The Resources and Fire & Rescue Overview and Scrutiny Committee of Warwickshire Council met on Wednesday 4 March 2026 to discuss the Council's people strategy, performance reports, treasury management, and the work programme. Key decisions included noting the proposed priorities for the Our People Strategy for 2026/27 and reviewing the Q3 Integrated Performance Report and Treasury Management Update.

Fire Station Facilities Upgrade

Councillor Sarah Boad raised concerns about an upcoming Cabinet discussion on new facilities at fire stations, noting it had not been discussed by the scrutiny committee. Councillor Dale Bridgewater, Portfolio Holder for Fire and Rescue and Community Safety, explained that an assessment of all fire stations had revealed that Rugby and Nuneaton fire stations required urgent remedial work. This was due to issues such as female firefighters having to pass through male changing facilities. Benjamin Brook, Chief Fire Officer, confirmed that while a ten-year plan for estate improvements was in place, these two stations were prioritised due to the fundamental nature of the required work. Councillor Keith Kondakor inquired about the broader estate plan, and Mr. Brook stated that once the work with facilities management was complete, the plan would be shared with the committee.

Fire and Rescue Service Performance and Resilience

Councillor Ben Edwards asked about the impact of recent heavy rainfall and flooding on the Fire and Rescue Service's activity and the readiness of the resilience teams. Councillor Dale Bridgewater confirmed that there had been no significant activity due to the flooding. Regarding the resilience team, he stated that they were working towards having 14 fire appliances available during the day and 13 at night, with four resilience fire engines available at all times. Currently, they were averaging two resilience fire engines on weekends and evenings, with 54 resilience firefighters recruited. The aim was to have these crews fully operational by the end of the year. A clear policy was in place for mobilising resilience teams, triggered by major incidents, low appliance availability, or red weather alerts.

Financial Hedging and Fuel Security

Councillor Keith Kondakor raised concerns about the Council's exposure to fuel price increases following international events. Councillor Neil Garland, a member of the committee, stated that it was his understanding that fuel supplies were hedged for 12 months, with partial hedging for the following year. Councillor Kondakor further enquired about the security of supply and availability of fuel for areas that use significant amounts of petrol or diesel.

Artificial Intelligence Strategy

Councillor Keith Kondakor sought an update on the Council's Artificial Intelligence (AI) strategy, specifically regarding the allocation of funds. Councillor Michael Bannister, Portfolio Holder for Customer and Localities, confirmed that an additional member of staff had been recruited to evaluate external suppliers, and no further funds had been spent beyond the initial commitment. The evaluation process was ongoing, and the committee would be updated. He also confirmed that the use of Microsoft 365 Copilot was embedded within the Council's network, ensuring that any confidential data uploaded remained private to the user.

Our People Strategy Priorities 2026/27

Kate Sullivan, Head of Workforce Planning and Development, presented the annual review of Our People Strategy and the proposed priorities for 2026/27. The strategy, which is due for renewal, focuses on six key themes: strategic workforce planning, employee offer, talent acquisition and development, leadership, creating a great culture, and performance. Councillor Kondakor inquired about early indications from the recently launched staff survey, and Ms. Sullivan stated that results would be available in early April. Councillor Sarah Boad asked about recruitment and retention challenges, and Ms. Sullivan explained that while overall retention was high, there were difficulties in recruiting for social care and ICT roles due to higher salaries in the private sector. Councillor David Curtis commended the staff for their work in adult social care, noting its recent CQC assessment. Councillor Neil Garland suggested that future reports should include baselines for clearer progress tracking and consider risks associated with local government reorganisation. Ms. Sullivan confirmed that compliance with statutory obligations during local government reorganisation was being addressed and that the Strategic Workforce Assessment had been reviewed.

Quarter 3 Integrated Performance Report 2025/26

Craig Cusack, Director of Enabling Services, introduced the Q3 Integrated Performance Report, highlighting that services relevant to the committee had a net underspend of £2.6 million, representing 3% of the revenue budget, and all savings targets were forecast to be met. Risk rates remained static with no red risks recorded. A notable improvement was seen in the Warwickshire Fire and Rescue Service's average response times. Councillor Kondakor raised concerns about the progress on maintaining the smallholdings land bank, and Martin Lewis, Head of Property Services and Strategic Assets, explained that discussions were ongoing with the Warwickshire Property Development Group to identify suitable sites. Councillor Boad noted the positive performance in fire response times and safe and well checks, while acknowledging that fire audit inspections were below target but forecast to be met. Ben Brook, Chief Fire Officer, explained that increased staffing had enabled a significant rise in the number of fire safety inspections. Councillor Kondakor also inquired about the use of agency staff, and Kate Sullivan reported a 22% reduction in agency spend, though some areas like communities projects and social care still had a higher reliance. Rob Powell, Executive Director for Resources, added that agency staff might be needed in the short term due to local government reorganisation.

Treasury Management Update Report Q3 2025/26

Chris Norton, Head of Investments, Audit and Risk, presented the Q3 Treasury Management Update. He noted that cash balances had reduced as expected due to the SEND overspend and internal borrowing strategy. The upcoming SEND grant would significantly impact the 2026/27 financial year, increasing cash balances and reducing the need for external borrowing. The Council had repaid £36 million of Public Works Loan Board debt, generating savings. Liquidity had temporarily fallen below the target minimum but was resolved within two working days. The Treasury Management Strategy for 2026/27 would reduce the lower liquidity limit to £50 million. Councillor Kondakor requested updates on cashflow movements, and Mr. Norton confirmed that the Warwickshire Investment Fund capital investment figures would depend on investment opportunities and approvals. Councillor Garland noted that the lower limit for liquid funds had been reduced to £50 million due to improved forecasting.

Work Programme

Councillor Sarah Boad suggested that a directors' update item, similar to that on the Communities Overview and Scrutiny Committee's agenda, be added to the Resources and Fire & Rescue Committee's work programme. This was agreed to be explored. Councillor Kondakor requested that climate change resilience be considered for a future agenda item, which was also agreed for discussion with relevant officers.

The committee resolved to exclude the press and public for the final item on the agenda, Options appraisal of Barrack Street office building and car park, due to the likely disclosure of exempt information. This item was deferred to the next meeting.