The Cornwall Council cabinet met to discuss several key issues, including endorsing high-level priorities to shape a detailed council plan for 2026-2030, approving tenders for care and extra care homes, and supporting a development strategy for Newquay Airport. They also approved the Cornwall Joint Special Educational Needs and Disabilities (SEND) Commissioning Strategy 2025–2030 and the Cornwall SEND Strategic Plan 2025–2028.

Cabinet Priorities and Comprehensive Spending Review

The cabinet endorsed its high-level priorities, which will be announced by Councillor Leigh Frost, Leader of the Council & Group Leader - Liberal Democrat Group, at the start of the meeting. These priorities will shape a more detailed Council Business Plan for 2026-2030, expected in the autumn. The cabinet acknowledged the impact of significant government policy and funding reforms and approved the council's Comprehensive Spending Review approach. They also delegated authority to the Chief Operating Officer to respond to the government's consultations on the Fair Funding Review 2.0, the proposed Outcomes Framework, and modernising council tax administration.

The Spending Review set out the budgets for all Government departments for the next three years, including the funding for local government. The net result of the Spending Review is that the budget for local government as a whole will increase by 4.5%, equating to a 2.7% increase in real terms (taking into account inflation).

Councillor Adam Paynter, Deputy Leader and Portfolio Holder for Resources and Group Leader - Independent Group, noted that the Spending Review reiterated the commitment to local government funding reform and more detail on what that will look like was published by the Government in the Fair Funding Review 2.0 consultation on 20 June.

The consultation on the Modernising and Improving the Administration of Council Tax focuses on:

• changing the ways council tax is billed, collected and enforced
• modernising the support available in the system
• supporting councils to improve efficiency.

The Local Government Outcomes Framework sets out 15 outcomes which it expects local authorities to deliver. These will be underpinned by 100+ outcome and output metrics drawing from existing data sources across the public sector to show how progress will be measured.

Newquay Airport Development Strategy

The cabinet endorsed the future direction for the development of Cornwall Airport Newquay (CAN) estate, to be taken forward by Cornwall Airport Limited (CAL) as part of the Corserv Ltd Companies. They supported the outcome of the Airport Strategic Review and formally closed 'Project Corduroy'.¹

The cabinet agreed to allocate up to £0.270m from the Place and Green Growth Reserve to support implementation of the Development Strategy during 2025/26. They also agreed that CAL should reinstate an Airport Consultative Forum and put in place a programme of engagement to inform and receive feedback from residents and the business community. Finally, they agreed that a new masterplan should be produced through a full resident and business engagement programme, to be presented to the cabinet for formal adoption.

The report noted that the Council undertook an Airport development project called 'Project Corduroy'. This sought a single investor who would form a joint venture with the Council, investing in both the airport and adjoining land. The report formally recorded the Leader's statement at the last Cabinet in June 2025 and ends Project Corduroy.

The report recommended that the Council puts the responsibility for the operational Airport, the associated land and all adjoining Council owned land in one place and asks Cornwall Airport Limited (CAL) to lead on all matters. CAL is asked to maximise the commercial value and opportunities of the airport, coordinate and masterplan the development of adjoining land as well as being responsible for all property management and compliance matters.

SEND Commissioning Strategy and Strategic Plan Approved

The cabinet approved the Cornwall Joint SEND Commissioning Strategy 2025–2030 and the Cornwall SEND Strategic Plan 2025–2028. The SEND Strategy is a statutory, system-wide plan that sets out a shared vision and strategic priorities to improve outcomes for children and young people with Special Educational Needs and Disabilities through inclusive, co-produced, and accountable action across education, health, and care sectors. The cabinet also supported lobbying the government through the F40 Group² for a fairer national funding formula to address the current and historic underfunding for Cornwall through the Designated Schools Grant.

The Joint SEND Commissioning Strategy identifies five strategic priorities:

• Early Identification and Support
• Sufficiency and Quality of Provision
• Preparation for Adulthood
• Inclusion and Belonging
• Effective Joint Commissioning

The SEND strategic plan identifies five core priorities:

• Improving the Quality of EHCPs Across the Partnership
• Effective Communication to Ensure Positive Experiences
• Using Data to Evaluate Services and their Impact
• Improving Education Offer and Outcomes
• Addressing Long Waits for Health Services

Tenders Approved for Care Homes and Extra Care

The cabinet approved the publication of tenders for two framework agreements: the Care Homes Development Framework and the Care Homes Care Services Framework. They delegated authority to the Strategic Director for Safe and Caring Communities to award and enter into the framework agreements with the successful bidders. The cabinet also approved the recommended approach to 'Provider A', as set out in Exempt Appendix 2 to the report, and the Business Case for the Care Home Purchasing.

The report noted that Cornwall's Supported and Specialist Housing Strategy and Market Sustainability Plan (2023–2025) highlight a significant and growing shortfall in suitable accommodation with care. Without proactive intervention, this gap will widen over the next 25 years. The Council must act to ensure a sustainable, high-quality care market for all residents, including self-funders.

The key objectives are to:

• Expand capacity
• Secure affordability
• Embed innovation
• Raise quality standards

The approved approach will be implemented through the launch of two key procurement frameworks:

• An eight-year open Care Homes Development Framework (3+3+2 years)
• An eight-year open Care Homes Care Services Framework (3+3+2 years)