Cabinet Members will be asked to make any declarations of interest in respect of items on this agenda. 

There were no declarations of interest.

To sign and confirm as a correct record the minutes of the meeting held on 09 February 2026.

Cabinet agreed the minutes of the meeting held on 09 February 2026 as a correct record.

To receive questions from the public in accordance with the Constitution.

Questions, of no longer than 50 words, can be submitted to the Democratic Support Unit, Plymouth City Council, Ballard House, Plymouth, PL1 3BJ, or email to democraticsupport@plymouth.gov.uk. Any questions must be received at least five clear working days before the date of the meeting.

There were three questions from the public:

To receive reports on business which, in the opinion of the Chair, should be brought forward for urgent consideration.

There were no items of Chair’s Urgent Business.

Councillor Evans OBE (Leader of the Council) introduced the item and discussed:

a) The City Living Framework represented one of the most significant and ambitious pieces of work the Council had undertaken in recent years, focused on reintroducing high-quality residential living into Plymouth city centre;

b) Plymouth’s economy was forecast to grow substantially;

i)               Estimates indicating growth to £13.5 billion by 2035 and £25 billion by 2050, driven in a large part by defence related investment;

ii)              Defence-led growth alone was expected to generate demand for approximately 10,880 new homes, much of which would be required within the next eight years;

iii)            Failure to deliver sufficient housing risked delays to nationally significant infrastructure projects, including Devonport Dockyard investment;

iv)            The Council had committed to regenerating the city centre through housing led development, including a Memorandum of Understanding with Homes England, which had already committed £34 million towards delivery at Bath Street and the Civic Centre;

v)              Plymouth had been shortlisted as one of 12 potential locations for a government designated new town, representing a significant opportunity for the city;

c) Unlike many UK cities, Plymouth had moved away from city centre living post-war, creating both challenges and opportunities to demonstrate how modern urban living could succeed when delivered well;

d) The City Living Framework would focus on high-quality architecture, strong public transport, vibrant retail and cultural offer, and a thriving evening and nighttime economy, creating a city centre where people actively chose to live.

Councillor Lowry (Cabinet Member for Finance) added:

e) Urban living presented challenges but also significant opportunities, and confidence was high that the appointed team had the expertise to deliver a successful framework;

f) The work provided an opportunity for Plymouth to act as a national exemplar for city centre regeneration;

g) Engagement with communities and stakeholders would be central to ensuring the framework reflected Plymouth’s character and aspirations.

David Draffan (Service Director for Economic Development) introduced the consultant team and invited Jim Coleman (Head of Economic Advisory and Chief Economist, WSP) to speak. He added:

h) WSP felt privileged to be appointed to lead the City Living Framework and City Centre Master Plan, recognising Plymouth as a unique city with exceptional natural, built and strategic assets;

i) Plymouth’s role in defence and national security placed it among the most strategically important cities in the UK and Europe, bringing long-term investment opportunities;

j) The commission comprised two linked pieces of work: a strategic City Living Framework for the wider city centre, and a more detailed master plan for the core city centre area;

k) The framework would address housing, transport, social infrastructure, utilities, public realm and green space, ensuring the city functioned effectively for existing and future residents;

l) WSP was coordinating a multidisciplinary consortium combining global expertise with strong local knowledge, ensuring proposals were both ambitious and deliverable;

m) Extensive engagement and consultation would run throughout the project, involving residents, businesses, cultural organisations, universities and communities across the city;

n) The work would build on  ...  view the full minutes text for item 104.

Councillor Evans OBE (Leader of the Council) introduced the item and discussed:

a) The update being delivered live from Oceanology International, a biennial global event held at ExCeL London, attracting approximately 15,000 attendees from 90 countries and bringing together leaders in oceanology, marine autonomy and defence related technologies;

b) Plymouth City Council’s partnership with Team Plymouth, the university sector and the Ministry of Defence to establish a significant presence at the event, showcasing the National Centre of Marine Autonomy and Plymouth’s role in defence led, dual-use innovation;

c) The value of attendance at international trade events such as Oceanology International and UK REiiF in enabling Plymouth to take its investment proposition directly to developers and companies unlikely to visit the city;

d) These events providing opportunities for direct engagement, leading to high value discussions and inward investment activity;

e) Plymouth Freeport was continuing to gain momentum as the UK’s only Defence Industrial Strategy Zone, acting as a magnet for defence, manufacturing and marine autonomy investment;

f) Babcock’s confirmation of its intention to establish both an Integrated Logistics Hub and an Advanced Manufacturing Facility within the Freeport;

g) This commitment representeda significant step forward in strengthening regional defence and manufacturing capability;

h) The securing of significant foreign direct investment, including Helsing’s decision to locate its first UK resilience factory at Langage;

i) Helsing’s facility producing advanced AI-enabled marine autonomous systems to monitor subsea threats globally;

j) Proactive action by the Council to ensure the property pipeline was ready to meet rising demand;

k) The final phase of Oceansgate delivering approximately 14,000 sq ft of high-quality near-water manufacturing and office space within the next 12–18 months;

l) Council investment at Langage Energy Park having already delivered nearly 50,000 sq ft of premium employment space;

m) This investment igniting further private sector interest across the wider energy park.

Richard May (CEO, Plymouth and South Devon Freeport (PASDF)) added:

n) Plymouth’s delivery of a 60 sq metre stand at Oceanology International, funded through sponsorship from 26 organisations;

o) Many of these organisations were actively considering investment opportunities within Plymouth;

p) Sponsors including companies from the United States, Canada, Germany and other international markets, demonstrating Plymouth’s growing global profile;

q) Plymouth and the National Centre of Marine Autonomy was now leading sovereign capability in marine autonomy;

r) This leadership was being supported by strong partnerships across industry, research institutions and national catapult organisations;

s) Early and strategic planning enabling Plymouth to effectively own the uncrewed vessel theme at the event;

t) Delivery of multiple panel sessions moderated by organisations including the Ministry of Defence, the National Shipbuilding Office, and Plymouth based research bodies;

u) Live in-water demonstrations taking place, with content streamed directly back to the Plymouth stand;

v) An 80-page investment brochure promoting Plymouth being shared with all delegates;

i) The brochure already receiving over 20,000 online views, significantly raising Plymouth’s international profile;

w) The formal launch of the National Centre of Marine Autonomy scheduled to take place during the event with  ...  view the full minutes text for item 105.

Councillor Hayden (Cabinet Member for Community Safety, Libraries, Events, Cemeteries and Crematoria) introduced the Safer Plymouth Modern Slavery and Human Trafficking Toolkit and highlighted:

a) The purpose of the toolkit in supporting Council staff and partner organisations to better understand modern slavery, recognising warning signs and taking appropriate action when concerns arose;

b) Modern slavery was affecting people across all communities and including labour, sexual and criminal exploitation, as well as situations involving control, coercion and abuse;

c) Evidence confirming modern slavery occurred nationally and locally, including within Plymouth, reinforcing the importance of a coordinated local response;

d) Adoption of a public health and community focused approach, prioritising prevention, early intervention and improved awareness rather than solely reacting once cases had escalated;

e) The toolkit supporting earlier identification of victims and improving reporting pathways across communities and services;

f) Clear and accessible guidance within the toolkit for frontline workers and partners, including responsibilities under the Modern Slavery Act and the National Referral Mechanism, and expectations placed on first responders;

g) Inclusion of local Plymouth specific information to ensure guidance reflected local risks, patterns of exploitation and reporting arrangements;

h) The intention for the toolkit to be actively used across Council services and partnership networks, rather than existing as a static reference document;

i) Thanks expressed to officers involved in developing the toolkit and strengthening Plymouth’s response to modern slavery.

Matt Lawrence (Technical Lead for Safer Communities)reported:

j) Responsibility for refreshing the toolkit following recent changes in exploitation patterns, emerging risks and evolving vulnerabilities across the city;

k) The previous toolkit providing a foundation but requiring updating to reflect new forms of exploitation and changes in partnership working;

l) A deliberate return to core principles, focusing on delivering strong and consistent basics across all organisations

m) Re-establishment of an Anti-Slavery Partnership within Plymouth, bringing together statutory, voluntary, charitable and community sector organisations;

n) Development of the Slavery and Exploitation Risk Assessment Conference (SERAC), enabling partner agencies to collectively review risks, share intelligence and coordinate responses;

o) Engagement of approximately 40 partner agencies, meeting quarterly, to strengthen shared understanding and operational responses;

p) Emphasis on ensuring staff across organisations understood what to look for, how to respond to concerns and how to escalate issues appropriately;

q) The toolkit including up-to-date contact details for relevant agencies and Council services;

r) Recognition of the toolkit as a living document, requiring ongoing review and updates as new risks, vulnerabilities and exploitation methods emerged;

s) Commitment to adapting and strengthening the toolkit over time rather than treating it as a completed or static piece of work.

In response to comments, Cabinet noted:

t) Appreciation for the work undertaken to refresh and strengthen the toolkit, particularly in light of changing risks and knowledge around modern slavery;

u) Recognition of the toolkit as a key component of the Council’s annual action plan on tackling modern slavery;

v) The importance of extending awareness beyond Council services to include local supply chains, smaller businesses and public facing enterprises where  ...  view the full minutes text for item 106.

Decision

1.     Agreed that Plymouth City Council will act as the Accountable Body for the Pride in Place Programme and all of its requirements;

2.     Delegated authority to the Service Director Team Plymouth to sign all associated contracts, funding agreements, where necessary in consultation with relevant officers, including the s151 Officer and the Monitoring Officer, and approve Pride in Place claims;

3.     Agreed to accept and ringfence the capacity funding for Pride in Place and provides delegation to the Service Director Team Plymouth to use the capacity funding in line with government guidance and eligible activities;

4.     Delegated authority to the Strategic Director for Growth, in consultation with the Leader, to undertake the necessary recruitment processes for the selection of the Independent Chair and members of the Neighbourhood Board, working in close collaboration with the MP for the area;

5.     Agreed that the Service Director Team Plymouth shall act as Plymouth City Council’s representative for all matters relating to the Pride in Place Programme;

6.     Delegated authority to the Service Director Team Plymouth, to act as the Council’s representative, completing any associated documentation required as part of the Council’s participation in Pride in Place, including funding MoU to draw down funding from MHCLG.   Any  Civic,  Pride in Place Memorandum of Understanding (MoU) will be signed by the Leader;

7.     Delegated authority to the Service Director Team Plymouth, working in consultation with the MP and the Chair of the Neighbourhood Board to:

a)     Finalise the boundaries and governance arrangements for the Plymouth Pride in Place Neighbourhood Board;

b)    Ensure appropriate local oversight, community involvement and decision-making structures are established in line with Pride in Place requirements;

8.     Delegated authority to the newly appointed Board, once constituted, in consultation with the Service Director Team Plymouth, to develop the Pride in Place Regeneration Plan on behalf of Plymouth City Council, to include public consultation and to submit to Government in line with the Pride in Place guidance;

9.     Delegated authority to the Service Director Team Plymouth, in consultation relevant officers, including the S151 Officer and the Monitoring Officer, to review and formally accept the Pride in Place full funding allocation and any associated grant conditions;

10.  Delegated authority to the Service Director Team Plymouth to distribute the funding in line with the programme requirements.

Reason

The Pride in Place programme represents an investment of £19.6m in St Budeaux and £19.6m in Devonport, Morice Town and Mount Wise over the next ten years, supporting neighbourhood-led regeneration and delivery of local priorities. To ensure timely and compliant mobilisation of the Pride in Place Programme. Delegating authority to the Service Director Team Plymouth enables Plymouth City Council to meet the demanding programme timetable set by Government, including tight deadlines linked to Board establishment, boundary confirmation and Regeneration Plan development. Government Guidance states that the Local Authority must act as the Accountable Body for the Pride in Place Funding at the start of the programme, with responsibility for ensuring that public funds are distributed fairly and effectively.  ...  view the full decision text for item 107.

Councillor Evans OBE (Leader of the Council) introduced the item and explained:

a) The item related to the Government’s Pride in Place programme, providing funding for two Plymouth communities, Devonport and St Budeaux (including parts of Ham);

b) Previous discussions at the meeting had focused on pride in Plymouth city centre and the city as a whole, with this item concentrating on pride within specific neighbourhoods;

c) The programme emphasised partnership working, with the Council acting as a participant and facilitator rather than leading delivery directly;

d) Government expectations positioned the programme as a “do with” rather than “do to” approach, placing communities at the centre of decision-making.

Amanda Ratsey(Service Director for Team Plymouth) reported:

e) The Pride in Place programme having been announced in the previous year and reported;

i) An offer up to £20 million per area, resulting in a potential total of £40 million for Plymouth;

ii) Funding being allocated over a 10-year period, with a non-flat profile and early years focused on governance and planning;

iii) An allocation of £150,000 being available in 2026/27 to establish governance arrangements, recruit a community-led board and develop a long-term delivery plan;

iv) Subsequent funding increasing progressively, including approximately £390,000 in the following year, rising to around £1.2 million, and then approximately £2 million per year thereafter, subject to performance;

f) Government expectations linking continued funding to strong delivery, effective governance and demonstrable ability to spend funding well;

g) The programme board being required to be community-led, with membership drawn from people who lived and worked in the target communities and who met minimum eligibility criteria;

h) Plymouth City Council being asked to act as the Accountable Body, providing assurance on governance, financial management and compliance on behalf of Government;

i) The Council’s role including safeguarding public funds, supporting evidence-based decision-making, advising the board and assisting with development of the delivery plan;

j) A significant proportion of the funding being capital funding (approximately 63%), creating additional challenges around planning, delivery and community led decision-making;

k) Early planning being essential to enable effective capital delivery in future years, particularly given the scale of anticipated investment;

l) The paper set out how the Council would support communities anddraw down the maximum available funding and add value for the city.

In response, Councillor Evans OBE (Leader of the Council) commented:

m) Responsibility for signing formal documentation traditionally resting with the Leader once Cabinet approval had been given;

n) A request for a minor amendment to the recommendations to allow the Leader to sign relevant documents when required, with officer-level delegations remaining unchanged;

o) Formal agreements and memoranda of understanding being anticipated later in the year, once community boards and delivery plans had been established;

p) Confidence that governance arrangements would avoid conflicts during the pre-election period due to the expected timetable;

q) Recognition of the complexity of Government funding processes and the importance of careful profiling and early preparation;

r) The importance of ensuring all available funding was drawn down,  ...  view the full minutes text for item 107.

Decision

Cabinet Agreed:

1.1.          To apply parking charges to all motor vehicles in Council car parks, as set out within section 5.4, ensuring a consistent approach across all chargeable parking bays;

1.2.          To remove cash payments once the On Street payment system upgrades are complete, as set out within section 5.7, improving customer experience through greater payment choice, ensuring consistency across all parking locations, and reducing CO2 emissions linked to cash collection and processing.

Agreed to implement the following changes not less than 21 days following publication of these changes through a Notice of Variation:

2.1.          Increase on-street parking charges, as set out in section 5.2 and Appendix D, to align more closely with other councils and meet rising service delivery costs;

2.2.          Increase off-street parking fees, as set out in section 5.4 and Appendix E, to ensure charges remain comparable with other councils and support rising service costs;

2.3.          Increase parking permit fees, as set out in sections 5.8 and Appendix F, with the exception of the proposed escalating charges in section 5.9, to meet the rising costs of maintaining and operating parking schemes across the city.

Agreed to undertake statutory consultation on the following proposals:

3.1.          Introduce coastal car park charges at Jennycliff, Mountbatten and Strand Street, as set out within section 5.5 and Appendix C, to ensure a more consistent approach while maintaining support for short-stay visitors.

3.2.          Introduce charges for Blue Badge holders on the Hoe Promenade, as set out within section 5.6 and Appendix E, to ensure a fair and consistent charging approach across all car parks.

Alternative options considered and rejected

Not increase fees and charges. The proposals have been considered fully by officers considering benchmarking and the need to achieve cost recovery and maintain levels of income critical to the delivery of key services. Fees are proposed at the level considered appropriate in light of this and the substantial shortfall in resources needed to set a balanced budget for 2026/27. The option of setting no increase has been rejected on the basis it would not achieve cost recovery, and/or may affect the viability of services.

Councillor Stephens (Cabinet Member for Strategic Planning and Transport) introduced the Parking Services Annual Review and Proposed Updates report and discussed:

a) The report presenting a coherent set of proposals aimed at continuing improvements to parking services while supporting the Council during a period of significant financial pressure;

b) Parking income remaining essential to the delivery of key highways, transport and street services, with the proposals seeking to balance service quality, fairness and financial sustainability;

c) The report setting out proposed changes, the rationale for those changes and how they would be implemented;

d) A decision to withdraw proposal 5.9, relating to escalating charges for residential parking permits, following feedback received from members of the public;

e) Withdrawal of this proposal affecting the recommendations presented to Cabinet at the end of the item;

f) Continued progress made since 2023 to modernise and improve parking services including;

i) Delivery of over 400 extra wide parking bays;

ii) Expansion of electric vehicle charging infrastructure across the city;

iii) Investment of approximately £180,000 in payment system upgrades;

iv) Extension of parking durations to better support shoppers and local businesses;

v) Strengthening of safety measures, including installation of new CCTV and enhanced enforcement around schools;

g) Parking officers contributing to wider transport objectives, including participation in the Enhanced Bus Partnership Board and enforcement of bus lane and bus bay misuse, sometimes alongside onboard enforcement staff;

h) Partnership working with Plymouth Argyle Football Club, including parking enforcement on matchdays and support for sustainable and active travel initiatives;

i) Benchmarking against 26 other local authorities demonstrating that Plymouth’s on-street and off-street parking charges remained significantly lower than those in most comparable cities;

j) Recognition that parking charges were an emotive issue, while also identifying an opportunity to align more closely with national norms to protect essential services.

It was then further outlined:

k) Proposed revisions to on-street parking charges, including a proposed hourly rate of £2.80, alongside promotion of the use of remaining paid-for parking time at alternative locations;

l) Updates to off-street parking charges to ensure good value for longer stays and consistent charging across all motor vehicles;

m) Introduction of modest charges at coastal car parks after the first free hour, while maintaining accessibility;

n) Revisions to Blue Badge arrangements at the Hoe Promenade to ensure fairness and consistency with other off-street locations, while retaining reasonable adjustments for disabled users;

o) Expansion of payment options and a move towards the removal of cash payments once system upgrades had been completed, improving customer experience and reducing carbon impacts associated with cash collection;

p) Updates to permit fees, excluding the withdrawn escalation proposal;

q) The overall package of measures, following the withdrawal of proposal 5.9, being projected to generate a net benefit of approximately £1.33 million in 2026/27;

r) The additional income supporting essential highways, transport and enforcement services;

s) Recommendations seeking approval to apply parking charges to all motor vehicles in Council car parks, withdraw cash payments once upgrades were complete, implement revised  ...  view the full minutes text for item 108.

Decision:

Cabinet:

1.     Approved the publication of the Plymouth Local Plan timetable;

2.     Approved the publication of the Council’s formal ‘Notice of Intention to Commence’ the Plymouth Local Plan before 30 June 2026;

3.     Delegated authority to approve updates to the Local Plan timetable to the Service Director for Strategic Planning & Infrastructure, in consultation with the Cabinet Member for Strategic Planning & Transport;

4.     Delegated authority to approve, publish and submit the required documents and statements for statutory Gateways 1, 2 and 3 to the Service Director for Strategic Planning & Infrastructure, in consultation with the Cabinet Member for Strategic Planning & Transport.

5.     Delegated authority to approve all evidence documents, reports and supporting data and analysis for publication to the Service Director for Strategic Planning & Infrastructure, in consultation with the Cabinet Member for Strategic Planning & Transport.

6.     Delegated authority to deliver the statutory ‘scoping stage’ consultation to the Service Director for Strategic Planning & Infrastructure, in consultation with the Cabinet Member for Strategic Planning & Transport;

7.     Instructed Officers to report to Cabinet for approval for the statutory consultation on the proposed local plan content and evidence;

8.     Instructs Officers to report to Cabinet for approval for the statutory consultation on the proposed Plymouth Local Plan;

9.     Instructed officers to report to Cabinet to approve any further changes to the Plymouth Local Plan following the statutory consultation;

10.  Delegated authority to formally submit the proposed Plymouth Local Plan for Independent Examination once Gateway 3 is successfully completed;

11.  Authorised officers to agree a dedicated work programme with the Scrutiny Management Board on the emerging Plymouth Local Plan;

12.  Authorised officers to explore with Devon County Council, and any future successor authorities arising from local government reorganisation, the opportunity of fulfilling the City Council’s statutory responsibilities in relation to minerals and waste planning through the preparation of a Joint Minerals and Waste Plan rather than by incorporating waste and minerals policies into the Plymouth Local Plan;

13.  Agreed to the cancellation of the Plymouth and South West Devon Statement of Community Involvement for the purposes of community engagement in planning in Plymouth, with community engagement being undertaken in accordance with the Council’s Engagement and Consultation Framework and the statutory requirements of the Local Plan Regulations.

Alternative options

As the preparation of the new Local Plan is a statutory requirement, the only alternative relates to the timing of when the Local Plan is commenced. The latest which we could formally commence the Local Plan is 6 months later than proposed in the preferred option. This is because the government has set a backstop date for commencement of 31 December 2026, with the first statutory Gateway point being reached by 30 April 2027. From that point is locked into a statutory timetable. Were the plan commencement to be delayed to the latest possible time, the Local Government Reorganisation (LGR) process and the Spatial Development Strategy (SDS) process would be further advanced. However, this option was rejected for a number of reasons, including:

·       The pressing need for the  ...  view the full decision text for item 109.

Councillor Stephens (Cabinet Member for Strategic Planning and Transport) introduced the Plymouth Local Plan Commencement Programme and Delivery Arrangements and discussed:

a) The item marking the start of work on a new Plymouth Local Plan, intended to guide the city’s growth and development through to around 2050;

b) A short film was shown to Cabinet highlighting the achievements delivered through previous local plans, including major transport schemes, green and blue infrastructure, housing delivery and regeneration;

c) The new Local Plan would shape decisions on where new homes would be built, how communities would grow, how people would travel and how the city would respond to future economic, social and environmental challenges;

d) There was a strong emphasis on resident and community engagement, with local people invited to help design the next chapter of Plymouth’s future;

e) Continued commitment to a sustainable growth agenda, now strengthened by Plymouth’s designation as a national centre for marine autonomy and the opportunities arising from defence investment, the dockyard and the Team Plymouth programme;

f) The plan addressed the potential for a reimagined city centre, including the opportunity for around 10,000 new homes, alongside wider regeneration ambitions;

g) The severity of the housing crisis locally and nationally, particularly in relation to affordable housing, and the need for the plan to identify appropriate locations for new housing delivery;

h) Recognition that difficult and potentially unpopular decisions would be required if Plymouth was to meet housing need and fully realise once-in-a-generation economic opportunities;

i) The plan considering infrastructure needs including transport, schools, employment land, green spaces, climate resilience and sustainable travel;

j) A commitment to working closely with Cabinet colleagues to address cross-cutting policy challenges within the Local Plan;

k) Recommendations 1, 2 and 4 sought approval of the Local Plan timetable, with delegated authority to the Service Director, in consultation with the Cabinet Member, to make future amendments to ensure compliance with the mandatory 30-month plan preparation period;

l) Recommendation 7 required officers to report back to Cabinet for approval at the statutory consultation stage;

m) Recommendation 8 required a further report to Cabinet on the content of the Local Plan following statutory consultation;

n) Recommendation 9 required Cabinet approval of any changes to the plan arising from consultation responses;

o) Recommendation 10 delegated authority to submit the proposed Local Plan for independent examination;

p) Recommendation 11 set out arrangements for engagement with the Scrutiny Management Board throughout the Local Plan process;

q) Recommendation 12 authorised officers to explore options for future minerals and waste planning, including potential joint arrangements with Devon County Council or successor authorities;

r) Recommendation 13 required consultation to be undertaken in line with the Council’s Engagement and Consultation Framework and the updated Local Plan Regulations published in March.

In response to questions,

Cabinet discussed:

s) The proposed Local Plan period extending to 2050, reflecting long-term certainty around defence investment, marine autonomy, housing need and economic growth;

t) A significant change in context since the adoption of the previous plan in  ...  view the full minutes text for item 109.

Councillor Cresswell (Cabinet Member for Education, Skills and Apprenticeships) introduced the report on SEND Sufficiency and Planned Progress and discussed:

a) Plymouth was entering a pivotal period for the future of its education estate and support for children and young people with special educational needs and disabilities (SEND);

b) National SEND reforms announced on 23 February 2026, setting renewed expectations for local areas to expand high-quality inclusive provision within mainstream schools, develop inclusion bases in every secondary school and ensure more children had their needs met closer to home;

c) Falling birth rates, alongside rising levels of identified special educational needs, reflected in a significant increase in the number of Education, Health and Care Plans (EHCPs), reshaping how education systems must respond;

d) The reforms presenting significant opportunities for Plymouth, particularly for children and young people, at a critical and exciting time for the city’s education ecosystem;

e) Too many children currently being educated outside Plymouth, reinforcing the importance of reform and local sufficiency;

f) Financial pressures experienced nationally, including pressures on the Dedicated Schools Grant (DSG), alongside;

i) Confirmation that central government would cover up to 90% of DSG deficits;

ii) Government investment of over £3 billion in capital funding to create more than 60,000 additional SEND places nationally, reducing reliance on independent specialist provision;

iii) Evidence showing outcomes for children were generally better in maintained settings, whether specialist or mainstream, supporting the strategic direction of increasing local state provision;

iv) A significant rise in the cost of independent specialist provision for Plymouth, increasing from £5.2 million in autumn 2024 to £8.5 million in autumn 2025, representing a 38% increase;

v) Financial benefits of local provision, including average savings of £3,000 per child per year in home-to-school transport when children remained educated within the city;

g) Plymouth being recognised nationally as a case study in the SEND White Paper, reflecting strong partnership working across the education community;

h) Inclusion forming the ethical and moral foundation of the local area SEND partnership and guiding delivery of reforms;

i) Strong foundations were already in place, including expansion of specialist provision, targeted early intervention and effective collaboration across a highly academised system;

j) Major capital considerations ahead, most notably the essential rebuild of Milford School, alongside opportunities arising from surplus capacity within parts of the school estate;

k) Tribute was paid to the headteacher, governors, staff, families and pupils of Milford School for managing an ageing school environment with resilience and commitment;

l) The paper seeking Cabinet endorsement to continue developing a comprehensive SEND capital and sufficiency plan to meet demand, improve outcomes and support financial sustainability.

In response to discussion, Councillor Evans OBE (Leader of the Council) commented:

m) Concern at national political commentary relating to SEND provision, reaffirming the Council’s commitment to supporting children with SEND and challenging narratives that undermined their needs;

n) A clear commitment from the administration to inclusion, investment and delivery, including the creation of a new special school;

o) Confidence arising from alignment  ...  view the full minutes text for item 110.

Councillor Evans OBE (Leader of the Council) made the following announcements to Cabinet:

a) A desire to highlight the scale and pace of delivery achieved by the Cabinet since May 2025, responding to public questions about what the Council had been delivering beyond political debate;

b) Officers having been asked to collate all executive decisions taken by the administration since May 2025, identifying more than 90 executive decisions in nine months, all taken in public and on the record;

c) These decisions collectively contributing to changes that strengthened communities, supported residents and shaped Plymouth’s future;

d) Delivery of new children’s homes, enabling children in care to remain in Plymouth close to schools, friends and familiar surroundings;

e) Commissioning of a new safe accommodation service for survivors of domestic abuse and their children, supporting recovery and stability;

f) Support for young people in residential care to move into family-based settings;

g) Expansion of SEND capacity, including at Longcause Special School, providing additional specialist places for children who needed them;

h) Progression of housing and regeneration priorities, including the defence partnership and city centre regeneration programme, bringing new homes, jobs and opportunities to Plymouth;

i) Confirmation of £4.4 billion of government investment supporting development at Devonport as part of the defence programme;

j) Advancement of proposals for the long-vacant Civic Centre, with Homes England preparing the site for renewed purpose, including housing, employment opportunities for young people and facilities for City College Plymouth;

k) Approval of a Warm Homes Grant, offering practical support to residents struggling with energy bills and helping homes become warmer, greener and more affordable to heat;

l) Investment in the Highways Capital Programme, resulting in pothole repairs, road resurfacing and safer journeys across the city;

m) Award of a food waste collection contract, enabling the introduction of a long-awaited kerbside service for residents;

n) Adoption of a 25-year Plymouth and South Devon Community Forest Plan, demonstrating a long-term commitment to a greener and healthier city;

o) Extension of Plymouth Active Leisure, maintaining access to affordable swimming and fitness facilities;

p) Delivery of the Adult Social Care Improvement Plan, strengthening support for older people and vulnerable adults;

q) Launch of Connect to Work, providing practical assistance to residents seeking employment;

r) Introduction of a new city brand strategy, supporting Plymouth’s profile and confidence nationally;

s) Implementation of a Public Spaces Protection Order in Council car parks to improve safety for residents and shoppers;

t) Delivery of a balanced budget for 2026/27, achieved during the most challenging financial conditions faced by local government, while protecting frontline services;

u) Confirmation that all corporate plan priorities had progressed through transparent executive decision-making, demonstrating focused and determined local governance.

Councillor Laing (Deputy Leader and Cabinet Member for Children Social Care, Culture and Communications) provided the following updates:

a) An “adventures away from home” experience during the February 2026 half term involving nine children in care, children living with kinship carers and the birth children of foster carers, delivered at Dartmoor Zoo in partnership with UK Youth;

i) The programme enabling young people to build confidence, resilience, social skills and wellbeing through outdoor learning, including unique hands-on experiences caring for animals and learning about conservation;

ii) A further day being offered to allow more children to benefit from the experience, with thanks expressed to Dartmoor Zoo and UK Youth for their support;

b) Downham House, the Council owned home for children with disabilities, receiving an unannounced Ofsted inspection at the end of January 2026and being judged Good in all areas;

c) Inspectors praising warm relationships, sensitive and individualised care, strong understanding of children’s vulnerabilities and communication needs, and dedicated leadership;

d) Minor development actions identified by Ofsted already being addressed, with the team recognised for their continued high standards of care;

e) Progress on the Community Youth Service transformation programme;

i) Following investment of over £1.8 million from the Youth Investment Fund and the Climate Emergency Impact Fund;

ii) Extensive refurbishment works nearing completion at Efford and Honicknowle Youth Centres, modernising 1960s buildings to create energy efficient, safe and inclusive spaces;

iii) Design priorities being shaped by consultation with 341 young people, identifying mental health support spaces, high-speed WiFi and kitchen facilities as key features;

iv) A phased reopening programme underway, including soft launches and live testing with young people, with full opening anticipated by April 2026;

v) Recognition of staff excellence, including the National Youth Agency awarding the team an “Excellent” rating across governance, leadership and youth work practice;

f) Announcement of the youth service rebrand to “Cosmo – the space to be you”, a name chosen by young people to reflect empowerment and inclusion;

g) Reflection on International Women’s Day, recognising the contribution of women across the Council, the city and wider society, and the importance of continued progress towards equality;

h) Pride expressed in serving within a gender balanced Cabinet, with reference to the continued need to challenge barriers to women’s representation in leadership;

i) An update on The Box, confirming over 300,000 visitors had been welcomed during the current financial year, exceeding the previous year’s total footfall;

j) Continued success of the Beryl Cookexhibition, driving strong visitor numbers and national interest;

Recognition of The Box’s growing role as a cultural, educational and community hub, contributing to Plymouth’s reputation and economy.

Councillor Penberthy (Cabinet Member for Housing, Cooperative Development and Communities) provided the following updates:

k) Recognition of Empty Homes Week, highlighting the role of the Council’s Empty Homes Team in increasing housing supply and supporting climate objectives through sustainable reuse of properties;

l) Progress through the Repair and Rent Scheme, working with Plymouth Homes Let and Community Connections to renovate empty homes  ...  view the full minutes text for item 112.

Councillor Evans OBE (Leader of the Council) provided an update in relation to recent engagement with the Local Government Association (LGA) and discussed:

a) Attendance at the LGA during the previous week, including discussion of the Casey Commission and its relevance to local government and adult social care;

b) The importance of Plymouth City Council feeding into the Casey Commission as part of the national “Care Where We Live” conversation being coordinated through the LGA;

c) A need to ensure Plymouth’s position, experience and local context were clearly articulated and formally submitted as part of this process;

d) The absence, at that point, of a consolidated view setting out Plymouth’s contribution and messaging to the Casey Commission;

e) A request for an update to be brought to the next Cabinet meeting outlining Plymouth’s position, the issues being raised locally and how these were being fed into the national review.

ACTION: An update report to be provided to Cabinet setting out Plymouth City Council’s input to the Casey Commission through the LGA and the “Care Where We Live” engagement process.