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RESOLVED
 

That the Executive:

 

a)     
Noted and commented on the work undertaken to date
on the development of the North Northamptonshire Vision (attached
as Appendix A)
 

b)     
Agreed that the Leader and Chief Executive lead on
the development of the Big 50 Conference, to be held late Spring
2023.
 

c)     
Noted that the outcomes of the Conference and the
final vision document will be further considered by the Executive
along with a proposed commitment to deliver the Council’s
role within the action plan.

         

 

Reason for Recommendations – Local councils are ideally placed to act as place shapers and
enablers of change in their area.  North
Northamptonshire Council, in its Corporate Plan adopted in December
2021, made a clear commitment to working in partnership with a wide
range of organisations from public, private and voluntary sectors to help improve the
quality of life in North Northamptonshire.  The work on setting out a broader, longer-term
vision for North Northamptonshire represents the next natural step
in the achievement of this aim.  A
shared vision for the future of North Northamptonshire will help
focus the efforts of organisations working locally on achieving a
common set of priorities and goals for the area. The
recommendations ensure that progress to date on setting out a wider
vision is understood and that the future activities required to
manage a transparent, inclusive and
engaging process are in place.
 
Alternative Options Considered:
 

i)       
Continue ‘as is’. In practical terms, this would mean
continuing to focus on the Council’s own vision and leaving
partner agencies to focus on theirs. 
There is nothing wrong with this approach.  Indeed, there is already a lot of activity focused
on aligning approaches and target outcomes which are embedded in
the current ways of working. It does however still leave a gap in
terms of a common and widely accepted vision for the area that cuts
across all sectors and partners.

 

ii)     
Develop a future vision without
facilitating wider partner engagement this is not considered a
viable option.  For the future vision to
be effective, it needs to be jointly developed and jointly owned.
In writing a future vision in isolation the Council would do little
to engage partners and encourage ownership and would not be
utilising its unique position as an enabler and shaper of future
place.