Agenda item

PART I – ITEMS RESOLVED BY CABINET

Item 1 – Corporate Plan: Key Performance Data for Quarter 4 2024-2025 and Target Refresh April 2025 to March 2026 

A Member raised that it was important to have KPI’s relevant to the Council’s priorities, recognising that the residents survey would not be undertaken. It was suggested that this be removed as a performance indicators and instead areas such as the asset review, waste service performance, customer service feedback, housing tenancy and staff feedback (relevant to transformation) be looked at, and ongoing projects which would be relevant for the next couple of years, with targets which were positive and achievable.  In response, the Leader confirmed that the comments were noted.   

PART II – RECOMMENDATIONS TO COUNCIL

Item 7 - Financial Monitoring Report (Provisional Budget Outturn 2024/25) 

Part I – Items Resolved by Cabinet 

A member stated that over the years the Council had consistently underspent and although they supported the recommendations, they requested that excess monies, along with CIL, be spent on residents of the New Forest before the new Council was established. It was also felt that on the Waterside there would be projects where those monies would help enhance residents lives and would show that the Council was serious in its statement that it was one authority.  In response, the Portfolio Holder for Finance and Corporate reported the Council was investing significant sums in the regeneration of Totton and Eling Tide Mill, alongside supporting the whole of the New Forest.   

A question was raised on what was felt to be a significant underspend on disabled facilities grants of £500,000 and therefore, should the availability of the grant be further advertised or had the Council over-budgeted. In response, the Portfolio Holder for Housing and Homelessness clarified that the sum had been set aside for private sector housing and had been no demand for the grant, although the HRA was always overspent. 

Another Member agreed with £2.5m being moved to Capital Reserves and that this should provide an opportunity for Councillors to consider how it could be used in the next budget. 

It was felt that the Council’s, along with central government and Hampshire County Council’s finances were being used for local government reorganisation with little being spent on residents who wanted good services and low council tax.  There was also concern that historically local government reorganisation hadn’t proceeded and that a plan B should be considered.  In response, the Portfolio Holder for Finance and Corporate confirmed that the Council carried prudent reserves and that local government reorganisation had traditionally been a bumpy ride.  As the Council was both prudent and prepared, £350,000 had been allocated to the local government reorganisation reserve.  When the new Council was formed, the   Council reserves would be transferred.   

Part II – Recommendations to Council

Cllr Heron introduced the item and moved the recommendation, from the Cabinet meeting held on 2 July 2025. Cllr S Davies seconded the motion 

Members were asked to approve the addition of £500,000 to the Capital Programme to facilitate improvements across the Council’s depot estate. 

RESOLVED: 

That £500,000 be added to the Capital Programme to facilitate improvements to the Council’s depot estate. 

Item 8 – Strategic Asset Management Plan 

Cllr Heron, introduced the report and recommendation for Council. Cllr S Davies seconded the motion. 

RESOLVED: 

That the Strategic Asset Management Plan be adopted.