Agenda, decisions and minutes

Councillors are requested to declare any interests on items included in this agenda. Please refer to the workflow on the preceding page for guidance.

Declarations received will be reported at the meeting.

There were no declarations of interest made on this occasion.

To confirm and sign as a correct record the minutes of the Meeting held on 27 May 2026.

The Minutes of the meeting held on 27 May 2026 were confirmed and signed as a correct record.

To receive any public questions, statements or petitions submitted in accordance with the Constitution. Further information on the requirements for submitting these is available to view at the following link:-

https://democracy.bcpcouncil.gov.uk/ieListMeetings.aspx?CommitteeID=151&Info=1&bcr=1

The deadline for the submission of public questions is mid-day on Thursday 18 June 2026 [mid-day 3 clear working days before the meeting].

The deadline for the submission of a statement is mid-day on Tuesday 23 June 2026 [mid-day the working day before the meeting].

The deadline for the submission of a petition is Wednesday 10 June 2026 [10 working days before the meeting].

Cabinet was advised that there had been no petitions or questions submitted by members of the public on this occasion, but that one statement had been submitted in relation to Minute No. 15 (Financial Outturn 2025/26), Minute No. 16 (Medium Term Financial Plan (MTFP) Update) and Minute No. 17 (Corporate Performance Report – Q4)

Public Statement from Philip Gatrell read by Democratic Services

The multi dimensional reports and projections today underscore the cost of local authority operations in a harsh economic environment and the impact on our community.

For example, the cost of improving previously failing Children's Services requires significantly increased expenditure which - more recently - has yielded an OFSTED “Good Provider” rating.

It is timely therefore to acknowledge Cathi Hadley’s positive input as a trouble shooting Service Director in that role.

All will wish Ms Hadley well for the future when moving from the Council. Her successor in the currently advertised opportunity will doubtless continue the good work.

An objective analysis of multifarious components comprising the financial data highlights the broader scope of challenges including capital investment constraints.

The liquidity test would not be overlooked; where the Council’s draft 2025/26 Accounts show worsening year end net “overdrawn” bank and cash balances of £(5,537,000) after £5,000,000 short term investments.

To consider recommendations from the Overview and Scrutiny committees on items not otherwise included on the Cabinet Agenda.

Cabinet was advised that two recommendations had been received from the Children’s Services Overview and Scrutiny Committee on items not otherwise indicated on the Cabinet agenda.

The Chair of the Children’s Services Overview and Scrutiny Committee, Councillor Sharon Carr-Brown presented the recommendations from the Committee as set out below, copies of which had been circulated to Members of the Cabinet and published on the Council’s website prior to the meeting.

Recommendations from the Children’s Services Overview and Scrutiny Committee held on 16 June 2026

Children’s Services O&S Committee agenda item 14 (BCP Council’s alignment with the National Youth Strategy)

The Children’s Services Overview and Scrutiny Committee recommend to Cabinet that, within the summary of implications section of all Council reports, a requirement be included to consider the impact on children and young people. 

(Unanimous Decision)

Children’s Services O&S Committee agenda item 15 (Youth Justice Plan 2026-2027)

The Committee endorse the Youth Justice Plan 2026–2027 so that Cabinet can recommend its approval to Full Council. 

(Unanimous Decision)

The Leader thanked Councillor Carr-Brown and the Committee for bringing their recommendations to Cabinet.

In respect of the alignment with the National Youth Strategy and the inclusion of a paragraph within the summary of implications section of all Council reports which considers the impact on children and young people the Portfolio Holder for Children, Young People, Education and Skills advised that this was already progressing and that the report template was being updated accordingly.

With regards to the Youth Justice Plan recommendation the Leader advised that this item would be presented before the Cabinet at its meeting on the 22 July 2026, and that the recommendation from the Children’s Services Overview and Scrutiny Committee in support of the Plan would be noted.

The report presents the revenue and capital budget outturn, reserves position, dedicated schools grant outturn, housing revenue account, and results of council company and partner organisations for the financial year 2025/26.

The 2025/26 general fund revenue outturn of £4.6m is in line with the quarter three forecast and confirms that demand-led social care services remain the council’s most significant financial challenge. This is particularly within children’s services which overall has overspent by (£9.1m), being 9% of the service’s budget. Planned investment and mitigation for 2026/27 will be critical to improving resilience and bringing these pressures under control.

Pressures across the main service areas were partly offset by underspends in Resources and corporate budgets.

Included in the budget were itemised savings of £9.6m with 91% achieved through service transformation, third party spend reduction, staff savings and raising additional income.

The transformation programmes over the last six years have been crucial in reducing annual ongoing expenditure with cumulative revenue savings of £56m over this period from one off investments of £45m to date.

The accumulated deficit of £180m for the dedicated schools grant at 31 March 2026 remains a significant threat to the council’s financial stability. Expenditure will continue to outstrip funding by an estimated further £200m over the next two financial years. The required SEND reform plan has been developed and if approved, central government could provide an estimated 90% contribution toward this deficit. This would still leave the council with a residual debt to fund of £38m.

Delivery of the £100m general fund capital programme was 60% spent by the year end, largely funded by government grant, with the balance carried forward into future years.

RESOLVED that Cabinet: -

(a)           noted the final outturn position for 2025/26;

(b)           agreed the general fund capital virements set out in paragraph 2 of appendix C1; and

(c)           agreed the acceptance of capital grant for the HRA as set out in paragraph 20 of appendix D.

Voting: Unanimous

Portfolio Holder: Finance

To comply with accounting codes of practice and best practice which requires councils to regularly monitor the annual budget position and take any action to support the sustainability of the council’s financial position.

To comply with the council’s financial regulations regarding capital virements and acceptance of grants.

The Portfolio Holder for Finance presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book.

Cabinet was advised that the report presented the revenue and capital budget outturn, reserves position, dedicated schools grant outturn, housing revenue account, and results of council company and partner organisations for the financial year 2025/26.

Cabinet was informed that the 2025/26 general fund revenue outturn of £4.6m was in line with the quarter three forecast and confirmed that demand-led social care services remained the council’s most significant financial challenge. In relation to this Cabinet was advised that this was particularly within children’s services which overall had overspent by (£9.1m), being 9% of the service’s budget, and that planned investment and mitigation for 2026/27 would be critical to improving resilience and bringing these pressures under control.

Cabinet was advised that pressures across the main service areas were partly offset by underspends in Resources and corporate budgets, and that included in the budget were itemised savings of £9.6m with 91% achieved through service transformation, third party spend reduction, staff savings and raising additional income.

Cabinet was informed that the transformation programmes over the last six years had been crucial in reducing annual ongoing expenditure with cumulative revenue savings of £56m over this period from one off investments of £45m to date.

Further to this Cabinet was informed that the accumulated deficit of £180m for the dedicated schools grant at 31 March 2026 remains a significant threat to the council’s financial stability, and that expenditure will continue to outstrip funding by an estimated further £200m over the next two financial years.

Cabinet was advised that the required SEND reform plan had been developed and if approved, central government could provide an estimated 90% contribution toward this deficit, in relation to this Cabinet was informed that this would still leave the council with a residual debt to fund of £38m.

Cabinet was advised that delivery of the £100m general fund capital programme was 60% spent by the year end, largely funded by government grant, with the balance carried forward into future years.

RESOLVED that Cabinet: -

(a)           noted the final outturn position for 2025/26;

(b)           agreed the general fund capital virements set out in paragraph 2 of appendix C1; and

(c)           agreed the acceptance of capital grant for the HRA as set out in paragraph 20 of appendix D.

Voting: Unanimous

Portfolio Holder: Finance

To comply with accounting codes of practice and best practice which requires councils to regularly monitor the annual budget position and take any action to support the sustainability of the council’s financial position.

To comply with the council’s financial regulations regarding capital virements and acceptance of grants.

This report:

·       Aims to ensure the council presents a legally balanced 2027/28 budget. 

·       Presents an update to the MTFP

·       Proposes a budget planning process and timeline for key financial reports.

·       Proposes a financial strategy to support the delivery of a robust and financially sustainable budget for the medium term. 

RESOLVED that Cabinet: -

(a)           endorsed the scenario planning exercise set out in Appendix 1 that guides the potential level of activity that may now be needed to present a legally balance budget for 2027/28;

(b)           approved the budget timetable and process as set out in Appendix 2; and

(c)           approved the financial strategy designed to support the ongoing delivery of a balanced 2027/28 Budget and MTFP as set out in Appendix 3.

Voting: Unanimous

Portfolio Holder: Finance

To comply with accounting codes of practice and best practice which requires councils to have a rolling multi-year medium term financial plan.

To comply with the Councils Constitution and the requirement to have as a minimum a 3-year Medium Term Financial Plan

To provide Cabinet with the latest high-level overview of the medium-term financial plan.

To present a proposed financial strategy to support the ongoing delivery of a balanced budget for 2027/28.

The Portfolio Holder for Finance presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'B' to these Minutes in the Minute Book.

Cabinet was advised that the report: -

• Aimed to ensure the council presents a legally balanced 2027/28 budget; 
• Presents an update to the MTFP;
• Proposes a budget planning process and timeline for key financial reports; and
• Proposes a financial strategy to support the delivery of a robust and financially sustainable budget for the medium term. 

RESOLVED that Cabinet: -

(a)           endorsed the scenario planning exercise set out in Appendix 1 that guides the potential level of activity that may now be needed to present a legally balance budget for 2027/28;

(b)           approved the budget timetable and process as set out in Appendix 2; and

(c)           approved the financial strategy designed to support the ongoing delivery of a balanced 2027/28 Budget and MTFP as set out in Appendix 3.

Voting: Unanimous

Portfolio Holder: Finance

To comply with accounting codes of practice and best practice which requires councils to have a rolling multi-year medium term financial plan.

To comply with the Councils Constitution and the requirement to have as a minimum a 3-year Medium Term Financial Plan

To provide Cabinet with the latest high-level overview of the medium-term financial plan.

To present a proposed financial strategy to support the ongoing delivery of a balanced budget for 2027/28.

BCP Council adopted ‘A shared vision for Bournemouth, Christchurch and Poole 2024-28’ in May 2024. 

The shared vision is the corporate strategy which sets out the council’s vision, priorities and ambitions as well as the principles which underpin the way the council works as it develops and delivers its services. 

Incorporated in the vision is a set of measures of progress for achieving the vision, priorities and ambitions. 

This is the performance monitoring report for Quarter Four 25-26, presenting an update on the progress measures. 

The council’s delivery against its priorities and ambitions can also be monitored through the performance dashboard which is available on the council’s website providing up-to-date real time information on the progress measures.

RESOLVED that Cabinet: -

(a)         considered the Quarter Four 2025/26 performance;

(b)         noted that work continues to expand the data available on the interactive performance dashboard;

(c)         noted the positive activities highlighted in the report and exceptional performance reports; and

(d)         noted the performance exception reports relating to areas of underperformance and task the corporate directors to take action to improve performance.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Our shared vision for Bournemouth, Christchurch and Poole sets out the priorities and ambitions against which the council’s performance will be judged, and as such is a vital component of the council’s performance management framework.

An understanding of performance against targets, goals and objectives helps the council to assess and manage service delivery and identify emerging business risks.

The Leader of the Council presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'C' to these Minutes in the Minute Book.

BCP Council adopted ‘A shared vision for Bournemouth, Christchurch and Poole 2024-28’ in May 2024. 

Cabinet was advised that the shared vision was the corporate strategy which set out the council’s vision, priorities and ambitions as well as the principles which underpinned the way the council works as it develops and delivers its services. 

Cabinet was informed that incorporated in the vision is a set of measures of progress for achieving the vision, priorities and ambitions, and that the performance monitoring report for Quarter Four 25-26, presents an update on the progress measures. 

In relation to this Cabinet was advised that the council’s delivery against its priorities and ambitions can also be monitored through the performance dashboard which is available on the council’s website providing up-to-date real time information on the progress measures.

Councillor Patrick Canavan addressed the Cabinet highlighting the positive news with regards to the downward arrow in respect of anti-social behaviour.

Councillor Sharon Carr-Brown addressed the Cabinet in respect of penalty notices for fly-tipping and littering questioning whether nonpayment of such fines is pursued to court if necessary and taken to their conclusion.

The Portfolio Holder for Housing and Regulatory Services highlighted the work carried out by the team dealing with fly tipping and advised that follow up fines are issued and that regular meetings are help with WISE.

Cabinet members spoke in support of the report and thanked officers across the council for all their hard work.

RESOLVED that Cabinet: -

(a)         considered the Quarter Four 2025/26 performance;

(b)         noted that work continues to expand the data available on the interactive performance dashboard;

(c)         noted the positive activities highlighted in the report and exceptional performance reports; and

(d)         noted the performance exception reports relating to areas of underperformance and task the corporate directors to take action to improve performance.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Our shared vision for Bournemouth, Christchurch and Poole sets out the priorities and ambitions against which the council’s performance will be judged, and as such is a vital component of the council’s performance management framework.

An understanding of performance against targets, goals and objectives helps the council to assess and manage service delivery and identify emerging business risks.

Homelessness continues to be one of the most significant challenges facing Bournemouth, Christchurch and Poole. Demand for assistance has risen sharply, driven by rising private rents, household income pressures and increasing complexity of need. In 2024 to 2025, BCP Council determined that 2,767 households needed formal intervention because of their homelessness or threat of homelessness, representing a doubling of demand compared with 2020. Rough sleeping reached a peak of 193 individual people seen over the month of July 2024 before beginning to reduce through targeted outreach, expanded supported housing and strengthened multi agency work.

Alongside these sustained pressures, recent performance shows clear evidence of improvement in key areas. Strengthened prevention activity has increased early intervention, with over 1,100 households supported to avoid homelessness during the past year. Targeted action has also reduced overall reliance on temporary accommodation, with a reduction of around 10% in recent months. Rough sleeping, which peaked in mid‑2024, has declined following expanded supported accommodation, enhanced outreach and improved multi‑agency coordination, with the most significant reductions seen among people experiencing long‑term rough sleeping. In addition, the Council has sustained a position of no families placed in bed and breakfast accommodation for longer than six weeks. These improvements provide a strong foundation for the ambitions set out in the new Strategy, while recognising that demand and system pressures remain high.

The proposed Homelessness and Rough Sleeping Strategy 2026 to 2031 sets out a long term, evidence based and partnership led plan for reducing homelessness and rough sleeping across the area. The Strategy is fully aligned with national Government priorities on homelessness and rough sleeping, including the emphasis on earlier prevention across public services, national commitments to reduce families and children in Bed & Breakfast, rough sleeping and the monitoring of performance within the Local Outcomes Framework.

Developed through comprehensive review, extensive engagement, consultation and strong lived experience input, the Strategy presents a shared ambition to make homelessness in BCP rare, brief and unrepeated. It reflects updated statutory data, changing system pressures and learning from recent years.

Approval of the Homelessness and Rough Sleeping Strategy 2026–2031 will provide a clear strategic framework for the Council and its partners to prevent homelessness earlier, reduce reliance on unsuitable temporary accommodation, improve multi-agency practice and support people to secure and sustain safe and stable homes. A Delivery Plan, co-produced with partners and people with lived experience, will support implementation and provide ongoing oversight of progress and impact.

RESOLVED that Cabinet: -

(a)           approved the adoption of the Homelessness and Rough Sleeping Strategy 2026–2031;

(b)           noted the key findings from the homelessness review, engagement and public consultation undertaken to inform the Strategy;

(c)           delegated authority to the Corporate Director of Wellbeing, in consultation with the Portfolio Holder for Housing and Regulation, to approve the final design, formatting and publication of the Strategy and associated materials; and

(d)           noted that delivery of the Strategy will be supported by a co-produced Delivery Plan, with progress overseen through established governance arrangements including the Homelessness Delivery Board.

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

Local authorities are required to publish a Homelessness Strategy at least every five years to ensure a consistent and coordinated response to homelessness. With the current Strategy concluding in 2026, it is imperative to adopt a refreshed, evidence-led approach that addresses the marked increase in homelessness, the growing complexity of needs among presenting households, and the persistent challenges surrounding housing affordability.

Strengthening the Strategy at this juncture will enable the Council to respond proactively to emerging trends, leverage insights from recent engagement and consultation, and ensure that our interventions remain relevant and effective. Furthermore, this approach underscores our commitment to co-production with those who have lived experience, fostering stronger partnerships, and enhancing governance to deliver meaningful, sustainable change for our communities.

The Strategy also provides a clear framework for managing risk, aligning partner activity and demonstrating assurance to Members and senior officers over delivery and impact.

The Portfolio Holder for Housing and Regulatory Services presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'D' to these Minutes in the Minute Book.

Cabinet was advised that homelessness continues to be one of the most significant challenges facing Bournemouth, Christchurch and Poole, and that demand for assistance had risen sharply, driven by rising private rents, household income pressures and increasing complexity of need.

Further to this Cabinet was informed that in 2024 to 2025, BCP Council determined that 2,767 households needed formal intervention because of their homelessness or threat of homelessness, representing a doubling of demand compared with 2020, and that rough sleeping reached a peak of 193 individual people seen over the month of July 2024 before beginning to reduce through targeted outreach, expanded supported housing and strengthened multi agency work.

Cabinet was advised that alongside these sustained pressures, recent performance had shown clear evidence of improvement in key areas and that strengthened prevention activity had increased early intervention, with over 1,100 households supported to avoid homelessness during the past year.

Cabinet was informed that targeted action had also reduced overall reliance on temporary accommodation, with a reduction of around 10% in recent months, and that rough sleeping, which peaked in mid‑2024, had declined following expanded supported accommodation, enhanced outreach and improved multi‑agency coordination, with the most significant reductions seen among people experiencing long‑term rough sleeping.

In relation to this Cabinet was informed that in addition, the Council has sustained a position of no families placed in bed and breakfast accommodation for longer than six weeks, and that these improvements provided a strong foundation for the ambitions set out in the new Strategy, while recognising that demand and system pressures remain high.

Cabinet was advised that the proposed Homelessness and Rough Sleeping Strategy 2026 to 2031 sets out a long term, evidence based and partnership led plan for reducing homelessness and rough sleeping across the area, and that the Strategy is fully aligned with national Government priorities on homelessness and rough sleeping, including the emphasis on earlier prevention across public services, national commitments to reduce families and children in Bed & Breakfast, rough sleeping and the monitoring of performance within the Local Outcomes Framework.

Further to this Cabinet was informed that the Strategy had been developed through comprehensive review, extensive engagement, consultation and strong lived experience input, the Strategy presents a shared ambition to make homelessness in BCP rare, brief and unrepeated, and that it reflected updated statutory data, changing system pressures and learning from recent years.

Cabinet was advised that approval of the Homelessness and Rough Sleeping Strategy 2026–2031 would provide a clear strategic framework for the Council and its partners to prevent homelessness earlier, reduce reliance on unsuitable temporary accommodation, improve multi-agency practice and support people to secure and sustain safe and stable homes.

In relation to this Cabinet was informed that a Delivery Plan, co-produced with partners and people with  ...  view the full minutes text for item 18.

This report provides Cabinet with the annual update on progress in delivering the Housing Strategy 2021–2027.  

Over the past year, delivery has continued across all five priorities, with a focus on increasing housing supply, strengthening homelessness prevention, improving housing options, and raising standards of safety and sustainability.  

The report summarises key achievements and highlights the main challenges and risks, including sustained housing demand, market and viability pressures affecting affordable housing delivery, ongoing pressure on temporary accommodation, and the capacity implications of regulatory reform. It also outlines proposed priorities for the year ahead and the intended approach and timetable for developing a new Housing Strategy, recognising that the commitment to meeting future growth needs is expected to remain a core priority and that the Council will need to continue to act as an enabler, partner and facilitator, as well as a direct deliverer of new affordable homes.

RESOLVED that Cabinet noted the progress, achievements and challenges set out in the report. 

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

This report forms part of the Council’s established governance arrangements for the Housing Strategy and follows consideration by Corporate Management Board and Overview and Scrutiny Committee. It provides Cabinet with assurance on progress, achievements, risks and regulatory compliance during 2025/26, and sets out the proposed priorities for the year ahead alongside the approach and timetable for developing the new Housing Strategy.

The Portfolio Holder for Housing and Regulatory Services presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'E' to these Minutes in the Minute Book.

Cabinet was advised that the report provided the annual update on progress in delivering the Housing Strategy 2021–2027, and that over the past year, delivery had continued across all five priorities, with a focus on increasing housing supply, strengthening homelessness prevention, improving housing options, and raising standards of safety and sustainability.  

Further to this Cabinet was informed that the report summarised key achievements and highlighted the main challenges and risks, including sustained housing demand, market and viability pressures affecting affordable housing delivery, ongoing pressure on temporary accommodation, and the capacity implications of regulatory reform, and that it also outlined proposed priorities for the year ahead and the intended approach and timetable for developing a new Housing Strategy, recognising that the commitment to meeting future growth needs was expected to remain a core priority and that the Council will need to continue to act as an enabler, partner and facilitator, as well as a direct deliverer of new affordable homes.

Councillor Patrick Canavan addressed the Cabinet with regards to the private sector housing conditions report and when this would be circulated.

The Portfolio Holder for Housing and Regulatory Services advised that he hadn’t seen the conditions survey to date but that this was being progressed.

RESOLVED that Cabinet noted the progress, achievements and challenges set out in the report. 

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

This report forms part of the Council’s established governance arrangements for the Housing Strategy and follows consideration by Corporate Management Board and Overview and Scrutiny Committee. It provides Cabinet with assurance on progress, achievements, risks and regulatory compliance during 2025/26, and sets out the proposed priorities for the year ahead alongside the approach and timetable for developing the new Housing Strategy.

The Chief Executive to report on any decisions taken under urgency provisions in accordance with the Constitution.

Cabinet was advised that no urgent decisions had been taken in accordance with the Constitution since the last meeting of the Cabinet.

To consider the latest version of the Cabinet Forward Plan for approval.

The Leader advised that the latest Cabinet Forward Plan had been published on the Council’s website.