The Cabinet of Warwickshire County Council met on Thursday 11 June 2026, approving the Council Delivery Plan 2026-28 and endorsing the Treasury Management and Investment Outturn Report for 2025/26. The meeting also saw the approval of the Financial Outturn Report for 2025-26, the Year End Integrated Performance Report for the same period, and the Local SEND Reform Plan.

Council Delivery Plan 2026-28

Cabinet approved the Council Delivery Plan for 2026-28, which translates the ambitions of the Council Plan 2026-30 into specific, trackable actions. Councillor Michael Bannister, Portfolio Holder for Customer and Localities, presented the plan, emphasising its focus on delivering tangible results for residents, such as road repairs and protection of vulnerable people. He noted that the plan prioritises critical strategic deliverables that will make the greatest difference to residents and where measurable progress is expected over the next two years. The plan is directly aligned with the new performance management framework, ensuring clearer links between priorities, actions, and accountability. Councillor Bannister also addressed concerns about the prominence of climate change language, stating the administration's focus is on practical action rather than slogans, with residents more interested in flood resilience and maintaining drainage systems. Digital innovation and AI are being introduced to improve productivity, reduce bureaucracy, and support frontline staff. The plan has been informed by a wide evidence base, including service demand, democratic trends, statutory responsibilities, partner engagement, member feedback, scrutiny recommendations, and resident experiences.

Treasury Management and Investment Outturn Report 2025/26

Councillor James Crocker, Portfolio Holder for Finance and Property, presented the Treasury Management and Investment Outturn Report for 2025/26. He thanked officers for their briefing and highlighted that the primary objectives of Treasury investments are security and liquidity, with reasonable returns being a secondary aim. Non-Treasury investments, such as those in the Warwickshire Investment Fund, are made to support the local economy and create jobs. Despite continued volatility in financial markets, Treasury returns were relatively steady due to investments in high-quality, stable assets. Cash balances have reduced as part of a strategy to borrow internally rather than externally, which is more efficient. Treasury income was higher than budgeted, supporting the overall financial outturn. The Council proactively reduced its debt to the Public Works Loan Board by £36 million, generating £4.5 million in savings. The SEND deficit continues to affect cash balances, but the expected High Needs Stability Grant will increase balances and defer the need for external borrowing until 2027-28. Non-Treasury investments included drawdowns from the Property and Infrastructure Fund and the Local Communities and Enterprise Fund. Cabinet endorsed these reports.

Financial Outturn Report 2025-26

Councillor James Crocker also presented the Financial Outturn Report for 2025-26. The Council ended the year with a stable overall position and a residual underspend of £3.329 million, which, after additional corporate funding from business rates income, improved to a £4 million underspend. This is within the Council's formal financial tolerance. However, significant underlying pressures remain in frontline services, particularly in social care, children's services, and home-to-school transport, which require close attention. Savings delivery for 2025-26 was £14.714 million, or 67.4% of the target, leaving a shortfall of over £7 million. This was attributed to demand and cost pressures rather than a lack of organisational grip. Reserves fell from £154.381 million to £83.414 million, largely due to accounting treatment for the DSG statutory override. Cabinet approved the use of £5.664 million from earmarked reserves to support the 2025-26 revenue position and a drawdown of £1.132 million from revenue investment funds to support the Council Plan. Capital spend in 2025-26 was £133.4 million against an approved budget of £237.9 million, with Cabinet approving the reprofiling of over £95 million into future years due to delays in planning, procurement, contractor availability, and redesign linked to inflation.

Year End Integrated Performance Report 2025/26

Councillor Michael Bannister, Portfolio Holder for Customer and Localities, presented the Year End Integrated Performance Report for 2025/26. He described a council that continues to deliver for residents despite significant financial pressures and increased demand. Headline figures were positive, with 83% of Council Delivery Plan activity delivering to plan, up from 78% in the previous quarter. Two-thirds of key business measures were delivering or achieving, with strong performance in fire response times, business support, and children's placements. Councillor Bannister acknowledged challenges, including SEND educational health and care plan delays, and financial pressures in home-to-school transport, noting these were national issues. He explained that capital programme delivery reductions were due to delays rather than cancellations, with projects being reprofiled. Savings delivery targets remained challenging, but the council ended the year with a small underspend. The workforce remained stable, with retention above target. Councillor Bannister commended the report, highlighting the council's resilience and honesty about challenges faced. Cabinet considered and commented on the report, agreed proposed changes to the 2026/27 Performance Management Framework, and agreed to refer the report to Overview and Scrutiny Committees.

Local SEND Reform Plan

Councillor Wayne Briggs, Portfolio Holder for Education, presented the Local SEND Reform Plan. He stated that the plan sets out the strategic direction for Warwickshire's local SEND system and seeks Cabinet approval for submission to the Department for Education. The plan aims to build a more inclusive, sustainable, and effective system with a focus on early intervention, mainstream inclusion, partnership working, and clearer accountability. Approval is essential to secure the High Needs Stability Grant, which will cover up to 90% of the current dedicated schools grant deficit. The plan was developed in collaboration with parents, schools, health partners, and young people. Cabinet agreed the strategic direction and authorised the Executive Director for Children and Young People to finalise and submit the plan to the Department for Education.

Reports Containing Exempt or Confidential Information

Cabinet resolved to exclude the public from the meeting for the remaining items on the agenda, which contained exempt or confidential information as defined in the Local Government Act 1972.

Key Decisions Made:

• Council Delivery Plan 2026-28: Approved.
• Treasury Management and Investment Outturn Report 2025/26: Endorsed.
• Financial Outturn Report 2025-26: Noted and approved various recommendations regarding underspends, reserve use, savings delivery, and capital reprofiling.
• Year End Integrated Performance Report 2025/26: Considered and commented upon, proposed changes to the 2026/27 Performance Management Framework agreed, and referred to Overview and Scrutiny Committees.
• Local SEND Reform Plan: Strategic direction agreed, and Executive Director authorised to finalise and submit the plan to the Department for Education.