The Cabinet of Gloucestershire Council met on Wednesday 22 April 2026 to discuss a range of significant strategic initiatives. Key topics included the approval of the Stronger Futures programme aimed at modernising the council's operations and financial resilience, the adoption of the Gloucestershire Local Growth Plan for the next decade, and a review of service options for the Great Western Court Reablement Unit. Additionally, the meeting was scheduled to consider the Gloucestershire Fire and Rescue Service Community Risk Management Plan for 2026-2030, a capital contribution towards the Cotswold Canal Trust's Stroudwater Canal Restoration project, and various other reports concerning council strategy and operations.

Creating a Stronger Future

The Cabinet was scheduled to consider the full business case and investment required for Stronger Futures, a programme designed to strengthen organisational capability and financial resilience. This initiative focuses on three priority areas: technology (including digital and AI) to improve productivity and service delivery; third-party spend to enhance control and reduce costs; and organisational design, pay, and reward to improve accountability and workforce planning. The report outlined a delivery plan, governance structure, and controls, with an emphasis on converting productivity gains and cost reductions into banked savings, only recognised once evidenced and validated by Finance. The programme requires an upfront investment of approximately £3.4 million, funded from transformation and digital reserves, with the aim of delivering significant cost reductions and preparing the council for Local Government Reorganisation.

Gloucestershire Local Growth Plan

A key item on the agenda was the proposed adoption of Gloucestershire's Local Growth Plan (LGP) for 2025–2035. This plan, co-created by all seven local authorities in Gloucestershire, aims to guide sustainable and inclusive economic growth over the next decade. It supersedes the previous Gloucestershire Economic Strategy and is intended to enhance the county's profile, attract investment, and provide a strategic framework for economic development. The LGP outlines five core economic missions: Talent and Future Skills, Supporting Employment Opportunities for All, Thriving Communities and Culture, Environment, Housing and Infrastructure, and Innovation, Investment and Enterprise. It also identifies high-growth sectors such as secure technologies and digital, agri-tech, advanced engineering, and energy transition. The plan is designed to be a live document, adaptable to changes brought about by Local Government Reorganisation and potential devolution deals.

Great Western Court Reablement Unit

The Cabinet was asked to review service options for the Great Western Court (GWC) Reablement Unit as part of the implementation of the Adult Social Care Prevention Strategy and a revised Target Operating Model. The report recommended the closure of GWC and the reinvestment of its staffing budget and resources into home-based reablement and prevention services. The rationale included that bed-based reablement is no longer considered the optimal model, with individuals responding better to support in their own homes. Furthermore, the Gloucestershire Integrated Care Board (GICB) indicated they would not be using GWC for Pathway 2 provision due to its lack of on-site nursing support. The unit currently experiences low occupancy, leading to high costs per placement, and adding nursing care would significantly increase operational expenses and require regulatory changes. The recommended option of decommissioning the service and reinvesting resources into home-based services is projected to offer better value for money and improved outcomes.

Cotswold Canal Trust Stroudwater Canal Restoration (Walk Bridge Scheme)

The Cabinet was asked to approve a capital contribution of £1 million towards the design and construction costs of a replacement highway structure at Walk Bridge. This replacement is crucial for the Stroudwater Canal restoration project, enabling the canal to become navigable at this location. The project, led by Stroud District Council in partnership with the Cotswold Canal Trust, aims to reconnect a missing mile of the canal network, improve active travel routes, and support wider regeneration and environmental benefits. The £1 million contribution, approved in the 2025–26 Medium Term Financial Strategy, is intended to unlock National Lottery Heritage Fund (NLHF) awards. The report also sought delegated authority for the Executive Director of Economy, Environment & Infrastructure to determine the Council's role in the project's delivery stages, with the understanding that any Council involvement beyond the financial contribution would be recharged to the project budget.

Gloucestershire Fire and Rescue Service Community Risk Management Plan 2026-2030

The Cabinet was asked to approve and publish the Gloucestershire Fire and Rescue Service's (GFRS) Community Risk Management Plan (CRMP) for 2026-2030. This plan is a statutory requirement and outlines how GFRS will allocate resources and implement strategies to mitigate identified risks effectively. The CRMP has been informed by public consultation and assesses risks such as flooding, dwelling fires, road traffic collisions, and hazardous materials incidents. It details the Service's aims and objectives for the next four years, including creating a skilled and inclusive workforce, modernising the rural response model, adapting skills and assets to evolving risks, becoming a greener and more efficient FRS, and achieving outstanding assessments. The plan also addresses fleet, premises, people, finances, ICT, communications, and monitoring arrangements.

Other items

The agenda also included reports on the Public Transport Network Strategy, which sought delegated authority to allocate Local Authority Bus Grant funding and re-procure bus services. A report on the Council Strategy Action Plan sought approval for the draft plan to deliver the priorities set out in the Council Strategy and a strategic performance dataset. The Cabinet was also scheduled to consider the Gloucestershire County Council's Commercial Strategy 2026-2028, aiming to adopt the strategy for making the best use of resources through supplier and customer engagement. Additionally, the 2024-2025 Gloucestershire's sixth annual climate change report was presented, providing an update on the council's progress towards net-zero commitments. A Performance and Risk Monitoring Report for Quarter 3 2025/26 was also due for review. Further items included seeking approval to establish a procurement route for Community Equipment, a proposal for Best Start Family Hubs Grant Funding, and the Crisis and Resilience Fund (CRF) 2026–2029. Finally, the Cabinet was to consider the re-tender of contracts for Gloucestershire Adult and Young Carers Support and a Schedule of Proposed Disposals to meet capital receipt targets.