The Cabinet of Warwickshire County Council met on Thursday 10 September 2026, addressing a range of financial, educational, and strategic matters. Key decisions included noting a significant forecast net service overspend of £10.043m for Q1 2026-27, approving additions to the Education Capital Programme totalling £2.067 million, and adopting the Warwickshire Food Plan 2026-2028.

Financial Monitoring Report Q1 2026-27

Cabinet noted a forecast net service overspend of £10.043 million for the first quarter of the 2026-27 financial year, representing 1.4% of the approved budget. This overspend would need to be funded from reserves. The report also highlighted a forecast delivery of savings for 2026-27 of £23.733 million, which is 86.05% of the target, indicating a shortfall against the savings target. Cabinet approved the movement of £65.971 million in forecast capital spend from 2026-27 into future years, reflecting updated project delivery timings. Risks and impacts on savings implementation arising from Local Government Reorganisation were also noted.

Additions to the Education Capital Programme 2026/2027

Cabinet approved the addition of £1.546 million to the capital programme for the scheme at Bidford on Avon CE Primary School in Alcester, funded by developer contributions. Further additions were approved for Riverside Academy in Rugby (£0.145 million) and Ashlawn School in Rugby (£0.367 million), also funded by developer contributions. Additionally, £0.009 million was approved for the establishment of a SEND resourced provision at Wembrook Primary School in Nuneaton, funded from the High Needs Capital Allocation. The Executive Director for Children and Young People was authorised to proceed with procurement and contract arrangements for these schemes.

The Warwickshire Food Plan 2026-2028

Cabinet approved the adoption of the Warwickshire Food Plan 2026–2028, which will serve as the Council's strategic framework for addressing food insecurity, improving diets, and strengthening food system resilience across the county. The Executive Director for Resources was authorised to finalise the Plan in consultation with the Portfolio Holder for Resources and Internal Affairs. Cabinet also supported the continuation of a partnership-led delivery model through the Warwickshire Food Forum, ensuring alignment with wider Council priorities and the Health in All Policies approach.

Quarter 1 (April - June 2026) Integrated Performance Report 2026/27

Cabinet considered and commented on the Council's organisational performance for the first quarter of 2026-27. Key areas of success included economic growth, highways and transport, proud places, and safe communities, with the new highways contract showing a strong start. Fire response times improved, and responses to major planning consultations also saw an improvement. Adult social care remained broadly stable, with a decrease in the number of people waiting for assessment. However, concerns were raised regarding the completion of Educational Health and Care Plans (EHCPs) within 20 weeks, which had fallen to 9.2%, deemed unacceptable. Work is underway to increase the capacity of children's homes, with a further council home expected to open by March 2027. Staff sickness had risen to 10.68 days per employee, although this remains below wider public sector averages. The report was referred to Overview and Scrutiny Committees for detailed consideration.

Customer, Digital and Data Strategy 2026-2028

Cabinet approved the Customer, Digital and Data Strategy 2026-2028, which consolidates previous digital and data strategies into a single approach. The strategy aims to make services easier to access, more joined-up, and designed around customer needs, while improving efficiency and value for money. The Executive Director for Resources was authorised to finalise the Delivery Plan, and performance against this plan will be reported through quarterly Integrated Performance Reports.

Modern Slavery Statement

Cabinet approved the Council's updated Modern Slavery and Human Trafficking Statement for the financial year 2025/26. The Executive Director for Resources was authorised to publish this statement on the Central Government Register, along with the Council's estimated income for the year. The statement details the steps the Council has taken to prevent modern slavery in its operations and supply chains, with expanded sections on migration and resettlement, and updated information on partnerships and referral pathways.

Property Strategy 2026–2028

Cabinet approved the Property Strategy 2026–2028, which outlines the Council's approach to managing, rationalising, and investing in its estate to support service delivery, improve value for money, and ensure assets remain fit for purpose. The strategy aims to align property activity with corporate priorities, financial sustainability, and long-term organisational change, including preparations for Local Government Reorganisation. The Executive Director for Resources, in consultation with the Portfolio Holder for Finance and Property, was authorised to finalise the delivery plan. Progress against the strategy will be monitored through the Council's Estate Masterplanning governance routes.

Local Government & Social Care Ombudsman – Annual Review and Summary of Upheld Complaints

Cabinet received and commented on the annual review and summary of upheld complaints from the Local Government and Social Care Ombudsman (LGSCO) for the financial year 2025/26. The Council dealt with 69 complaints, with 14 being upheld, representing an 88% upheld rate, which is comparable to similar authorities. The Council continues to comply fully with LGSCO recommendations, although timely compliance with recommendations was lower than the average for similar authorities. The report highlighted that 11 of the 14 upheld complaints related to education services, with ten concerning Education Health and Care Plans (EHCPs).

Property Strategy 2026–2028

Cabinet approved the Property Strategy 2026–2028, which sets out the Council's direction for managing, rationalising, and investing in its estate. The strategy aims to support service delivery, improve value for money, and ensure assets are fit for purpose. It aligns property activity with corporate priorities, financial sustainability, and organisational change, including preparations for Local Government Reorganisation. The Executive Director for Resources, in consultation with the Portfolio Holder for Finance and Property, was authorised to finalise the delivery plan, and progress will be monitored through the Council's Estate Masterplanning governance routes.

A426/A4071 Avon Mill/Hunters Lane Improvements, Rugby - Capital Investment Fund Allocation

Cabinet resolved that the recommendations be agreed as per the exempt report.

Deferred Items

The Property Strategy 2026–2028 was initially considered, but Cabinet resolved that this item be deferred until further clarity is received on Local Government Reform.

The meeting also included the consideration of reports containing exempt or confidential information, for which members of the public were excluded.