Use the below search options at the bottom of the page to find information regarding recent decisions that have been taken by the council’s decision making bodies.
Alternatively you can visit the officer decisions page for information on officer delegated decisions that have been taken by council officers.
A request to move forward with the costs and
procurement to replace systems within adult social care (Eclipse,
Cygnum, Carefirst, Abacus) which are due for renewal.
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
That the Executive:
a) Approved the commencement of the procurement process to purchase and implement a new adult social care case management system for North Northamptonshire Council.
b) Approved the recommendation to full council to draw down of the planned use of the Flexible Use of Capital Receipts (FUCR) to fund the one-off implementation costs of the procurement of £2.2m.
c) Delegated authority to the Executive Director for Adults, Health Partnerships and Housing (DASS), in consultation with the Executive Member for Adults, Health and Wellbeing, to take any further decisions and/or actions required to conclude the procurement, implement the system and deliver the project, including but not limited to awarding and entering into a contract.
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Reasons for Recommendations:
a) The current contract for our Adult Social Care case management system expires on 31st March 2025. Procuring a new system ensures that the council remains compliant with statutory requirements and avoids disruption to critical services. b) The new system configuration will help to streamline processes, reduce administrative burden, improve data management, and support better decision-making. c) A competitive procurement process via a compliant framework ensures that the council secures the best possible system at an optimal price. The recommended approach balances affordability with the need for a high-quality, fit for purpose solution, ensuring long term value for money. d) A modern case management system will enable the council to provide more responsive and efficient support to individuals, leading to improved care coordination, communication, and engagement. e) The proposed procurement aligns with the Council’s corporate plan, as well as the Adult social care strategy, reinforcing the ambition to deliver high quality, person-centred services. |
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Alternative Options Considered:
a) The ‘do nothing’ option was ruled out as the existing system contract expires in March 2025. Without a system in place, the council would be unable to access case management functions, leading to severe service disruptions, and non-compliance with statutory duties. b) The option to extend the current contracts via a variation was also ruled out due to contract restrictions and legal risk under the public contract regulations 2015. To enable a planned implementation period for a new case management system, a direct award to the current suppliers will be completed via a procurement compliant process for a two-year period. This will enable service continuity, whilst also providing appropriate time for training, data migration and implementation of a new system. The timeline for this is shown within 6.1. c) A ‘bespoke system’ option was also rejected due to the high costs, lengthy development timelines, and the need for an increased ongoing maintenance. |
To approve National Non-Domestic Rates and
Council Tax write offs
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
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That the Executive reviewed and approved the proposed write-off of Non Domestic Rates and Council Tax outstanding debts as summarised in Appendix A. |
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Reason for Recommendation –The Council’s Constitution (Financial Procedure Rules) requires the approval of Executive to write off debt in excess of £25,000. It is considered that this debt cannot be recovered. |
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Alternative Option Considered – The alternative option would be to periodically review and pursue the debt. However, following the action already undertaken and the status of the businesses (administration, liquidation or dissolved), it is considered irrecoverable at this time and would not be economical to continue to pursue. |
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To seek approval to go out to tender
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
To adopt the NN Local Development Scheme,
setting out a revised timetable for the preparation of the
Council's planning policy documents
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
That the Executive approved the North Northamptonshire Local Development Scheme (LDS) for adoption.
Reasons for Recommendations – To agree a timetable for the programme of plans identified in the LDS; and to ensure the Council meets its legal obligation to publish and maintain an up-to-date LDS, to meet its requirements as a local planning authority.
To ensure the Council meets its obligation under Section 15(1) of Planning and Compulsory Purchase Act 2004, to publish an up-to-date LDS to meet its requirement as a Local Planning Authority.
Alternative Options Considered – It is a statutory obligation for the Council to publish and maintain an up-to-date LDS, as such the Council needs to adopt a revised LDS. The Executive could, if it was minded to do so, ask officers to review the timeframes and present a further revision of the LDS in due course
Consideration and approval of the draft
Economic Strategy
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
That the Executive:
a) Approves New Ambition: North Northamptonshire’s Economic Growth Strategy 2025-30.
b) Agrees the creation of a North Northamptonshire Economic Ambition Board to drive forward strategic actions
c) Delegates authority to the Executive Director of Place & Economy (Deputy Chief Executive), in consultation with the Executive Member for Growth & Regeneration, to agree details of the Economic Ambition Board, including appointments, and make any minor amendments or updates to the Strategy.
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Reasons for Recommendations – The recommendations will ensure that:
· There is strategy in place for North Northamptonshire, setting out a clear set of priorities and actions to support economic growth over the next five years, supporting the Corporate Plan vision and aligned with the Council’s wider suite of strategies and plans. · There is a more co-ordinated approach to economic growth between the Council and its key partners supporting delivery of the “BIG50 vision and priorities”. · The Council is in a stronger position to respond to new opportunities for Government funding and private sector investment.
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Alternative Options Considered – Two alternative options have been considered:
· Alternative Option 1: No new Strategy. There is no statutory requirement to prepare an Economic Growth Strategy, and the Council could continue to offer a range of economic development services and respond to opportunities as they arise. However, this option would mean a less coordinated approach within the Council and with partners. It could also put North Northamptonshire at a disadvantage in relation to future funding and investment opportunities, including in the context of devolution.
· Alternative Option 2: In-house development. The Council could prepare a new Strategy without external support. This would be a lower-cost option. However, it would mean fewer resources to engage with partners and build support around a series of priorities. It would also divert resources away from core delivery during the strategy development period. |
To explain the reasons needed to improve the
ability to lower the water level, at the reservoir, in accordance
with Environment Agency guidance, should an emergency situation
arise and seeking for approval to draw down the money from the
development pool and receive delegated authority to procure the
works
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
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That the Executive:
a) Approved the delivery of the reservoir drawdown capital works to comply with the EA guidance on drawdown capacity at Sywell Country Park Reservoir.
b) Noted the request contained in the Capital Programme 2025-2029 to Full Council on 20th February 2025 for budget approval for the scheme totalling £1,180,000.
c) Approved commencement of the procurement process as outlined in the report.
d) Delegated authority to the Assistant Director of Assets & Environment, in consultation with the Executive Member for Climate and the Green Environment, to take all necessary actions to deliver the project, including awarding of the contract and placing the works.
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Reasons for Recommendations:
· Installation of a siphon will provide the necessary drawdown capacity required for a Flood Category A dam and provide improved protection to park users and the wider community. · Completing the works ahead of September 2026 will allow the MIOS Action plan to be signed off and remove the risk of enforcement action being taken by the EA. · Address other minor recommendations around safety picked up in the supervising engineers report and operators. |
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Alternative Options Considered:
· Stillwater Associates carried out an options feasibility study included at Appendix A detailing all options considered to address the drawdown capacity deficiency. Most of the options were discounted due to the cost, technical reasons, or impact on the Country Park. · Doing nothing is not available as the drawdown assessment identifies that the reservoir does not comply with Environment Agency guidance on lowering water in emergency situations. As a result, the Council have signed up to an action plan with the Environment Agency, for the MIOS, to increase the drawdown capacity.
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Approval by Executive Committee
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
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That the Executive approved the North Northamptonshire Health and Wellbeing Strategy 2024 – 2029. |
Reason for Recommendations – The proposed Strategy enables the Council to meet its statutory duties in relation to the Health and Care Act 2022.
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Alternative Options Considered – This is a statutory responsibility, to do nothing would constitute a breach of the Council’s legal duties. |
To agree the annual inflationary
uplift
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
That the Executive approved an uplift in fees paid to adult social care providers to support providers in meeting the additional financial pressures including National Living Wage for frontline carers inflationary pressures from 1st April 2025.
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Reasons for Recommendations:
The National Living Wage (NLW) increase for 2025/26 is 6.73%. This compares to 9.8% in 2024/25 and 9.7% in 2023/24. In addition to this we know that providers continue to face broader inflationary pressures, in particular the impact of the changes to National Insurance in the 2024 Autumn budget that will impact in 2025/26.
The care and support market in North Northamptonshire continues to experience difficulties with the recruitment and retention of care staff with a vacancy rate of 6.8% (3% lower than in 2022/23) and turnover rate of 23.4% for care providers (0.6% lower than in 2022/23).
Whilst this is an improving trend the data continues to demonstrate that providers still face challenges in recruiting and retaining staff locally, this is evidenced by high numbers of staff working with certificates of sponsorship across all Adult Social care markets.
The ability of providers to recruit and retain a sufficient workforce has been one of the key challenges and risks for the sector for some time. By effectively targeting our annual uplifts we support our contracted care providers’ ability to develop strategic responses to workforce challenges, including offering rates of pay that are competitive with other local sectors.
The position in North Northamptonshire is in keeping with the national picture. Alongside targeting our inflationary uplifts, we continue to work in partnership with our contracted providers to make social care an attractive career proposition within North Northamptonshire.
We continue to work with providers to offer and signpost to training and development opportunities. However, fee uplifts remain a crucial lever in ensuring providers can support social care as being an attractive career option for people in North Northamptonshire.
There continues to be a need to utilise non-framework providers for many of the types of provision and to commission individual packages of care with these non-framework providers. Whilst there has been a significant decrease in the number of non-framework providers commissioned (with none required for homecare), many of these providers continue to be comparatively more expensive on a unit (hour or week) basis.
Non-framework provision can be costly to the Council and the proposed uplift seeks to positively influence existing contract framework supply through retention and sustainability whilst also incentivising an increase in supply through levering better rates of pay and reward for our framework providers. Work continues to minimise our utilisation of non-framework providers and to focus our commissioning activity solely with our framework providers.
Our strategy is to focus our development and commissioning activity specifically with our framework providers. Alongside this fee uplift we are focused on utilising our enhanced provider offer for framework providers that includes training opportunities, an enhanced quality monitoring and support function and access to other resources (such as a provider portal currently under development). This enables the Council to support improvement in the quality of its framework-contracted care providers, secure a sustainable market of high-quality providers and secure value for money in our independent care spend.
A benchmarking exercise of nursing fees has demonstrated that additional investment is required into this segment of the local social care market. Only 35% of placements for nursing care are with a contracted provider; feedback from providers is that this is because of contracted fees are not attractive and our benchmarking output has demonstrated that our contracted fees do not compare favourably with comparable authorities. This is driving an increase in off framework placements and higher average weekly fees (£1038) for new nursing care placements. The proposed fee uplift will incentivise providers to join our framework, increase the number of placements with contracted providers and result in a net decrease in the cost of new nursing care placements with the Expected to Pay Rate set at £918.49 for nursing care and £995.03 for Dementia Nursing Care. This reduction is built into the MTFP.
Alternative Options Considered: The alternative options, in summary, considered included:
Option 1: Do nothing and apply no uplifts (not recommended)
Option 2: Targeting uplifts at particular service types (not recommended)
Option 3: Uplift in fees paid to adult social care providers to support providers in meeting the additional financial pressures including National Living Wage for frontline carers recognising inflationary pressures (Recommended Option)
Option 4: Lower uplift to the whole market including non-framework and framework providers (Not recommended)
The options are presented in more detail in section 6 of this report.
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To adopt the Wellingborough and Rushden Area
Local Cycling and Walking Infrastructure Plan
Decision Maker: Executive
Made at meeting: 13/03/2025 - Executive
Decision published: 13/03/2025
Effective from: 21/03/2025
Decision:
RESOLVED
KEY DECISION
That the Executive:
a) Acknowledged the findings of the public consultation analysis for the Wellingborough and Rushden Area Local Cycling and Walking Infrastructure Plan (LCWIP) which are included within Appendix A and B of this report;
b) Approved and adopted the Wellingborough and Rushden Area LCWIP which forms Appendix A of this report as a Council policy document;
c) Agreed the prioritisation of routes within the Wellingborough and Rushden Area LCWIP should form the basis of work to develop preliminary designs for the routes to form the basis of future funding bids.
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Reason for Recommendations – Local Cycling and Walking Infrastructure Plans (LCWIPs) are the recommended Department for Transport approach for planning and co-ordinating provision for active travel modes. They provide a strategic and planned approach for short and long term provision for cycling and walking within the local area.
The Wellingborough and Rushden Area LCWIP has been developed to enable NNC to: · Identify prioritised cycling and walking infrastructure improvements for future investment · Ensure that consideration is given to cycling and walking within both local planning and transport policies and strategies, and · Make the case for future funding for walking and cycling infrastructure. |
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Alternative Options Considered – While it would be possible to develop an LCWIP based on a different methodology to that contained in Government guidance on LCWIPs, this is not recommended as it would mean that the Council was less likely to secure Government funding. However, should alternative funding (such as financial contributions secured through agreements entered into pursuant to S106 of the Town and Country Planning Act 1990) become available for particular corridors, it would be possible to progress lower priority schemes on that basis.
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Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council approved the recommendations set out in Appendix A inclusive of the revised allocation of seats for the committees to the recognised political groups, in accordance with statutory proportionality requirements and the Constitution.
Reason for Recommendations – To ensure that the revised political balance of the Council is applied to the governance structure of the Council, in accordance with law and approved guidelines contained in the Council Constitution.
Alternative Options Considered – None, as the revised political balance calculation is required to be reported to full Council under the Local Government and Housing Act 1989 and Local Government (Committees and Political Groups) Regulations 1990.
Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council:
a) Noted Northamptonshire Children’s Trust Business Plan 2025/26 – 2028/29 at Appendix A and noted that it was completed in line with the Service Delivery Contract and Articles of Association.
Reason for Recommendations: For the Council to discharge their functions as owners of NCT and meet the requirements set out in the Service Delivery Contract and Articles of Association regarding approval of the Business Plan as a Reserved Matter by the Councils.
Alternative Options Considered: To do nothing – however this is not recommended. The recommendations set out in this report will allow the Page 296 Council to fulfil its responsibilities as set out in the Articles of Association and the Service Delivery Contract.
Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council:
a) Approved the appointment of Kamila Coulson-Patel to the position of Director of Law & Governance and Monitoring Officer designation for North Northamptonshire Council; with a start date of 4th April 2025. Kamila is currently the Interim Assistant Director Legal & Democratic at North Northamptonshire Council and has undertaken this role since March 2024. Any final offer of appointment is subject to successful completion of the required pre-appointment checks.
b) That approval was given to appoint within the Director salary range of £113,435 - £126,166, in accordance with the Council’s agreed pay policy.
Reasons for Recommendations:
· These recommendations have been made following a comprehensive, inclusive and thorough recruitment and selection process, in accordance with the constitution, to ensure that the right candidate is selected to undertake the Statutory Monitoring Officer designation and Director of Law & Governance duties.
· Section 5 of the Local Government and Housing Act 1989, requires all Council’s to designate the role of Monitoring Officer to ensure effective and lawful decision making, promoting and maintaining high standards of conduct and reporting any instances of maladministration.
Alternative Options Considered:
· The role of Monitoring Officer is a statutory appointment which is required to be filled by law.
· The Council could decide not to permanently recruit to this role. However, the role is critical in leading the council forward to deliver the corporate priorities and ensure that to ensure that the Council complies with its statutory, governance and legal obligations to provide the best possible service and outcomes for its residents and communities.
Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council:
a) Agreed to the creation of a Children, Young Persons and Education Scrutiny Committee to take effect from 1st May 2025;
b) Adopted the revised Scrutiny Procedure Rules as shown at Appendix A to take effect from 1st May 2025.
Reasons for Recommendations:
· The action plan agreed by Council on 5th December 2025 proposed the creation of a Children’s and Young Persons Scrutiny Committee. The proposed committee will include education to align to the Council’s Corporate Plan.
· The action plan further agreed to reposition the Scrutiny Management Board function (overview and scrutiny) to support scrutiny in undertaking policy development. These revised arrangements support the Council as it moves to being a mature authority.
Alternative Options Considered:
· The Council could decide not to revise its scrutiny arrangements and not create an additional Scrutiny Committee. This option is not recommended as this would not deliver the recommendations of the Peer Review and the action plan agreed by Council.
· The Council could also decide not to create a Children’s and Young Persons Committee (omitting Education). This option is not recommended as the name of this Committee should accurately reflect the Committees remit.
Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council approved the Municipal Timetable for 2025/2026.
Reason for Recommendations – To provide for approval of the Municipal Timetable in accordance with the Council’s Constitution and to allow for timely planning of meeting dates for members, officers and the public.
Alternative Options Considered – To not to produce a municipal timetable for approval, however this would be contrary to the requirements of the Constitution and contrary to effective planning.
Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council:
a) Noted that the 2023/24 Annual Review of the Service Delivery Contract (SDC) between Northamptonshire Children’s Trust (NCT) and West and North Northamptonshire Councils which includes the 2023/24 Annual Report (Appendices A-H) was completed by the Strategic Group in line with the arrangements of Service Delivery Contract.
b) Noted the contents of the 2023/24 Annual Report (Appendices A-H) 3.2.
Reasons for Recommendations: The arrangements to complete the Annual Review and Annual Report are set out in the Service Delivery Contract and provide a procedure through which the Councils can review the Service Delivery Contract and NCT’s performance in delivering its functions. 3.3.
Alternative Options Considered: Do nothing - Failing to complete the Annual Review or produce an Annual Report would not be compliant with the Service Delivery Contract and would not allow the Councils to formally review the contractual arrangements with NCT and agree changes. It should be noted that the Service Delivery Contract contains a process for the Councils to propose changes outside of the Annual Review if required.
Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council:
a) Approved the Audit and Governance Committee Annual Report for 2024.
Reason for Recommendations – To comply with the Committee’s terms of reference and best practice guidance on effective audit committees.
Decision Maker: Council
Made at meeting: 06/03/2025 - Council
Decision published: 07/03/2025
Effective from: 06/03/2025
Decision:
RESOLVED
That Council:
a) Approved the Pay Policy detailed in Appendix A.
b) Delegated to the Chief Executive the making of any in-year amendments to the Pay Policy Statement that may be required to complete the Pay Data and Chief Executive Remuneration relative to other Council Employees after 1st April 2025, when the Green Book pay award is agreed.
Reasons for Recommendations
· It is a statutory requirement under the Localism Act 2011 for the Authority to approve and publish a Pay Policy Statement.
· Due regard has been given to the requirements of the Localism Act 2011 and associated guidance issued or approved by the Secretary of State, in setting out this Pay Policy Statement.
Alternative Options Considered: As stated, it is a statutory requirement that Council approve and publish a Pay Policy Statement and therefore no alternative options were considered.
Decision Maker: Planning Committee (North)
Made at meeting: 05/03/2025 - Planning Committee (North)
Decision published: 06/03/2025
Effective from: 05/03/2025
Decision:
RESOLVED That planning permission be granted subject to conditions listed in Paragraph 11 of the report.
Decision Maker: Planning Committee (North)
Made at meeting: 05/03/2025 - Planning Committee (North)
Decision published: 06/03/2025
Effective from: 05/03/2025
Decision:
RESOLVED That planning permission be granted subject to the conditions listed in the update report.
Decision Maker: Planning Committee (North)
Made at meeting: 05/03/2025 - Planning Committee (North)
Decision published: 06/03/2025
Effective from: 05/03/2025
Decision:
RESOLVED
that the
minutes of the meeting of the Planning
Committee North held on 15th January 2025 be approved as
a correct record.
Decision Maker: Executive Director - Adults, Health Partnerships and Housing (DASS)
Decision published: 04/03/2025
Effective from: 04/03/2025
Decision:
To sign and seal the Building Contract for the above works.
Decision Maker: EAP Future Communities
Made at meeting: 27/02/2025 - EAP Future Communities
Decision published: 03/03/2025
Effective from: 27/02/2025
Decision:
RESOLVED:
The update on Elective Home Education was noted.
Decision Maker: Assistant Director of Assets and Environment
Decision published: 28/02/2025
Effective from: 28/02/2025
Decision:
To approve the Local Nature Recovery Strategy for North Northamptonshire. This will allow for formal publication of the document to meet the regulations.