New Forest Borough Council
Councillors:
48
Wards:
28
Committees:
14
Meetings (2026):
67
Meetings (2025):
80
Meeting
Cabinet - New Forest
Meeting Times
Scheduled Time
Start:
Wednesday, 5th August 2026
10:00 AM
Wednesday, 5th August 2026
10:00 AM
End:
Wednesday, 5th August 2026
2:00 PM
Wednesday, 5th August 2026
2:00 PM
Meeting Status
Status:
Confirmed
Confirmed
Date:
05 Aug 2026
05 Aug 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
Principal Democratic Services Officer
Karen Wardle
In attendance
Officer
Democratic Services Officer
Joe Tyler
In attendance
Officer
Chief Operations Officer and Deputy Chief Executive
Richard Knott
In attendance
Officer
Strategic Director of Corporate Resources (Section 151 Officer)
Alan Bethune
In attendance
Officer
Planning Policy Infrastructure and Delivery Service Manager
Dean Brunton
In attendance
Officer
Interim Strategic Director of Place, Operations and Sustainability
Tracey Coleman
In attendance
Officer
Service Manager - Housing Resident Service
Kirsty M Farmer
In attendance
Officer
Assistant Director for Place Development
Tim Guymer
In attendance
Officer
Keith Harley
In attendance
Officer
Strategic Director Housing and Communities
Sophie Sajic
In attendance
Officer
Service Manager - Housing Maintenance Programmes and Servicing
Sophie Tuffin
In attendance
Officer
Assistant Director - Strategy and Engagement
Matt Wisdom
In attendance
Agenda
0
Apologies
There were no apologies for absence received from any Cabinet Members.
Minutes
1
Leader's Announcements
Minutes
The Leader reported that last week, the Council had attended the New Forest and Hampshire County Show. It had been a great opportunity to meet residents and welcome visitors to the area.
The District Council’s stand had included interactive activities for all ages, with a mock election, information about voting, and opportunities to find out more about how councils work and the services they provide. ?This was such an important opportunity to help younger people learn about the importance of voting and help them understand the process.
Information had also been available to explain the changes that local government reorganisation would bring. Staff explained that whilst the way councils were currently structured would change, the things people value about the New Forest district, the communities, environment and the sense of place, would remain at the heart of everything we do.
The Leader highlighted that more applications had recently been opened for shared ownership properties; the coastal maintenance work at Milford on Sea had been completed; that there was anti-littering signage on the A35 to protect the special environment, that there had been community days hosted with housing tenants, and that the council was continuing to perform incredibly highly in housing compliance.
The Leader reaffirmed the priority; to serve residents, support communities, and protect the unique character of the New Forest.
The District Council’s stand had included interactive activities for all ages, with a mock election, information about voting, and opportunities to find out more about how councils work and the services they provide. ?This was such an important opportunity to help younger people learn about the importance of voting and help them understand the process.
Information had also been available to explain the changes that local government reorganisation would bring. Staff explained that whilst the way councils were currently structured would change, the things people value about the New Forest district, the communities, environment and the sense of place, would remain at the heart of everything we do.
The Leader highlighted that more applications had recently been opened for shared ownership properties; the coastal maintenance work at Milford on Sea had been completed; that there was anti-littering signage on the A35 to protect the special environment, that there had been community days hosted with housing tenants, and that the council was continuing to perform incredibly highly in housing compliance.
The Leader reaffirmed the priority; to serve residents, support communities, and protect the unique character of the New Forest.
2
Minutes
To confirm the minutes of the meeting held on 1 July 2026 as a correct record.
Minutes
RESOLVED:
That the minutes of the meeting held on 1 July 2026, be confirmed and signed.
That the minutes of the meeting held on 1 July 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
Cllr Janet Georgiou, from Ringwood Town Council had registered to speak in accordance with the Council’s Public Participation Scheme, and spoke in respect of “Progress of existing Strategic Community Infrastructure Projects”, at minute 24 below.
5
Local Plan - Programme Review and Future Approach
Attachments:
- Document Report - Local Plan – Programme Review and Future Approach 28 Jul 2026
- Document APPENDIX 1 - Spatial Options and Policy Direction Regulation 18 Consultation Summary Statement 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Arts and Culture 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 CC and ER 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Design and Landscape 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Economy 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 GB 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Historic Environment 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Housing 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Infrastructure 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 LP Vision 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Natural Environment 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 NP and NL Purposes 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Open Space 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Other Site Options 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 SDGOs 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Spatial Strategy 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 1 Sustainable Transport 28 Jul 2026
- Document APPENDIX 1 Cabinet Local Plan Report - Annex 2 28 Jul 2026
Minutes
RESOLVED:
That the Cabinet recommended that the Council agree to:
1. Approve the transition from progression of the current Local Plan for the current Plan Area under the legacy planning system to preparation under the new plan-making system;
2. Agree the Consultation Summary Statement set out in Appendix 1 as a basis to inform future plan making and response to representations received; and
3. Note that a future report will set out a timetable for progression under the new plan-making system.
KEY DECISION:
Report to Cabinet and Council
PORTFOLIO:
Planning and Economy
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None
DISCUSSION:
The Portfolio Holder for Planning and Economy introduced the report and the recommendations which sought Cabinet approval of a revised approach to the preparation of the Local Plan.
The Portfolio Holder highlighted that the Council had invested considerable time and resources into the progress of the review, including evidence gathering, site assessments and public consultation with around 1,000 responses received through the recent regulation 18 consultation process. Further work was required and evidence gathering would continue in order to support the preparation of a future Local Plan. The views received through the consultation would provide valuable insight in shaping the next stage of the Local Plan process.
Since the work had commenced, the planning landscape had changed significantly, with national planning reforms, changes to the housing requirements, the introduction of a new plan-making system, and evolving evidence requirements, which meant that the basis on which the review had started, was no longer the basis on which the council was expected to complete it. It was therefore concluded that continuing with the current programme would carry significant risks, including the potential for delay, uncertainty and the need to revisit key elements of the plan making process. Instead, the report recommended approval to move forward under the Government’s new planning framework, giving the best opportunity to produce a sound robust and deliverable plan for the district.
It was clarified by the Portfolio Holder that the recommendations had not driven by lack of progress or commitment by the Council, but that they reflected the reality, that the planning system had changed, and that it was necessary to adapt the approach accordingly, in order to secure the best outcomes for the communities of the New Forest.
The Service Manager for Planning Policy, Infrastructure and Delivery thanked all those who had been involved and engaged in the Local Plan review to date. All comments received would help to shape next stage of the plan. It was confirmed that the adopted Local Plan would remain in place and that support would continue to be provided to the town and parish councils in the development of their neighbourhood plans.
The Chairman of the Local Plan Member working group reported that he supported the recommendations included in the report and thanked officers for their work on the local plan, acknowledging that this would be carried forward to any new local plan. He supported the pause to a more combined approach, particularly in light of LGR. Furthermore, it was acknowledged that the Government had set unrealistic housing targets and that the sites identified in the district fell far short of meeting those housing targets. It was felt that with LGR, the new unitary authorities would have a stronger voice to explain the difficulties they would face in meeting the housing targets placed on them. The pause in approach also gave an opportunity to further engage with the local community and to understand local concerns. It was accepted that housing was needed in the area, but that there were constraints with the New Forest National Park, for example.
A non-Cabinet member acknowledged that the report highlighted that the success of the pivot would heavily rely on the sub regional coordination ahead of the new Unitary Authorities, and that the report warned there was no guarantee that other authorities would progress at the same pace or in the same direction. Assurance was sought that the interests of the New Forest residents would not be side lined if the joint approach broke down.
The Portfolio Holder reported that whilst he could not offer 100% assurance he continued to believe that this was the best approach to be taken. The Leader also reported that through her working with Leaders across Hampshire, she confirmed they were aware of the proposed change of approach, and therefore it was hoped there would be collaboration.
A number of non-Cabinet members expressed their thanks to officers and members on the work carried out to date on the Local Plan and supported the recommendations. It was recognised that the development of the local plan with trying to meet housing targets and back up grazing land was not an easy task. It was highlighted that the Waterside area was felt particularly vulnerable in light of LGR. Concern was also expressed regarding the development of sites, ensuring they met the needs to the local community, particularly the need for smaller homes and to support young people.
That the Cabinet recommended that the Council agree to:
1. Approve the transition from progression of the current Local Plan for the current Plan Area under the legacy planning system to preparation under the new plan-making system;
2. Agree the Consultation Summary Statement set out in Appendix 1 as a basis to inform future plan making and response to representations received; and
3. Note that a future report will set out a timetable for progression under the new plan-making system.
KEY DECISION:
Report to Cabinet and Council
PORTFOLIO:
Planning and Economy
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None
DISCUSSION:
The Portfolio Holder for Planning and Economy introduced the report and the recommendations which sought Cabinet approval of a revised approach to the preparation of the Local Plan.
The Portfolio Holder highlighted that the Council had invested considerable time and resources into the progress of the review, including evidence gathering, site assessments and public consultation with around 1,000 responses received through the recent regulation 18 consultation process. Further work was required and evidence gathering would continue in order to support the preparation of a future Local Plan. The views received through the consultation would provide valuable insight in shaping the next stage of the Local Plan process.
Since the work had commenced, the planning landscape had changed significantly, with national planning reforms, changes to the housing requirements, the introduction of a new plan-making system, and evolving evidence requirements, which meant that the basis on which the review had started, was no longer the basis on which the council was expected to complete it. It was therefore concluded that continuing with the current programme would carry significant risks, including the potential for delay, uncertainty and the need to revisit key elements of the plan making process. Instead, the report recommended approval to move forward under the Government’s new planning framework, giving the best opportunity to produce a sound robust and deliverable plan for the district.
It was clarified by the Portfolio Holder that the recommendations had not driven by lack of progress or commitment by the Council, but that they reflected the reality, that the planning system had changed, and that it was necessary to adapt the approach accordingly, in order to secure the best outcomes for the communities of the New Forest.
The Service Manager for Planning Policy, Infrastructure and Delivery thanked all those who had been involved and engaged in the Local Plan review to date. All comments received would help to shape next stage of the plan. It was confirmed that the adopted Local Plan would remain in place and that support would continue to be provided to the town and parish councils in the development of their neighbourhood plans.
The Chairman of the Local Plan Member working group reported that he supported the recommendations included in the report and thanked officers for their work on the local plan, acknowledging that this would be carried forward to any new local plan. He supported the pause to a more combined approach, particularly in light of LGR. Furthermore, it was acknowledged that the Government had set unrealistic housing targets and that the sites identified in the district fell far short of meeting those housing targets. It was felt that with LGR, the new unitary authorities would have a stronger voice to explain the difficulties they would face in meeting the housing targets placed on them. The pause in approach also gave an opportunity to further engage with the local community and to understand local concerns. It was accepted that housing was needed in the area, but that there were constraints with the New Forest National Park, for example.
A non-Cabinet member acknowledged that the report highlighted that the success of the pivot would heavily rely on the sub regional coordination ahead of the new Unitary Authorities, and that the report warned there was no guarantee that other authorities would progress at the same pace or in the same direction. Assurance was sought that the interests of the New Forest residents would not be side lined if the joint approach broke down.
The Portfolio Holder reported that whilst he could not offer 100% assurance he continued to believe that this was the best approach to be taken. The Leader also reported that through her working with Leaders across Hampshire, she confirmed they were aware of the proposed change of approach, and therefore it was hoped there would be collaboration.
A number of non-Cabinet members expressed their thanks to officers and members on the work carried out to date on the Local Plan and supported the recommendations. It was recognised that the development of the local plan with trying to meet housing targets and back up grazing land was not an easy task. It was highlighted that the Waterside area was felt particularly vulnerable in light of LGR. Concern was also expressed regarding the development of sites, ensuring they met the needs to the local community, particularly the need for smaller homes and to support young people.
6
Progress of Existing Strategic Community Infrastructure Projects
Attachments:
- Document Report - Progress of Existing Strategic Community Infrastructure Projects 28 Jul 2026
- Document Appendix 1 - Business Cases 28 Jul 2026
- Document Appendix 2 - Project Risk Matrix 28 Jul 2026
Minutes
RESOLVED:
That Cabinet:
1. Noted the progress made in developing the Strategic Community Infrastructure Levy Programme, including the preparation of business cases and risk registers;
2. approved the progression of the following projects:
Bath Road Recreation Ground, Lymington
Totton Civic Square Totton Brokenford Lane Link Forestry England Multi-User Trails Programme
to:
proceed to public consultation;
progress to RIBA Stage 4 detailed design (or equivalent for the Forestry England Multi-User Trails Programme) subject to positive consultation outcomes; and
delegate authority to the Strategic Director Place, Operations and Sustainability, in consultation with the Portfolio Holder for Planning and Economy, to undertake the procurement activities necessary to facilitate delivery within approved budgets.
3. Agreed that the Ringwood Market Place progresses to enable:
The project team to explore a suitable approach for delivery including undertaking design and technical assessments which may also include public consultation to test options; and returns to a future Cabinet meeting with the outcomes of this work to consider next steps
4. Agreed to redesignate the Milford-on-Sea seafront regeneration scheme from an immediate delivery project and instead treat this as a longer-term project, to be considered by a future Mid-Hampshire Unitary Authority and fund the expenditure to date, totaling £50k from council resources; and
5. Agreed that up to £522k currently earmarked for the flood defences as part of Milford-on-Sea Phase 1 should continue to be funded through CIL.
KEY DECISION:
Yes
PORTFOLIO:
Planning and Economy
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None
DISCUSSION:
The Cabinet heard from Cllr Janet Georgiou, Ringwood Town Council, in accordance with the Council’s public participation scheme.
Cllr Georgiou, representing the town council asked that Cabinet support the Ringwood Market Place project moving forwards. She highlighted that the town had recently celebrated its 800th anniversary of Ringwood Royal Market Charter, which was a proud milestone for the town. She wanted to celebrate the 900th anniversary with Ringwood being thriving, attractive and fit for purpose. She spoke of the involvement of the town council in developing a vision for the town, working with local businesses and the economic development team. The challenges facing the town were growing and it was acknowledged that businesses had shown remarkable resilience. The market place project would enable confidence in the future of Ringwood and the town council fully supported the business case. The market place was at the heart of Ringwood and vital to the economy, heritage community and the visitor offering.
Cllr Georgiou highlighted that the town council believed that the long-term prosperity of Ringwood depended upon investment. The financial pressures were acknowledged, but support was requested towards the practical solutions, as set out in the business case and should full funding not be available, a phased delivery approach was supported, in order to give some certainty to the residents and businesses of Ringwood. This also gave an opportunity for seek external funding, if required. Cllr Georgiou in her summing up requested that momentum of the project not be lost and that the recommendations of the town council had been set out in the written submission submitted to members of Cabinet.
The Portfolio Holder for Planning and Economy presented the report and congratulated officers for the work which had been undertaken in order to develop the strategic CIL projects. Four projects were considered to be sufficiently advanced to move forward to public consultation and subject to that, to progress to detailed design. These were;
Bath Road recreation ground, Lymington Totton Civic Square Totton Brokenford Lane Link Forestry England multi-user trail programme
The schemes would improve public spaces, support the local community and economies across the district, create recreational opportunities, active travel connections and visiting experiences.
The Portfolio Holder referred to the Ringwood Market Place project and recognised the strong support of Ringwood Town Council and local stakeholders. He agreed that it had the potential to make an important contribution to the future of the town centre. However, it was fundamentally different to the other projects, in terms of scale, complexity and cost which meant that it required further consideration of delivery options and funding opportunities before committing further Strategic CIL funding. The recommendation was not about stepping away but was about taking the time to consider the right and most responsible pathway for delivery.
The Portfolio Holder spoke of the Milford-on-Sea regeneration scheme and that it was proposed to be treated as a longer-term aspiration, and supported the recommendation that the flood defence work continue as planned.
The Service Manager for Planning Policy, Infrastructure and Delivery confirmed that all projects within the report had been approved to progress scoping work by Cabinet in October 2024.
The Portfolio Holder for Finance and Corporate, reported that he supported all the projects. In particular, he spoke of the Ringwood Market place project and supported the progression of the project to deliver what he felt was right for the town. He acknowledged the size and scale of the project and supported the Cabinet recommendations, including the importance of conducting a review of the project to ensure it could be delivered, recognising that the project was outside of the budget originally put together.
The Portfolio Holder for Environment and Sustainability highlighted the Milford-on-Sea scheme and understood the proposed direction of travel, recognising the complexity of the project. He welcomed the continuation of funding the flood defence work at Milford-on-Sea.
A few non-Cabinet Members who represented Ringwood wards highlighted the importance of the Ringwood Market Place scheme to the town. The Neighbourhood Plan was acknowledged and the level of work which had been put into developing this. It was recognised that the costs were significant and it was hoped that following further review a way could be found to deliver the project. Concern was also highlighted that with LGR, it was important to confirm the funding allocation to the project in order to ensure that the commitment in principle to the project could be fulfilled.
A non-Cabinet member spoke in support of the two Totton projects and the benefits they would bring. The Brokenford Lane link would provide safer routes for pedestrians, for example. It was also highlighted that it was unrealistic to expect the Town Council to take on board the maintenance costs of these schemes.
A non-Cabinet member expressed disappointment that the Milford-on-Sea regeneration scheme was proposed to be considered to be a longer-term project, under the future Unitary Authority, therefore delaying the delivery, recognising that it was a popular destination for visitors and the benefits it would bring.
Congratulations were expressed by a non-Cabinet member of the four projects proposed for approval, recognising the work involved to get to this stage and the benefits they would bring to these areas. Disappointment was also expressed regarding the two schemes which were slowing down, given they had been agreed a number of years ago. It was hoped that progress could be made on these two schemes, so that they could be delivered in order to improve the environment for local residents.
That Cabinet:
1. Noted the progress made in developing the Strategic Community Infrastructure Levy Programme, including the preparation of business cases and risk registers;
2. approved the progression of the following projects:
Bath Road Recreation Ground, Lymington
Totton Civic Square Totton Brokenford Lane Link Forestry England Multi-User Trails Programme
to:
proceed to public consultation;
progress to RIBA Stage 4 detailed design (or equivalent for the Forestry England Multi-User Trails Programme) subject to positive consultation outcomes; and
delegate authority to the Strategic Director Place, Operations and Sustainability, in consultation with the Portfolio Holder for Planning and Economy, to undertake the procurement activities necessary to facilitate delivery within approved budgets.
3. Agreed that the Ringwood Market Place progresses to enable:
The project team to explore a suitable approach for delivery including undertaking design and technical assessments which may also include public consultation to test options; and returns to a future Cabinet meeting with the outcomes of this work to consider next steps
4. Agreed to redesignate the Milford-on-Sea seafront regeneration scheme from an immediate delivery project and instead treat this as a longer-term project, to be considered by a future Mid-Hampshire Unitary Authority and fund the expenditure to date, totaling £50k from council resources; and
5. Agreed that up to £522k currently earmarked for the flood defences as part of Milford-on-Sea Phase 1 should continue to be funded through CIL.
KEY DECISION:
Yes
PORTFOLIO:
Planning and Economy
ALTERNATIVE OPTIONS CONSIDERED/REJECTED:
As set out in the report.
DECLARATIONS OF INTEREST:
None
DISCUSSION:
The Cabinet heard from Cllr Janet Georgiou, Ringwood Town Council, in accordance with the Council’s public participation scheme.
Cllr Georgiou, representing the town council asked that Cabinet support the Ringwood Market Place project moving forwards. She highlighted that the town had recently celebrated its 800th anniversary of Ringwood Royal Market Charter, which was a proud milestone for the town. She wanted to celebrate the 900th anniversary with Ringwood being thriving, attractive and fit for purpose. She spoke of the involvement of the town council in developing a vision for the town, working with local businesses and the economic development team. The challenges facing the town were growing and it was acknowledged that businesses had shown remarkable resilience. The market place project would enable confidence in the future of Ringwood and the town council fully supported the business case. The market place was at the heart of Ringwood and vital to the economy, heritage community and the visitor offering.
Cllr Georgiou highlighted that the town council believed that the long-term prosperity of Ringwood depended upon investment. The financial pressures were acknowledged, but support was requested towards the practical solutions, as set out in the business case and should full funding not be available, a phased delivery approach was supported, in order to give some certainty to the residents and businesses of Ringwood. This also gave an opportunity for seek external funding, if required. Cllr Georgiou in her summing up requested that momentum of the project not be lost and that the recommendations of the town council had been set out in the written submission submitted to members of Cabinet.
The Portfolio Holder for Planning and Economy presented the report and congratulated officers for the work which had been undertaken in order to develop the strategic CIL projects. Four projects were considered to be sufficiently advanced to move forward to public consultation and subject to that, to progress to detailed design. These were;
Bath Road recreation ground, Lymington Totton Civic Square Totton Brokenford Lane Link Forestry England multi-user trail programme
The schemes would improve public spaces, support the local community and economies across the district, create recreational opportunities, active travel connections and visiting experiences.
The Portfolio Holder referred to the Ringwood Market Place project and recognised the strong support of Ringwood Town Council and local stakeholders. He agreed that it had the potential to make an important contribution to the future of the town centre. However, it was fundamentally different to the other projects, in terms of scale, complexity and cost which meant that it required further consideration of delivery options and funding opportunities before committing further Strategic CIL funding. The recommendation was not about stepping away but was about taking the time to consider the right and most responsible pathway for delivery.
The Portfolio Holder spoke of the Milford-on-Sea regeneration scheme and that it was proposed to be treated as a longer-term aspiration, and supported the recommendation that the flood defence work continue as planned.
The Service Manager for Planning Policy, Infrastructure and Delivery confirmed that all projects within the report had been approved to progress scoping work by Cabinet in October 2024.
The Portfolio Holder for Finance and Corporate, reported that he supported all the projects. In particular, he spoke of the Ringwood Market place project and supported the progression of the project to deliver what he felt was right for the town. He acknowledged the size and scale of the project and supported the Cabinet recommendations, including the importance of conducting a review of the project to ensure it could be delivered, recognising that the project was outside of the budget originally put together.
The Portfolio Holder for Environment and Sustainability highlighted the Milford-on-Sea scheme and understood the proposed direction of travel, recognising the complexity of the project. He welcomed the continuation of funding the flood defence work at Milford-on-Sea.
A few non-Cabinet Members who represented Ringwood wards highlighted the importance of the Ringwood Market Place scheme to the town. The Neighbourhood Plan was acknowledged and the level of work which had been put into developing this. It was recognised that the costs were significant and it was hoped that following further review a way could be found to deliver the project. Concern was also highlighted that with LGR, it was important to confirm the funding allocation to the project in order to ensure that the commitment in principle to the project could be fulfilled.
A non-Cabinet member spoke in support of the two Totton projects and the benefits they would bring. The Brokenford Lane link would provide safer routes for pedestrians, for example. It was also highlighted that it was unrealistic to expect the Town Council to take on board the maintenance costs of these schemes.
A non-Cabinet member expressed disappointment that the Milford-on-Sea regeneration scheme was proposed to be considered to be a longer-term project, under the future Unitary Authority, therefore delaying the delivery, recognising that it was a popular destination for visitors and the benefits it would bring.
Congratulations were expressed by a non-Cabinet member of the four projects proposed for approval, recognising the work involved to get to this stage and the benefits they would bring to these areas. Disappointment was also expressed regarding the two schemes which were slowing down, given they had been agreed a number of years ago. It was hoped that progress could be made on these two schemes, so that they could be delivered in order to improve the environment for local residents.
7
Housing Landlord Tenancy Management Strategy
Attachments:
- Document Report - Housing Landlord Tenancy Management Strategy Report 28 Jul 2026
- Document Appendix 1 - Housing Landlord Tenancy Management Strategy 28 Jul 2026
- Document Supplement - Appendix 1 - Tenancy Management Strategy 28 Jul 2026
Minutes
RESOLVED:
That Cabinet approved the Housing Landlord Tenancy Management Strategy, subject to any minor editorial amendments which are delegated to the Strategic Director, Housing and Communities.
KEY DECISION:
Yes
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 presented the strategy, which strengthens the readiness for consumer regulations, improves how the council listens and learns from tenants, as well as supporting staff to continue to improve the high quality service. The Strategy brings together key landlord functions in a single coherent framework of priorities and in light of regulatory changes includes strengthened consumer regulations and requirement for an impending inspection. This was reported to take place in October.
The Strategy had been published in a new graphic format, in a supplement, and highlighted core service drivers to support sustained tenancies, improved learning from complaints as well as compliments from tenants. The strategy set out the council’s commitments to providing good homes both now and in the future.
The Service Manager for Housing Resident Services highlighted the three priorities identified in the strategy as; knowing our tenants and their needs, knowing our homes and communities and enabling our staff to deliver quality services. The strategy had been developed from tenant feedback, engagement events, compliments and complaint learning. The strategy aimed to ensure that it reflected real lived experience with a clear focus on listening, learning and continuous improvement. Improving tenant experience was an aim of the strategy, including making services more responsive, inclusive and tailored to individual needs.
The Chairman of the Housing and Communities Overview and Scrutiny Panel reported the panel had had the opportunity to scrutinise the strategy and to ask questions focusing on tenant feedback and how it had shaped the strategy. There was a theme of “you said, we did approach” which demonstrated that tenants were being listened to. It was also reported that a co-opted housing tenant sat on the panel and their input had been invaluable in being able to speak from the tenant perspective. Engagement with tenants had informed the strategy and the importance of the tenant engagement days was highlighted. Finally, the Chairman concluded that he felt the strategy would remain central to service delivery and service improvement. The panel had been satisfied that it reinforced the commitment to provide high quality housing.
A non-Cabinet member expressed their support to the strategy and felt that it reinforced the council commitment, suggesting that other local authorities look to the District Council as offering a model of good practice. Attention was drawn to priority two, involving partnership working, and the important role of ACSOs was highlighted, recognising the current strain on the police service. It was felt that the use of ACSOs should be encouraged due to the value they brought to local communities and that this should be encouraged through this priority. The Portfolio Holder for Housing and Homelessness acknowledged the comment and reported that consideration would be given on the use of ACSOs and the impact they could bring to the local community.
A non-Cabinet Member acknowledged the aim to expand digital self-service for repairs and tenancy management and sought assurance that this would not marginalise more vulnerable residents. The Service Manager for Housing Resident Services responded, recognising the importance of digital self-service but reported that all channels would continue to remain open with face to face, appointments, telephone lines and emails, etc for those who did not wish to use digital services.
A non-Cabinet member reported of the concerns expressed by the tenant representative of the impact LGR would have on housing tenants, and it was questioned what communication would take place with these residents of the changes, particularly for those in the Waterside area. It was also questioned when the report would be published from the housing regulator following the housing inspection.
The Strategic Director of Housing and Communities acknowledged the concerns and the impact LGR would have on housing tenants. It was reported that there was already a lot of engagement with tenants and there would be communication on the change through different forums, which would be increased over time, and tailored to suit their needs. Enhanced communications would be carried out with newsletters for example on what the change would mean for tenants. There had been a presence to enable residents to ask questions on LGR at the New Forest show. In terms of the housing regulator, it was highlighted that the inspection process look place over some months, starting with evidence gathering of housing policies and performance, the onsite inspection in early October and a final report and grading expected in January 2027.
The Leader confirmed the amended recommendations, published in a supplement, prior to seeking Cabinet approval.
That Cabinet approved the Housing Landlord Tenancy Management Strategy, subject to any minor editorial amendments which are delegated to the Strategic Director, Housing and Communities.
KEY DECISION:
Yes
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 presented the strategy, which strengthens the readiness for consumer regulations, improves how the council listens and learns from tenants, as well as supporting staff to continue to improve the high quality service. The Strategy brings together key landlord functions in a single coherent framework of priorities and in light of regulatory changes includes strengthened consumer regulations and requirement for an impending inspection. This was reported to take place in October.
The Strategy had been published in a new graphic format, in a supplement, and highlighted core service drivers to support sustained tenancies, improved learning from complaints as well as compliments from tenants. The strategy set out the council’s commitments to providing good homes both now and in the future.
The Service Manager for Housing Resident Services highlighted the three priorities identified in the strategy as; knowing our tenants and their needs, knowing our homes and communities and enabling our staff to deliver quality services. The strategy had been developed from tenant feedback, engagement events, compliments and complaint learning. The strategy aimed to ensure that it reflected real lived experience with a clear focus on listening, learning and continuous improvement. Improving tenant experience was an aim of the strategy, including making services more responsive, inclusive and tailored to individual needs.
The Chairman of the Housing and Communities Overview and Scrutiny Panel reported the panel had had the opportunity to scrutinise the strategy and to ask questions focusing on tenant feedback and how it had shaped the strategy. There was a theme of “you said, we did approach” which demonstrated that tenants were being listened to. It was also reported that a co-opted housing tenant sat on the panel and their input had been invaluable in being able to speak from the tenant perspective. Engagement with tenants had informed the strategy and the importance of the tenant engagement days was highlighted. Finally, the Chairman concluded that he felt the strategy would remain central to service delivery and service improvement. The panel had been satisfied that it reinforced the commitment to provide high quality housing.
A non-Cabinet member expressed their support to the strategy and felt that it reinforced the council commitment, suggesting that other local authorities look to the District Council as offering a model of good practice. Attention was drawn to priority two, involving partnership working, and the important role of ACSOs was highlighted, recognising the current strain on the police service. It was felt that the use of ACSOs should be encouraged due to the value they brought to local communities and that this should be encouraged through this priority. The Portfolio Holder for Housing and Homelessness acknowledged the comment and reported that consideration would be given on the use of ACSOs and the impact they could bring to the local community.
A non-Cabinet Member acknowledged the aim to expand digital self-service for repairs and tenancy management and sought assurance that this would not marginalise more vulnerable residents. The Service Manager for Housing Resident Services responded, recognising the importance of digital self-service but reported that all channels would continue to remain open with face to face, appointments, telephone lines and emails, etc for those who did not wish to use digital services.
A non-Cabinet member reported of the concerns expressed by the tenant representative of the impact LGR would have on housing tenants, and it was questioned what communication would take place with these residents of the changes, particularly for those in the Waterside area. It was also questioned when the report would be published from the housing regulator following the housing inspection.
The Strategic Director of Housing and Communities acknowledged the concerns and the impact LGR would have on housing tenants. It was reported that there was already a lot of engagement with tenants and there would be communication on the change through different forums, which would be increased over time, and tailored to suit their needs. Enhanced communications would be carried out with newsletters for example on what the change would mean for tenants. There had been a presence to enable residents to ask questions on LGR at the New Forest show. In terms of the housing regulator, it was highlighted that the inspection process look place over some months, starting with evidence gathering of housing policies and performance, the onsite inspection in early October and a final report and grading expected in January 2027.
The Leader confirmed the amended recommendations, published in a supplement, prior to seeking Cabinet approval.
8
Housing Revenue Account - Asset Management Strategy 2026-2031
Attachments:
- Document Report - Housing Revenue Account - Asset Management Strategy 2026–2031 28 Jul 2026
- Document Appendix 1 - Housing Revenue Account Asset Management Strategy 28 Jul 2026
- Document Supplement - Appendix 1 - Asset Management Strategy 28 Jul 2026
Minutes
RESOLVED:
That Cabinet:
1. Recommend to Council the approval of the Housing Revenue Account – Asset Management Strategy 2026-2031, subject to any minor editorial amendments which are delegated to the Strategic Director, Housing and Communities; and
2. Approve the progression of the draft Asset Management Action Plan, which is subject to annual review.
KEY DECISION:
Report to Cabinet and Council
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 presented the report and the recommendations, recognising the work which had been undertaken in writing the strategy.
The Service Manager for Housing Maintenance reported that the Strategy had been developed setting out a clear five-year framework and action plan for asset management, of how the council would manage and invest in its housing assets, ensuring homes remain safe. It had been developed using key data to inform the strategy, including condition data, compliance information, servicing performance evidence and tenant insight. The strategy responded to the challenging operating environment with stronger housing regulation, building safety expectations, HRA cost pressures and LGR. The Action Plan was considered to be key in ensuring that the priorities transfer into actions. Approving the strategy would give the members and tenants assurance, as well as the regulator to ensure there was a robust evidence led approach to managing homes.
The Chairman of the Housing and Communities Overview and Scrutiny Panel reported that the Strategy had been considered by the Panel, giving members the opportunity to question officers on, for example, investment priorities, energy efficiency, redevelopment decisions. The Panel also considered the governance arrangements and the impact LGR would have. Members had sought assurance that investment decisions would continue to reflect local needs alongside asset performance and long-term value. Officers in response had confirmed that the strategy was underpinned by a robust evidence base and that there was a commitment to maintain safe, sustainable good quality homes. The strategy would be carried forward to the new Unitary Authorities to give more certainty to residents over the next few years.
The Portfolio Holder for Finance and Corporate credited officers in the work involved in developing the strategy. He highlighted the fifth priority around the strong tenant voice and the importance of delivering good services for housing tenants.
A non-Cabinet member recognised that the strategy established a review of the 1,900 garages and 400 non-traditional homes to assess, their condition and viability and that there might be opportunities to invest, remodel and redevelop or dispose of sites. Assurance was sought that any decisions taken would be based on evidence. The Service Manager Housing Maintenance responded, highlighting that good quality data had been gathered and that there was a strong tenant voice. It was confirmed that decisions would not be taken behind closed doors. They would use the evidence base and officers would work with tenants, such as the Tenant Involvement Group to ensure that the right decisions were taken.
The Leader confirmed the amended recommendations, published in a supplement, prior to seeking Cabinet approval.
That Cabinet:
1. Recommend to Council the approval of the Housing Revenue Account – Asset Management Strategy 2026-2031, subject to any minor editorial amendments which are delegated to the Strategic Director, Housing and Communities; and
2. Approve the progression of the draft Asset Management Action Plan, which is subject to annual review.
KEY DECISION:
Report to Cabinet and Council
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 presented the report and the recommendations, recognising the work which had been undertaken in writing the strategy.
The Service Manager for Housing Maintenance reported that the Strategy had been developed setting out a clear five-year framework and action plan for asset management, of how the council would manage and invest in its housing assets, ensuring homes remain safe. It had been developed using key data to inform the strategy, including condition data, compliance information, servicing performance evidence and tenant insight. The strategy responded to the challenging operating environment with stronger housing regulation, building safety expectations, HRA cost pressures and LGR. The Action Plan was considered to be key in ensuring that the priorities transfer into actions. Approving the strategy would give the members and tenants assurance, as well as the regulator to ensure there was a robust evidence led approach to managing homes.
The Chairman of the Housing and Communities Overview and Scrutiny Panel reported that the Strategy had been considered by the Panel, giving members the opportunity to question officers on, for example, investment priorities, energy efficiency, redevelopment decisions. The Panel also considered the governance arrangements and the impact LGR would have. Members had sought assurance that investment decisions would continue to reflect local needs alongside asset performance and long-term value. Officers in response had confirmed that the strategy was underpinned by a robust evidence base and that there was a commitment to maintain safe, sustainable good quality homes. The strategy would be carried forward to the new Unitary Authorities to give more certainty to residents over the next few years.
The Portfolio Holder for Finance and Corporate credited officers in the work involved in developing the strategy. He highlighted the fifth priority around the strong tenant voice and the importance of delivering good services for housing tenants.
A non-Cabinet member recognised that the strategy established a review of the 1,900 garages and 400 non-traditional homes to assess, their condition and viability and that there might be opportunities to invest, remodel and redevelop or dispose of sites. Assurance was sought that any decisions taken would be based on evidence. The Service Manager Housing Maintenance responded, highlighting that good quality data had been gathered and that there was a strong tenant voice. It was confirmed that decisions would not be taken behind closed doors. They would use the evidence base and officers would work with tenants, such as the Tenant Involvement Group to ensure that the right decisions were taken.
The Leader confirmed the amended recommendations, published in a supplement, prior to seeking Cabinet approval.
9
Local Government Reorganisation (LGR) - Programme Mobilisation
At the Council meeting of 13 July 2026, Council considered the report of Cabinet dated 3 June 2026 and an amended resolution was passed.
This item seeks Cabinet’s agreement to the updated position.
RECOMMENDED:
That Cabinet note and further agree the final Council resolution as follows:-
1. That Council approve the appointment of Cllr Jill Cleary as the Joint Committee representative for the Mid-Hampshire future unitary authority and the appointment of Cllr Jill Cleary as the Joint Committee representative for the South-West future unitary authority, including any joint committee arrangements ahead of the Structural Changes Order coming into effect and the Leader of the Council be delegated authority to make any appointments of deputy or substitute members; and
2. That the Chief Executive, in consultation with the Leader of the Council, be delegated authority to agree the Terms of Reference for both these voluntary and Structural Change Order established Joint Committees.
This item seeks Cabinet’s agreement to the updated position.
RECOMMENDED:
That Cabinet note and further agree the final Council resolution as follows:-
1. That Council approve the appointment of Cllr Jill Cleary as the Joint Committee representative for the Mid-Hampshire future unitary authority and the appointment of Cllr Jill Cleary as the Joint Committee representative for the South-West future unitary authority, including any joint committee arrangements ahead of the Structural Changes Order coming into effect and the Leader of the Council be delegated authority to make any appointments of deputy or substitute members; and
2. That the Chief Executive, in consultation with the Leader of the Council, be delegated authority to agree the Terms of Reference for both these voluntary and Structural Change Order established Joint Committees.
Minutes
At the Council meeting of 13 July 2026, Council considered the report of Cabinet dated 3 June 2026 and an amended resolution was passed. Cabinet agreement was therefore sought on the updated position.
RESOLVED:
That Cabinet noted and further agreed the final Council resolution as follows:-
1. That Council approve the appointment of Cllr Jill Cleary as the Joint Committee representative for the Mid-Hampshire future unitary authority and the appointment of Cllr Jill Cleary as the Joint Committee representative for the South-West future unitary authority, including any joint committee arrangements ahead of the Structural Changes Order coming into effect and the Leader of the Council be delegated authority to make any appointments of deputy or substitute members; and
2. That the Chief Executive, in consultation with the Leader of the Council, be delegated authority to agree the Terms of Reference for both these voluntary and Structural Change Order established Joint Committees.
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RESOLVED:
That Cabinet noted and further agreed the final Council resolution as follows:-
1. That Council approve the appointment of Cllr Jill Cleary as the Joint Committee representative for the Mid-Hampshire future unitary authority and the appointment of Cllr Jill Cleary as the Joint Committee representative for the South-West future unitary authority, including any joint committee arrangements ahead of the Structural Changes Order coming into effect and the Leader of the Council be delegated authority to make any appointments of deputy or substitute members; and
2. That the Chief Executive, in consultation with the Leader of the Council, be delegated authority to agree the Terms of Reference for both these voluntary and Structural Change Order established Joint Committees.
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