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 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 democraticservices@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.

Councillor Evans OBE (Leader of the Council) addressed Cabinet: 

a) The Chair advised Cabinet that the meeting marked Councillor Haydon’s final Cabinet meeting, as she was retiring after 20 years of dedicated public service;

b) The Chair formally recognised Councillor Haydon’s contribution to the Council, Cabinet and the city, highlighting her compassion, determination and integrity in public office, and her consistent advocacy on behalf of residents, particularly the most vulnerable;

c) Cabinet was reminded of Councillor Haydon’s significant achievements, including: 

i. Her role as the first female Chair of the Police and Crime Commissioner Panel; 

ii. Her leadership in bringing forward the award-winning Park Crematorium; 

iii. Her tireless campaigning on Violence Against Women and Girls; and 

iv. Her longstanding service to residents in St Budeaux. 

d) The Chair stated that Councillor Haydon’s leadership, experience and calm presence had shaped key decisions and supported the Council through both challenging and successful periods, and conveyed Cabinet’s collective thanks and best wishes for her retirement on behalf of the Council and the residents of the city;  

Councillor Haydon addressed Cabinet and:

e) expressed her gratitude to the residents of St Budeaux for entrusting her with 20 years of service. She reflected on her early years in politics, her achievements in office, and her pride in projects such as the Park Crematorium;

f) Councillor Haydon thanked Council officers for their support, acknowledged the backing of her Labour colleagues, and advised that she was looking forward to spending more time with her family and travelling in retirement. She congratulated Cabinet on the work being delivered across the city and emphasised the importance of teamwork in achieving success;

Cabinet noted the Chair’s remarks and Councillor Haydon’s address. 

Councillor Evans OBE added:

g) Cabinet was informed that Plymouth was not included in the initial seven new towns, which were predominantly large-scale greenfield developments of over 15,000 homes;

h) It was emphasised that notwithstanding this, Plymouth’s unique proposition had been formally recognised by Government, with Ministers acknowledging the city as a distinct opportunity to support the UK’s defence and security sector;

i) Cabinet noted the Government’s statement that Plymouth would require special consideration and a bespoke financial support package to unlock its potential as a centre of excellence in naval technology and to ensure housing availability did not constrain future economic growth;

j) Advised that this recognition placed Plymouth in a stronger strategic position than at the outset of discussions and reflected the Council’s progress, including: 

i. The Memorandum of Understanding with Homes England; 

ii. Homes England’s financial commitments, site acquisitions and demolitions already underway; 

iii. Plans for new housing in the city centre; and 

iv. Emerging projects across the city, including in the north of Plymouth. 

k) Addressed public concerns around housing delivery and stated clearly that the homes being brought forward were for people living and working in Plymouth, including local families and dockyard workers, and were intended to improve living conditions and life chances for residents;

l) Cabinet reaffirmed its ambition to deliver 10,000 homes  ...  view the full minutes text for item 116.

Decisions and Reasons

1.    Approved the Transformation Strategy and its contribution to the MTFP.

Reason: without the transformation contribution set out in the report the financial gap in the MTFP will grow making the setting of a balanced budget over the next 4 years increasingly difficult.

2.    Delegated authority to the Chief Operating Officer for the commencement of procurement leading to subsequent appointment of a single transformation delivery partner for Phase 1 (Diagnostic Phase).

Reason: without a strategic delivery partner, there is insufficient capacity within teams to fully deliver the required business cases and subsequent savings and service improvements.

Alternative Options Considered

1. Do Nothing This is rejected. Plymouth City Council requires a Transformation Strategy to align strategic goals with strategic benefits delivery and savings aligned to the MTFP.

2. Continue relying solely on internal capacity combining Business as Usual with Transformation. This is rejected. Insufficient specialist capacity or skills to deliver at pace, risking delay, scope drift or under? delivery. High risk of resource diversion due to operational pressures or unplanned demands within service areas, reducing focus on transformation and ultimately impacting the delivery of the MTFP.

Councillor Taylor (Cabinet Member for Customer Experience, Sport, Leisure and HR and OD) presented the item, supported by Si Bellamy (Chief Operating Officer) and Pete Honeywell (Transformation Architecture Manager); 

a)    The report was an updated and strengthened version of the strategy previously considered at pre?decision scrutiny, with clearer commitments around net zero and communication. The Council had a significant opportunity to pause, reset and rethink how it operated, particularly in the context of sustained funding pressures and rising demand across local government; 

b)    Transformation was not optional, but essential, given the reshaped funding landscape, increasing costs and growing demand for services; 

c)    The strategy was not about disguising cuts, but about reducing demand where possible, reducing costs where necessary, and increasing the positive impact of Council services for residents; 

d)    Particular emphasis was placed on the financial pressures arising from the big four areas of spend: Adult Social Care, Children’s Services, SEND and Temporary Accommodation. Cabinet noted that without changing the trajectory in these areas, wider financial sustainability could not be achieved; 

e)    Cabinet was advised that the strategy was underpinned by five key workstreams: 

                      i.        Creating capacity and reducing costs, including reducing reliance on high?cost external placements by building appropriate in-house capacity and ensuring public money supported people rather than profit margins; 

                     ii.        Operational effectiveness and service led delivery, including service reviews, skills development, digital capability and use of technology, including AI, to improve efficiency and to free staff time for work requiring professional judgement and empathy; 

                    iii.        Early intervention and prevention, focused on addressing issues earlier to reduce human and financial costs, supported by initiatives such as Family Hubs and partnership working; 

                    iv.        Innovation and test, enabling services to pilot new approaches, learn from outcomes and scale what worked; and 

                     v.        Corporate enablers, including improvements to digital infrastructure, procurement, asset management, workforce capability and data to support effective decision-making; 

f)     Engagement with communities, staff and the workforce was central to the strategy, noting that successful transformation required understanding, buy in and shared ownership across the organisation; 

g)    The strategy was a whole Council programme, shaped through scrutiny and designed to be dynamic rather than static. The importance of communication, sustaining momentum, and ensuring a clear and direct link between transformation activity and delivery of the Medium-term Financial Plan, including agreed savings and systemwide change; 

h)    Cabinet noted that delivery capacity would be critical and that, where appropriate, external support could be used to help build early momentum and ensure effective implementation; 

i)     In response to questions raised, officers set out the proposed governance arrangements, confirming that: 

                      i.        Oversight would be provided through the Corporate Management Team and the Change Board, with strengthened terms of reference; 

                     ii.        Business cases would be subject to robust scrutiny to ensure return on investment before inclusion in the transformation programme; 

                    iii.        Progress would be reported through routine Cabinet meetings, portfolio holder reviews and regular financial reporting; and 

                    iv.        Individual projects would return to Scrutiny at the appropriate stage, using pre?decision  ...  view the full minutes text for item 117.

Decision

1.    To endorse the Council’s renewed approach to engagement as set out in the ‘Thriving Communities Framework 2026-2030’ and year 1 action plan.

Alternative options considered

Not to proceed. Rejected.

Community Engagement is a corporate priority and the option to not take forward the programme was rejected. There is a strong need and appetite to ensure that we are effectively engaging and working with residents, communities and businesses across the city to achieve better outcomes for all.

Councillor Penberthy (Cabinet Member for Housing, Cooperative Development and Communities) presented the item to Cabinet and was supported by Zoe Sydenham (Community Empowerment & Operational Lead): 

a)    The framework was an updated version of the Thriving Communities approach previously approved by Cabinet in 2021, which had focused on empowering communities as part of the COVID?19 recovery. The refreshed framework reflected significant changes since that time and had been considered at pre?decision scrutiny and through engagement with partner organisations; 

b)    The framework set out how the Council and its partners would work collectively with communities to create the conditions for people to realise their potential, improve wellbeing, and shape a thriving and inclusive city. It brought together activity across the Council and partner organisations under a single, coherent delivery framework; 

c)    The language of the framework had shifted away from empowering communities, recognising that communities already held power and capability. The revised approach focused instead on supporting people to thrive, strengthening community resilience, and enabling sustainable places through collaboration rather than control; 

d)    Cabinet noted that the framework aligned closely with: 

                      i.        The Thrive Plymouth programme; 

                     ii.        Work on Building Bridges to Opportunity, addressing poverty at a city?wide level; and 

                    iii.        Wider partnership work aimed at tackling the social determinants of health.  

e)    A renewed emphasis was placed on prevention and resilience, including household and community resilience. Cabinet noted that the Department for Work and Pensions Crisis and Resilience Fund, totalling £12.5 million over three years, formed a core part of the framework; 

f)     Cabinet was advised that the framework prioritised high-quality community engagement and asset based community development, including the use of community builders working directly with communities most in need of support. The approach also sought alignment with the NHS 10?Year Plan to avoid duplication and ensure effective use of public resources; 

g)    The framework comprised of five delivery programmes, each supported by an action plan. Progress would be reviewed annually, with reports presented to both Cabinet and the Health and Wellbeing Board. Governance would be managed through portfolio oversight, reporting to appropriate scrutiny panels, with the Director of Public Health acting as the Corporate Management Team lead; 

h)    Cabinet noted that the framework was funded primarily through external funding streams, including the public health grant, NHS fair shares funding and the DWP Crisis and Resilience Fund. The total programme value was approximately £13.5 million over three years, with a £35,833 contribution from Council core funding; 

i)     Officers emphasised that the framework was a cross Council and partnership led initiative, delivered in close collaboration with voluntary, community and grassroots organisations, and focused on activity at neighbourhood level.

In response to questions it was reported that:

j)     The framework would operate alongside Pride in Place initiatives and other neighbourhood-based programmes. It was confirmed that community builders were already active in areas such as Devonport and Barne Barton, supporting communities to identify priorities and work collaboratively with partners; 

k)    There was an importance of incorporating lived experience alongside  ...  view the full minutes text for item 118.

Decisions

1.    Endorse the 2025/26 ’Our Commitment to Equality and Diversity’ Report for publication;

2.    Note progress made.

Alternative options considered

1.    Not to prepare the report - rejected. Under the Equality Act 2010 Plymouth City Council is subject to the Public Sector Equality Duty. This report demonstrates how the Council complies with the general duty under the Act and the Council’s four published Equality Objectives. To not prepare the document and report progress against the Council’s four published Equality Objectives is not recommended.

Councillor Penberthy (Cabinet Member for Housing, Cooperative Development and Communities) presented the report, with contributions from Councillor Penrose highlighting the following key points:

a)    The report fulfilled the Council’s statutory duties under the Public Sector Equality Duty, including the requirement to publish an annual EDI report and action plan. The report went significantly beyond statutory compliance and reflected the Council’s broader commitment to being a welcoming and inclusive city; 

b)    The diversity of Plymouth was one of the city’s greatest strengths and that equality work extended beyond protected characteristics such as race, faith, disability, age, gender and sexuality, to include additional local commitments, notably the treatment of care experience as if it was a protected characteristic, following work led by Councillor Laing; 

c)    The report captured both the formal action plan and a substantial body of business as usual activity across the Council, demonstrating that EDI principles were embedded throughout service delivery; 

d)    Key achievements included: 

                      i.        National leadership on treating care experience as a protected characteristic, improving outcomes for care-experienced young people; 

                     ii.        Strong partnership working with community and voluntary sector organisations to share good practice and respond to emerging challenges; 

                    iii.        The Council’s response to community tensions following the riots of 2024, including dialogue, engagement and reassurance work; 

                    iv.        An Outstanding rating in a recent CQC Adult Social Care inspection, with recognition of work on equity, experience and outcomes; 

                     v.        Targeted work addressing inequalities in high deprivation communities, embedding co?production and community?led approaches; and 

                    vi.        Support for young people through the Community Youth Service, and for older residents through Ageing Well initiatives and improved accessibility across the transport network. 

e)    The Council was mid?way through delivery of the EDI Action Plan. Thanks were expressed for work undertaken on tackling hate crime, including leadership provided by Councillor Sally Haydon, and for progress within the Council’s HR and Organisational Development functions. Particular recognition was given to the contribution of staff networks, including the Neurodiversity Network, which had recently hosted both an internal event and a citywide public event, demonstrating the wider impact of staff?led inclusion initiatives; 

Councillor Penrose highlighted the following key points:

f)     The work was delivered without a dedicated budget, relying instead on collaboration, shared values and partnership working. There was great value of critical friends in providing insight into community sentiment, particularly following periods of unrest; 

g)    Examples of community engagement were shared, including work with Plymouth’s Ukrainian community and regular participation in international and intercultural events, reinforcing the city’s identity as a welcoming place where everyone belonged; 

h)    Additional work was highlighted to address community tensions, including drop-in sessions, listening events and dialogue forums aimed at de-escalation and reassurance. There was also ongoing work around hate crime awareness, including promotion of third?party reporting routes to ensure victims felt supported; 

i)     It was reiterated that Plymouth’s strength lay in its rich diversity of lived experience, and that continued investment of time, leadership and commitment was essential to maintaining the city as an  ...  view the full minutes text for item 119.

Decisions

1.    Adopt the updated Local Authority Declaration on Healthy Weight;

2.    Committed to continue prioritising the creation of a healthy city through progressing the 16 commitments of the Declaration;

3.    Supported the creation and delivery of an action plan led by the Office of the Director of Public Health;

4.    Agreed for an annual report to go to the Health and Wellbeing Board detailing the progress made against the Declaration on Healthy Weight led by the Office of the Director of Public Health.

Alternative options considered

Plymouth may decide not to re-adopt the updated Declaration. However, this would lose an opportunity to demonstrate Plymouth’s ongoing commitment to tackling inequalities and further progress around addressing the obesogenic environment. Inaction also carries a risk of failing to realise the vision of a ‘Healthy City’ within the Plymouth Plan, where supporting healthy eating and improving access to affordable, healthy food have been identified as priorities (HEA 1, HEA2).

Councillor Aspinall (Cabinet Member for Health and Adult Social Care) presented the report, supported by Paul Johnson (Advanced Public Health Practitioner) and Nick Shaw (Public Health Registrar). 

a)    The report sought Cabinet approval for the re-adoption of the Local Authority Healthy Weight Declaration, originally adopted by Plymouth City Council in 2019. Living with excess weight increased the risk of poor health outcomes and Plymouth faced similar challenges to those experienced nationally; 

b)    The declaration, developed by Food Active, provided a framework for local authorities to adopt a whole systems approach to promoting healthy weight and wellbeing, addressing the social, environmental, economic and policy factors influencing lifestyle choices; 

c)    The declaration had been updated since 2019 to reflect changes in the evidence base, national policy and the wider food systems landscape. The report summarised progress made under the original declaration and identified further opportunities to be pursued following formal re?adoption; 

d)    Several key areas of progress since 2019, included:

                      i.        Introduction of planning policy restrictions on the opening of hot food takeaways within 400 metres of secondary schools; 

                     ii.        Adoption of a healthier advertising policy across the Council’s advertising estate; 

                    iii.        Establishment of wellbeing champions within Plymouth City Council and partner organisations; and 

                    iv.        Partnership working through organisations such as Livewell Southwest. 

e)    The updated declaration included 16 commitments, with particular emphasis on the relationship between healthy diets, food systems and the net zero agenda, and the role of sustainable food choices in mitigating climate change; 

f)     Cabinet welcomed the opportunity to recommit to healthy weight as a Council, both in relation to its workforce and the wider population. There was an importance of creating a health enabling environment, particularly considering changing patterns of food delivery and access to takeaway food; 

g)    There were challenges posed by online food delivery services and it was acknowledged that while some issues required national policy solutions, the declaration provided a framework for action within the Council’s own remit, including planning, public health campaigns and partnership working; 

h)    Members welcomed the commitment to restricting hot food takeaways near secondary schools and highlighted positive progress in ensuring a wider range of healthier food options at city events; 

i)     There was an importance of cross?Council working, including links with public health, transport, leisure and environmental initiatives. Examples were cited of pilot schemes promoting walking and physical activity, including Wayfinder routes and group walks, which also supported mental wellbeing and social inclusion; 

j)     The role of physical activity and outdoor experiences for children and young people was highlighted, including the benefits of active learning, nature?based experiences and practical food education, all of which supported healthy development and long?term healthy weight; 

k)    There was a need to ensure that people with disabilities were not excluded from healthy weight initiatives. Members noted accessible cycling schemes, inclusive leisure facilities and adapted equipment, including provision at Brickfields and the future Meadow View site; 

l)     Cabinet requested that a future progress update be brought back at an appropriate interval  ...  view the full minutes text for item 120.

Councillor Lowry (Cabinet Member for Finance) presented the report and highlighted the following key points: 

a)    The purpose of the update was to provide factual information and address misconceptions that had been circulating regarding capital projects being consistently over budget or delayed. This characterisation was inaccurate and did not reflect overall programme performance;  

b)    The current five?year capital programme comprised approximately 285 individual projects, aligned to 11 strategic outcomes, including net zero, housing delivery, transport, neighbourhood improvements and community infrastructure. The total programme value was £327.3 million, with approximately 56% funded from external sources, rather than Council core funding; 

c)    Project performance was monitored across directorates using Red/Amber/Green (RAG) ratings covering project delivery, financial delivery, governance and programme management. Capital projects were inherently complex and subject to both internal and external risks, including market volatility, supply chain pressures and unforeseen issues encountered during construction; 

d)    Cabinet noted that: 

                      i.        26 projects within the current programme had already been completed; 

                     ii.        79% of live projects were meeting original milestones and budgets; and 

                    iii.        This increased to 95% when projects with only minor delays (defined as approximately ±5%) were included.  

e)    The Council needed to do more to communicate capital investment activity to residents. Examples were provided of improved on?site hoardings and signage, including at Armada Way, the Civic Centre, and Mayflower House, explaining what was being delivered and why; 

f)     Plans were outlined to expand digital communications, including use of digital bus stop displays and other citywide digital channels. The Council would be able to use a proportion of advertising inventory to deliver the equivalent of approximately 520 weeks of paid advertising, promoting capital projects and public investment; 

g)    There was an importance of explaining how highways and transport works, particularly where disruption occurred. It was noted that clearer signage explaining the purpose and benefits of roadworks, crossings and cycling schemes could improve public understanding and reduce frustration; 

h)    The capital programme was delivering new homes, jobs, infrastructure, parks, play areas and transport improvements, and that while some projects experienced challenges, the vast majority were successful and delivered significant benefits for residents. The Council should be proud of the officers and partners responsible for delivery; 

i)     Cabinet welcomed the update and noted the importance of publicly recognising progress and the scale of investment underway, alongside continuing to learn from projects where issues had arisen.  

The Cabinet agreed: 

1. To note the update on the Capital Programme and its overall performance. 

Councillor Haydon (Cabinet Member for Community Safety, Libraries, Events, Cemetries and Crematoria) presented the report and was supported by Graham Naylor (Head of Library Service): 

a)    The Future Libraries Plan was a practical and forward-looking programme of work designed to secure a modern, sustainable library service for Plymouth. It was emphasised that libraries remained one of the Council’s most trusted public services, supporting literacy, learning, digital inclusion and community wellbeing; 

b)    Financial pressures and changing patterns of use had made it increasingly difficult to maintain the level of service residents expected. The Future Libraries Plan therefore explored new service delivery models, including co-locating specialist Council and partner services within library buildings, enabling residents to access multiple services in one trusted location; 

c)    This approach would allow library staff to focus on core functions, including promoting reading, delivering activities and supporting local communities, while trained professionals delivered complementary services from the same buildings; 

d)    The first phase of delivery was outlined as the Efford Library Family and Wellbeing Hub pilot, launched from 1 April 2026, which would: 

                      i.        Extend library opening hours; 

                     ii.        Test a shared service model in partnership with Barnardo’s; 

                    iii.        Use learning from the pilot to inform the wider Future Libraries Plan. 

e)    No libraries would be closed as a result of the Future Libraries Plan. Instead, the intention was to increase access, extend opening hours and broaden services, improving value for residents across the city; 

Graham Naylor (Head of Library Service) made the following key points:

a)    Plymouth had 11 library buildings, many of which were currently open for as little as 12 hours per week, limiting access for working residents and families; 

b)    There was a clear ambition for libraries to become the front door to Council services within communities, enabling residents to receive face?to?face support for matters such as Blue Badge applications, Council Tax enquiries and other services, particularly benefiting residents who struggled with telephone or digital access; 

c)    The Efford pilot would initially enable opening from Monday to Friday, 11am to 4pm, with scope to extend further subject to learning from the pilot;

d)    Members were informed that early, informal engagement with library users and non?users would take place to understand how services could best meet community needs. This would not constitute a formal consultation at this stage but would ensure the future plan reflected genuine community demand rather than imposed solutions; 

e)    Cabinet Members from across portfolios spoke in strong support of the proposals, sharing personal experiences of libraries as safe spaces, learning environments and community hubs, and highlighting the importance of: 

                      i.        Evening and weekend opening hours; 

                     ii.        Libraries as tools for social mobility and social justice; 

                    iii.        Reading for pleasure as a key predictor of educational success; 

                    iv.        Maximising the use of Council owned assets. 

f)     Specific examples of innovation were welcomed, including: 

                      i.        The banking hub at Plympton Library, which had attracted over 1,000 additional visitors and was confirmed by Santander as the busiest banking hub in  ...  view the full minutes text for item 122.

Councillor Penberthy (Cabinet Member for Housing, Cooperative Development and Communities) introduced the report and highlighted the following key points: 

a)    These reports came to Cabinet for noting, ahead of going to the Scrutiny Management Board to inform their work programme, and pass on relevant information to the Scrutiny Panels; 

b)    Plymouth City Council was making positive progress against its corporate plan priorities, with several positive indicators across community safety, employment and safeguarding, antisocial behaviour reports fell in quarter three, early intervention remains consistent, adult safeguarding efficiency has improved, and school OFSTED outcomes continue to improve; 

c)    The Council was delivering against its priorities, whilst navigating on-going demand and resource pressures; 

d)    Over the past year, the Cabinet has not only been reporting on its activity and supporting directorates through various inspections, the Cabinet had also been working on how to improve its approach to how performance was reported both internally and externally; 

Cabinet agreed to note the report.

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

a)    Signed the Memorandum of Understanding (MoU) between the Leaders of Devon, Cornwall, Torbay and Plymouth, which had taken place at The Box. The agreement set out a shared commitment to work collaboratively to maximise the regional benefits arising from the Dockyard investment programme, including employment, skills, supply chain opportunities and housing growth.

The Dockyard programme represented a long?term economic opportunity for the wider region, with benefits expected to extend beyond Plymouth and to support future generations. There was an importance of careers awareness and skills development to ensure local residents could access emerging employment opportunities linked to the programme; 

b)    This meeting marked the final Cabinet meeting of the 2025/26 municipal year and thanks were expressed to Council officers for their professionalism, advice and support provided to Cabinet throughout the year, particularly in navigating complex and challenging issues. The importance of constructive challenge and robust officer advice in effective governance was acknowledged; 

c)    The Leader reflected on the work of Cabinet over the municipal year, noting that Members had been required to take complex decisions in a challenging financial and operational environment. The importance of stability, long?term planning and responsible leadership in delivering outcomes for residents and communities across Plymouth was emphasised.

Councillor Briars?Delve (Cabinet Member for Environment and Climate Change) provided the following updates: 

a)    There was a successful launch of Phase One of the weekly food waste recycling service, with caddies delivered to approximately 28,000 households across Plympton, Plymstock, Compton, Stoke, Devonport, Southway and Whitleigh, and over 100 tonnes of food waste collected to date. An online postcode checker would shortly be available to residents to support the continued rollout during 2026; 

b)    The first year action plan for the Delivery of the Plymouth Plan for Nature and People was being published. Forthcoming activity included water quality planning, a new natural environment volunteering programme, the establishment of habitat bank sites, improvements to waterfront community anchor points, and the expansion of community orchards. Since November 2025, 5,000 additional trees had been planted and the Council?led Community Forest had now delivered nearly half a million trees across South Devon; 

c)    Seasonal and infrastructure initiatives included large-scale spring bulb planting, progress on the Climate Resilience Fund (with €210,000 secured), completion of the Trafalgar Park flood relief scheme, installation of solar canopies on Armada Way, nature education programmes and award recognition for the Council’s energy and retrofit programmes. There was an importance of community engagement in climate action and promoted the Climate Connections programme; 

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

d)    There was exceptional public engagement with the Beryl Cook sculpture trail and confirmed that temporary planning permission had been sought to retain the sculptures until 2029. There would be the commissioning of two additional sculptures based on Hips and Chips, supported by the Plymouth Waterfront Partnership, which would be installed on The Hoe; 

e)    There was disappointment at Plymouth not being longlisted for UK City of Culture, but it was confirmed that the Council would build on the bid’s legacy through a new programme entitled “Our City, Our Culture, Our Way”, with a report scheduled to return to Cabinet in July 2026. There was recent regional engagement with Arts Council England and senior cultural leaders and the return of chess and backgammon tables to Armada Way was welcomed as part of the city centre improvements; 

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

f)     An executive decision would be taken to transfer land at Bath Street to Plymouth Community Homes with the scheme delivering 135 affordable homes for social rent within the city centre. This would be supported by Homes England grant funding, and homes would be allocated through Devon Home Choice;  

Councillor Cresswell (Cabinet Member for Education, Skills and Apprenticeships) made the following announcements:

g)    Cabinet had approved additional capital funding of just over £1 million to expand SEND provision at Ernesettle Community School. The project would deliver 16–20 additional specialist places through modular classrooms, fully funded through the High Needs Grant, with no revenue impact. The project was welcomed as a further step in strengthening inclusive provision across the city; 

h)  ...  view the full minutes text for item 125.

There were no LGA updates.