing the Housing Strategy, noting the pressing nature of housing concerns and welcoming the national commitment to increase social housing construction. Cllr Keane stated that he hoped the strategy would alleviate housing pressures and optimise the Council’s housing stock. Cllr Keane noted that retention of 100% of Right to Buy receipts would be beneficial in allowing the Council to expand its housing stock and further noted the importance of community engagement on the subject of housing as a vital issue for residents. Cllr Keane concluded by seeking potential establishment by the Council of a private letting company and additional engagement with the development sector to unlock additional housing units.

The Chair thanked Cllr Keane for his comments before inviting Cllr Lyn Buckingham to address the Executive. Cllr Buckingham spoke to welcome the development of the strategy, whilst raising concerns regarding the number of people on housing waiting lists, aids and adaptations and additional considerations for residents with changing housing needs.

The Chair thanked Cllr Buckingham for her contribution before inviting the Executive Member for Housing and Communities, Cllr Mark Rowley to introduce a report that sought approval to consult on the draft North Northamptonshire Housing Strategy 2025 – 2030.

Cllr Rowley acknowledged that the North Northamptonshire Housing Strategy had been long awaited and had received significant input from all Council departments and partners as part of its development.

Details of the four priority streams within the strategy were provided to the Executive as below

·       Strategic Priority 1 - Build new homes across all tenures where people are proud to live

·       Strategic Priority 2 - Improving the quality of the existing housing stock

           to provide decent, energy efficient and safe homes.

·       Strategic Priority 3 - Preventing homelessness to ensure everyone has

           access to decent, safe, and secure homes.

·       Strategic Priority 4 - Supporting people to live healthy and independent

           lives in homes suited to their needs.

It was noted that since the report was published, the draft strategy would now be reviewed by the Place and Environment Scrutiny Committee at its meeting on 25^th February 2025.

The Chair spoke to welcome the strategy coming forward and noted the members and officers should be proud of the draft document that had been produced.

Cllr Gill Mercer spoke to note the direct correlation between housing and health with it being essential to keep people in their own homes for as long as possible while offering good quality and availability of homes, noting the health impacts of poor quality housing.  

Cllr Macaulay Nichol also noted the wider health benefits of good quality housing and welcomed the strategy that set out a clear vision for the homes communities needed while emphasising quality and sustainability of new developments to support local needs. 

RESOLVED

KEY DECISION

RESOLVED

KEY DECISION

That the Executive agreed that a new Minerals and Waste Local Plan is:

(a)  Progressed to adoption; and

(b)  Prepared to cover the county of Northamptonshire, subject to the agreement of West Northamptonshire Council and its decision for preparing a Plan

Reason for Recommendations – The Council has a legal duty to prepare and keep up-to-date a Minerals & Waste Local Plan that covers the North Northamptonshire area.  As a result of the Local Government Review for Northamptonshire, the Minerals & Waste function and the staff that led on its development and undertook the application function were employed by North Northamptonshire Council. At Vesting Day, an Inter-Authority Agreement (IAA) was put in place for the North to provide the service for West Northamptonshire, at a shared cost.  There is an added confidence in the capabilities of the team to continue to carry on this commitment, potentially under a different partnership agreement with West Northamptonshire Council. The team is experienced in undertaking this work having done so under Northamptonshire County Council previously.  Also, under a one-plan approach for the Local Plan element of their work, there are significant savings to be made, as opposed to progressing individually in preparing two separate Plans, one for each authority.

Alternative Options Considered – Beyond carrying out the Minerals & Waste Planning function for North Northamptonshire alone, the proposition for expanding the service beyond Northamptonshire has been considered an option.  Doing so on a regional basis may be a possibility at some point in the future, potentially with/for a group of authorities to the south of the North Northamptonshire area.  However, this is not considered viable at this moment in time, requiring significant forethought and planning to get the agreement of those authorities and other governance and structures in place.  Also, uncertainty from the prospect of further local government reorganisation adds to the risk from this option.  The Minerals & Waste Planning service has previously been provided to Rutland County Council, from which some income beyond costs was gained

The Chair invited the Executive Member for Growth and Regeneration to present a report that sought approval that a new Minerals and Waste Local Plan be progressed to adoption and prepared to cover the county of Northamptonshire, subject to the agreement of West Northamptonshire Council and its own decision for preparing a plan.

Cllr Brackenbury reported that there was a statutory requirement on minerals and waste planning authorities to review their adopted planning policies for minerals and waste, with a timeframe for review every five years. As the existing policy had been adopted in 2017 it now required review.

It was reported that as with all Local Plans, the work involved in their preparation was highly complex, requiring a significant evidence base and extensive consultation with residents, the relevant trades and other stakeholders. Members were asked to consider whether to pursue a single countywide document, or separate plans for North and West Northamptonshire, noting that discussions in this regard had already been held with West Northamptonshire Council.

Cllr Brackenbury highlighted the cost implications for the preparation and inspection of such plans, noting that a single countywide document would save a significant amount of resource.

RESOLVED

KEY DECISION

That the Executive agreed that a new Minerals and Waste Local Plan is:

(a)  Progressed to adoption; and

(b)  Prepared to cover the county of Northamptonshire, subject to the agreement of West Northamptonshire Council and its decision for preparing a Plan

Reason for Recommendations – The Council has a legal duty to prepare and keep up-to-date a Minerals & Waste Local Plan that covers the North Northamptonshire area.  As a result of the Local Government Review for Northamptonshire, the Minerals & Waste function and the staff that led on its development and undertook the application function were employed by North Northamptonshire Council. At Vesting Day, an Inter-Authority Agreement (IAA) was put in place for the North to provide the service for West Northamptonshire, at a shared cost.  There is an added confidence in the capabilities of the team to continue to carry on this commitment, potentially under a different partnership agreement with West Northamptonshire Council. The team is experienced in undertaking this work having done so under Northamptonshire County Council previously.  Also, under a one-plan approach for the Local Plan element of their work, there are significant savings to be made, as opposed to progressing individually in preparing two separate Plans, one for each authority.

Alternative Options Considered – Beyond carrying out the Minerals & Waste Planning function for North Northamptonshire alone, the proposition for expanding the service beyond Northamptonshire has been considered an option.  Doing so on a regional basis may be a possibility at some point in the future, potentially with/for a group of authorities to the south of the North Northamptonshire area.  However, this is not considered viable at this moment in time, requiring significant forethought and planning to get the agreement of those authorities and other governance and structures in place.  Also, uncertainty from the prospect of further local government reorganisation adds  ...  view the full minutes text for item 777.

RESOLVED

KEY DECISION

That the Executive:

a)    Welcomed the allocation to North Northamptonshire of £1,581,860 through the UK Shared Prosperity Funding and delegated approval to the Section 151 officer to sign the Memorandum of Understanding with Government to secure the funding.

b)    Agreed that the funding continues to be targeted in line with the submitted Investment Plan and approach as set out in paragraph 4.6.

c)    Supported the continuation of arrangements for the award of funding and related matters, with decisions delegated to the Executive Director of Place & Economy (Deputy Chief Executive) in consultation with the Executive Member for Growth & Regeneration, and alongside and through engagement  with the UK Shared Prosperity Fund Panel, also comprising the Executive Members for Housing, Communities & Levelling Up and Rural Communities & Localism.

d)    Welcomed the new Connect to Work programme and move towards locally delivered employment support and agree that the Council develop a Local Delivery Plan for North Northamptonshire working alongside other principal local authorities in the South Midlands.

The Chair invited Cllr Matt Keane to speak on this item. Cllr Keane spoke to welcome the report, referencing challenges facing the local job market and the need to work closely with local employers and queried what was being done to engage with this sector. Cllr Keane also queried what initiatives were in place to measure caseloads and sought information of positive measures that could be implemented to help assist people in returning to work.

The Chair thanked Cllr Keane for his comments before inviting the Executive Member for Growth and Regeneration, Cllr David Brackenbury to introduce a report that sought Executive agreement on the Council’s approach in relation to a further one-year extension of the UK Shared Prosperity Fund and the new Connect to Work programme. It was noted that decisions were needed on these programmes to enable funds to be secured and spent during 2025/26.

Cllr Brackenbury, responding to Cllr Keane’s comments stated that the Council absolutely wished to engage with local employers to drive opportunities for people facing barriers to employment. It was heard the Economic Growth team was proactive in its outreach work when approaching local employers.

It was noted that the Council had been allocated £1,581,860 as part of the UK Shared Prosperity Fund that supported investment in Communities, Local Businesses, and People & Skills and details of the proposed allocation of funding in 2025/26 were highlighted to the meeting.

Cllr Brackenbury welcomed the Connect to Work programme, a central government initiative to assist people with serious challenges or barriers to employment. Details of the grant formula were provided to the meeting that noted that the estimated unit cost for North Northamptonshire stood at £3900 over the lifetime of the programme.

Cllrs Gill Mercer, David Howes, Helen Harrison and Macaulay Nichol spoke to welcome the report, and the funding detailed within it that would provide tangible results across the Council area, offering a boost for local people and employers and contributing towards making North Northamptonshire an attractive place to live and work.

RESOLVED

KEY DECISION

That the Executive:

a)    Welcomed the allocation to North Northamptonshire of £1,581,860 through the UK Shared Prosperity Funding and delegated approval to the Section 151 officer to sign the Memorandum of Understanding with Government to secure the funding.

b)    Agreed that the funding continues to be targeted in line with the submitted Investment Plan and approach as set out in paragraph 4.6.

c)    Supported the continuation of arrangements for the award of funding and related matters, with decisions delegated to the Executive Director of Place & Economy (Deputy Chief Executive) in consultation with the Executive Member for Growth & Regeneration, and alongside and through engagement  with the UK Shared Prosperity Fund Panel, also comprising the Executive Members for Housing, Communities & Levelling Up and Rural Communities & Localism.

d)    Welcomed the new Connect to Work programme and move towards locally delivered employment support and agree that the Council develop a Local Delivery Plan for North Northamptonshire working alongside other principal local authorities in the South  ...  view the full minutes text for item 778.

RESOLVED

KEY DECISION

That the Executive:

a)    Agreed to commence an open tender procurement process for an Independent Advocacy Service; and

b)    Delegated authority to the Executive Director for Adults, Health Partnerships and Housing in consultation with the Executive Member for Adults, Health and Wellbeing to take any further decisions and actions required to conclude this procurement and award the contract

c)    Agreed a contract term of 5 years, with the option to extend 1 year, plus 1 year

The Chair invited the Executive Member for Adults, Health and Wellbeing, Cllr Gill Mercer to introduce a report that sought approval from the Executive to commence the procurement of an Independent Advocacy Service, a statutory duty for the Council.

Cllr Mercer reported that the existing contract was due to expire on 31^st October 2025 and could not be extended, therefore a new contract needed to be procured to allow the Council to fulfil its statutory duties.

It was proposed that a new contract term of 5 years be procured, with the option to extend by 1 year, plus 1 year. The contract value was for £191,700 per annum, totalling £1.362m over the potential lifetime of the contract and this amount had already been allocated within existing budgets.

Details were provided of the advocacy services provided to those requiring such services, with it being noted that under the existing contract the current provider had delivered in excess of 5,000 hours of advocacy in the previous year.  A multi-disciplinary project group had been convened to review the effectiveness of the current service delivery and signposting would be provided to other appropriate services for residents ineligible for advocacy services.

RESOLVED

KEY DECISION

That the Executive:

a)    Agreed to commence an open tender procurement process for an Independent Advocacy Service; and

b)    Delegated authority to the Executive Director for Adults, Health Partnerships and Housing in consultation with the Executive Member for Adults, Health and Wellbeing to take any further decisions and actions required to conclude this procurement and award the contract

c)    Agreed a contract term of 5 years, with the option to extend 1 year, plus 1 year

RESOLVED

KEY DECISION

That the Executive:

a)    Approved that a consultation be commenced with people receiving care and support at Pine Lodge to identify alternative care provision that can meet their assessed needs in an alternative setting.

b)    Approved the commencement of a repurposing of Pine Lodge for short breaks.

c)    Approved the development of a business case and development plans to support the transformation of Pine Lodge to a setting that can be utilised to provide temporary accommodation led by the Council’s Housing Team.

d)    Noted that it is intended that the delivery of short breaks and transitions will move from an in-house service model to an externally commissioned service model.  This will be through support at home, Shared Lives, supported holidays and bed based short breaks via contracted care providers within the independent care sector.

e)    Approved the development of a full business case and options appraisal to develop an in-house service that can function as a ‘provider of last resort’, provide short breaks for any individual where the external market is unable to provide bed-based short breaks and to provide an intensive enablement service to reduce longer term care costs.

f)      Delegated authority to the Executive Director of Adults, Health Partnerships and Housing in consultation with the Executive Member for Adults, Health and Wellbeing to take any further decisions and / or actions required to support the recommended proposals including commissioning and investing in alternative settings via current contract call off arrangements and mini competition.

Reasons for Recommendation:

·       The independent market has a willingness to create capacity in residential services, which could be repurposed in more modern purpose-built settings. The utilisation at Pine Lodge has decreased consistently over the last three years as people choose alternative settings and more innovative options for their short breaks. Pine Lodge has serviced the people in North Northamptonshire well, but it is now 60 years old and the needs of people who use the service have changed significantly.

·       The care market has also improved significantly as a result of the Council’s partnership approach to working with contracted care providers and investment to ensure a high quality and sustainable choice of service is available for people living in North Northamptonshire.

·       It is recognised that any change in service provision can be a time of anxiety for people, their families and local communities. However, we are committed to working with people and their circle of support to explore more personalised options for short breaks such as Shared Lives, supported holidays and other day or weekend opportunities that represent more ‘enabling’ forms of short breaks.

·       Reimagining the short breaks offer for Working Age Adults means that there is an opportunity to review the services provided at Pine Lodge, implement a phased reprovision of the service over the next 12 months and to focus on the business case for the development of an alternative bed-based enablement service that can act as a ‘provider of last resort’ and may still provide some form of short breaks.  ...  view the full decision text for item 780.

The Chair invited the Executive Member for Adults, Health and Wellbeing, Cllr Gill Mercer to introduce a report that sought approval of the proposals for Short Breaks Transformation for Working Age Adults, in particular around the services provided from Pine Lodge in Corby.

Cllr Mercer reported that the proposal would improve outcomes for people with a learning disability and autistic people by ensuring access to high quality short breaks in a range of settings moving away from traditional models of bed-based care to more innovative model, including Shared Lives, details of which were provided to the meeting.

It was noted that part of the work above would involve reviewing the future of in-house provision based at Pine Lodge over the next 12 months. It was noted that Pine Lodge was not fully accessible or suitable for people with more complex needs and it was proposed to adapt the facility to provide temporary accommodation to reduce hotel and hostel use. The site would be retained as a provider of last resort for transition and short breaks for those where such breaks could not be sourced on the independent market.

Cllr Mercer reported that significant investment was required to bring Pine Lodge up to current standards and to align with the expectations of the Care Quality Commission and to ensure that people drawing on the service were supported to achieve the best outcomes possible. Consequently, the report sought approval that a consultation be commenced with people receiving care and support at Pine Lodge to identify alternative care provision that could meet their assessed needs in an alternative setting.

The Chair welcomed the report, referencing a visit he had made to Pine Lodge and noted the positive inter-directorate work to repurpose the building for emergency housing. It was noted that such work would ultimately result in the offer of a superior service after the commissioning of a service for short breaks had concluded and lead to better outcomes for service users.

Cllr Helen Harrison spoke to welcome the report and the planned service improvement that put users at the centre for the best possible care and outcomes.

RESOLVED

KEY DECISION

That the Executive:

a)    Approved that a consultation be commenced with people receiving care and support at Pine Lodge to identify alternative care provision that can meet their assessed needs in an alternative setting.

b)    Approved the commencement of a repurposing of Pine Lodge for short breaks.

c)    Approved the development of a business case and development plans to support the transformation of Pine Lodge to a setting that can be utilised to provide temporary accommodation led by the Council’s Housing Team.

d)    Noted that it is intended that the delivery of short breaks and transitions will move from an in-house service model to an externally commissioned service model.  This will be through support at home, Shared Lives, supported holidays and bed based short breaks via contracted care providers within the independent care sector.

e)    Approved the development of a full business case  ...  view the full minutes text for item 780.

RESOLVED

That the Executive:

a)    Noted the treasury management quarter 3 report detailing the activity undertaken during the third quarter of the financial year ending 31^st March 2025 and the performance achieved set out in Appendix A to this report; and

b)    Noted the Council’s treasury management activities and performance for the quarter ended 31^st December 2024. 

Reasons for Recommendations: The Council’s Treasury Management Strategy Statement (TMSS) is underpinned by the CIPFA Code of Practice on Treasury Management (“the Code”) which requires that members are informed of treasury management activities on a quarterly basis each financial year. Full Council has delegated the formulation and monitoring of the Council’s treasury management strategy, policy, and activity to the Executive Committee.

Alternative Options Considered: There are no alternative options to be considered for this report, which is for noting only.

The Chair invited the Executive Member for Finance and Transformation, Cllr Lloyd Bunday to introduce a report that updated the Executive in regard to the Council’s treasury management prudential indicators for the quarter ended 31^st December 2024 in the 2024/25 financial year and the Council’s treasury management activities and performance for the quarter in accordance with the CIPFA’s Code of Practice on Treasury Management.

Cllr Bunday reported that the Council’s net borrowing was £252m, a reduction of £18m since the start of the financial year. It was further reported that the Council held £431.8m of long-term loans, a decrease of £6.3m since March 2024.

Cllr Bunday stated that the Council had significant invested funds representing income received in advance of expenditure, plus balances and reserves, with an increase on these of £38.9m for the year to date.

It was reported that the Council held numerous property fund that were medium to long-term investments that had delivered consistent returns. Following the termination of the Lothbury Property Trust in May 2024, the Council’s Chief Finance Officer had approved the redemption of all units held in the Council’s strategic pooled property funds. Funds returned from these property funds would be invested in consultation with external treasury advisors and in accordance with the Council’s Treasury Management Strategy.

Cllr David Brackenbury spoke to welcome the report, noting that the Council had always performed well in terms of treasury management in a difficult economic climate and thanks were offered to officers in that regard. It was noted that the Council was borrowing less, its LOBO loans had not been called in and reference was made to the recent Bank of England interest rates cut.

RESOLVED

That the Executive:

a)    Noted the treasury management quarter 3 report detailing the activity undertaken during the third quarter of the financial year ending 31^st March 2025 and the performance achieved set out in Appendix A to this report; and

b)    Noted the Council’s treasury management activities and performance for the quarter ended 31^st December 2024. 

Reasons for Recommendations: The Council’s Treasury Management Strategy Statement (TMSS) is underpinned by the CIPFA Code of Practice on Treasury Management (“the Code”) which requires that members are informed of treasury management activities on a quarterly basis each financial year. Full Council has delegated the formulation and monitoring of the Council’s treasury management strategy, policy, and activity to the Executive Committee.

Alternative Options Considered: There are no alternative options to be considered for this report, which is for noting only.

RESOLVED

KEY DECISION

That the Executive:

a.    Noted the provisional capital outturn position as forecasted at quarter 3 for the General Fund (GF) Capital Programme and Housing Revenue Account (HRA) Capital Programme for 2024/25.

b.    Noted the new schemes that have been approved since 1^st April 2024.

c.     Noted the schemes to be removed from the capital programme, detailed in table 3.

Reasons for Recommendations: this is in line with the Council’s constitution and financial regulations in relation to governance.

Alternative Options Considered: this report is on the forecasted out-turn and therefore alternative options are not proposed

The Chair invited Cllr Lyn Buckingham to speak on this item. Cllr Buckingham made reference to variances in relation to the Towns Fund cycle path scheme and the removal from the capital programme of a residential children’s home. Cllr Buckingham also referred to the £11.1m underspend in regard to the Housing Revenue Account (HRA) with a suggestion that such an underspend was failing tenants.

The Chair thanked Cllr Buckingham for her comments before inviting the Executive Member for Finance and Transformation, Cllr Lloyd Bunday to introduce a report that set out the Capital Outturn for 2024/25 as at Quarter 3.

In response to Cllr Buckingham’s comments it was noted that the children’s home referred to would be located in West Northamptonshire, therefore North Northamptonshire was not liable for its funding. Cllr Bunday noted that there was a balance to be struck between spending capital funding in regard to the HRA and achieving value for money, noting a number of new build houses coming forward.

Cllr Bunday reported that the revised capital budget for the General Fund for 2024/25 was £106.4m, including slippage and in-year approved programmes. The spend was currently forecast as being £57.1m, an underspend of £49.3m with £47.2m of this to be rephased into the 2025/26 budget with details of the projects impacted provided to the meeting along with three schemes removed from the Capital Programme.

The 2024/25 capital outturn as at Quarter 3 for the HRA showed a revised budget of £23m, including slippage, with a forecast spend of £11.9m resulting in a £11.1m underspend.

Cllr Rowley spoke to note the new Council housing development at Cheltenham Road was now complete with the ongoing Cannock Road and Stamford Road developments reducing the HRA underspend as they progressed. The Council continued to acquire individual properties to add to its housing stock with 70 acquired in the current year, double the figure of the previous year.  

Cllr Scott Edwards noted that although the children’s home scheme had been removed from the capital programme, such a programme was a priority for North Northamptonshire and the budget was available for such a development. Cllr Edwards also referenced additional SEND provision within the capital programme.  

RESOLVED

KEY DECISION

That the Executive:

a.    Noted the provisional capital outturn position as forecasted at quarter 3 for the General Fund (GF) Capital Programme and Housing Revenue Account (HRA) Capital Programme for 2024/25.

b.    Noted the new schemes that have been approved since 1^st April 2024.

c.     Noted the schemes to be removed from the capital programme, detailed in table 3.

Reasons for Recommendations: this is in line with the Council’s constitution and financial regulations in relation to governance.

Alternative Options Considered: this report is on the forecasted out-turn and therefore alternative options are not proposed

RESOLVED

KEY DECISION

That the Executive:

i)               Approved the following changes into the capital programme:

a.    Swimming Pool Support Fund, additional budget approval for £285,088 in 2024/25, to be funded from Sport England grant.

Reasons for Recommendations: These are set out in greater detail within section 5 of the report, but can be summarised as helping to meet the Council’s corporate plan objectives:

-       Green sustainable environment

-       Better, brighter futures

-       Safe and thriving places

-       Connected communities

-       Active, fulfilled lives

Alternative Options Considered:

·       For those schemes which are grant funded or from Section 106 contributions, they are undertaken in accordance with the requirements of the grant conditions/ legal agreement and, therefore, there is no alternative option proposed in this report.

The Chair invited Cllr Lloyd Bunday, Executive Member for Finance and Transformation to introduce a report that requested approval for a capital scheme that had come forward for inclusion in the Council’s Capital Programme. Approval of the funding would allow the scheme to move forward to procurement and delivery. One scheme was highlighted as per the report and recommendation below.

Cllr Gill Mercer spoke to welcome the funding that would allow for the installation of solar panels and replacement of old gas boilers at Splash Leisure Pool in Rushden.

RESOLVED

KEY DECISION

That the Executive:

i)               Approved the following changes into the capital programme:

a.    Swimming Pool Support Fund, additional budget approval for £285,088 in 2024/25, to be funded from Sport England grant.

Reasons for Recommendations: These are set out in greater detail within section 5 of the report, but can be summarised as helping to meet the Council’s corporate plan objectives:

-       Green sustainable environment

-       Better, brighter futures

-       Safe and thriving places

-       Connected communities

-       Active, fulfilled lives

Alternative Options Considered:

·       For those schemes which are grant funded or from Section 106 contributions, they are undertaken in accordance with the requirements of the grant conditions/ legal agreement and, therefore, there is no alternative option proposed in this report.

RESOLVED

KEY DECISION

That the Executive:

a)    Noted the Council’s forecast outturn position for 2024/25 for the following:

i)      General Fund as summarised in Section 4, alongside the further analysis, risks and other considerations as set out in Section 5 of the report.

ii)              Housing Revenue Account (HRA) as set out in Section 6 of the report

iii)            Dedicated Schools Grant (DSG) as set out in Section 7 of the report.

b)    Noted the release of £45k of the contingency budget to fund the pay award.

c)    Noted the assessment of the current deliverability of the 2024/25 General Fund savings proposals as set out in Appendix A.

Reason for Recommendations – to note the forecast financial position for 2024/25 as at Period 3 and consider the impact on this year and future years budgets.

Alternative Options Considered: The report focuses on the forecast revenue outturn against budget for 2024/25 and makes recommendations for the Executive to note the current budgetary position as such there are no specific choices within the report.

The Chair invited the Executive Member for Finance and Transformation, Cllr Bunday to introduce a report that set out the forecast outturn position for the Council based on the Period 9 monitoring forecasts for the General Fund, Housing Revenue Account (HRA) and Dedicated Schools Grant (DSG).

Cllr Bunday reported that the overall outturn forecast for the General Fund for 2024/25, as at Period 9 was a forecast overspend of £2.851m. It was heard that whilst there was a contingency budget and reserves available to call on to help fund in year pressures, the Council would look to alternative mitigations before these were applied.

It was reported that there were a number of pressures impacting the General Fund position and these were referenced within the report.

Cllr Bunday referenced the Bank of England’s recent interest rate reduction to 4.5% from 4.75% with a further meeting to be held on 20^th March 2025. It was noted that CPI and RPI figures remained unchanged since the previous period.

The overall outturn forecast for the Housing Revenue Account was reported as being an underspend of £238,000.

It was also reported that the Dedicated Schools Grant (DSG) had a forecast pressure of £5.641m, with pressures relating to the high needs funding block that supported SEND provision. It was heard that the original DSG budget had a deficit of £7.705m, resulting in an overall deficit of £13.347m. It was noted that pressure across the high needs funding block was a national issue, largely as a result in the increase of Education Health and Care Plans (EHCP). It was noted that the DSG budget was subject to continual review and the Council was working with the ESFA to develop a deficit recovery plan.

RESOLVED

KEY DECISION

That the Executive:

a)    Noted the Council’s forecast outturn position for 2024/25 for the following:

i)      General Fund as summarised in Section 4, alongside the further analysis, risks and other considerations as set out in Section 5 of the report.

ii)              Housing Revenue Account (HRA) as set out in Section 6 of the report

iii)            Dedicated Schools Grant (DSG) as set out in Section 7 of the report.

b)    Noted the release of £45k of the contingency budget to fund the pay award.

c)    Noted the assessment of the current deliverability of the 2024/25 General Fund savings proposals as set out in Appendix A.

Reason for Recommendations – to note the forecast financial position for 2024/25 as at Period 3 and consider the impact on this year and future years budgets.

Alternative Options Considered: The report focuses on the forecast revenue outturn against budget for 2024/25 and makes recommendations for the Executive to note the current budgetary position as such there are no specific choices within the report.