New Forest Borough Council
Councillors:
48
Wards:
27
Committees:
15
Meetings (2025):
72
Meetings (2024):
78
Meeting
Council - New Forest
Meeting Times
Scheduled Time
Start:
Monday, 16th September 2024
6:30 PM
Monday, 16th September 2024
6:30 PM
End:
Monday, 16th September 2024
10:30 PM
Monday, 16th September 2024
10:30 PM
Meeting Status
Status:
Confirmed
Confirmed
Date:
16 Sep 2024
16 Sep 2024
Location:
Council Chamber - Appletree Court, Beaulieu Road, Lyndhurst, SO43 7PA
Council Chamber - Appletree Court, Beaulieu Road, Lyndhurst, SO43 7PA
Meeting Attendees
Committee Member
Vacancy
Expected
Committee Member
Vice-Chairman of the Council
Officer
Chief Executive
Kate Ryan
In attendance
Officer
Assistant Director - Governance (Monitoring Officer)
Tanya Coulter
In attendance
Vice-Chairman
Chairman of the Council
Committee Member
Leader of the Council
Committee Member
Cllr Neil Millington
Present, as expected
Officer
Strategic Director Place, Operations and Sustainability
James Carpenter
In attendance
Officer
Strategic Director – Housing & Communities
Richard Knott
In attendance
Officer
Assistant Director Place Operations
Chris Noble
In attendance
Officer
Democratic ICT Officer
Daniel Reynafarje
In attendance
Officer
Assistant Director - Finance
Paul Whittles
In attendance
Officer
Assistant Director - Strategy and Engagement
Matt Wisdom
In attendance
Agenda
0
Remembering Cllr Keith Craze
The Chairman expressed his deep sadness following the recent passing of Cllr Keith Craze, who served the District with dedication and distinction. He was a committed public servant, having represented the Barton ward from 2019-2023 and the Barton and Becton ward from 2023-2024.
Keith held a number of important positions in his time as a District Councillor, including most recently as Vice-Chairman of the Audit Committee. Keith brought his 40 years of experience in Human Resources to the HR Committee, adding invaluable insight to the Council’s work as a local employer. He also served as Chairman of the Community, Partnerships and Wellbeing Panel prior to the Council’s most recent committee structure, as a dedicated member of a number of working groups, and he also represented the Council on a number of Outside Bodies, including work with Wessex Water, and Hampshire Road Safety.
The Chairman recognised Keith’s service to New Milton Town Council, having held the distinguished office of Town Mayor and Chairman.
On behalf of the Council, the Chairman placed on record his thanks for Cllr Craze’s service, and expressed his sincere condolences to Keith’s family and friends.
A number of Members spoke to add their personal tributes in remembering Cllr Keith Craze.
With the NFDC flag at half mast, the Council stood in silent tribute, as it remembered Keith and his service to the Council, and the New Forest District.
Keith held a number of important positions in his time as a District Councillor, including most recently as Vice-Chairman of the Audit Committee. Keith brought his 40 years of experience in Human Resources to the HR Committee, adding invaluable insight to the Council’s work as a local employer. He also served as Chairman of the Community, Partnerships and Wellbeing Panel prior to the Council’s most recent committee structure, as a dedicated member of a number of working groups, and he also represented the Council on a number of Outside Bodies, including work with Wessex Water, and Hampshire Road Safety.
The Chairman recognised Keith’s service to New Milton Town Council, having held the distinguished office of Town Mayor and Chairman.
On behalf of the Council, the Chairman placed on record his thanks for Cllr Craze’s service, and expressed his sincere condolences to Keith’s family and friends.
A number of Members spoke to add their personal tributes in remembering Cllr Keith Craze.
With the NFDC flag at half mast, the Council stood in silent tribute, as it remembered Keith and his service to the Council, and the New Forest District.
Minutes
0
Apologies
Apologies for absence were received from Cllrs Alvey, Blunden, Clark, Glass, Linford, Murray, Rippon-Swaine and M Wade.
Minutes
1
Minutes
To confirm the minutes of the meeting held on 8 July 2024 as a correct record.
Attachments:
- Document Public minutes 08072024 1830 Council 06 Sep 2024
Minutes
RESOLVED:
That the minutes of the meeting held on 8 July 2024, be confirmed.
That the minutes of the meeting held on 8 July 2024, be confirmed.
2
Declarations of Interests
To note any declarations of interests made by members in connection with an agenda item. The nature of the interests 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 by Members.
3
Chairman's Announcements
Minutes
Emergency Services Day
The Chairman referred to the Council flying the Emergency Services Day Flag on Monday 9 September, in recognition of the heroic men and women of the NHS and emergency services. Each year, the occasion presents the Council with the opportunity to promote the work of the emergency services, educate the public about basic lifesaving skills, and promote the many career and volunteering opportunities available that are vital to keeping Britain safe.
Engagements
The Chairman reported on the following recent engagements:-
10 July
Laid a wreath on behalf of the District at the Annual Commemoration Indian Obelisk, in New Milton.
11 July
Attended the Brockenhurst College Gala Awards, sponsored by NFDC.
26 July
Alongside the Armed Forces Champion, Cllr Alvin Reid, attended the Blue Jumper Lunch at the McMullen Barracks in Marchwood, invited by the Commanding Officer of 17 Port and Maritime Regiment.
July
Alongside the Vice-Chairman, attended a number of civic events hosted by fellow Hampshire Authorities, including East Hampshire and Basingstoke and Deane.
30 August – 1 September
At the New Forest Show this year, the Chairman was delighted to mark the Council’s 50th anniversary year at its stand, alongside the Leader of the Council, the Chief Executive and many of the Council’s partners across the District. The event provided a platform to launch the Council’s new corporate plan, for people, place and prosperity.
12 September
Attended the Hampshire and Isle of Wight Air Ambulance tour and talk about the charity. The Chairman highlighted this as extremely interesting and informative, particularly as his chosen charity for the year.
The Chairman referred to the Council flying the Emergency Services Day Flag on Monday 9 September, in recognition of the heroic men and women of the NHS and emergency services. Each year, the occasion presents the Council with the opportunity to promote the work of the emergency services, educate the public about basic lifesaving skills, and promote the many career and volunteering opportunities available that are vital to keeping Britain safe.
Engagements
The Chairman reported on the following recent engagements:-
10 July
Laid a wreath on behalf of the District at the Annual Commemoration Indian Obelisk, in New Milton.
11 July
Attended the Brockenhurst College Gala Awards, sponsored by NFDC.
26 July
Alongside the Armed Forces Champion, Cllr Alvin Reid, attended the Blue Jumper Lunch at the McMullen Barracks in Marchwood, invited by the Commanding Officer of 17 Port and Maritime Regiment.
July
Alongside the Vice-Chairman, attended a number of civic events hosted by fellow Hampshire Authorities, including East Hampshire and Basingstoke and Deane.
30 August – 1 September
At the New Forest Show this year, the Chairman was delighted to mark the Council’s 50th anniversary year at its stand, alongside the Leader of the Council, the Chief Executive and many of the Council’s partners across the District. The event provided a platform to launch the Council’s new corporate plan, for people, place and prosperity.
12 September
Attended the Hampshire and Isle of Wight Air Ambulance tour and talk about the charity. The Chairman highlighted this as extremely interesting and informative, particularly as his chosen charity for the year.
4
Leader's Announcements
Minutes
There were none.
5
Report of Cabinet - 7 August 2024
Attachments:
- Document Report of Cabinet 7 August 2024 - Council 16 September 2024 06 Sep 2024
- Document Appendix 1 - Annual Performance and Provisional Budget Outturn 06 Sep 2024
- Document Appendix 2 - Transformation Business Case 06 Sep 2024
- Document Appendix 3 - Performance Management Framework 06 Sep 2024
Minutes
PART I – ITEMS RESOLVED BY CABINET
There were no speakers on the items resolved by Cabinet at its meeting on 7 August 2024.
PART II – RECOMMENDATIONS TO COUNCIL
Item 4 – Annual Performance and Provisional Budget Outturn 2023/24
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
RESOLVED:
That Council approve the establishment of a new Corporate Priorities Reserve, with an initial contribution of £1.5 million in 2023/24 and note the transfer of £262,000 in 2023/24 to enhance the Treasury Management Reserve.
Item 5 – Transformation Business Case – Customer and Digital Services (Including Organisational Design) and Appletree Court
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
One Member suggested that the general trend of staff working from home could be considered the biggest change the Council had ever seen, with it starting before the pandemic and accelerating through this period. The Member considered that whilst there were advantages of this, some risks including isolation, and the impact on collaboration and team ethic needed to be very carefully considered. It was requested that this be given very close attention, particularly if more radical change such as office closures took place. In connection with hybrid working, a further Member highlighted the importance of being able to offer this as an employee benefit, in a challenging recruitment space. This aided the Council’s work as an employer of choice, and to retain talented staff, if the right balance could be found.
The Portfolio Holder for Finance and Corporate agreed that the management of the risk of staff isolation was crucial. Senior officers monitored this closely. This was assisted by a hybrid balance of three days in the office, with two working from home. The environmental benefits of reducing five days worth of staff commuting was also noted. The Portfolio Holder took the opportunity to remind Members that there were no plans to close Appletree Court, and committed to maintaining a council presence across the District.
One Member spoke specifically on the potential future of Lymington Town Hall and the impact that this might have not only on NFDC residents, but to those partner organisations using the facilities at the site.
The Leader responded to the debate, highlighting the support for the balance of hybrid working expressed through the recent staff survey results. Team days were also highlighted which involved all staff from a particular service area attending to collaborate with colleagues. Hybrid working was seen as an important part of the Council being able to strive towards and maintain its position as an employer of choice.
RESOLVED:
That Council approve:-
1. the allocation of £2.709m on an invest-to-save basis to deliver the necessary technology and organisational changes to deliver the preferred future organisational design option; and
2. the allocation of up to £1.75m for improvements to the East wing of ATC on an invest-to-save basis, to facilitate the third party letting of the south wing and the generation of c£300,000 per annum in income.
Item 6 – Introduction of a Performance Management Framework / Consideration of a relate Motion Referred by Council
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
One Member welcomed the increased transparency that would be achieved through the new performance management framework, specifically in monitoring climate measures. However, a number of partners that measured their overall carbon footprint were cited, despite the Council not measuring this total figure presently, recognising some of the challenges in defining this. The Member welcomed the opportunity through the Task and Finish Group to consider the options for monitoring emissions, how this is defined, and subsequently to set meaningful net zero targets based on this data.
A number of other Members endorsed the comments above, and wished to ensure that the Task and Finish Group pursued a meaningful set of objectives, including the opportunity to learn from other councils and partners on their approach to the climate and nature emergency.
In respect of the Performance Management Framework itself, a Member highlighted that additional performance measures had been suggested across number of areas that did not feature in the final version for a variety of reasons. It was hoped that these issues would be captured through other appropriate reporting mechanisms, even if not directly through the framework. Performance Management of staff and the undertaking of regular one to one conversations was also raised.
One Member suggested that ambitious targets were not necessarily a bad thing, with performance being driven towards these, falling short could still result in very high performing services. He encouraged bolder, more radical target setting and appropriate risk taking in this context.
The Leader responded to the debate, and welcomed the focus to the Task and Finish Group’s proposed programme of work. She specifically addressed the concerns on staff performance management and managers undertaking one to one conversations, highlighting these were taking place and reports in this area continued to show signs of ongoing improvement.
RESOLVED:
This Council notes that:-
1. The Leader’s foreword to the Corporate Plan states that ‘As a well-established community leader, the Council has long recognised the strong heritage and a world-class environment we operate within, and work to protect and enhance. Tackling climate and environmental challenges is key to ensure that the special nature of the New Forest can be enjoyed by future generations.’
2. Two of the four values of this Council are Ambition (We will be ambitious for our people and our place, embracing innovation and best practice) and Fairness (We will act fairly, honestly, and openly in all that we do).
3. The first priority of this Council’s Future New Forest transformation programme is “Putting our customers at the heart of what we do”.
4. This Council voted in October 2021 to declare a ‘Climate Change and Nature Emergency’.
5. This Council’s Corporate Plan 2024 – 2028 does not include measurable targets and a mechanism to report progress against such targets to our residents.
6. High performing organisations relish being measured as it allows them to demonstrate their outstanding performance.
7. That in the draft consultation version of the Corporate Plan, a measurement of “Overall emissions from council activity (Kg of CO2)” was included.
This Council resolves that:-
1. In delivering our Corporate Plan 2024-2028, this Council stated that the plan would be underpinned by a suitable and proportionate Performance Management Framework that details the reporting regime for progress monitoring. This is now developed alongside a formal published set of KPIs, with targets (Appendix 2, 2024-2028 List of KPIs). Clear KPI definitions have been agreed with accountable officers (Appendix 3, NFDC handbook of definitions).
2. The mechanisms for reporting against the targets, and publishing progress on a minimum of an annual basis, is set out in the Performance Management Framework and accompanying list of KPIs.
3. With respect to Place Priority 2 “Protecting our climate, coast, and natural world”, and the consideration of the measure, “Overall emissions from council activity (Kg of CO2)”, this is not supported and the following is resolved:-
(a) The overall emissions resulting from council activity will continue to be reported through the Climate Change and Nature Emergency (CC&NE) Annual Report. This report details the implementation and governance of activities resulting from the CC&NE Strategy and Action Plan and outlines the scope of emissions targets, performance measures and monitoring arrangements.
(b) The resourcing implications of any additional targets and measures are not currently known or allocated.
(c) Cabinet recognise the value in more fully understanding this area and proposed to establish a Task and Finish group for 12 months, to consider this measure within the context of the Council's Climate Change and Nature Emergency Strategy and Action Plans. This will include consideration of adopted targets measures, scope, resource implications and prioritisation.
(d) Should the CC&NE Task and Finish group make recommendations for additional Climate Change and a Nature Emergency targets or measures to be adopted, these should reside within the CC&NE Action Plan as opposed to the Corporate Plan list of KPIs.
There were no speakers on the items resolved by Cabinet at its meeting on 7 August 2024.
PART II – RECOMMENDATIONS TO COUNCIL
Item 4 – Annual Performance and Provisional Budget Outturn 2023/24
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
RESOLVED:
That Council approve the establishment of a new Corporate Priorities Reserve, with an initial contribution of £1.5 million in 2023/24 and note the transfer of £262,000 in 2023/24 to enhance the Treasury Management Reserve.
Item 5 – Transformation Business Case – Customer and Digital Services (Including Organisational Design) and Appletree Court
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
One Member suggested that the general trend of staff working from home could be considered the biggest change the Council had ever seen, with it starting before the pandemic and accelerating through this period. The Member considered that whilst there were advantages of this, some risks including isolation, and the impact on collaboration and team ethic needed to be very carefully considered. It was requested that this be given very close attention, particularly if more radical change such as office closures took place. In connection with hybrid working, a further Member highlighted the importance of being able to offer this as an employee benefit, in a challenging recruitment space. This aided the Council’s work as an employer of choice, and to retain talented staff, if the right balance could be found.
The Portfolio Holder for Finance and Corporate agreed that the management of the risk of staff isolation was crucial. Senior officers monitored this closely. This was assisted by a hybrid balance of three days in the office, with two working from home. The environmental benefits of reducing five days worth of staff commuting was also noted. The Portfolio Holder took the opportunity to remind Members that there were no plans to close Appletree Court, and committed to maintaining a council presence across the District.
One Member spoke specifically on the potential future of Lymington Town Hall and the impact that this might have not only on NFDC residents, but to those partner organisations using the facilities at the site.
The Leader responded to the debate, highlighting the support for the balance of hybrid working expressed through the recent staff survey results. Team days were also highlighted which involved all staff from a particular service area attending to collaborate with colleagues. Hybrid working was seen as an important part of the Council being able to strive towards and maintain its position as an employer of choice.
RESOLVED:
That Council approve:-
1. the allocation of £2.709m on an invest-to-save basis to deliver the necessary technology and organisational changes to deliver the preferred future organisational design option; and
2. the allocation of up to £1.75m for improvements to the East wing of ATC on an invest-to-save basis, to facilitate the third party letting of the south wing and the generation of c£300,000 per annum in income.
Item 6 – Introduction of a Performance Management Framework / Consideration of a relate Motion Referred by Council
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
One Member welcomed the increased transparency that would be achieved through the new performance management framework, specifically in monitoring climate measures. However, a number of partners that measured their overall carbon footprint were cited, despite the Council not measuring this total figure presently, recognising some of the challenges in defining this. The Member welcomed the opportunity through the Task and Finish Group to consider the options for monitoring emissions, how this is defined, and subsequently to set meaningful net zero targets based on this data.
A number of other Members endorsed the comments above, and wished to ensure that the Task and Finish Group pursued a meaningful set of objectives, including the opportunity to learn from other councils and partners on their approach to the climate and nature emergency.
In respect of the Performance Management Framework itself, a Member highlighted that additional performance measures had been suggested across number of areas that did not feature in the final version for a variety of reasons. It was hoped that these issues would be captured through other appropriate reporting mechanisms, even if not directly through the framework. Performance Management of staff and the undertaking of regular one to one conversations was also raised.
One Member suggested that ambitious targets were not necessarily a bad thing, with performance being driven towards these, falling short could still result in very high performing services. He encouraged bolder, more radical target setting and appropriate risk taking in this context.
The Leader responded to the debate, and welcomed the focus to the Task and Finish Group’s proposed programme of work. She specifically addressed the concerns on staff performance management and managers undertaking one to one conversations, highlighting these were taking place and reports in this area continued to show signs of ongoing improvement.
RESOLVED:
This Council notes that:-
1. The Leader’s foreword to the Corporate Plan states that ‘As a well-established community leader, the Council has long recognised the strong heritage and a world-class environment we operate within, and work to protect and enhance. Tackling climate and environmental challenges is key to ensure that the special nature of the New Forest can be enjoyed by future generations.’
2. Two of the four values of this Council are Ambition (We will be ambitious for our people and our place, embracing innovation and best practice) and Fairness (We will act fairly, honestly, and openly in all that we do).
3. The first priority of this Council’s Future New Forest transformation programme is “Putting our customers at the heart of what we do”.
4. This Council voted in October 2021 to declare a ‘Climate Change and Nature Emergency’.
5. This Council’s Corporate Plan 2024 – 2028 does not include measurable targets and a mechanism to report progress against such targets to our residents.
6. High performing organisations relish being measured as it allows them to demonstrate their outstanding performance.
7. That in the draft consultation version of the Corporate Plan, a measurement of “Overall emissions from council activity (Kg of CO2)” was included.
This Council resolves that:-
1. In delivering our Corporate Plan 2024-2028, this Council stated that the plan would be underpinned by a suitable and proportionate Performance Management Framework that details the reporting regime for progress monitoring. This is now developed alongside a formal published set of KPIs, with targets (Appendix 2, 2024-2028 List of KPIs). Clear KPI definitions have been agreed with accountable officers (Appendix 3, NFDC handbook of definitions).
2. The mechanisms for reporting against the targets, and publishing progress on a minimum of an annual basis, is set out in the Performance Management Framework and accompanying list of KPIs.
3. With respect to Place Priority 2 “Protecting our climate, coast, and natural world”, and the consideration of the measure, “Overall emissions from council activity (Kg of CO2)”, this is not supported and the following is resolved:-
(a) The overall emissions resulting from council activity will continue to be reported through the Climate Change and Nature Emergency (CC&NE) Annual Report. This report details the implementation and governance of activities resulting from the CC&NE Strategy and Action Plan and outlines the scope of emissions targets, performance measures and monitoring arrangements.
(b) The resourcing implications of any additional targets and measures are not currently known or allocated.
(c) Cabinet recognise the value in more fully understanding this area and proposed to establish a Task and Finish group for 12 months, to consider this measure within the context of the Council's Climate Change and Nature Emergency Strategy and Action Plans. This will include consideration of adopted targets measures, scope, resource implications and prioritisation.
(d) Should the CC&NE Task and Finish group make recommendations for additional Climate Change and a Nature Emergency targets or measures to be adopted, these should reside within the CC&NE Action Plan as opposed to the Corporate Plan list of KPIs.
6
Report of Cabinet - 4 September 2024
Attachments:
- Document Report of Cabinet 4 September 2024 - Council 16 September 2024 06 Sep 2024
- Document Appendix 1 - Customer Strategy 06 Sep 2024
- Document Appendix 2 - Christchurch Bay 06 Sep 2024
- Document Appendix 3 - Strategic Risk Register 06 Sep 2024
Minutes
PART I – ITEMS RESOLVED BY CABINET
There were no speakers on the items resolved by Cabinet at its meeting on 4 September 2024.
PART II – RECOMMENDATIONS TO COUNCIL
Item 2 – Customer Strategy
The Portfolio Holder for Finance and Corporate introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
The good work culminating in a ‘Customer Promise’, developed through the Change Champions Group was recognised by Members.
Members debated some of the improvement targets included within the strategy, most notably call transfers. It was suggested that this could be more ambitious moving forwards.
One Member highlighted the interdependencies with the Council’s ICT Strategy, and the access across the District to reliable broadband. Ultimately, a consistent experience should be the ambition across different communication channels with the Council. Members welcomed the commitment to continue to offer face to face support for those that needed it.
The Portfolio Holder for Finance and Corporate responded to the debate. He highlighted that targets needed to be proportionate when a number of ICT systems and infrastructure was changing alongside service redesign. It was hoped that these could become more ambitious in the future. With regard to the number of responses to consultations, it was suggested that when change was not popular, response rates were high, but it was less likely for respondents to write to the Council welcoming change that was generally well received.
RESOLVED:
That the Customer Strategy be approved.
Item 3 – Christchurch Bay & Harbour Flood & Coastal Erosion Risk
Management (FCERM) Strategy
In the absence of the Portfolio Holder for Environment and Sustainability, the Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
One Member welcomed the strategy and highlighted the need for a similar approach to the coastal area of Totton and the Waterside. It was noted that the Environment Agency was responsible for large sections of this coastline and further information on timescales for the development of a strategy were expected soon.
In response to some concerns about the funding of such an ambitious strategy, it was highlighted that with a comprehensive evidence base behind the strategy, funding opportunities were more readily available to the Council and partners, with a strong position to pursue specific project bids. The work of the District Council’s officers to get the documents to this stage was commended. A contrary view was expressed that given the ratio of funded to unfunded bids in this area, and with funding opportunities generally, the expectations upon the Council to commit significant resources including officer time to produce lengthy strategies, was not desirable.
RESOLVED:
That Council approve:-
1. The recommended leading options identified in the Christchurch Bay & Harbour Flood & Coastal Erosion Risk Management (FCERM) Strategy for the New Forest 44 District Council area, subject to securing the necessary funding contributions.
2. That in approving and adopting the strategy, it commits to developing a Funding Strategy that will seek to identify and aim to secure the necessary funding contributions to enable the national or local leading options to be implemented via future capital schemes and maintenance of existing/new schemes, noting that the exact amount of contributions will need to be confirmed as schemes are developed.
Note – Cllr Harrison requested that his abstention from the resolution above, be recorded.
Item 4 – Strategic Risk Register
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
In response to one Member’s specific questions on some of the risks outside of tolerance levels and the mitigation measures to reduce risk, the Leader committed to supplying the relevant information to the Member outside of the meeting.
RESOLVED:
That the Strategic Risk Register, be adopted.
There were no speakers on the items resolved by Cabinet at its meeting on 4 September 2024.
PART II – RECOMMENDATIONS TO COUNCIL
Item 2 – Customer Strategy
The Portfolio Holder for Finance and Corporate introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
The good work culminating in a ‘Customer Promise’, developed through the Change Champions Group was recognised by Members.
Members debated some of the improvement targets included within the strategy, most notably call transfers. It was suggested that this could be more ambitious moving forwards.
One Member highlighted the interdependencies with the Council’s ICT Strategy, and the access across the District to reliable broadband. Ultimately, a consistent experience should be the ambition across different communication channels with the Council. Members welcomed the commitment to continue to offer face to face support for those that needed it.
The Portfolio Holder for Finance and Corporate responded to the debate. He highlighted that targets needed to be proportionate when a number of ICT systems and infrastructure was changing alongside service redesign. It was hoped that these could become more ambitious in the future. With regard to the number of responses to consultations, it was suggested that when change was not popular, response rates were high, but it was less likely for respondents to write to the Council welcoming change that was generally well received.
RESOLVED:
That the Customer Strategy be approved.
Item 3 – Christchurch Bay & Harbour Flood & Coastal Erosion Risk
Management (FCERM) Strategy
In the absence of the Portfolio Holder for Environment and Sustainability, the Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
One Member welcomed the strategy and highlighted the need for a similar approach to the coastal area of Totton and the Waterside. It was noted that the Environment Agency was responsible for large sections of this coastline and further information on timescales for the development of a strategy were expected soon.
In response to some concerns about the funding of such an ambitious strategy, it was highlighted that with a comprehensive evidence base behind the strategy, funding opportunities were more readily available to the Council and partners, with a strong position to pursue specific project bids. The work of the District Council’s officers to get the documents to this stage was commended. A contrary view was expressed that given the ratio of funded to unfunded bids in this area, and with funding opportunities generally, the expectations upon the Council to commit significant resources including officer time to produce lengthy strategies, was not desirable.
RESOLVED:
That Council approve:-
1. The recommended leading options identified in the Christchurch Bay & Harbour Flood & Coastal Erosion Risk Management (FCERM) Strategy for the New Forest 44 District Council area, subject to securing the necessary funding contributions.
2. That in approving and adopting the strategy, it commits to developing a Funding Strategy that will seek to identify and aim to secure the necessary funding contributions to enable the national or local leading options to be implemented via future capital schemes and maintenance of existing/new schemes, noting that the exact amount of contributions will need to be confirmed as schemes are developed.
Note – Cllr Harrison requested that his abstention from the resolution above, be recorded.
Item 4 – Strategic Risk Register
The Leader introduced the item and moved the recommendations from the Cabinet meeting. Cllr S Davies seconded the motion.
In response to one Member’s specific questions on some of the risks outside of tolerance levels and the mitigation measures to reduce risk, the Leader committed to supplying the relevant information to the Member outside of the meeting.
RESOLVED:
That the Strategic Risk Register, be adopted.
7
Allocation of Seats and Appointments to Committees and Panels
Attachments:
- Document Allocation of seats and appointments to committees and panels 06 Sep 2024
- Document Appendix 1 - Committee and Panel Memberships 06 Sep 2024
Minutes
The Leader moved the recommendations, proposing the allocation of seats to the political groups as identified in the report, with the individual nominees circulated at Appendix 1. Cllr S Davies seconded the motion.
One Member highlighted a correction in the report to identify the non-aligned Member as ‘Labour and Cooperative’.
RESOLVED:
That the Council:-
1. Having considered the allocation of seats to committees and panels in accordance with the principles set out in the report, agrees to maintain the Council’s current position set out in the table at paragraph 13 of the report;
2. Appoints councillors to individual committees and panels, as identified in Appendix 1, for the remainder of the four year period ending May 2027; and
3. Notes that a further review of the allocation of seats will be undertaken following the by-election for the Barton and Becton ward.
One Member highlighted a correction in the report to identify the non-aligned Member as ‘Labour and Cooperative’.
RESOLVED:
That the Council:-
1. Having considered the allocation of seats to committees and panels in accordance with the principles set out in the report, agrees to maintain the Council’s current position set out in the table at paragraph 13 of the report;
2. Appoints councillors to individual committees and panels, as identified in Appendix 1, for the remainder of the four year period ending May 2027; and
3. Notes that a further review of the allocation of seats will be undertaken following the by-election for the Barton and Becton ward.
8
Questions
To ask questions under Standing Order 22. Questions received will be published ahead of the meeting. (Members are reminded that questions must be submitted to Democratic Services by no later than 12.00 noon, Wednesday 11 September 2024).
Attachments:
- Document Questions under Standing Order 22 06 Sep 2024
- Document Questions and Replies 30 Sep 2024
Minutes
Questions were put and answered under Standing Order 22, as follows:-
· From Cllr Clark to the Portfolio Holder for Planning and Economy, Cllr Tipp, on Fawley Waterside.
· From Cllr J Davies to the Portfolio Holder for Planning and Economy, Cllr Tipp, on Section 106 monies.
· From Cllr Harrison to the Portfolio Holder for Finance and Corporate, Cllr Heron, on unpaid Council tax bills.
· From Cllr Rackham to the Portfolio Holder for Environment and Sustainability, Cllr Blunden, on flood and erosion plans for the East of the District.
· From Cllr Millar to the Portfolio Holder for Planning and Economy, Cllr Tipp, on planning reforms.
· From Cllr Brand to the Portfolio Holder for Planning and Economy, Cllr Tipp, on phosphate mitigation and affordable housing.
· From Cllr A Wade to the Portfolio Holder for Community, Safety and Wellbeing, Cllr Poole, on Community Wardens.
· From Cllr Clark to the Portfolio Holder for Finance and Corporate, Cllr Heron, on changes to local government settlements and funding formulas.
Note: A copy of the full questions and replies are attached to these minutes.
· From Cllr Clark to the Portfolio Holder for Planning and Economy, Cllr Tipp, on Fawley Waterside.
· From Cllr J Davies to the Portfolio Holder for Planning and Economy, Cllr Tipp, on Section 106 monies.
· From Cllr Harrison to the Portfolio Holder for Finance and Corporate, Cllr Heron, on unpaid Council tax bills.
· From Cllr Rackham to the Portfolio Holder for Environment and Sustainability, Cllr Blunden, on flood and erosion plans for the East of the District.
· From Cllr Millar to the Portfolio Holder for Planning and Economy, Cllr Tipp, on planning reforms.
· From Cllr Brand to the Portfolio Holder for Planning and Economy, Cllr Tipp, on phosphate mitigation and affordable housing.
· From Cllr A Wade to the Portfolio Holder for Community, Safety and Wellbeing, Cllr Poole, on Community Wardens.
· From Cllr Clark to the Portfolio Holder for Finance and Corporate, Cllr Heron, on changes to local government settlements and funding formulas.
Note: A copy of the full questions and replies are attached to these minutes.
9
Meeting Dates 2025/2026
To agree the following schedule of Council meetings for the 2025/26 municipal year, all commencing at 6.30 pm:-
2025
12 May AGM (already agreed)
14 July
15 September
13 October
15 December
2026
23 February
13 April
18 May AGM
2025
12 May AGM (already agreed)
14 July
15 September
13 October
15 December
2026
23 February
13 April
18 May AGM
Minutes
RESOLVED:
That the following meeting dates for the 2025/26 municipal year, be agreed (Mondays, 6.30 pm):-
2025
· 12 May AGM (already agreed)
· 14 July
· 15 September
· 13 October
· 15 December
2026
· 23 February
· 13 April
· 18 May AGM
That the following meeting dates for the 2025/26 municipal year, be agreed (Mondays, 6.30 pm):-
2025
· 12 May AGM (already agreed)
· 14 July
· 15 September
· 13 October
· 15 December
2026
· 23 February
· 13 April
· 18 May AGM
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