The Cabinet of West Northamptonshire Council met on Tuesday 5 May 2026 to discuss a range of important issues, including the future of waste collection services, a new youth strategy, and a domestic abuse and sexual violence strategy. Key decisions were made regarding the commencement of processes to bring waste collection services in-house and to harmonise residual waste collection to a three-weekly frequency.

Waste Collection and Street Cleansing Services from 2028

The Cabinet approved the recommendation to commence the processes necessary to bring waste collection and street cleansing services in-house, to be delivered by a team employed by West Northamptonshire Council, with a start date of June 2028. This decision follows a review supported by independent consultants and a cross-party working group, with market engagement with the waste industry. Alongside bringing services in-house, the residual waste collection frequency for properties with individual wheeled bins in the former South Northamptonshire and Northampton areas will change from fortnightly to every three weeks by Spring 2027, aligning with the Daventry area. This change is anticipated to improve recycling rates and generate cost savings, though it was noted that only residents with wheelie bins will be affected, with no change for those using sacks or communal bins. Food waste will continue to be collected weekly. The Cabinet also approved the procurement of necessary contracts to support the in-house delivery, including fleet, vehicle maintenance, fuel, in-cab digital systems, and contracts for the haulage and treatment of recyclable and waste materials. Authority was delegated to the Executive Director for Place, Economy and Environment, in consultation with the Portfolio Holder for Environment, Recycling and Waste, and the Executive Director for Resources, to finalise specifications, policies, and make decisions related to the procurement processes.

During the discussion, concerns were raised by councillors regarding potential increases in rubbish and fly-tipping, particularly in densely populated areas like Northampton. A petition signed by nearly 2,000 residents was also highlighted. Assurances were sought regarding the costings for future refuse collection vehicle procurement and the need for a robust plan to tackle fly-tipping. It was clarified that approximately 400 streets in Northampton would retain a two-weekly collection. The Cabinet also approved the recommended timetable for implementation of these proposals.

West Northamptonshire Youth Strategy (2026-2030)

The Cabinet approved the adoption and implementation of the West Northamptonshire Youth Strategy for 2026-2030. The development of this strategy involved significant input from youth ambassadors, whose voices are reflected in its six key priorities. Councillors expressed support for the strategy, particularly its focus on tackling inequality and partnership working with the voluntary sector. However, concerns were raised about the need for a strong implementation plan with adequate budget to match the strategy's ambitions, and the placement of existing family hubs. The Director of Children's Services confirmed that a draft delivery strategy is in place and that partners will be involved, with ongoing work to identify youth clubs in the area.

Domestic Abuse and Sexual Violence Strategy 2026-2030

The Cabinet approved the Domestic Abuse and Sexual Violence Strategy 2026-2030, which fulfils a statutory duty under the Domestic Abuse Act 2021. Councillor Charlie Hastie, introducing the report, highlighted that the strategy aims to ensure victims are believed and supported, and those causing harm are challenged, with a strong focus on early intervention and support for all victims, including men and minority groups. The strategy includes five shared objectives and will be overseen by a multi-agency board, with a detailed implementation plan and a mid-term review scheduled for 2028.

A member of the public, Hannah Martin, addressed the meeting, acknowledging the strategy's ambition but seeking clarity on how success would be measured, the importance of victims feeling safer and trusting services, and the funding allocated for its transformational delivery. Councillors echoed concerns about whether the appropriate budget had been allocated and the governance structure of the strategy, suggesting it should not duplicate existing structures and should be underpinned by strong scrutiny. Councillor Hastie emphasised the importance of listening to victims and the role of education about healthy relationships, housing, and community. The Corporate Director for Housing and Communities, Jane Carr, clarified that funding for the Sunflower Centre had increased.

Approval of the proposed process for the completion and submission of the Local SEND Reform Plan

The Cabinet delegated authority to the Director of Children's Services, in consultation with the Section 151 Officer, the Leader of the Council, and the Portfolio Holder for Children's Services, to approve and submit the Local SEND Reform Plan and Maturity Matrix. This decision was made in response to a demanding timetable set by the Government. Councillors acknowledged the report's good understanding of current needs but raised concerns about funding, specifically the overspend on the SEND block of the Dedicated Schools Grant, and the need for discussions with the Department for Education. Concerns were also expressed about the lack of member engagement in shaping the plan, despite the tight timescales. The Director of Children's Services noted the challenging timescales, particularly during the Easter break, which made it impossible to bring the plan to scrutiny.

Review of the Housing Allocations Policy

The Cabinet approved the adoption and implementation of the proposed Housing Allocation Policy. Local authorities are legally required to maintain such a policy, and the current one, introduced in 2024, has seen a 79% increase in applications, outstripping resources. The proposed policy is designed to be legally compliant and meet regulatory requirements. Key changes include introducing a Band B Succession for successors needing alternative accommodation, changing the local connection eligibility to three years out of five years residency, and removing the 90-minute commute clause for employment eligibility.

Other amendments include requiring close family members to have lived in West Northamptonshire for a minimum of five years continuously, moving supported move-on applicants from Band A to Band B initially, and allocating homeless applicants owed a Main Duty to Band A, with others in Band B or C. The policy also addresses vulnerable applicants, including rough sleepers and sofa surfers, and introduces a 12-month exclusion period for those who have deliberately worsened their housing situation. The number of bids allowed per cycle will increase to five, with auto-bidding introduced for certain bands. Offers will be provisional, subject to pre-tenancy checks, and domestic abuse survivors will be offered properties at least five miles away from their risk area. The policy also introduces income thresholds for applicants and increases the assessment period from 33 to 42 calendar days. Housing debt limits are set at a maximum of £1,000 with a 12-week payment plan.

Adoption of Contaminated Land Strategy, Cost Recovery and Hardship Policy

The Cabinet approved the adoption of the Contaminated Land Strategy and Hardship Policy, replacing predecessor authority policies. The policy aims to ensure that polluters and landowners bear the costs of addressing contaminated land before the Council, thereby reducing the risk to taxpayers. Questions were raised about the absence of entries on the Council's public register of contaminated land and whether this reflected a lack of awareness of problems. Councillor Andrew Last explained that testing is risk-led and that the policy seeks to minimise taxpayer funding.

Asset Management Plan

The Cabinet approved the Asset Management Plan as appended to the report, which is required for managing the Council's estate. The plan acknowledges a maintenance budget of £1.4 million but also a significant maintenance backlog. It sets out priorities for a well-maintained and fit-for-purpose estate, described as evidence-based and honest about the scale of the challenge. Councillors sought clarification on red lines for heritage assets and suggested further refinement of the plan's broad targets. Councillor John Slope described the plan as a work in progress representing a positive direction of travel.