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, 2nd September 2026
10:00 AM
Wednesday, 2nd September 2026
10:00 AM
End:
Wednesday, 2nd September 2026
2:00 PM
Wednesday, 2nd September 2026
2:00 PM
Meeting Status
Status:
Confirmed
Confirmed
Date:
02 Sep 2026
02 Sep 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
Expected
Officer
Chief Operations Officer and Deputy Chief Executive
Richard Knott
In attendance
Officer
Principal Democratic Services Officer
Karen Wardle
Expected
Officer
Assistant Director - Finance
Paul Whittles
In attendance
Officer
Strategic Director Housing and Communities
Sophie Sajic
In attendance
Officer
Interim Assistant Director of Legal Services
Jamie Hollis
In attendance
Officer
Sara Hamilton
In attendance
Officer
Assistant Director - Strategy and Engagement
Matt Wisdom
In attendance
Officer
Democratic Services Officer
Andy Rogers
In attendance
Officer
Graham Smith
Strategic Director of Place, Operations and Sustainability
In attendance
Agenda
0
Apologies
There were no apologies for absence received from any Cabinet Members.
Minutes
1
Leader's Announcements
Minutes
The Leader acknowledged the impact of the recent New Forest fire and the closure of the A31.
The Leader thanked the emergency services and all of the Council’s partner organisations who worked tirelessly throughout the incident. The fire, which started on 9 August, had a significant impact on the Forest’s environment, and the closure of the A31 caused considerable disruption for residents, businesses, staff, and visitors.
With the fire now under control, the A31 had reopened. The Leader explained that the work would not stop there. At the New Forest District Council (NFDC), the focus would now need to be on supporting the communities and businesses affected, helping the Forest recover, and doing everything it could to reduce the risk of future wildfires.
The Leader recognised the contribution made across many different teams at NFDC.
The Council’s Incident Liaison Officers had supported the response at the scene, working alongside the emergency services and partner organisations. The operational teams had also been out on the ground, including carrying out litter clearance along the A31, and reducing further risks in an already vulnerable area.
There had been a great deal of work taking place behind the scenes – coordinating with partners, responding to residents and businesses, providing information and support, and helping the wider response to run effectively.
The Leader also thanked all colleagues who had continued to deliver the day-to-day services throughout the incident. While some of the Council’s staff had been directly involved in the emergency response, others continued to provide business as usual, ensuring that residents could still access the services and support they rely on.
This collective effort was important. It demonstrated the role that the Council has during a major incident, both in supporting the immediate response and in making sure that the communities continue to receive the services they needed, and the Leader was very grateful for the continuing commitment and hard work shown by everyone throughout this time.
The Leader also wished to welcome Graham Smith, the new Strategic Director for Place, Policy and Strategy.
The Leader thanked the emergency services and all of the Council’s partner organisations who worked tirelessly throughout the incident. The fire, which started on 9 August, had a significant impact on the Forest’s environment, and the closure of the A31 caused considerable disruption for residents, businesses, staff, and visitors.
With the fire now under control, the A31 had reopened. The Leader explained that the work would not stop there. At the New Forest District Council (NFDC), the focus would now need to be on supporting the communities and businesses affected, helping the Forest recover, and doing everything it could to reduce the risk of future wildfires.
The Leader recognised the contribution made across many different teams at NFDC.
The Council’s Incident Liaison Officers had supported the response at the scene, working alongside the emergency services and partner organisations. The operational teams had also been out on the ground, including carrying out litter clearance along the A31, and reducing further risks in an already vulnerable area.
There had been a great deal of work taking place behind the scenes – coordinating with partners, responding to residents and businesses, providing information and support, and helping the wider response to run effectively.
The Leader also thanked all colleagues who had continued to deliver the day-to-day services throughout the incident. While some of the Council’s staff had been directly involved in the emergency response, others continued to provide business as usual, ensuring that residents could still access the services and support they rely on.
This collective effort was important. It demonstrated the role that the Council has during a major incident, both in supporting the immediate response and in making sure that the communities continue to receive the services they needed, and the Leader was very grateful for the continuing commitment and hard work shown by everyone throughout this time.
The Leader also wished to welcome Graham Smith, the new Strategic Director for Place, Policy and Strategy.
2
Minutes
To confirm the minutes of the meeting held on 5 August 2026 as a correct record.
Minutes
RESOLVED:
That the minutes of the meeting held on 5 August 2026 be confirmed and signed.
That the minutes of the meeting held on 5 August 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
Financial Monitoring Report (based on performance April - June 2026 inclusive)
Attachments:
- Document Financial Monitoring Report (based on performance April to June 2026 inclusive) 24 Aug 2026
Minutes
RESOLVED:
1. That the latest budget forecasts of the General Fund, HRA, and Capital be noted; and
2. That a supplementary budget of up to £161,000 for compliance works at Stillwater Park be approved.
KEY DECISION:
Yes
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 Financial Monitoring Report for the period April – June 2026 inclusive.
Cllr Heron referred to the £161,000 requirement for compliance works at Stillwater Park and explained that the issue needed to be addressed urgently and although this was a static caravan home site, the cost fell on the General Fund rather than the HRA, though this still left a forecast surplus.
The Portfolio Holder secondly explained that some costs from the previous financial year were being brought into this year.
It was also noted that since the agenda was published, the national local government pay award had been finalised at a 3.3% uplift, which was within budget provision.
The Housing and Homelessness Portfolio Holder was pleased that the HRA was at a balanced position, as per the 30-year business plan.
It was explained that the report showed a surplus in the General Fund of £17,000, a balanced HRA and the Capital Programme had increased by almost £1.7m primarily due to rephasing.
Furthermore, £792,000 in revenue budgets had been rephased from 2025/26 into 2026/27.
It was noted that £185,000 had been drawn down from the LGR reserve and it was noted that there remained funds available (approximately £750K) for future costs, after taking into account all known commitments.
Other factors the Council was remaining watchful of included Extended Producer Responsibility income, noting that Q1 was in line with expectations, fuel prices, due to ongoing global events, and the situation with LGR was also being monitored as the situation evolved.
A non-Cabinet Member referred to the extra resources required for Waste Bring Sites, given the extra material to be collected. He commented that while some of this may be trade waste which could be addressed through CCTV and enforcement, he feared that the Bring Sites might be abolished due to cost but hoped that this would not be the case as this would increase fly-tipping, with its own associated costs and damage to the environment.
In response, the Portfolio Holder for Finance and Corporate explained that the Council had gone through a significant and unprecedented change in the way it dealt with waste, switching from sacks to wheelie bins, food waste, and maintaining kerbside glass collection, which enhanced the value of recycled waste.
Given the scale of this change, the Portfolio Holder commented that there would inevitably be disruption, and one of the ‘knock on’ effects was trade waste, which was being proactively dealt with, but also there had been an increase in the use of the Bring Sites. He pointed out that the Council had put in place resources to deal with this peak, it was being managed, and he anticipated the situation would settle down as residents’ habits changed. In the long term, issues such as kerbside collections could be reviewed and he reported that additional household recycling capacity could be provided if required.
The Deputy Chief Executive confirmed that the Cabinet had asked officers to examine how the Bring Sites were being used and had committed to additional investment to ensure adequate resources for crews and waste advisers, to provide education to ensure the sites were used and managed appropriately. A further review would be undertaken once the situation had settled down.
1. That the latest budget forecasts of the General Fund, HRA, and Capital be noted; and
2. That a supplementary budget of up to £161,000 for compliance works at Stillwater Park be approved.
KEY DECISION:
Yes
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 Financial Monitoring Report for the period April – June 2026 inclusive.
Cllr Heron referred to the £161,000 requirement for compliance works at Stillwater Park and explained that the issue needed to be addressed urgently and although this was a static caravan home site, the cost fell on the General Fund rather than the HRA, though this still left a forecast surplus.
The Portfolio Holder secondly explained that some costs from the previous financial year were being brought into this year.
It was also noted that since the agenda was published, the national local government pay award had been finalised at a 3.3% uplift, which was within budget provision.
The Housing and Homelessness Portfolio Holder was pleased that the HRA was at a balanced position, as per the 30-year business plan.
It was explained that the report showed a surplus in the General Fund of £17,000, a balanced HRA and the Capital Programme had increased by almost £1.7m primarily due to rephasing.
Furthermore, £792,000 in revenue budgets had been rephased from 2025/26 into 2026/27.
It was noted that £185,000 had been drawn down from the LGR reserve and it was noted that there remained funds available (approximately £750K) for future costs, after taking into account all known commitments.
Other factors the Council was remaining watchful of included Extended Producer Responsibility income, noting that Q1 was in line with expectations, fuel prices, due to ongoing global events, and the situation with LGR was also being monitored as the situation evolved.
A non-Cabinet Member referred to the extra resources required for Waste Bring Sites, given the extra material to be collected. He commented that while some of this may be trade waste which could be addressed through CCTV and enforcement, he feared that the Bring Sites might be abolished due to cost but hoped that this would not be the case as this would increase fly-tipping, with its own associated costs and damage to the environment.
In response, the Portfolio Holder for Finance and Corporate explained that the Council had gone through a significant and unprecedented change in the way it dealt with waste, switching from sacks to wheelie bins, food waste, and maintaining kerbside glass collection, which enhanced the value of recycled waste.
Given the scale of this change, the Portfolio Holder commented that there would inevitably be disruption, and one of the ‘knock on’ effects was trade waste, which was being proactively dealt with, but also there had been an increase in the use of the Bring Sites. He pointed out that the Council had put in place resources to deal with this peak, it was being managed, and he anticipated the situation would settle down as residents’ habits changed. In the long term, issues such as kerbside collections could be reviewed and he reported that additional household recycling capacity could be provided if required.
The Deputy Chief Executive confirmed that the Cabinet had asked officers to examine how the Bring Sites were being used and had committed to additional investment to ensure adequate resources for crews and waste advisers, to provide education to ensure the sites were used and managed appropriately. A further review would be undertaken once the situation had settled down.
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