Agenda, decisions and draft 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.

The Leader, Cllr M Earl declared an other interest in agenda item 8, BCP Council Libraries – Draft Library Strategy due to founding and involvement with the Branksome and Rossmore Community Fridge and in agenda items 11, 12 and 13, BCP Homes related Cabinet reports due to involvement with the Phyldon Close Defibrillator Fundraising Committee.

The Leader, Cllr M Earl also declared an other registerable interest in agenda item 9, Dorset Local Enterprise Partnership (DLEP) closure as the current Chair, they would leave the meeting for the duration of this item.

Cllr S Moore declared an other interest in agenda item 8, BCP Council Libraries – Draft Library Strategy as a member of the friends of Branksome Library.

Leader, Cllr M Earl declared an interest in agenda item 14- Vehicles and Plant Replacement- Building Maintenance and Construction Works Teams as they were a member of Seascape Homes.

Cllr K Wilson declared other interests in agenda item 14, Vehicles and Plant Replacement- Building Maintenance and Construction Works Teams as he was a member of Seascape, Seascape Homes and BBML

To confirm and sign as a correct record the minutes of the Meeting held on 1 October 2025.

The Minutes of the meeting held on 1 October 2025 were confirmed and signed as a correct record subject to an amendment to the second paragraph of clause 48 on the residents’ card to insert the word ‘surface’ prior to car-parks.

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 22 October 2025 [mid-day 3 clear working days before the meeting].

The deadline for the submission of a statement is mid-day on Tuesday 28 October 2025 [mid-day the working day before the meeting].

The deadline for the submission of a petition is Wednesday 15 October 2025 [10 working days before the meeting].

Cabinet was advised that there had been no petitions, questions or statements submitted by members of the public on this occasion.

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

Cabinet was advised that one recommendation had been received from the Environment and Place Overview and Scrutiny Committee on items not otherwise indicated on the Cabinet agenda.

This report:

·       Aims to ensure the council presents a legally balanced 2026/27 budget. 

·       Presents an update on the MTFP position of the council.

·       Presents an update on the letters of the Leader of the Council and Director of Finance in writing to Government to seek assurance around the council’s ability to continue to cashflow the significant and growing Dedicated Schools Grants deficit within the statutory framework.

Provides details of the council’s responses to two government consultation documents namely the Local Government Fair Funding Review and Modernising and Improving the administration of council tax.

RESOLVED that Cabinet: -

(a)  acknowledged the ongoing progress being made to address the funding gap for 2026/27;

(b)  endorsed the latest position regarding the developing 2026/27 Budget and MTFP position;

(c)  noted the update on the conversation with government around the impact that the DSG deficit is having on the financial sustainability of the council; and

(d)  continue to express concern to government at the existential challenge to the Councils ability to set a legally balanced budget for 2026/27 posed by having the lack of cash to fund the special educational needs and disability service (SEND);

(e)  Request the Leader and CEO to write to the Ministers for Education and Local Government to demand a meeting to resolve how BCP finances the DSG deficit in such a way as the Councils general fund is not affected

(f)    Ask BCPs local MP’s to write in support of the above at ‘e’.

Voting: Unanimous

Portfolio Holder: Finance

Reason

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

To provide Cabinet with the latest high-level overview of the 2026/27 Budget and 3-year medium-term financial plan.

To provide an update on the letters submitted to MHCLG in July 2025 regarding the difficulties presented by the accumulating DSG deficit.

The reason for the additional recommendations at ‘e’ and ‘f’, was the serious concerns of the Cabinet regarding the DSG deficit and ongoing cashflow issues to fund the deficit position interest which had now reached £6million.

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:

(a)  Aimed to ensure the council presents a legally balanced 2026/27 budget;

(b)  Presented an update on the MTFP position of the council;

(c)   Presented an update on the letters of the Leader of the Council and Director of Finance in writing to Government to seek assurance around the council’s ability to continue to cashflow the significant and growing Dedicated Schools Grants deficit within the statutory framework; and

(d)  Provided details of the council’s responses to two government consultation documents namely the Local Government Fair Funding Review and Modernising and Improving the administration of council tax.

The Chair of the Overview and Scrutiny Board, Councillor Kate Salmon addressed the Cabinet advising that at their recent meeting the Board had considered the Budget report and they had also considered a number of issues as part of the Scrutiny of the budget setting process and recommended to Cabinet that as part of the Budgetsetting process. consideration be given to utilising receipts from the existing surplus asset disposal programme for 2026/27 to address some of the repairs and maintenance of publicly facing assets.

RESOLVED that Cabinet: -

(a)  acknowledged the ongoing progress being made to address the funding gap for 2026/27;

(b)  endorsed the latest position regarding the developing 2026/27 Budget and MTFP position;

(c)  noted the update on the conversation with government around the impact that the DSG deficit is having on the financial sustainability of the council; and

(d)  continue to express concern to government at the existential challenge to the Councils ability to set a legally balanced budget for 2026/27 posed by having the lack of cash to fund the special educational needs and disability service (SEND);

(e)  Request the Leader and CEO to write to the Ministers for Education and Local Government to demand a meeting to resolve how BCP finances the DSG deficit in such a way as the Councils general fund is not affected

(f)    Ask BCPs local MP’s to write in support of the above at ‘e’.

Voting: Unanimous

Portfolio Holder: Finance

Reason

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

To provide Cabinet with the latest high-level overview of the 2026/27 Budget and 3-year medium-term financial plan.

To provide an update on the letters submitted to MHCLG in July 2025 regarding the difficulties presented by the accumulating DSG deficit.

The reason for the additional recommendations at ‘e’ and ‘f’, was the serious concerns of the Cabinet regarding the DSG deficit and ongoing cashflow issues to fund the deficit position interest which had now reached £6million.

This report presents a proposal to agree to the surrender the whole of the lease of Upton Park Farm, Poole Road, Poole BH16 5LW dated 5 June 2014 and made between (1) The Council of the Borough & County of the Town of Poole and (2) William Robert Pennington and Others (“Lease”) and simultaneous payment of compensation or premium to the tenant of the Lease (subject to specialist agricultural legal advice).

[PLEASE NOTE: Should the Cabinet wish to discuss the detail of the exempt Appendices at Appendix A it will be necessary to exclude the press and public and move into Confidential (Exempt) session].

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 presented a proposal to agree to the surrender the whole of the lease of Upton Park Farm, Poole Road, Poole BH16 5LW dated 5 June 2014 and made between (1) The Council of the Borough & County of the Town of Poole and (2) William Robert Pennington and Others (“Lease”) and simultaneous payment of compensation or premium to the tenant of the Lease (subject to specialist agricultural legal advice).

RECOMMENDED that Council: -

(a)            note the recommendations of the Cross-Party Strategic Asset Disposal Working Group on 19 September 2025; and

(b)            approve to purchase the Farm Business Tenancy at Upton Park Farm, on such terms to be approved by the Director of Finance acting in his capacity as Corporate Property Officer, in consultation with the Portfolio Holder for Finance.

Voting: Unanimous

Portfolio Holder: Finance

Reason

To obtain approval to surrender the Lease at Upton Park Farm.

Government set out its expectation that Local Enterprise Partnerships (LEPs) will receive no further funding and provided guidance as to how their remaining functions should be integrated into Local Authorities. Council officers from BCP Council and Dorset Council (the accountable body for Dorset LEP) have worked through the detail, implications and necessary actions to support integration of functions where possible from Dorset LEP (DLEP) and the closure of the LEP.

This Cabinet report seeks approval for the acceptance of the £4,640,160.06 of funds from the Dorset Local Enterprise Partnership for the purpose of achieving a benefit to the community in the BCP region, in line with the aims and objectives of the Dorset Local Enterprise Partnership.

The newly formed BCP Growth Board will play an advisory role in how funding is allocated and a further Cabinet report will be brought for consideration of its recommendations as part of the BCP Growth Plan required for delivery in March 2026.

[PLEASE NOTE: Should the Cabinet wish to discuss the detail of the exempt Appendices at Appendix A it will be necessary to exclude the press and public and move into Confidential (Exempt) session]. 

RESOLVED that Cabinet: -

(a)  In its capacity as a Dorset Local Enterprise Partnership (CIC) company member, to ratify the decision to transfer and accept the following funds to BCP Council, subject to approval of the 24-25 DLEP accounts by the DLEP board. (Please note, that interest continues to be applied until the payment is made to BCP upon agreement. The figures below include interest up to 31^st March 2025.)

£866,951.68 revenue

£2,498,208.50 capital

£1,275,000 capital loan repayments due

(b)  Agrees to ringfence funds for the benefit of the community and to delegate authority to the Chief Operating Officer, the Chief Financial Officer in consultation with the Portfolio Holder for Portfolio Holder for Destination, Leisure and Commercial Operations to allocate funding in consultation with the BCP Growth Board.

(c)  Notes the resignation of the Leader of the Council from the DLEP Board on successful transfer of the above funds.

(d)  Notes that Dorset Council will formally close the DLEP following successful transfer of the above funds.

(e)  Delegates authority to the Director of Law and Governance to finalise any legal documentation required

Voting: Unanimous

Portfolio Holder: Destination, Leisure and Commercial Operations

Reason

The acceptance of the revenue and capital funding for community benefits in the BCP Council area will help deliver the Council’s Corporate Strategy and wider economic and social objectives:

• Our inclusive, vibrant and sustainable economy supports our communities to thrive
• Revitalised high streets and regenerated key sites create new opportunities Employment is available for everyone and helps create value in our communities
• Skills are continually developed, and people can access lifelong learning

The order of business was varied to take this item next. The Leader left the meeting for the duration of this item and the Cabinet was chaired by the Vice-Chair. The Portfolio Holder for Destination, Leisure and Commercial Operations 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.

Cabinet was advised that Government had set out its expectation that Local Enterprise Partnerships (LEPs) will receive no further funding and provided guidance as to how their remaining functions should be integrated into Local Authorities.

In relation to this Cabinet was informed that Council officers from BCP Council and Dorset Council (the accountable body for Dorset LEP) had worked through the detail, implications and necessary actions to support integration of functions where possible from Dorset LEP (DLEP) and the closure of the LEP.

Cabinet was advised that the report sought approval for the acceptance of the £4,640,160.06 of funds from the Dorset Local Enterprise Partnership for the purpose of achieving a benefit to the community in the BCP region, in line with the aims and objectives of the Dorset Local Enterprise Partnership.

Further to this Cabinet was informed that the newly formed BCP Growth Board would play an advisory role in how funding is allocated, and a further Cabinet report would be brought for consideration of its recommendations as part of the BCP Growth Plan required for delivery in March 2026.  

The Portfolio Holder set out a number of minor amendments to the recommendations as set out in the report and also noted a minor recommendation that paragraph 29 should refer to paragraph 28.

RESOLVED that Cabinet: -

(a)  In its capacity as a Dorset Local Enterprise Partnership (CIC) company member, to ratify the decision to transfer and accept the following funds to BCP Council, subject to approval of the 24-25 DLEP accounts by the DLEP board. (Please note, that interest continues to be applied until the payment is made to BCP upon agreement. The figures below include interest up to 31^st March 2025.)

£866,951.68 revenue

£2,498,208.50 capital

£1,275,000 capital loan repayments due

(b)  Agrees to ringfence funds for the benefit of the community and to delegate authority to the Chief Operating Officer, the Chief Financial Officer in consultation with the Portfolio Holder for Portfolio Holder for Destination, Leisure and Commercial Operations to allocate funding in consultation with the BCP Growth Board.

(c)  Notes the resignation of the Leader of the Council from the DLEP Board on successful transfer of the above funds.

(d)  Notes that Dorset Council will formally close the DLEP following successful transfer of the above funds.

(e)  Delegates authority to the Director of Law and Governance to finalise any legal documentation required

Voting: Unanimous

Portfolio Holder: Destination, Leisure and Commercial Operations

Reason

The acceptance of the revenue and capital funding for community benefits in the BCP Council area will help deliver the Council’s Corporate Strategy and wider  ...  view the full minutes text for item 65.

This report updates Cabinet on the progress which has been made with the future library strategy following two previous reports in February and December 2024. 

The report sets out the key drivers for the library strategy, detailing the suggested future focus of the library service, the priorities for investment, and the action plan required to ensure we can continue to deliver an efficient and comprehensive service for the future.

The work to underpin the strategy has given us a clearer understanding of where to target investment to bring improvements for our communities, increasing access, and modelling provision within clusters.

The vision is an ambitious one, focussed on delivering improvements and cementing the value of libraries within our communities.

Whilst there is undoubtedly a resource challenge, as there is in delivering all council services, the strategy remains an ambitious statement of intent. Working with partners, the community, and internal teams, we will develop our preparedness for funding opportunities and focus on greater collaboration to ensure libraries deliver in a time of financial stress and even greater societal challenge.

It is anticipated that following endorsement of the draft Library Strategy, any changes of provision to be proposed within the life of the strategy will undergo a second stage consultation process, as appropriate.

RESOLVED that Cabinet: -

(A)      endorse the draft Library Strategy as an ambitious plan to ensure our libraries remain at the heart of our communities and open to all;

(B)        supports the implementation of Open Access technology in 4 libraries to aid the ability for them to be in use when otherwise they would be closed;

(C)        support the clustering of libraries within 4 geographical areas;

(D)        endorse the approach to work up plans for the remodelling of Hamworthy, Rossmore, Southbourne and Charminster libraries as community hubs to enable wider use and understand the options for Winton Library;

(E)        endorse the development of options appraisals in relation to Creekmoor and Parkstone libraries, in time, as required;

(F)        support the continued creation of Friends’ Groups and volunteer roles in supporting the library offer;

(G)       endorse the high-level action plan which will be developed to support strategy delivery;

(H)        support consultation needs on a project-by-project basis over the life of the strategy;

(I)           delegate authority to the Director of Customer and Property in conjunction with the Portfolio Holders for Culture and Communities, in relation to decisions arising from the strategy and action plan; and

(J)         recognise the key role that arts, culture, creative health and public health can play in the future flourishing of our libraries and support ongoing work with Arts Council England to explore NPO status over the lifetime of the Strategy.

Voting: Unanimous

Portfolio Holder: Customer, Communications and Culture

Reason

To ensure that the Library Strategy for BCP over the next five years is implemented.

The Portfolio Holder Customer, Communications and Culture 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.

Cabinet was advised that the report updated on the progress which had been made with the future library strategy following two previous reports in February and December 2024.

In relation to this Cabinet was informed that the report set out the key drivers for the library strategy, detailing the suggested future focus of the library service, the priorities for investment, and the action plan required to ensure we can continue to deliver an efficient and comprehensive service for the future.

Cabinet was informed that the work to underpin the strategy had provided a clearer understanding of where to target investment to bring improvements for our communities, increasing access, and modelling provision within clusters.

Cabinet was advised that the vision was an ambitious one, focussed on delivering improvements and cementing the value of libraries within our communities, and that whilst there is undoubtedly a resource challenge, as there is in delivering all council services, the strategy remains an ambitious statement of intent.

Further to this Cabinet was informed that working with partners, the community, and internal teams, the council will develop preparedness for funding opportunities and focus on greater collaboration to ensure libraries deliver in a time of financial stress and even greater societal challenge, and that it was anticipated that following endorsement of the draft Library Strategy, any changes of provision to be proposed within the life of the strategy will undergo a second stage consultation process, as appropriate.

The Chair of the Overview and Scrutiny Board, Councillor Kate Salmon addressed the Cabinet advising that at their recent meeting the Board had considered this report and supported the recommendations as set out in the report but also made the following recommendations to Cabinet:

1.     That as part of the Library Strategy it looks to maintain staffed hours in libraries, especially in the afternoon period, as open access is rolled out further in the future.

2.     That the Library Services put together a list of smaller neighbourhood Community Infrastructure Levy (CIL) Bids to put to Councillors and Neighbourhood Forums immediately upon the opening of future CIL rounds

The Portfolio Holder acknowledged that there was no intention to reduce staffed hours in BCP Libraries as the open access provision was rolled out.

RESOLVED that Cabinet: -

(A)      endorse the draft Library Strategy as an ambitious plan to ensure our libraries remain at the heart of our communities and open to all;

(B)        supports the implementation of Open Access technology in 4 libraries to aid the ability for them to be in use when otherwise they would be closed;

(C)        support the clustering of libraries within 4 geographical areas;

(D)        endorse the approach to work up plans for the remodelling of Hamworthy, Rossmore, Southbourne and Charminster libraries as community hubs to enable wider use and understand the  ...  view the full minutes text for item 66.

The existing Poole Bay, Poole Harbour and Wareham Flood and Coastal Erosion Risk Management (FCERM) Strategy was completed in 2014 and set out a sustainable approach to managing the risk of coastal flooding and erosion to over 10,000 properties up to 2115. Since then, the programme of projects it identified for the next 15-20 years has been progressed, with many either delivered or in the process of being delivered.

There have also been many changes in climate change, environmental guidance, and funding rules, as well as new risk mapping and more monitoring data, so it is timely to review and update the FCERM Strategy to account for these factors and look further into the future to assess if the envisioned 2115 coast suggested in the 2014 Strategy is still correct, or if adjustments are needed on the pathway to long term sustainable coastal flooding and erosion risk management. 

This Cabinet report is seeking approval to progress procurement of specialist consultancy services to develop the strategy using FCERM Grant in Aid (GiA) funding which has been secured from the Environment Agency.  This work will ultimately lead to an updated FCERM Strategy approved by the Environment Agency against which subsequent studies, schemes and beach management plans can be developed, without the need to assess the strategic options on a site-by-site basis for each scheme. This will provide the basis for future FCERM-GiA bids for schemes to mitigate the risk of flooding or erosion to the residents and businesses in the Poole Bay and harbour area. There will be zero net cost to BCP council in producing the Strategy.

RESOLVED that Cabinet gives approval to: -

(a)            proceed with the recommended option of undertaking a review and update of the 2014 Poole Bay, Poole Harbour & Wareham Flood and Coastal Erosion Risk Management (FCERM) Strategy in partnership with Dorset Council and the Environment Agency, using funding from FCERM-GiA (£650,000 has been secured);

(b)            proceed with procuring a consultant to produce the FCERM Strategy update via the South Coast FCERM Framework administered by Havant Borough Council on behalf of the Southern Coastal Group area, which includes BCP Council; and

(c)            delegate authority to the Director for Commercial Operations, in consultation with the Director of Finance, to agree the terms of any funding, progression of the technical case and associated future submission.

Voting: Unanimous

Portfolio Holder: Climate Response, Environment and Energy

Reason

To review and update the existing strategy for mitigating flood and erosion risk over the next 100 years taking into account the effects of climate change (such as sea level rise and increased storminess) and changes to national funding rules and other guidance that have changed since the existing Strategy was completed in 2014. This supports achievement of the BCP vision for where people, nature, coast and towns come together in sustainable, safe and healthy communities, by contributing the delivery of the following objectives:

• Climate change is tackled through sustainable policies and practice

·       Our green spaces flourish and support the wellbeing of both people and nature.

The Portfolio Holder for Climate Response, Environment and Energy 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 existing Poole Bay, Poole Harbour and Wareham Flood and Coastal Erosion Risk Management (FCERM) Strategy had been completed in 2014 and set out a sustainable approach to managing the risk of coastal flooding and erosion to over 10,000 properties up to 2115, and that since then, the programme of projects it identified for the next 15-20 years has been progressed, with many either delivered or in the process of being delivered.

Further to this Cabinet was informed that there had also been many changes in climate change, environmental guidance, and funding rules, as well as new risk mapping and more monitoring data, so it was timely to review and update the FCERM Strategy to account for these factors and look further into the future to assess if the envisioned 2115 coast suggested in the 2014 Strategy is still correct, or if adjustments are needed on the pathway to long term sustainable coastal flooding and erosion risk management. 

Cabinet was advised that the report sought approval to progress procurement of specialist consultancy services to develop the strategy using FCERM Grant in Aid (GiA) funding which has been secured from the Environment Agency, and that this work will ultimately lead to an updated FCERM Strategy approved by the Environment Agency against which subsequent studies, schemes and beach management plans can be developed, without the need to assess the strategic options on a site-by-site basis for each scheme. This will provide the basis for future FCERM-GiA bids for schemes to mitigate the risk of flooding or erosion to the residents and businesses in the Poole Bay and harbour area. There will be zero net cost to BCP council in producing the Strategy.

RESOLVED that Cabinet gives approval to: -

(a)            proceed with the recommended option of undertaking a review and update of the 2014 Poole Bay, Poole Harbour & Wareham Flood and Coastal Erosion Risk Management (FCERM) Strategy in partnership with Dorset Council and the Environment Agency, using funding from FCERM-GiA (£650,000 has been secured);

(b)            proceed with procuring a consultant to produce the FCERM Strategy update via the South Coast FCERM Framework administered by Havant Borough Council on behalf of the Southern Coastal Group area, which includes BCP Council; and

(c)            delegate authority to the Director for Commercial Operations, in consultation with the Director of Finance, to agree the terms of any funding, progression of the technical case and associated future submission.

Voting: Unanimous

Portfolio Holder: Climate Response, Environment and Energy

Reason

To review and update the existing strategy for mitigating flood and erosion risk over the next 100 years taking into account the effects of climate change (such as sea level rise and increased storminess) and changes to national funding rules and other guidance that have changed since the  ...  view the full minutes text for item 67.

This report provides information on the council’s handling of complaints related to the provision of landlord services to council tenants and leaseholders.

The report complies with the requirements within the Housing Ombudsman’s Complaint Handling Code that landlords must produce an Annual Complaints Performance and Service Improvement report for scrutiny and challenge.

It must be published on the section of the council’s webpages relating to complaints. Cabinets response to the report must be published alongside this.

In line with the Complaint Handling Code, this report sets out:

·       The annual self-assessment against the code

·       A qualitive and quantitative analysis of complaint handling performance

·       Any findings of non-compliance with the code by the Housing Ombudsman

·       Service improvements made as a result of the learning from complaints

·       Any annual report about performance from the Housing Ombudsman

·       Any other relevant publications or reports produced by the Housing Ombudsman in relation to the work of the council in dealing with complaints.

RESOLVED that: -

(a)           the content of the Annual Complaints Performance and Service Improvement Report be noted and that a response be provided for publication on the Council’s website; and

(b)           The self-assessment against the Complaint Handling Code at Appendix 1 be approved for submission to the Housing Ombudsman and for publication on the Council’s website.

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

Reason

To ensure compliance with the Housing Ombudsman’s Complaint Handling Code.

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 'F' to these Minutes in the Minute Book.

Cabinet was advised that the report provided information on the council’s handling of complaints related to the provision of landlord services to council tenants and leaseholders.

Cabinet was informed that the report complied with the requirements within the Housing Ombudsman’s Complaint Handling Code that landlords must produce an Annual Complaints Performance and Service Improvement report for scrutiny and challenge.

Further to this Cabinet was advised that the report must be published on the section of the council’s webpages relating to complaints, and that Cabinets response to the report must be published alongside this.

In relation to this Cabinet was informed that in line with the Complaint Handling Code, the report sets out:

·       The annual self-assessment against the code

·       A qualitive and quantitative analysis of complaint handling performance

·       Any findings of non-compliance with the code by the Housing Ombudsman

·       Service improvements made as a result of the learning from complaints

·       Any annual report about performance from the Housing Ombudsman

·       Any other relevant publications or reports produced by the Housing Ombudsman in relation to the work of the council in dealing with complaints.

The Portfolio Holder advised that this report and the folowing report had been considered by the Environment and Place O&S Committee and that the only informal recommendation made by the Committee was that there should be more positivity around this issue. The service had received double the number of compliments as complaints.

RESOLVED that: -

(a)           the content of the Annual Complaints Performance and Service Improvement Report be noted and that a response be provided for publication on the Council’s website; and

(b)           The self-assessment against the Complaint Handling Code at Appendix 1 be approved for submission to the Housing Ombudsman and for publication on the Council’s website.

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

Reason

To ensure compliance with the Housing Ombudsman’s Complaint Handling Code.

This report provides performance information on how services are delivered to council tenants and to support councillors oversight in ensuring that the council:

·       Provides good quality homes and services to all tenants

·       Makes best use of its resources to deliver what it is required to do as a landlord

·       Resolve issues promptly and effectively when things go wrong. 

It provides an update against key performance indicators and performance against the Tenant Satisfaction Measures for quarter 1, 2025-26. 

RESOLVED that Cabinet: -

(a)     noted the content of this report and raises any issues for consideration by officers; and

(b)    agreed that future performance reporting on BCP Homes will be integrated into the council’s corporate performance framework and the Corporate Strategy Group.  

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

Reason

To support councillors in ensuring that council services provided to tenants are managed effectively.

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 'G' to these Minutes in the Minute Book.

Cabinet was advised that the report provided performance information on how services are delivered to council tenants and to support councillors oversight in ensuring that the council:

·       Provides good quality homes and services to all tenants

·       Makes best use of its resources to deliver what it is required to do as a landlord

·       Resolve issues promptly and effectively when things go wrong. 

Further to this Cabinet was informed that the report provided an update against key performance indicators and performance against the Tenant Satisfaction Measures for quarter 1, 2025-26. 

The Portfolio Holder advised that this report and the preceding report had been considered by the Environment and Place O&S Committee and that the only informal recommendation made by the Committee was that there should be more positivity around this issue. Some concern was raised on voids and this was being actively addressed.

RESOLVED that Cabinet: -

(a)     noted the content of this report and raises any issues for consideration by officers; and

(b)    agreed that future performance reporting on BCP Homes will be integrated into the council’s corporate performance framework and the Corporate Strategy Group.  

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

Reason

To support councillors in ensuring that council services provided to tenants are managed effectively.

This report presents the findings from the BCP Homes Governance Review and outlines an action plan aimed at enhancing the assurance, transparency, and accountability in the delivery of the council’s housing management services, collectively as BCP Homes.  

The review highlights the importance of strong governance and resident engagement in social housing management. Key recommendations include strengthening the integration and oversight of the Advisory Board, developing a comprehensive resident engagement strategy, and establishing a formalised assurance framework. 

The Resident Engagement and Communication Strategy, along with the Resident Engagement for High-Rise Buildings Strategy, are central to this plan. These strategies aim to empower residents, improve communication, and ensure that residents' voices are heard and valued. The successful implementation of these strategies will be instrumental in achieving high standards of service and engagement, marking a significant milestone in BCP Homes' journey towards excellence. 

The report also includes a detailed delivery plan for the implementation of these strategies, ensuring that the council meets regulatory requirements and addresses residents' needs effectively. The strategies are designed to foster a culture of transparency, accountability, and active resident participation, ultimately enhancing the overall governance framework of BCP Homes. 

RESOLVED that Cabinet: -

(a)             approved the Governance Review Implementation Action Plan at appendix 2; 

(b)             approved the Resident Engagement and Communications Strategy at appendix 3 and associated delivery plan at appendix 4; and

(c)             approved the Resident Engagement for High Rise Buildings Strategy at appendix 5.  

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

Reason

The recommendations for Cabinet approval are based on the findings and action plans outlined in the BCP Homes Governance Review. These recommendations are crucial for enhancing governance, transparency, and accountability within BCP Homes, ensuring regulatory standards are met and residents' needs are effectively addressed.

(i)    Governance Review Implementation Action Plan (Appendix 2): This plan addresses key recommendations from the Governance Review, aiming to strengthen governance by enhancing the Advisory Board's role, developing a formalised assurance framework, and improving communication and feedback mechanisms. Implementing this plan will ensure greater transparency and accountability within BCP Homes.

(ii)   Resident Engagement and Communications Strategy (Appendix 3) and Delivery Plan (Appendix 4): This strategy and its delivery plan are central to empowering residents and improving communication. They outline measures to enhance resident participation, provide transparent communication, and establish formal feedback processes. Successful implementation will foster a culture of transparency, accountability, and active resident participation.

(iii) Resident Engagement for High Rise Buildings Strategy (Appendix 5): This strategy is tailored to meet the specific needs of residents in high-rise buildings, ensuring they are informed and involved in building safety decisions. It includes measures to protect residents from safety risks and aligns with the requirements set by the Building Safety Regulator.

Approving these recommendations will demonstrate the Cabinet's commitment to enhancing governance, transparency, and accountability within BCP.

The 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 'H' to these Minutes in the Minute Book.

Cabinet was advised that the report presented the findings from the BCP Homes Governance Review and outlined an action plan aimed at enhancing the assurance, transparency, and accountability in the delivery of the council’s housing management services, collectively as BCP Homes.  

Further to this Cabinet was informed that the review highlighted the importance of strong governance and resident engagement in social housing management, and that key recommendations include strengthening the integration and oversight of the Advisory Board, developing a comprehensive resident engagement strategy, and establishing a formalised assurance framework. 

Cabinet was advised that the Resident Engagement and Communication Strategy, along with the Resident Engagement for High-Rise Buildings Strategy, are central to this plan, and that these strategies aim to empower residents, improve communication, and ensure that residents' voices are heard and valued. In relation to this Cabinet was informed that the successful implementation of these strategies will be instrumental in achieving high standards of service and engagement, marking a significant milestone in BCP Homes' journey towards excellence. 

In addition, Cabinet was informed that the report also included a detailed delivery plan for the implementation of these strategies, ensuring that the council meets regulatory requirements and addresses residents' needs effectively, and that the strategies are designed to foster a culture of transparency, accountability, and active resident participation, ultimately enhancing the overall governance framework of BCP Homes. 

RESOLVED that Cabinet: -

(a)             approved the Governance Review Implementation Action Plan at appendix 2; 

(b)             approved the Resident Engagement and Communications Strategy at appendix 3 and associated delivery plan at appendix 4; and

(c)             approved the Resident Engagement for High Rise Buildings Strategy at appendix 5.  

Voting: Unanimous

Portfolio Holder: Housing and Regulatory Services

Reason

The recommendations for Cabinet approval are based on the findings and action plans outlined in the BCP Homes Governance Review. These recommendations are crucial for enhancing governance, transparency, and accountability within BCP Homes, ensuring regulatory standards are met and residents' needs are effectively addressed.

(i)    Governance Review Implementation Action Plan (Appendix 2): This plan addresses key recommendations from the Governance Review, aiming to strengthen governance by enhancing the Advisory Board's role, developing a formalised assurance framework, and improving communication and feedback mechanisms. Implementing this plan will ensure greater transparency and accountability within BCP Homes.

(ii)   Resident Engagement and Communications Strategy (Appendix 3) and Delivery Plan (Appendix 4): This strategy and its delivery plan are central to empowering residents and improving communication. They outline measures to enhance resident participation, provide transparent communication, and establish formal feedback processes. Successful implementation will foster a culture of transparency, accountability, and active resident participation.

(iii) Resident Engagement for High Rise Buildings Strategy (Appendix 5): This strategy is tailored to meet the specific needs of residents in high-rise buildings, ensuring they are informed and involved in building safety decisions.  ...  view the full minutes text for item 70.

This report relates to the purchase of vehicles and plant to fulfil service delivery requirements.  Vehicle purchase as opposed to lease or rental will ensure best value for money, and also allows for vehicles to be fitted out to meet essential health and safety, and operational requirements.

The building maintenance service currently has fifteen vehicles on long term hire in order to meet the longer term demand resulting from the insourcing of services for;

·       Damp and Mould investigation and treatment

·       Water quality testing

·       Repairs and maintenance for the Poole area (previously Poole Housing Partnership)

·       Increased budget for kitchen and bathroom refurbishments

·       Requirement to meet EPC to C standard

The service has also expanded it’s disabled adaptations fitters in order to meet demand and delivery targets within Grant funded disabled adaptations work.

Additionally, the Construction Works Team currently have one hire vehicle for a bricklaying post that has now been filled.

The need for vans is based on the longer-term needs of BCP Homes, which are supported by budget provision within the HRA (20 vehicles) and the requirement for an extra vehicle for the Construction Works Team (CWT).

These purchased vans will replace the currently rented vehicles and also provide for additional posts necessary to fulfil service requirements. Each operative typically requires a van to satisfy the requirements of their role, including safe tool and materials transportation and storage, and out of hours response.

The Construction Works Team plant replacement strategy recommends the purchasing of a JCB 535/125 or equivalent Telehandler and 9 Tonne Excavator, partly funded by the sale of three existing, older items of plant that are nearing the end of their usable life.  There is a requirement to prudentially up to £46,000 to meet the funding shortfall.  This will be repaid over the next three years from income generated by the team through the work it delivers. This will ensure that the service avoids high rental costs, have the right specification plant for the works undertaken, can partly fund the new vehicles through resale of old plant and have reliable safe plant for future development.

The repayment of the prudential borrowing required for both areas will be fully funded by the service and included within its recharging rates to services and customers. Both the Building Maintenance and Construction Works Team operate on a full cost recovery basis.

It is RECOMMENDED that Cabinet recommends that Audit and Governance Committee:

(a)            Approves the use of prudential borrowing not exceeding £525,000 for 21 vehicles to be purchased by fleet management to support the work of the Building Maintenance and Construction Works Team service. These vehicles to then be managed within the council’s fleet management strategy.

It is RECOMMENDED that Cabinet and Audit and Governance Committee:

(b)            Note that CWT plant purchases with up to £46,000 prudential borrowing requirement have been progressed under urgency powers due to health & safety considerations.

Voting: Unanimous

Portfolio Holder: Finance

Reason

To ensure the vehicle and plant requirements of the council’s maintenance and construction teams is provided in a cost effective and safe way, allowing the services to contribute to the council’s wider aims, whilst being self-funded.

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 'I' to these Minutes in the Minute Book.

Cabinet was advised that the report related to the purchase of vehicles and plant to fulfil service delivery requirements, and that vehicle purchase as opposed to lease or rental will ensure best value for money, and also allows for vehicles to be fitted out to meet essential health and safety, and operational requirements.

Cabinet was informed that the building maintenance service currently has fifteen vehicles on long term hire in order to meet the longer term demand resulting from the insourcing of services for;

·       Damp and Mould investigation and treatment

·       Water quality testing

·       Repairs and maintenance for the Poole area (previously Poole Housing Partnership)

·       Increased budget for kitchen and bathroom refurbishments

·       Requirement to meet EPC to C standard

Further to this Cabinet was advised that the service had also expanded it’s disabled adaptations fitters in order to meet demand and delivery targets within Grant funded disabled adaptations work.

Additionally, the Construction Works Team currently have one hire vehicle for a bricklaying post that has now been filled.

In relation to this Cabinet was informed that the need for vans is based on the longer-term needs of BCP Homes, which are supported by budget provision within the HRA (20 vehicles) and the requirement for an extra vehicle for the Construction Works Team (CWT), and that these purchased vans will replace the currently rented vehicles and also provide for additional posts necessary to fulfil service requirements. Each operative typically requires a van to satisfy the requirements of their role, including safe tool and materials transportation and storage, and out of hours response.

Cabinet was advised that the Construction Works Team plant replacement strategy recommends the purchasing of a JCB 535/125 or equivalent Telehandler and 9 Tonne Excavator, partly funded by the sale of three existing, older items of plant that are nearing the end of their usable life and that there is a requirement to prudentially borrow up to £46,000 to meet the funding shortfall.  It was advised that this will be repaid over the next three years from income generated by the team through the work it delivers, and that this will ensure that the service avoids high rental costs, have the right specification plant for the works undertaken, can partly fund the new vehicles through resale of old plant and have reliable safe plant for future development.

In addition Cabinet was informed that the repayment of the prudential borrowing required for both areas will be fully funded by the service and included within its recharging rates to services and customers, and that both the Building Maintenance and Construction Works Team operate on a full cost recovery basis.

It is RECOMMENDED that Cabinet recommends that Audit and Governance Committee:

(a)            Approves the use of prudential borrowing not exceeding £525,000 for 21 vehicles to be purchased by fleet  ...  view the full minutes text for item 71.

The Adult Social Care Prevention Strategy (2025-2030) sets out 5 key strategic priorities to reduce, delay or prevent the need for long term care and support for people living in Bournemouth, Christchurch and Poole.

The strategy has been shaped by the views and experiences of local people, carers, the voluntary and community sector and partners. It aims to develop a sustainable approach to prevention in adult social care. The strategy emphasises early intervention, the promotion of wellbeing, and collaboration with key partners, to not only prevent the development of long-term needs, but also to enhance the overall quality of life for people living in the BCP Council area.

RESOLVED that Cabinet: -

(a)             approved the Adult Social Care Prevention Strategy, contained in Appendix 1 to this Report;

(b)            approved an investment of £203,000 on-going funding for the ASC Prevention Strategy, to counteract the effect of temporary funding not being available from April 2026 and protect the current level of service delivery; and

(c)             approved an investment of a further £441,000 over a 3-year period (£147,000 per year in 2026/27, 2027/28 and 2028/29) to be drawn down via flexible use of capital receipts in order to increase the total ASC Prevention Strategy envelope to the required level

Voting: Unanimous

Portfolio Holder: Health and Wellbeing

Reason

The Strategy:

       i)          Delivers a sustainable, preventative approach to delaying, reducing, or preventing the need for long-term care and support services. It contributes to improved outcomes for people while generating financial benefits for adult social care through more effective demand management

     ii)          Meets the requirements of the Care Act (2014)

    iii)          Supports the priorities of the Corporate Strategy and Adult Social Care Strategy; and

   iv)          Supports the Fulfilled Lives transformation programme

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

Cabinet was advised that the Adult Social Care Prevention Strategy (2025-2030) sets out 5 key strategic priorities to reduce, delay or prevent the need for long term care and support for people living in Bournemouth, Christchurch and Poole.

In relation to this Cabinet was informed that the strategy has been shaped by the views and experiences of local people, carers, the voluntary and community sector and partners, and that it aims to develop a sustainable approach to prevention in adult social care.

Cabinet was advised that the strategy emphasises early intervention, the promotion of wellbeing, and collaboration with key partners, to not only prevent the development of long-term needs, but also to enhance the overall quality of life for people living in the BCP Council area.

The Chair of the Health and Adult Social Care Overview and Scrutiny Committee, Councillor Patrick Canavan addressed the Cabinet advising that at their recent meeting the Committee had supported the overall recommendations in the report but noted that the pressure on the Council in terms of long-term care was significant and was likely to increase.

RESOLVED that Cabinet: -

(a)             approved the Adult Social Care Prevention Strategy, contained in Appendix 1 to this Report;

(b)            approved an investment of £203,000 on-going funding for the ASC Prevention Strategy, to counteract the effect of temporary funding not being available from April 2026 and protect the current level of service delivery; and

(c)             approved an investment of a further £441,000 over a 3-year period (£147,000 per year in 2026/27, 2027/28 and 2028/29) to be drawn down via flexible use of capital receipts in order to increase the total ASC Prevention Strategy envelope to the required level

Voting: Unanimous

Portfolio Holder: Health and Wellbeing

Reason

The Strategy:

       i)          Delivers a sustainable, preventative approach to delaying, reducing, or preventing the need for long-term care and support services. It contributes to improved outcomes for people while generating financial benefits for adult social care through more effective demand management

     ii)          Meets the requirements of the Care Act (2014)

    iii)          Supports the priorities of the Corporate Strategy and Adult Social Care Strategy; and

   iv)          Supports the Fulfilled Lives transformation programme

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.