North Northamptonshire Council

The committee supported a policy direction to transition currently externally operated leisure centres to an in-house delivery model using the community plus service offer. This sets the strategic operating model for leisure services and confirms a phased transition aligned to current contract end dates in 2027-28.

The Executive approved a shift to a single in-house leisure management model delivered through a new Community Plus offer. The policy is framed as a strategic move to improve consistency, social value and financial sustainability across North Northamptonshire, with a phased transfer from 2027-2028.

The Executive approved write-off of 14 irrecoverable business rates accounts totalling £1.147 million. Officers said the debts were linked to administration, liquidation, bankruptcy, dissolution or court order and were covered by the council’s bad debt provision. The council noted strong collection performance overall and no new budget pressure from the write-offs.

The domestic abuse and sexual violence strategy has been informed by a procurement exercise for a new safe accommodation contract that is currently out to tender. This is a live opportunity for providers of refuge and wraparound domestic abuse support.

The committee approved replacing the existing warded structure for RNS town council with an unwarded structure and increasing councillor numbers from 12 to 15.

The Executive approved disposal of the council-owned Booth Drive site to Kettering General Hospital NHS Foundation Trust for a community diagnostic centre and elective orthopaedic hub. The disposal is expected to generate a capital receipt in excess of £1m and reduce holding costs on a surplus asset.

The Executive considered major Q1 finance and performance pressures, approved a new in-house leisure operating model, backed a Wellingborough town centre regeneration framework, approved a professional services/construction procurement framework, recommissioned holiday activities and food provision, supported disposal of land for a community diagnostic centre, and adopted the Grafton Underwood neighbourhood plan. The main procurement themes were significant service pressure in children’s services, adult social care and SEND; a £50m open framework for construction/professional services; a £365k investment in performance reporting; and a phased transition to an in-house leisure model with a contested crèche closure.

The committee scrutinised phase 2 options for North Northamptonshire’s leisure services and backed a community plus, in-house delivery model. Discussion focused on financial modelling, staffing, concession policy, asset implications such as Corby Crash and Corn Market Hall, and longer-term capital investment needs across the leisure estate. Members also raised marketing, rural access, social value measurement, and the need for clearer reporting on transition costs and stakeholder consultation.