This council: flagship · Adult Social Care · Asylum and Migration · Children's services and safeguarding · Climate · Council Spending and Efficiency · Devolution and local government reorganisation · Housing, planning and local plans · Outsourcing of public services · Renaming and rebranding · Roads, highways and potholes · SEND and home-to-school transport · Support for (or hostility to) women · Waste, recycling and bins
Reform UK has led North Northamptonshire Council since May 2025 (source).
North Northamptonshire Council has been led by a Reform UK administration since the May 2025 elections, with Cllr Martin Griffiths as Leader and Cllr Graham Cheatley as Deputy Leader.[1] Its Executive reset the council's 2030 carbon neutral target to align with the UK's 2050 net zero date, stated to be in line with the policy position of the new administration.[2] It launched an internally-run Efficiency Review of the council's financial management, procurement and governance.[3] At Full Council in February 2026 the administration adopted a 2026/27 budget with £20.1m of savings, efficiencies and income generation, carried after Conservative and Labour amendments were voted down.[4]
On 9 September 2025 the Executive took a key decision to reset the council's 2030 carbon neutral target and realign its ambitions to the UK's 2050 net zero target.[2] The decision adopted officers' Option 2, removing the current 2030 target to align with the UK's statutory 2050 date, after the Place and Environment Scrutiny Committee had voted for the change.[5] The reset was stated to be in line with the policy position of the new Reform administration.[2] The recommendation to delay the target was supported only by Reform councillors on the scrutiny committee, with other parties opposing it on grounds of a lack of data and transparency.[6]
The Executive continued the Carbon Management Plan and approved publication of its 2024/25 annual report, so the carbon reduction plan and its annual reporting were not dropped, only the target date.[7] A Carbon Management Plan Task and Finish Group was set up, and a further update report was scheduled for September 2026.[8]
On 9 June 2026 the Executive replaced a previously agreed grant of up to £1.8m for eight electric buses on the Kettering to Corby corridor after operator Stagecoach said it could not commit match funding there until 2029/30.[9] It instead approved up to £1.2m towards ten electric buses on the Northampton to Raunds corridor, deferring the Kettering zero-emission bus commitment to 2029/30.[9] Independent councillor Steve Geary told the Executive the scheme was welcome but that "Kettering had become a bit lost in it."[9]
On 17 June 2025 the Executive approved the commencement of an internally-run Efficiency Review of the council's financial management, procurement and governance arrangements, delegating its scope to the s151 officer.[3] Members were assured the review would focus on efficiencies, processes and policy rather than targeting officers.[10] At Full Council on 26 June 2025 Cllr Helen Harrison asked whether the review was, in effect, the council's version of DOGE and whether outside persons would be engaged.[11] The Leader's answer confirmed the council had not received any request for outside persons or consultants and that there would be no cost to taxpayers.[11] A public speaker welcomed what he described as the council's departure from Reform UK's national DOGE policy in favour of its own internal review.[12]
By its 16 December 2025 Efficiency Review Update the Executive noted a savings plan of £28.6m for 2025/26, of which 93% had been delivered or was due, and £21.2m of savings proposed for 2026/27 and built into the budget.[13] At Full Council on 19 February 2026 the administration adopted its 2026/27 General Fund Revenue Budget and Medium-Term Financial Plan, offsetting cost pressures with £20.1m of savings, efficiencies and income generation.[4] The budget was carried after Conservative and Labour amendments were voted down.[4] Reporting the 2025/26 outturn on 9 June 2026, officers stated the council had set a savings target of £28.6m, of which £24.6m had been delivered by year end.[14]
For 2026/27 North Northamptonshire Council set its Council Tax with a 2.99% core increase and a further 2% adult social care precept, taking the average Band D bill to £1,918.23.[15] The budget setting the precept passed on a recorded vote, with 11 councillors against and 3 abstaining.[16]
For 2026/27 the Executive approved a differentiated uplift in the fees paid to adult social care providers, citing National Living Wage and inflationary cost pressures.[17] The Home Care framework hourly rate rose by an average of 2.1%, and the expected-to-pay rate for standard older persons residential care rose by 12% to £837.31 per week from April 2026.[17] The package excluded Working Age Adults Residential Care, which received no uplift from April 2026 pending a targeted review of accommodation-based service spend.[18] Cllr Eddie McDonald proposed the uplift, citing financial pressures on providers and the Council's duty to sustain a diverse care market, and Cllr Graham Cheatley seconded it as fiscally responsible, targeted and evidence-based.[19]
On 11 November 2025 the Executive approved a new Adult Social Care Direct Payments Policy, framed as a defined framework in line with the Care Act 2014 charging regulations and statutory guidance.[20] The policy set expectations for direct payment recipients rather than changing charge levels, and no revision to non-residential care charges or the minimum income guarantee was found alongside it.[20]
On 12 August 2025 the Executive endorsed Phase 2 of the Adult Social Care Provider Services Transformation Strategy, ending in-house delivery of the Specialist Support Service for Younger Adults supported-living service for the 41 people then supported and commissioning external providers instead, while creating a new in-house enablement service.[21] The recorded rationale was that in-house unit costs ran about 50% higher than the independent care market, and the change would help mitigate an overspend in the service.[21] Staff transferring to external providers were to keep employment protections through TUPE or redeployment within the Council.[22]
North Northamptonshire's published minutes since May 2025 record expansion, not cuts, of early help and Family Hub provision: three Family Hub networks (Wellingborough, Kettering and East Northants) had launched by September 2025, with a fourth in Corby due to open by March 2026.[23] Presenting the 2026/27 budget in February 2026, Executive Member for Finance Cllr Graham Cheatley said investment into children's services would strengthen early intervention rather than reduce it, alongside a proposed 4.99% council tax increase.[24]
Corporate Scrutiny Committee minutes from July 2025 record officers confirming the overspend in Children's Services was largely attributable to high-cost external placements, which had increased in number and complexity.[25] By November 2025 the Northamptonshire Children's Trust forecast a net pressure to North and West Northamptonshire councils of £19.6m, of which placement costs alone accounted for a £16.1m overspend variance, the largest single line.[26] By April 2026 the Trust's forecast had risen to a £27.5m net pressure, which the Executive Director of Finance attributed to increased demand and placement costs, particularly residential care, secure placements and parent-and-baby placements.[27] In North Northamptonshire's own year-end 2025/26 budget monitoring, reported in June 2026, Cllr Graham Cheatley recorded a General Fund overspend of £13.7m, of which children's social care alone carried a £13.9m pressure from higher placement costs, increased demand and income pressures.[28]
North Northamptonshire's Executive approved a revised Home to School Transport Policy for statutory school-age students in July 2025, with officers stating there were no substantial changes and eligibility was not affected.[29] At scrutiny in February 2026 officers said a cross-council transformation project was under way, with financial impacts expected from 2027/28 and means-testing forming part of the wider review considerations.[29]
At the Executive in December 2025 the administration approved the draft 2026/27 budget and capital programme for consultation, with a member noting £135m being put into highways and transport to maintain and improve the network.[30] In July 2025 the Executive accepted £55.3m of additional government grants into the capital programme, and the executive member for highways welcomed a further £7.7m of new money directed to named road schemes, including Station Road in Earls Barton, and to pothole and general road repairs.[31]
As of January 2026, North Northamptonshire had not yet begun weekly food-waste collections: the Executive approved a four-year contract to procure waste and recycling containers, including food-waste caddies, so that stock would be in place before the service went live, with the Executive Member for Assets, Waste and Environmental Services warning delay would disrupt implementation.[32] The container procurement was funded in part through Extended Producer Responsibility money passed on by DEFRA, which the council said it was required to reinvest in waste infrastructure.[33] The only garden-waste decision in the Reform-led record is a March 2026 Executive approval to procure a new four-year garden-waste disposal contract, justified by the Environment Act 2021 ban on landfilling separately collected garden waste; it is a disposal contract, not a resident-facing charge, and no fee or subscription for the garden-waste collection service is recorded.[34]
In January 2026 the Executive agreed to move the Local Plan (2024 to 2045) onto the new plan-making system rather than aim for adoption by December 2026 under the current system, a choice the minutes record as delaying adoption by 11 months.[35] Independent advice from the Planning Advisory Service and a Planning Inspector had highlighted significant risks with continuing under the current system, and officers confirmed interim policy guidance on housing delivery would be prepared to manage speculative development while the new plan is prepared.[35]
North Northamptonshire is already a unitary authority, created in the 2021 Northamptonshire reorganisation, and its minutes record no proposal or vote to further reorganise its own unitary boundaries; its live position concerns devolution rather than a further unitary reorganisation.[36] Answering a councillor question in December 2025, the Leader told Council that Government had announced on 4 December 2025 an interim, non-mayoral 'Foundation Strategic Authority' tier for areas lacking an existing partnership, as a stepping stone before full mayoral powers, and flagged this as the live route for North Northamptonshire.[37] In March 2026 Full Council resolved unanimously (56 in favour, none against) that its preferred geography for devolution is the wider South Midlands area, while agreeing a joint Expression of Interest with West Northamptonshire Council for a Foundation Strategic Authority as the practical near-term step, keeping open the ambition to join a larger Strategic Authority later.[38] The Expression of Interest was framed as a practical first step, not a full mayoral combined authority, given time pressure, since a wider South Midlands grouping with Bedfordshire, Luton and Milton Keynes could not be agreed to the government's timetable.[39]
A July 2025 report to the North Northamptonshire/West Northamptonshire Shared Services Joint Committee on the out-of-hours Emergency Duty Team and Approved Mental Health Professional service considered outsourcing delivery to third parties and ruled it out, concluding it would put delivery 'at arm's length' with less direct control and was unlikely to bring financial benefit.[40] At Executive in September 2025, when approving the Education Improvement Framework 2025-2028, the council considered and rejected outsourcing school-improvement functions to external providers, citing cost implications, reduced local oversight and the risk of fragmented support.[41] At Executive in February 2026, a Phase One review of leisure and active-communities service delivery agreed not to progress full outsourcing to a single external contractor, an asset transfer, a Local Authority Trading Company or a new council-owned charitable trust, instead approving further work on bringing services fully in-house or a mixed model of partial in-house and partial contracted delivery.[42]
At Executive in September 2025 the council approved an in-house processing model for defined elements of Penalty Charge Notice and parking-enforcement processing, moving away from full reliance on external contracted processing, citing greater accuracy, accountability and control plus an estimated £40,000 of processing savings in 2025/26 and 2026/27.[43]
In April 2026 the Place & Environment Scrutiny Committee reviewed a one-year extension to the Highways Works and Services Contract with Kier Highways, agreed under officer delegated authority after a 2025 performance assessment found performance sufficient to extend, subject to a new Improvement Plan; scrutiny members raised concerns about value for money and a lack of granular cost and performance data, and resolved to seek a further update in six months.[44] At Executive in February 2026 the council approved commencing procurement for Enforcement Agent services to consolidate eight different providers for taxation and traffic-related enforcement, inherited from predecessor councils at the unitary's formation, into a single streamlined arrangement.[45] At Executive in March 2026 the council approved procuring a new Income Management System contract via the CCS G-Cloud framework, jointly with West Northamptonshire Council's shared-services partnership, because the incumbent contract expires in July 2026 and cannot be extended further under the Public Contracts Regulations 2023.[46] At Executive in February 2026 the council approved procuring a new unified, cloud-based Geographic Information System to replace several legacy GIS platforms inherited from predecessor authorities, choosing competitive market procurement over extending the existing ESRI contract.[47]
In May 2026 the Executive approved the Northamptonshire Domestic Abuse and Sexual Violence Strategy 2026-2030 for adoption and implementation, following an April 2026 scrutiny recommendation that the strategy's action plan return for further scrutiny; the decision approves a strategy framework covering prevention, victim support and partnership coordination and does not record a decision to cut, expand or recommission any specific community-based domestic-abuse or sexual-violence service.[48] In July 2025 the Executive resolved to authorise a joint procurement with West Northamptonshire Council for safe accommodation (refuge) provision for domestic abuse victims and survivors, replacing the existing grant-funded arrangement, citing the council's statutory duty under the Domestic Abuse Safe Accommodation Act; continuing the existing grant arrangement was recorded as 'not recommended'.[49] At Annual Council in May 2025, of the ten named Executive members appointed by the Leader for 2025/26, only Cllr Elizabeth Wright has a name conventionally associated with women; the council's published executive arrangements do not separately record members' gender.[50]
North Northamptonshire's Tenant Advisory Group told its November 2025 meeting it had been renamed the Tenant Assurance Group (TAG), a co-decision taken with the tenant-engagement body Tpas to better fit the council's tenant-improvement plan.[51] In April 2026 the Democracy and Standards Committee, on Cllr Duddridge's motion seconded by Cllr Carr, resolved to recommend to Full Council a constitutional rename of the Health Scrutiny Committee to the Health and Adult Social Care Scrutiny Committee, as part of a wider constitution update; the rename is a recommendation to Full Council, not yet an enacted change.[52]
The Executive resolved in June 2025 to rename its councillor grants policy, the Member Empowerment Fund adopted in 2022, to the Ward Member Empowerment Fund, reflecting a move to a ward-based approach after councillor numbers fell from 78 to 68 following the boundary review.[53] The Executive resolved in September 2025, jointly with West Northamptonshire Council and the Northamptonshire Integrated Care Board, to rename the council's community equipment service the Integrated Community Equipment Loan Service (ICELS), so that residents are reminded the equipment is loaned rather than owned.[54] North Northamptonshire's Tenant Advisory Group voted in July 2025 to rename the tenancy audit visit, because tenants had been put off by the term, unanimously endorsing a combined 'Stay in Touch Visit / Resident Wellbeing Check' name.[55]
At Executive in July 2025, Cllr Jim Hakewill welcomed a proposal to change the name of the new four-year Corporate Plan, and officers said a 'more engaging name' would be developed for public consultation; the plan was nonetheless reported to, and endorsed by, Executive in November 2025 and progressed to adoption still under the title 'Corporate Plan 2025-2029', so the renaming was proposed but not carried through.[56]
“Leader of the Reform UK Group Councillor Martin Griffiths Deputy Leader of the Reform UK Group Councillor Graham Cheatley” Minutes, 21 May 2026 ↗
“To reset the Council’s carbon neutral target, in line with the policy position of the new administration” Decisions, 9 September 2025 ↗
“Approved the proposal to reset the current carbon neutral target while continuing to deliver the ambitions set out in the CMP at a cost and a pace that is sustainable for the Council. b) Supported the realignment of the Council’s carbon neutral ambitions to align with the UK target of 2050.” Decisions, 9 September 2025 ↗
“Approved the commencement of a review of the Council’s financial management, procurement and associated governance arrangements.” Decisions, 17 June 2025 ↗
“Cost pressures and service investment would be, in part, offset by savings, efficiencies and income generation of £20.1m, which included the continuation of savings already included as part of the 2026-27 medium term financial plan and which remained deliverable” Minutes, 5 March 2026 ↗
“Cllr Graham Cheatley moved, and Cllr Martin Griffiths seconded the motion setting” Minutes, 5 March 2026 ↗
“RESOLVED That Council: a) Approves the 2026/27 Revenue Budget which includes:” Minutes, 5 March 2026 ↗
“the Place and Environment Scrutiny Committee had voted to move North Northamptonshire Council’s net zero target from 2030 to 2050, following officers’ recommendations.” Minutes, 9 September 2025 ↗
“Option 2 – Remove the current 2030 target and continue to progress the CMP aligning with the prevailing UK statutory target to be ‘net zero’, currently being 2050” Minutes, 2 September 2025 ↗
“only Reform councillors on the scrutiny committee supported the recommendation, while other parties opposed it, citing a lack of data and transparency.” Minutes, 9 September 2025 ↗
“Approved the publication of the CMP Annual Report at Appendix A and note the positive work undertaken toward the delivery of the CMP.” Minutes, 14 October 2025 ↗
“Approved the proposal to reset the current carbon neutral target while continuing to deliver the ambitions set out in the CMP at a cost and a pace that is sustainable for the Council.” Minutes, 14 October 2025 ↗
“the Committee’s consideration of the Carbon Management Plan update report in September 2026” Decisions, 16 June 2026 ↗
“agree to provide grant funding up to £1.2million towards the purchase of ten electric buses and associated depot infrastructure” Minutes, 9 June 2026 ↗
“It was previously agreed to provide up to £1.8million towards eight electric buses and associated depot infrastructure for the Kettering – Rothwell – Desborough – Corby/Market Harborough corridor, but match funding is no longer available for that scheme until 2029/30.” Minutes, 9 June 2026 ↗
“Councillor Geary advised that he welcomed the scheme, however Kettering had become a bit lost in it.” Minutes, 9 June 2026 ↗
“Approved the commencement of a review of the Council’s financial management, procurement and associated governance arrangements.” Decisions, 17 June 2025 ↗
“assurance that the review would focus on efficiencies, processes, and policy rather than targeting officers” Minutes, 15 July 2025 ↗
“From work carried out as part of the efficiency review and budget setting process, savings of £21.239m had been proposed for 2026/27 and had been incorporated into the budget.” Minutes, 16 December 2025 ↗
“Will the Leader or the Council please confirm that the Efficiency Review agreed by the Executive Committee on the 17th June 2025 is, in effect, the North Northamptonshire Council's version of DOGE, and that no outside persons (political or otherwise) will be engaged to carry out this review?” Minutes, 26 June 2025 ↗
“The Council has not yet had any request for any outside persons or consultants to be involved in an Efficiency Review of the Council.” Minutes, 26 June 2025 ↗
“There will be no cost to the taxpayers of North Northamptonshire.” Minutes, 26 June 2025 ↗
“He welcomed the Council’s apparent departure from Reform UK’s national “Doge” policy.” Minutes, 17 June 2025 ↗
“Within 2025/26, there was a savings plan of £28.643m, of which 93% had been delivered or was due to be delivered by the year end.” Minutes, 16 December 2025 ↗
“savings of £21.239m had been proposed for 2026/27 and had been incorporated into the budget” Minutes, 16 December 2025 ↗
“We had set a savings target of £28.6m and of that £24.6m had been delivered. This was a strong delivery rate, but some savings had not been achieved and have impacted the budget.” Minutes, 9 June 2026 ↗
“RESOLVED That Council: a) Approves the 2026/27 Revenue Budget which includes: i. a net revenue budget of £891.3m (£458.8m including the Dedicated Schools Grant) as set out in Appendix A of the report. ii. a total Council Tax requirement for the Council’s own purposes of £228.948m and an average Band D Equivalent Council Tax of £1,918.23 for North Northamptonshire Council, representing an increase of 2.99% in the ‘core’ Council Tax and a further 2% for the Adult Social Care Precept as set out in Appendix D of the report.” Minutes, 5 March 2026 ↗
“Cllr Graham Cheatley moved, and Cllr Martin Griffiths seconded the motion setting out the recommendation in the report.” Minutes, 19 February 2026 ↗
“An increase in Council Tax consisting of 2.99% for the “core” council tax and 2% for the Adult Social Care precept, which resulted in a new Band D equivalent Council Tax of £1,918.23, an average weekly increase of £1.75 (based on Band D equivalent).” Minutes, 19 February 2026 ↗
“Against the decision – 11 • Cllr W Brackenbury • Cllr D Brackenbury • Cllr H Harrison • Cllr H Howell • Cllr D Howes • Cllr H Howes • Cllr J Humberstone • Cllr B Jenney • Cllr V Jessop • Cllr T Partridge-Underwood • Cllr J Paul-Carr Abstaining from the decision – 3 • Cllr D Dell • Cllr S Geary • Cllr J Goncalvez” Minutes, 5 March 2026 ↗
“Home Care framework Uplift from April 2026: the Urban Hourly rate by 2.32% to £23.88; the suburban hourly rate by 2.22% to £24.92; the Rural Hourly rate by 2.04% to £27.01; and the Extra Rural Hourly rate by 1.82% to £995,250 £30.26; resulting in an average uplift percentage of 2.1%.” Minutes, 17 March 2026 ↗
“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.” Minutes, 17 March 2026 ↗
“Older Persons Residential Care Increase the expected to pay rates from April 2026 by up to 12% to £837.31 per week.” Minutes, 17 March 2026 ↗
“Working Age Adults Residential Care No uplifts from April 2026, combined with a targeted programme of work to review accommodation-based service expenditure.” Minutes, 17 March 2026 ↗
“Cllr Eddie McDonald, in proposing the report, noted the significant financial pressures on the sector and the Council’s duty to ensure a diverse and sustainable care market.” Minutes, 17 March 2026 ↗
“Cllr Graham Cheatley seconded the report, stating that the proposal was fiscally responsible, targeted and evidence-based, supporting market stability while remaining within the Medium-Term Financial Plan.” Minutes, 17 March 2026 ↗
“RESOLVED That the Executive: i) Approved the proposed Adult Social Care Direct Payments Policy as shown at Appendix A ii) Delegated all future reviews and updates to the Policy to the Executive Director of Adults, Health Partnerships and Housing in consultation with the Executive Member for Adults and Health Partnerships.” Minutes, 11 November 2025 ↗
“The reason for this recommendation is that implementing a policy for the provision and use of Direct Payments will allow the Council to have a defined framework, in line with the charging regulations set out in the Care Act 2014 and the associated Care and Support Statutory Guidance.” Minutes, 11 November 2025 ↗
“As of 1 st April 2025, 41 people are supported in the longer-term settings with 1,117 hours of care and supported provided during the day and 321 hours of care at night across these settings each week.” Minutes, 12 August 2025 ↗
“The care and support needs of people currently supported by SSYA can be met effectively by the independent (external) care market. Our in-house unit costs are approximately 50% more expensive than the independent market.” Minutes, 12 August 2025 ↗
“KEY DECISION That the Executive: a) Endorsed the proposed implementation of Phase 2 of the Transformation of Provider Services to proposals for the transformation of the Specialist Support Service Younger Adults (SSYA) service and commissioning of external providers to deliver the longer-term Specialist Support Services for Younger Adults (SSYA). b) Endorsed the creation of a new in-house enablement service.” Minutes, 12 August 2025 ↗
“Cllr Kirk Harrison spoke to note that the proposal presented a valuable opportunity to support staff in focusing on the more complex aspects of their roles, while enabling the wider care market to deliver elements of support aligned with their strengths.” Minutes, 12 August 2025 ↗
“the programme was now focused on opening the Corby Family Hub Network by March 2026” Minutes, 8 September 2025 ↗
“North Northamptonshire Council had launched three Family Hub networks in Wellingborough, Kettering, and East Northants” Minutes, 8 September 2025 ↗
“Investment into adult social care and children’s services would strengthen early intervention.” Minutes, 10 February 2026 ↗
“The overspend in Children’s Services was largely attributable to high-cost external placements, which had increased in number and complexity.” Minutes, 29 July 2025 ↗
“Placements 87,030 103,150 16,120” Minutes, 12 November 2025 ↗
“resulting in a net pressure to the councils of £19.639m” Minutes, 12 November 2025 ↗
“The forecast outturn as of 28” Minutes, 22 April 2026 ↗
“resulting in a net pressure to the councils of £27.537m” Minutes, 22 April 2026 ↗
“The main pressures were as a result of increased demand and placement costs, particularly around residential care, secure placements and parent and baby.” Minutes, 22 April 2026 ↗
“we were reporting a General Fund overspend of £13.7m” Minutes, 9 June 2026 ↗
“we had a total pressure of £13.5m, including £13.89m in children’s social care, which reflected higher placement costs, increased demand and income pressures” Minutes, 9 June 2026 ↗
“A cross-Council transformation project was in progress in relation to Home to School Transport, supported by external expertise, with savings built into the Medium-Term Financial Plan and financial impacts expected from 2027/28. Means-testing formed part of the wider review considerations” Minutes, 17 February 2026 ↗
“There were not any substantial changes and eligibility was not affected but it did set out a clearer process” Minutes, 15 July 2025 ↗
“He was pleased with the £135m being put into highways and transport, which would maintain and improve the network and services.” Minutes, 16 December 2025 ↗
“Noted the request contained in the Capital Update Report elsewhere on the agenda for expenditure budget approval in total of £55.287m, and accept receipt of the additional Government grants to fund this expenditure” Minutes, 15 July 2025 ↗
“Chris McGiffen welcomed this new money which gave us an extra £7.7m to spend. Several options had been considered for spending the money. It was enabling the Council to address Station Road, Earls Barton, widely known as the worst road in North Northamptonshire. Works would also be undertaken on the bridge over the River Nene on the A6 and pothole and general road repairs.” Minutes, 15 July 2025 ↗
“Cllr Ken Harrington, Executive Member for Assets, Waste and Environmental Services noted that sufficient containers needed to be procured in advance of food waste collections going live to avoid delays at the point of implementation.” Minutes, 20 January 2026 ↗
“Funding was being received from DEFRA through the UK-wide Extended Producer Responsibility scheme, which transferred the full cost of dealing with household packaging waste back to producers and required local authorities to reinvest the funds into waste infrastructure.” Minutes, 20 January 2026 ↗
“That the Executive: a) Approved the recommendation to procure and subsequently enter a four- year contract with a suitably qualified provider;” Minutes, 17 March 2026 ↗
“Two options were therefore presented to the Executive: Option A – continue under the current system and aim for adoption by December 2026; Option B – pivot to preparing a new-style Local Plan under the revised system, with an anticipated 30-month timetable.” Minutes, 17 February 2026 ↗
“That the Executive: a) Agreed that work on the Local Plan for the period 2024-2045 will be progressed under the new development plan system (Option B) when regulations are in force early in 2026.” Minutes, 17 February 2026 ↗
“Members noted that Option B would delay adoption by 11 months, but that Option A carried a high risk of failure.” Minutes, 17 February 2026 ↗
“As a 'unitary' council, North Northamptonshire Council provides the majority of council services in North Northamptonshire and works with a range of partners to provide services in the best possible way.” Decisions, 29 September 2025 ↗
“I am pleased to inform Council that the Government confirmed in a Statement on 4 December that it will seek to facilitate the establishment of Foundation Strategic Authorities in areas without a foundation of collaboration, to build local capacity ahead of areas accessing mayoral powers.” Minutes, 19 February 2026 ↗
“Councillor Martin Griffiths moved, and Councillor Jim Hakewill seconded the motion setting out the recommendations in the report. The motion was voted on, with 56 councillors in favour, 0 abstaining and 0 against. The motion was therefore carried.” Minutes, 21 May 2026 ↗
“Writes to the Secretary of State to express that this Council believes a Foundation Strategic Authority should be based on the wider South Midlands area as it presents the best opportunity for economic growth for both Northamptonshire and the wider area” Minutes, 21 May 2026 ↗
“Agrees to submit an Expression of Interest, alongside West Northamptonshire Council, to create a Foundation Strategic Authority for Northamptonshire” Minutes, 21 May 2026 ↗
“While acknowledging that a wider South Midlands arrangement remained a long-term ambition, he noted that current circumstances and time pressures made a joint ‘Expression of Interest’ with West Northamptonshire for a Foundation Strategic Authority the most practical step forward.” Minutes, 21 May 2026 ↗
“ourcing would result in delivery being put at arm's length with less direct control over risk management and c) there are unlikely to be any financial benefits of outsourcing” Minutes, 16 July 2025 ↗
“Outsource service delivery. There may potentially be options to outsource service delivery to third parties (e.g. neighbouring local authorities) however these have not been considered as it is unlikely that either a) other local authorities have sufficient resources in place to provide such services b) NNC and WNC would still retain statutory responsibility for the services and” Minutes, 16 July 2025 ↗
“Outsourcing school improvement functions to external providers: While potentially viable, this option was rejected due to cost implications, reduced local oversight, and the risk of fragmented support.” Minutes, 9 September 2025 ↗
“That the Executive: a) Agreed that the following options are not progressed further: • Asset Transfer; • A Local Authority Trading Company; • A new NNC-owned Charitable Leisure Trust; • All services to be outsourced through an external contract.” Decisions, 17 February 2026 ↗
“Approved the remaining following options be further progressed so as to develop a comprehensive appraisal to inform a future Executive decision: • All services to be brought in-house” Decisions, 17 February 2026 ↗
“Delegated authority to the Assistant Director, Communities and Leisure in consultation with the Executive Member for Health and Leisure to take any action necessary to extend the existing contracts to align with an implementation date for the new agreed management model of 1 st April 2028.” Decisions, 17 February 2026 ↗
“The fees associated with outsourced processing are dependent on external factors beyond the Council’s direct control and subject to change as part of any contracted service provision. Significant savings can be achieved with the inhouse provision of defined elements of the process” Decisions, 9 September 2025 ↗
“Approved the in-house processing model for the defined elements of PCN processing.” Decisions, 9 September 2025 ↗
“Inhouse processing enables the Council to have greater control of the PCN process and retain a greater proportion of the revenue generated for reinvestment in the Highways and Environmental Services.” Decisions, 9 September 2025 ↗
“In relation to the Highways Works and Services Contract Extension (Kier Highways). The Level 3 review of the Highways Contract had confirmed eligibility for a one-year contract” Minutes, 2 April 2026 ↗
“RESOLVED that the Place & Environment Scrutiny Committee: A) Request that officers provide an update at a future meeting of the committee in six months in relation to data and performance monitoring of the highways contract extension and Highways Annual Plan.” Minutes, 2 April 2026 ↗
“extension but required a formal Improvement Plan to ensure continual service improvement.” Minutes, 2 April 2026 ↗
“since the formation of the unitary authority, the Council had inherited eight different providers for taxation and traffic-related enforcement, and the proposal aimed to consolidate and simplify these arrangements to improve efficiency” Minutes, 17 February 2026 ↗
“Expiry of the incumbent contract - The current Income Management System contract expires on 31 st July 2026 and cannot be extended further under the Public Contracts Regulations 2023.” Minutes, 17 March 2026 ↗
“Approved the procurement approach for the Income Management System contract via CCS G-Cloud Lot 2 (Cloud software) framework” Minutes, 17 March 2026 ↗
“Approved the commencement of the procurement process to purchase and implement a new, unified, cloud-based Geographic Information System (GIS)” Decisions, 17 February 2026 ↗
“Option 3: Competitive Market Procurement for a Fully Cloud-Based Solution This option involves going out to the market to procure a new, cloud-based GIS solution.” Minutes, 17 February 2026 ↗
“Recommended that officers present the Northamptonshire Domestic Abuse and Sexual Violence Strategy action plan to a future meeting of the Place & Environment Scrutiny Committee for further scrutiny.” Decisions, 2 April 2026 ↗
“Cllr Ken Harrington seconded the report, drawing on personal experience to emphasise the importance of listening to victims and ensuring concerns were taken seriously.” Minutes, 12 May 2026 ↗
“KEY DECISION That the Executive: a) Approved the Domestic Abuse and Sexual Violence Strategy 2026-2030 for adoption and implementation by the Domestic Abuse and Sexual Violence Partnership Board, on behalf of the Community Safety Partnership.” Minutes, 12 May 2026 ↗
“delivery of a single contract that is targeted at victims/survivors of domestic abuse is a key component in how we deliver on our statutory duties under the Domestic Abuse Safe Accommodation Act.” Decisions, 15 July 2025 ↗
“Option 2- not recommended Council continues to fund the service under the existing grant arrangement.” Decisions, 15 July 2025 ↗
“KEY DECISION That the Executive: a) Authorised commencement of procurement, jointly with West Northamptonshire Council, for safe accommodation (refuge) provision for victims and survivors of domestic abuse within Northamptonshire.” Minutes, 15 July 2025 ↗
“Delegated authority to the Assistant Director of Communities and Leisure, in consultation with the Executive Member for Communities, to take any further decisions and/or actions required to undertake and conclude the procurement, award and enter into a contract for the provision of safe accommodation (refuge) across Northamptonshire.” Decisions, 15 July 2025 ↗
“That the Executive appointments and portfolios made by the Leader of the Council for 2025/26 be noted as follows:” Decisions, 22 May 2025 ↗
“Councillor Martin Griffiths Leader/ Big 50, housing, human resources and devolution” Decisions, 22 May 2025 ↗
“Councillor Eddie McDonald Deputy Leader/Adults & Health Partnerships” Decisions, 22 May 2025 ↗
“Councillor Elizabeth Wright Children, Education & Families” Decisions, 22 May 2025 ↗
“It was a co-decision with Tpas, it has evolved into TAG” Minutes, 20 November 2025 ↗
“We are now known as Tenant Assurance Group (TAG)” Minutes, 20 November 2025 ↗
“RESOLVED that it be recommended to Council that the revisions (and any amendments) to the constitution be approved and adopted” Minutes, 20 April 2026 ↗
“The motion was proposed by Councillor Duddridge and seconded by Councillor Carr” Minutes, 20 April 2026 ↗
“Scrutiny Committee changes, to include changing the name of the Health Scrutiny Committee to Health and Adult Social Care Scrutiny Committee” Minutes, 20 April 2026 ↗
“It was heard that since 2022, the Council had adopted a Member Empowerment Fund” Minutes, 17 June 2025 ↗
“Approved the implementation of the Ward Member Empowerment Fund as shown at Appendix A.” Minutes, 17 June 2025 ↗
“Renaming the policy to Ward Member Empowerment Fund” Minutes, 17 June 2025 ↗
“Rename the service to the Integrated Community Equipment Loan Service (ICELS).” Minutes, 9 September 2025 ↗
“Approved the procurement of a new Integrated Community Equipment Service contract, in partnership with West Northamptonshire Council (WNC) and the Northamptonshire Integrated Care Board (ICB)” Minutes, 9 September 2025 ↗
“The rationale behind this change is to remind people in receipt of equipment, that it is loaned” Minutes, 9 September 2025 ↗
“Do you support this name? ALL – Yes.” Minutes, 17 July 2025 ↗
“Resident Wellbeing Check – 6 votes” Minutes, 17 July 2025 ↗
“Shall we go with Stay in Touch Visit / Resident Wellbeing Check?” Minutes, 17 July 2025 ↗
“We need to rename – as with stock condition surveys – as people have been put off.” Minutes, 17 July 2025 ↗
“He welcomed the proposal to change the name of the Corporate Plan” Minutes, 15 July 2025 ↗
“A more engaging name for the Plan would be developed ready for when public consultation begins.” Minutes, 15 July 2025 ↗
“880 Corporate Plan 2025-2029 The Chair invited Cllr Trevor Conway to address the Executive regarding the Corporate Plan 2025-2029.” Minutes, 11 November 2025 ↗