New Forest Borough Council
Councillors:
48
Wards:
28
Committees:
14
Meetings (2026):
65
Meetings (2025):
80
Meeting
Cabinet - New Forest
Meeting Times
Scheduled Time
Start:
Wednesday, 1st July 2026
10:00 AM
Wednesday, 1st July 2026
10:00 AM
End:
Wednesday, 1st July 2026
2:00 PM
Wednesday, 1st July 2026
2:00 PM
Meeting Status
Status:
Confirmed
Confirmed
Date:
01 Jul 2026
01 Jul 2026
Location:
Council Chamber - Appletree Court, Beaulieu Road, Lyndhurst, SO43 7PA
Council Chamber - Appletree Court, Beaulieu Road, Lyndhurst, SO43 7PA
Meeting Attendees
Officer
Chief Executive
Kate Ryan
In attendance
Officer
Strategic Director of Corporate Resources (Section 151 Officer)
Alan Bethune
In attendance
Officer
Democratic Services Officer
Joe Tyler
In attendance
Officer
Service Manager Housing Mechanical and Engineering
Ben Close
In attendance
Officer
Assistant Director Transformation
Rebecca Drummond
In attendance
Officer
Interim Assistant Director of Legal Services
Jamie Hollis
In attendance
Officer
Donna Langfield
In attendance
Officer
Service Manager - Waste and Transport
Liz Mockeridge
In attendance
Officer
Assistant Director Place Operations
Chris Noble
In attendance
Officer
Assistant Director - Regeneration and Assets
Paul Thomas
In attendance
Officer
Service Lead for Estates, Valuations and Facilities
Samantha Wills
In attendance
Officer
Assistant Director - Strategy and Engagement
Matt Wisdom
In attendance
Officer
Performance & Insight Manager
Saqib Yasin
In attendance
Agenda
0
Apologies
Apologies were received from Cllr G Blunden.
Minutes
1
Leader's Announcements
Minutes
The Leader announced that, against a backdrop of Local Government Reorganisation work and the challenges caused by the recent heatwave, the Council’s teams had continued to support residents, businesses, and communities across the district.
The Leader was fortunate to recently attend the New Forest Business Show - a fantastic event and a real showcase of the strength of the diverse business community.
New Forest District Council’s (NFDC) stand was busy throughout the day, with officers providing advice, making connections, and highlighting the support available. What stood out most was the strong appetite from businesses to grow, innovate and develop their workforce.
The Council’s revised Economic Development Strategy will play a significant part in setting out a clear plan for the next five years to help drive jobs, support businesses, attract investment and strengthen our town centres, ensuring the New Forest is well placed for the future. The Leader explained that, following approval by Cabinet last month, the Strategy would go before Full Council later in July.
The Council were also encouraging community groups, charities, schools, and other organisations to apply for funding, with up to £100,000 available to support infrastructure projects from 2027. The funding is available through the Community Infrastructure Levy and applications could be submitted until 7 August. The Leader urged all Councillors to encourage their constituents to apply for funding.
The Council supported Armed Forces Week by welcoming our ex-forces staff and Officers from the 17 Port and Maritime Regiment RLC, in a small ceremony led by NFDC’s Chairman, who raised the Armed Forces Flag in the grounds of Appletree Court.
The Leader was proud to be at the recent staff event where NFDC celebrated their wonderful work with an awards ceremony. The Leader spent a joyful few hours reading through all the fantastic nominations that were put forward for an award, and it was one of the most heartwarming things she had done in her time as Leader. She expressed how the Council had an incredible team and that it was a privilege to acknowledge so many services and outstanding individuals who support residents and make the district a wonderful place to live, work and thrive.
The Leader was fortunate to recently attend the New Forest Business Show - a fantastic event and a real showcase of the strength of the diverse business community.
New Forest District Council’s (NFDC) stand was busy throughout the day, with officers providing advice, making connections, and highlighting the support available. What stood out most was the strong appetite from businesses to grow, innovate and develop their workforce.
The Council’s revised Economic Development Strategy will play a significant part in setting out a clear plan for the next five years to help drive jobs, support businesses, attract investment and strengthen our town centres, ensuring the New Forest is well placed for the future. The Leader explained that, following approval by Cabinet last month, the Strategy would go before Full Council later in July.
The Council were also encouraging community groups, charities, schools, and other organisations to apply for funding, with up to £100,000 available to support infrastructure projects from 2027. The funding is available through the Community Infrastructure Levy and applications could be submitted until 7 August. The Leader urged all Councillors to encourage their constituents to apply for funding.
The Council supported Armed Forces Week by welcoming our ex-forces staff and Officers from the 17 Port and Maritime Regiment RLC, in a small ceremony led by NFDC’s Chairman, who raised the Armed Forces Flag in the grounds of Appletree Court.
The Leader was proud to be at the recent staff event where NFDC celebrated their wonderful work with an awards ceremony. The Leader spent a joyful few hours reading through all the fantastic nominations that were put forward for an award, and it was one of the most heartwarming things she had done in her time as Leader. She expressed how the Council had an incredible team and that it was a privilege to acknowledge so many services and outstanding individuals who support residents and make the district a wonderful place to live, work and thrive.
2
Minutes
To confirm the minutes of the meeting held on 3 June 2026 as a correct record.
Minutes
RESOLVED:
That the minutes of the meeting held on 3 June 2026 be confirmed and signed.
That the minutes of the meeting held on 3 June 2026 be confirmed and signed.
3
Declarations of Interest
To note any declarations of interest made by members in connection with an agenda item. The nature of the interest must also be specified.
Members are asked to discuss any possible interests with Democratic Services prior to the meeting.
Members are asked to discuss any possible interests with Democratic Services prior to the meeting.
Minutes
There were no declarations of any disclosable pecuniary interests made by Cabinet Members.
4
Public Participation
To receive any public participation in accordance with the Council’s public participation scheme.
Minutes
There was no public participation.
5
Corporate Plan: Key Performance Data for quarter 4 2025-2026, and target refresh for 2026-27
Attachments:
- Document Report - Corporate Plan Key Performance Data for quarter 4 2025-2026, and target refresh for 2026-27 23 Jun 2026
- Document Appendix 1 - Corporate Performance Dashboards Q1-4 2025-26 23 Jun 2026
- Document Appendix 2 - Target Refresh Summary 23 Jun 2026
Minutes
RESOLVED:
That Cabinet approved the Q4 2025-2026 dashboard as well as the target refresh and considered matters arising from the Overview and Scrutiny Panels.
KEY DECISION:
No.
PORTFOLIO:
Leader.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Leader introduced the item and explained that the report and the performance data were a valuable measure by which to keep driving the Corporate Plan objectives. The Leader was pleased to see that performance remained strong and that the Council continued to deliver positive outcomes for its residents. It was also pleasing to see a refinement of the targets and an update to the performance indicators which kept the measures meaningful, challenging and aligned with the Council’s operations.
The Performance and Insight Manager explained that the Q4 Dashboard had been presented to each of the Council’s three Overview and Scrutiny Panels. The Panels scrutinised and commented on the performance data and their comments were captured in the report to Cabinet. The Place and Sustainability Overview and Scrutiny Panel had requested an updated metric for net dwelling supply, the Housing and Communities Overview and Scrutiny Panel requested the inclusion of electrical safety checks in the safety and equality measure and the Resources and Transformation Overview and Scrutiny Panel provided valuable comments and there were additional questions directed to the HR Committee. The service proposed to revise the household waste measure to a cumulative figure rather than a quarter-on-quarter figure and a fly tipping target was being considered by the service.
A non-Cabinet member referred to point 8 in the ‘People’ dashboard and expressed concern over the number of vulnerable residents who had been or were at risk of being the victims of financial scams or fraud and whether there was any training or awareness sessions available to them and why this specific measure was rated as ‘not-applicable’. The Performance and Insight Manager explained that this was a ‘monitor’ KPI and that it was delivered by partners with Council support.
The Chief Executive reminded members that the recommendations included the recommendations from the Overview and Scrutiny Panels and their suggestions on improving the KPIs.
That Cabinet approved the Q4 2025-2026 dashboard as well as the target refresh and considered matters arising from the Overview and Scrutiny Panels.
KEY DECISION:
No.
PORTFOLIO:
Leader.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Leader introduced the item and explained that the report and the performance data were a valuable measure by which to keep driving the Corporate Plan objectives. The Leader was pleased to see that performance remained strong and that the Council continued to deliver positive outcomes for its residents. It was also pleasing to see a refinement of the targets and an update to the performance indicators which kept the measures meaningful, challenging and aligned with the Council’s operations.
The Performance and Insight Manager explained that the Q4 Dashboard had been presented to each of the Council’s three Overview and Scrutiny Panels. The Panels scrutinised and commented on the performance data and their comments were captured in the report to Cabinet. The Place and Sustainability Overview and Scrutiny Panel had requested an updated metric for net dwelling supply, the Housing and Communities Overview and Scrutiny Panel requested the inclusion of electrical safety checks in the safety and equality measure and the Resources and Transformation Overview and Scrutiny Panel provided valuable comments and there were additional questions directed to the HR Committee. The service proposed to revise the household waste measure to a cumulative figure rather than a quarter-on-quarter figure and a fly tipping target was being considered by the service.
A non-Cabinet member referred to point 8 in the ‘People’ dashboard and expressed concern over the number of vulnerable residents who had been or were at risk of being the victims of financial scams or fraud and whether there was any training or awareness sessions available to them and why this specific measure was rated as ‘not-applicable’. The Performance and Insight Manager explained that this was a ‘monitor’ KPI and that it was delivered by partners with Council support.
The Chief Executive reminded members that the recommendations included the recommendations from the Overview and Scrutiny Panels and their suggestions on improving the KPIs.
6
Corporate Plan: Annual Performance Report 2025-26
Attachments:
- Document Report - Corporate Plan Annual Performance Report 2025-26 23 Jun 2026
- Document Appendix 1 - Annual Performance Report 2025 - 2026 23 Jun 2026
Minutes
RESOLVED:
That Cabinet reviewed the Corporate Plan: Annual Performance Report 2025-2026 and approved publishing to the Council’s website.
KEY DECISION:
No.
PORTFOLIO:
Leader.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Leader introduced the item and explained that despite the challenging year in the context of Local Government Reorganisation (LGR), the Annual Performance Report represented NFDC’s many significant achievements, set against the Council’s priorities. The report also reflected feedback from the Corporate Peer Challenge’s follow up visit. The Leader was proud that NFDC continued to deliver excellent services for its residents.
The Performance and Insight Manager explained that the report contained the headline achievements and narratives behind the corporate dashboards and thanked the Strategic Support Manager for her work on authoring much of the report.
A non-Cabinet member asked whether any changes needed to be made to the Corporate Plan given the expected 2-year lifetime of NFDC given LGR. The Leader reassured members that lots of work had already been completed on this, with some reprioritisation of the Corporate Plan priorities. The Council also kept their priorities under review and the wider PMO ensured that resource allocation was aligned to the Corporate Plan and to the LGR workstream.
The Portfolio Holder for Finance and Corporate acknowledged the difficult position that NFDC was in given LGR. Given the uncertainty surrounding Government timetables, NFDC must continue to deliver vital services.
A non-Cabinet member commented that NFDC must be able to influence the quality of services in the new authorities post-LGR by handing over strong and well-managed services.
That Cabinet reviewed the Corporate Plan: Annual Performance Report 2025-2026 and approved publishing to the Council’s website.
KEY DECISION:
No.
PORTFOLIO:
Leader.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Leader introduced the item and explained that despite the challenging year in the context of Local Government Reorganisation (LGR), the Annual Performance Report represented NFDC’s many significant achievements, set against the Council’s priorities. The report also reflected feedback from the Corporate Peer Challenge’s follow up visit. The Leader was proud that NFDC continued to deliver excellent services for its residents.
The Performance and Insight Manager explained that the report contained the headline achievements and narratives behind the corporate dashboards and thanked the Strategic Support Manager for her work on authoring much of the report.
A non-Cabinet member asked whether any changes needed to be made to the Corporate Plan given the expected 2-year lifetime of NFDC given LGR. The Leader reassured members that lots of work had already been completed on this, with some reprioritisation of the Corporate Plan priorities. The Council also kept their priorities under review and the wider PMO ensured that resource allocation was aligned to the Corporate Plan and to the LGR workstream.
The Portfolio Holder for Finance and Corporate acknowledged the difficult position that NFDC was in given LGR. Given the uncertainty surrounding Government timetables, NFDC must continue to deliver vital services.
A non-Cabinet member commented that NFDC must be able to influence the quality of services in the new authorities post-LGR by handing over strong and well-managed services.
7
Annual Complaints Performance and Service Improvement Report 2025/26
Attachments:
- Document Report - Annual Complaints Performance and Service Improvement Report 25_26 23 Jun 2026
- Document Appendix 1 - Annual Complaints Performance and Service Improvement Report 23 Jun 2026
- Document Appendix 2 - Complaint Handling Code Self Assessments 23 Jun 2026
- Document Appendix 3 - Draft Governing Body's Response 23 Jun 2026
Minutes
RESOLVED:
That Cabinet:
1. Approved the Annual Complaints Performance and Service Improvement 2025/2026 report.
2. Approved the self-assessments against the Complaint Handling Codes.
3. Approved the governing body’s response to the Annual Complaints Performance and Service Improvement Report 2025/2026.
KEY DECISION:
Yes.
PORTFOLIO:
Finance and Corporate
Housing and Homelessness.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Finance and Corporate introduced the item and explained that the report covered complaints across all services over the last year. He expressed that though the number of complaints had increased, this was a reflection on how easy NFDC had made it for comments and feedback from residents and service users. The Portfolio Holder wanted to encourage residents to feed back to the Council. The report also showed the impact that the Waste Service rollout had on the volume of complaints. The report complied with the Ombudsmen’s’ code of practice, as did the self-assessments/ the Portfolio Holder explained that he received regular updates on complaints and handling of feedback.
The Portfolio Holder for Housing and Homelessness explained that the report provided an analysis of complaint handling performance in the Council’s capacity as landlord. This responsibility fell under the jurisdiction of the Housing Ombudsman and the report and self-assessment had been submitted to the Housing Ombudsman, in line with its handling code. He was pleased that the Council dealt with complaints effectively and learned from feedback received in order to drive improvement across all areas for residents.
The Interim Assistant Director Legal explained that the Council was under the jurisdiction of two Ombudsman in relation to complaints handling, both of which have complaint handling codes that the Council must comply with. The Annual Report was one of the requirements within the codes, as was self-assessment, and the need for Cabinet as the governing body to approve a response to the Annual Report. The Interim Assistant Director Legal highlighted various sections of the report. He explained that only three complaints had been upheld by the relevant Ombudsman during the 2025/26 period.
The Portfolio Holder for Planning and Economy referred members to the various compliments received by residents and service users. He congratulated staff on their hard work in delivering services and how this was reflected by the compliments received.
A non-Cabinet member acknowledged the number of positives to take from the report, such as compliments received, and expressed that the ‘Learning’ section of the report was also a positive sign that the Council was willing to take feedback seriously and learn from it. The Leader acknowledged this and referenced the learning that the Council had undertaken following phases one and two of the new Waste Service rollout and how this learning went into phase three of the rollout.
Another non-Cabinet member explained that the number of complaints received by local authorities was increasing nationally and that members must take into consideration the very small percentage of complaints received when weighed against the number and scale of services provided by the Council.
That Cabinet:
1. Approved the Annual Complaints Performance and Service Improvement 2025/2026 report.
2. Approved the self-assessments against the Complaint Handling Codes.
3. Approved the governing body’s response to the Annual Complaints Performance and Service Improvement Report 2025/2026.
KEY DECISION:
Yes.
PORTFOLIO:
Finance and Corporate
Housing and Homelessness.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Finance and Corporate introduced the item and explained that the report covered complaints across all services over the last year. He expressed that though the number of complaints had increased, this was a reflection on how easy NFDC had made it for comments and feedback from residents and service users. The Portfolio Holder wanted to encourage residents to feed back to the Council. The report also showed the impact that the Waste Service rollout had on the volume of complaints. The report complied with the Ombudsmen’s’ code of practice, as did the self-assessments/ the Portfolio Holder explained that he received regular updates on complaints and handling of feedback.
The Portfolio Holder for Housing and Homelessness explained that the report provided an analysis of complaint handling performance in the Council’s capacity as landlord. This responsibility fell under the jurisdiction of the Housing Ombudsman and the report and self-assessment had been submitted to the Housing Ombudsman, in line with its handling code. He was pleased that the Council dealt with complaints effectively and learned from feedback received in order to drive improvement across all areas for residents.
The Interim Assistant Director Legal explained that the Council was under the jurisdiction of two Ombudsman in relation to complaints handling, both of which have complaint handling codes that the Council must comply with. The Annual Report was one of the requirements within the codes, as was self-assessment, and the need for Cabinet as the governing body to approve a response to the Annual Report. The Interim Assistant Director Legal highlighted various sections of the report. He explained that only three complaints had been upheld by the relevant Ombudsman during the 2025/26 period.
The Portfolio Holder for Planning and Economy referred members to the various compliments received by residents and service users. He congratulated staff on their hard work in delivering services and how this was reflected by the compliments received.
A non-Cabinet member acknowledged the number of positives to take from the report, such as compliments received, and expressed that the ‘Learning’ section of the report was also a positive sign that the Council was willing to take feedback seriously and learn from it. The Leader acknowledged this and referenced the learning that the Council had undertaken following phases one and two of the new Waste Service rollout and how this learning went into phase three of the rollout.
Another non-Cabinet member explained that the number of complaints received by local authorities was increasing nationally and that members must take into consideration the very small percentage of complaints received when weighed against the number and scale of services provided by the Council.
8
Financial Monitoring Report (Provisional Budget Outturn 2025/26)
Attachments:
- Document Report - Financial Monitoring Report - Outturn 25.26 23 Jun 2026
Minutes
RESOLVED:
That Cabinet:
1. noted the provisional outturn of the General Fund, HRA, and Capital budgets for 2025/26.
2. noted the year-end rephasing, as included in the provisional outturn figures.
3. approved consolidating £186,000 of redundant reserves into the Corporate Priorities Reserve to support delivery of the Council’s Corporate Plan.
That Cabinet recommends that Council:
4. approve allocating the provisional outturn of £591,000 as follows:
a) £500,000 to create a new Staff Retention Reserve.
b) £91,000 to enhance the Corporate Priorities Reserve
5. approve that authority is delegated to the Chief Executive in consultation with the Leader to drawdown funds from the Staff Retention Reserve to cover the cost of retention arrangements, in accordance with the adopted Market Supplement policy.
6. approve increasing principal repayment of debt within the HRA by £880,000.
KEY DECISION:
Report to Cabinet and Council.
PORTFOLIO:
Finance and Corporate
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Finance and Corporate introduced the item and explained that the Council remained in a strong financial position and was pleased that NFDC committed to an ethos of sound financial management. He referred to the provisional surplus of £591,000 within the General Fund which enabled the Council to set up the Staff Retention Reserve, with a transfer of £500,000 and to enhance the Council’s Corporate Priorities Reserve with the remaining balance. He explained that this had all been achieved despite the challenges posed by LGR. Furthermore, there was a provisional surplus of £880,000 from the Housing Revenue Account (HRA) which was recommended to be used to reduce the Capital Financing Costs. The Council also continued to support its Capital Investment Plan, with spend of £44 million for the year. He thanked all staff for their work and expressed how this report and all the work that lay behind it could only be delivered by the exceptional staff at NFDC.
The Strategic Director for Corporate Resources and S151 Officer was pleased to see an overall positive position for the Council’s finances, with specific reference to the Council’s surpluses across the General Fund and the HRA for 2025-2026 and also the value of the Capital Programme that had been delivered. The Finance team were currently working with all Service Managers and budget responsible officers to work through the position and confirm the savings that are either one or off or could contribute toward the 2027-2028 financial position. Currently, there was an expected deficit of £1.499m for 2027-2028. Finally, he explained that the recommendations proposed to use the surplus in a prudent and strategic manner rather than supporting ongoing expenditure. The Staff Retention reserve was sensible, as was the adoption of the principle to reduce the Council’s interest payments within the HRA. This financial report was provisional and would still need to go through the annual external audit process, but overall, the Strategic Director Corporate Resources and S151 Officer was happy with the financial position and the Council’s standing in the face of future challenges.
A non-Cabinet member agreed that staff had worked extremely hard in achieving the current financial position. He expressed the view that the Council was underspending given the large amount of revenue and income. He suggested that car-parking charges were revisited.
The Portfolio Holder for Finance and Corporate explained that revenue continued to rise and that revenue from car parks in the New Forest was in the region of £5mil in the last year. He commented further that this figure was achieved whilst remaining one of the cheapest areas in the country for car parking.
That Cabinet:
1. noted the provisional outturn of the General Fund, HRA, and Capital budgets for 2025/26.
2. noted the year-end rephasing, as included in the provisional outturn figures.
3. approved consolidating £186,000 of redundant reserves into the Corporate Priorities Reserve to support delivery of the Council’s Corporate Plan.
That Cabinet recommends that Council:
4. approve allocating the provisional outturn of £591,000 as follows:
a) £500,000 to create a new Staff Retention Reserve.
b) £91,000 to enhance the Corporate Priorities Reserve
5. approve that authority is delegated to the Chief Executive in consultation with the Leader to drawdown funds from the Staff Retention Reserve to cover the cost of retention arrangements, in accordance with the adopted Market Supplement policy.
6. approve increasing principal repayment of debt within the HRA by £880,000.
KEY DECISION:
Report to Cabinet and Council.
PORTFOLIO:
Finance and Corporate
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Finance and Corporate introduced the item and explained that the Council remained in a strong financial position and was pleased that NFDC committed to an ethos of sound financial management. He referred to the provisional surplus of £591,000 within the General Fund which enabled the Council to set up the Staff Retention Reserve, with a transfer of £500,000 and to enhance the Council’s Corporate Priorities Reserve with the remaining balance. He explained that this had all been achieved despite the challenges posed by LGR. Furthermore, there was a provisional surplus of £880,000 from the Housing Revenue Account (HRA) which was recommended to be used to reduce the Capital Financing Costs. The Council also continued to support its Capital Investment Plan, with spend of £44 million for the year. He thanked all staff for their work and expressed how this report and all the work that lay behind it could only be delivered by the exceptional staff at NFDC.
The Strategic Director for Corporate Resources and S151 Officer was pleased to see an overall positive position for the Council’s finances, with specific reference to the Council’s surpluses across the General Fund and the HRA for 2025-2026 and also the value of the Capital Programme that had been delivered. The Finance team were currently working with all Service Managers and budget responsible officers to work through the position and confirm the savings that are either one or off or could contribute toward the 2027-2028 financial position. Currently, there was an expected deficit of £1.499m for 2027-2028. Finally, he explained that the recommendations proposed to use the surplus in a prudent and strategic manner rather than supporting ongoing expenditure. The Staff Retention reserve was sensible, as was the adoption of the principle to reduce the Council’s interest payments within the HRA. This financial report was provisional and would still need to go through the annual external audit process, but overall, the Strategic Director Corporate Resources and S151 Officer was happy with the financial position and the Council’s standing in the face of future challenges.
A non-Cabinet member agreed that staff had worked extremely hard in achieving the current financial position. He expressed the view that the Council was underspending given the large amount of revenue and income. He suggested that car-parking charges were revisited.
The Portfolio Holder for Finance and Corporate explained that revenue continued to rise and that revenue from car parks in the New Forest was in the region of £5mil in the last year. He commented further that this figure was achieved whilst remaining one of the cheapest areas in the country for car parking.
9
Housing Annual Compliance Report
Attachments:
- Document Report - Housing Annual Compliance Report 23 Jun 2026
Minutes
RESOLVED:
That Cabinet noted the end of year compliance report for Housing compliance and acknowledged the level of assurance it provides.
KEY DECISION:
No.
PORTFOLIO:
Housing and Homelessness
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Housing and Homelessness introduced the item and explained that he was delighted at the significant amount of positive work that had been undertaken in the Housing service. He referred to the major measures relating to housing and explained that, despite not being a statutory measuring requirement, the Council went above and beyond in its asbestos mitigation. He thanked the Service Manager for their efforts on this.
The Service Manager of Mechanical and Engineering explained that the Annual Compliance Report had been considered by EMT in May and the Housing and Communities Overview and Scrutiny Panel in June, which provided a high level of assurance. The report had been positively received, with reference to specific highlights such as the 91% of home condition survey coverage, a high level of repairs undertaken despite a demand, 99% of electrical safety within the housing stock and coverage of asbestos domestic surveys hitting 50% which was above the national average.
The Chairman of the Housing and Communities Overview and Scrutiny Panel congratulated the service for work that had gone into the complex, logistical exercise of combining all the various areas of compliance. He expressed that the skills of the staff were excellent.
A non-Cabinet member commented on the challenges facing NFDC and in transferring the housing service to the new unitary authorities in the future. He expressed that the key element in a transfer to the new authorities was to leave residents in the best position possible for the future.
That Cabinet noted the end of year compliance report for Housing compliance and acknowledged the level of assurance it provides.
KEY DECISION:
No.
PORTFOLIO:
Housing and Homelessness
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Housing and Homelessness introduced the item and explained that he was delighted at the significant amount of positive work that had been undertaken in the Housing service. He referred to the major measures relating to housing and explained that, despite not being a statutory measuring requirement, the Council went above and beyond in its asbestos mitigation. He thanked the Service Manager for their efforts on this.
The Service Manager of Mechanical and Engineering explained that the Annual Compliance Report had been considered by EMT in May and the Housing and Communities Overview and Scrutiny Panel in June, which provided a high level of assurance. The report had been positively received, with reference to specific highlights such as the 91% of home condition survey coverage, a high level of repairs undertaken despite a demand, 99% of electrical safety within the housing stock and coverage of asbestos domestic surveys hitting 50% which was above the national average.
The Chairman of the Housing and Communities Overview and Scrutiny Panel congratulated the service for work that had gone into the complex, logistical exercise of combining all the various areas of compliance. He expressed that the skills of the staff were excellent.
A non-Cabinet member commented on the challenges facing NFDC and in transferring the housing service to the new unitary authorities in the future. He expressed that the key element in a transfer to the new authorities was to leave residents in the best position possible for the future.
10
SAMP and Action Plan progress update
Attachments:
Minutes
RESOLVED:
That Cabinet:
1. Noted the progress made in the first year of delivery of the Strategic Asset Management Plan (SAMP) since its adoption in July 2025.
2. Agreed the proposed procurement approach to deliver the capital project delivery model for the replacement and refurbishment of Public Conveniences, informed by usage data, condition, location, and future delivery of broader strategic plans.
3. Approved the shortlist of potential asset transfers to Town & Parish councils for final legal and planning due diligence to progress the Community Asset Transfer (CAT) workstream of the SAMP.
KEY DECISION:
Yes.
PORTFOLIO:
Corporate and Finance.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Corporate and Finance introduced the item and explained that the Strategic Asset Management Plan (SAMP) contains incredibly complex pieces of work and that he commended all officers involved. The Portfolio Holder explained that the public conveniences at Library Road, Totton had been reviewed following Member discussion, and the site was no longer proposed to form part of the initial procurement programme for full replacement. Notwithstanding this, there remained an in-principle recognition that the existing Public Convenience provision in Totton was not fit for purpose in its current form and was likely to require replacement, removal, or relocation in the medium-term dependant on the decisions of the new Unitary Authority in relation to the Totton Masterplan. The future of Public Convenience provision in Totton is therefore expected to be considered as part of the wider town centre master planning work.
The Portfolio Holder emphasised that the Council had to identify what can be delivered effectively in terms of asset transfers.
The Assistant Director of Assets and Regeneration explained that as well as the key themes of Public Conveniences and Community Asset Transfers, the report contained details on digital asset management, digital information on assets including valuations and mapping and he was confident that the Council was ahead of this piece of work
He commented on asset optimisation and the work of facilities in keeping buildings up to standards. NFDC owned 400 assets that fell under its Corporate Asset functions and General Fund, and the Council were obligated to ensure safe and legal compliance of all assets. Environmental sustainability was also a strategic pillar and involved matters such as decarbonisation fund investments. The Council continued to work with all partners, such as Town and Parish Councils, in achieving the aims of the Strategic Asset Management Plan. Cabinet were reminded of the recommendations and the need to progress the next stage of community asset transfers. There was a time pressure from the Government on the Section 24 notice which would make things more complicated if identified projects were not underway. With LGR in mind, a wider piece of work involving Hampshire’s transferring of assets was also underway.
A non-Cabinet member asked whether the Council would be revisiting any of the Town and Parish Council’s asset transfers requests given LGR. The Portfolio Holder explained that asset transfers were extremely complex and involved various legal matters. The Portfolio Holder had to weigh up the various number of Town and Parish Council requests and priority lists whilst considering the legal elements and the cost factors. Support would be provided to Town and Parish Councils by the Asset Management Team in the next phase of due diligence of shortlisted assets.
That Cabinet:
1. Noted the progress made in the first year of delivery of the Strategic Asset Management Plan (SAMP) since its adoption in July 2025.
2. Agreed the proposed procurement approach to deliver the capital project delivery model for the replacement and refurbishment of Public Conveniences, informed by usage data, condition, location, and future delivery of broader strategic plans.
3. Approved the shortlist of potential asset transfers to Town & Parish councils for final legal and planning due diligence to progress the Community Asset Transfer (CAT) workstream of the SAMP.
KEY DECISION:
Yes.
PORTFOLIO:
Corporate and Finance.
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None.
DISCUSSION:
The Portfolio Holder for Corporate and Finance introduced the item and explained that the Strategic Asset Management Plan (SAMP) contains incredibly complex pieces of work and that he commended all officers involved. The Portfolio Holder explained that the public conveniences at Library Road, Totton had been reviewed following Member discussion, and the site was no longer proposed to form part of the initial procurement programme for full replacement. Notwithstanding this, there remained an in-principle recognition that the existing Public Convenience provision in Totton was not fit for purpose in its current form and was likely to require replacement, removal, or relocation in the medium-term dependant on the decisions of the new Unitary Authority in relation to the Totton Masterplan. The future of Public Convenience provision in Totton is therefore expected to be considered as part of the wider town centre master planning work.
The Portfolio Holder emphasised that the Council had to identify what can be delivered effectively in terms of asset transfers.
The Assistant Director of Assets and Regeneration explained that as well as the key themes of Public Conveniences and Community Asset Transfers, the report contained details on digital asset management, digital information on assets including valuations and mapping and he was confident that the Council was ahead of this piece of work
He commented on asset optimisation and the work of facilities in keeping buildings up to standards. NFDC owned 400 assets that fell under its Corporate Asset functions and General Fund, and the Council were obligated to ensure safe and legal compliance of all assets. Environmental sustainability was also a strategic pillar and involved matters such as decarbonisation fund investments. The Council continued to work with all partners, such as Town and Parish Councils, in achieving the aims of the Strategic Asset Management Plan. Cabinet were reminded of the recommendations and the need to progress the next stage of community asset transfers. There was a time pressure from the Government on the Section 24 notice which would make things more complicated if identified projects were not underway. With LGR in mind, a wider piece of work involving Hampshire’s transferring of assets was also underway.
A non-Cabinet member asked whether the Council would be revisiting any of the Town and Parish Council’s asset transfers requests given LGR. The Portfolio Holder explained that asset transfers were extremely complex and involved various legal matters. The Portfolio Holder had to weigh up the various number of Town and Parish Council requests and priority lists whilst considering the legal elements and the cost factors. Support would be provided to Town and Parish Councils by the Asset Management Team in the next phase of due diligence of shortlisted assets.
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