Loading
Cabinet met on 18 September 2025 and considered 11 substantive items. It approved an updated Advertising and Sponsorship Policy, a plan to extend the age range of Ysgol Gymraeg Coed-Y-Gof to include nursery pupils, a Digital Strategy for 2025 to 2030, and the 2025/26 Annual Property Plan. It also noted a projected overspend of £3.818 million for 2025/26 and a budget gap of £38.4 million for 2026/27, and it agreed to stop the search for a replacement contractor at Fairwater Community Campus.
The minutes of the Cabinet meeting of 10 July 2025 were approved.
Cabinet received the Inquiry report of the Economy & Culture Scrutiny Committee regarding the Visitor Levy and Regulations and agreed to respond in the usual timeframes.
Decision as recorded
RESOLVED: that • the report and recommendations of the Panel Performance Assessment (Appendix A) be noted; • the proposed response by the Council to the recommendations of the Panel Performance Assessment (Appendix B) be approved; • authority be delegated to the Chief Executive, in consultation with the Leader of the Council, to agree any consequential changes to the Council’s response to the recommendations of the Panel Performance Assessment following consideration by the Policy Review and Performance Scrutiny Committee and Governance and Audit Committee and any written representations made following those meetings; and • the report and recommendations of the Panel Performance Assessment be submitted to Full Council for noting.
Cabinet received a report regarding the Panel Performance Assessment (PPA), commissioned in accordance with the requirements of the Local Government and Elections (Wales) Act 2021. The report, prepared by an independent panel of experienced external peer assessors via the Welsh Local Government Association, provided a comprehensive evaluation of the Council’s effectiveness, resource management, and governance arrangements. The assessment, which included over 300 hours of interviews with a wide range of stakeholders, concluded that Cardiff Council is exercising its functions effectively and is underpinned by strong political and corporate leadership. The panel identified a well-run council, with shared values and behaviours evident across the organisation, and highlighted the positive reputation of the Council among partners, residents, and stakeholders. The Council Leader and Chief Executive were commended for their focused and respected leadership, which is seen as vital to achieving corporate objectives. The panel’s report identified several strengths, including robust governance and financial systems, a culture of staff involvement, and exemplary political relationships. However, three recommendations were made to further strengthen the Council’s performance: reviewing the balance of scrutiny activity to allow for more thematic approaches and greater diversity, developing a renewed economic vision linked to the Fairer Greener Cardiff ambitions, and refining the connectivity between the Change Programme, Medium-Term Financial Plan, and workforce strategy to ensure sustainability and improved diversity, particularly within senior management. The report notes the Council’s full acceptance of the panel’s recommendations and the proposed actions in response. These include undertaking a review of scrutiny activity, working with city stakeholders to develop a renewed economic narrative, and refreshing the workforce strategy to support modernisation and diversity. The Council’s response will be reviewed by the Governance and Audit Committee and the Policy Review and Performance Scrutiny Committee, with any further recommendations to be considered before submission to Full Council for noting. RESOLVED: that • the report and recommendations of the Panel Performance Assessment (Appendix A) be noted; • the proposed response by the Council to the recommendations of the Panel Performance Assessment (Appendix B) be approved; • authority be delegated to the Chief Executive, in consultation with the Leader of the Council, to agree any consequential changes to the Council’s response to the recommendations of the Panel Performance Assessment following consideration by the Policy Review and Performance Scrutiny Committee and Governance and Audit Committee and any written representations made following those meetings; and • the report and recommendations of the Panel Performance Assessment be submitted to Full Council for noting.
Decision as recorded
RESOLVED: that • the contents of the report and its appendices, including the observations and any recommendations made by: (i) the Performance Panel (Appendix 3a); (ii) the Governance and Audit Committee (Appendix 4a) and (iii) the Policy Review and Performance Scrutiny Committee (Appendix 5a – to follow) be noted. • authority be delegated to the Chief Executive, in consultation with the Leader of the Council and Cabinet Member for Finance, Modernisation & Performance, to make any consequential changes to the draft Annual Well-being Report 2024/25 arising from recommendation 1 above; and • the Annual Well-being Report 2024/25, including any agreed amendments under recommendation 2 above, be recommended to Council for approval.
Cabinet received the annual Well-being Report for 2024/25, which provides a comprehensive assessment of the Council’s progress in delivering the administration’s priorities as set out in the Corporate Plan 2024-27. The report also enables the Council to discharge statutory obligations, including the self-assessment of performance required by the Local Government and Elections (Wales) Act 2021 and the publication of the Annual Well-being Report under the Well-being of Future Generations (Wales) Act 2015 The report outlines the Council’s Well-being Objectives, which include making Cardiff a great place to grow up and grow older, supporting people out of poverty, fostering safe and empowered communities, and advancing the city’s role as a capital for Wales. The annual review draws on a range of performance information, including progress against Key Performance Indicators, regulatory assessments, citizen feedback, financial monitoring, and scrutiny committee recommendations. The Council’s approach to self-assessment is described as critical and honest, aiming to secure continuous improvement Significant areas of progress were noted, including strong educational attainment, improvements in Children’s Services, enhanced support for carers, and successful interventions to alleviate poverty. The Council’s housing development programme delivered over 1,800 homes, and major projects such as the Cardiff Central Enhancement Programme and Cardiff Crossrail Phase 1A have advanced. Environmental sustainability efforts resulted in an 18% reduction in operational emissions, and Cardiff was recognised as one of the top UK cities for air quality. The Council also maintained its position as a Top 100 employer in the Stonewall Workplace Equality Index. The report highlights ongoing strategic challenges, including delivering the change programme, ensuring service and financial resilience in the face of a revised indicative revenue budget gap of £122 million, and continuing to improve performance in key statutory services such as education, children’s services, recycling, and housing. Workforce priorities include proactive planning, equality, diversity, and enhanced staff engagement, with tailored approaches to recruitment and retention showing positive impact. The Council will review and refresh the Workforce Strategy to ensure alignment with the change programme. RESOLVED: that • the contents of the report and its appendices, including the observations and any recommendations made by: (i) the Performance Panel (Appendix 3a); (ii) the Governance and Audit Committee (Appendix 4a) and (iii) the Policy Review and Performance Scrutiny Committee (Appendix 5a – to follow) be noted. • authority be delegated to the Chief Executive, in consultation with the Leader of the Council and Cabinet Member for Finance, Modernisation & Performance, to make any consequential changes to the draft Annual Well-being Report 2024/25 arising from recommendation 1 above; and • the Annual Well-being Report 2024/25, including any agreed amendments under recommendation 2 above, be recommended to Council for approval.
Decision as recorded
RESOLVED: that • the updated Advertising and Sponsorship Policy, attached at Appendix A be approved. • It be noted that advertising relating to HFSS foods, alcohol, and religion is included on a Restricted List within the Policy, with content to be assessed on a case-by-case basis. • the removal of the Cardiff Council Logo from advertising banners be approved, and the introduction of an identifier to indicate that an advertisement has been approved in line with Council policy and planning requirements, while making clear that the Council is not endorsing the product, service, or organisation being advertised. • the Advertising and Sponsorship Policy be subject to formal review every three years, or earlier if required by legislative or regulatory changes. • It be noted that existing contractual documents for non-digital advertising (2024) and digital advertising (2025) contain the pre-2025 policy and will remain unchanged for the duration of those contracts, with the updated policy applying in full to successor contracts upon renewal.
Cabinet considered the updated Advertising and Sponsorship Policy, which sets out revised principles and procedures for accepting advertising and sponsorship on Council-controlled assets. The proposed policy aims to strengthen governance arrangements, support public health objectives, and ensure that all advertising activity is ethical, transparent, and aligned with the Council’s values and strategic priorities The updated policy introduces a comprehensive Prohibited List, explicitly banning advertising related to violence, payday loans, e-cigarettes, pornography, escort agencies, drugs, and fossil fuel vehicles. In addition, a Restricted List has been established for advertising in areas such as high fat, salt and sugar (HFSS) foods, alcohol, and religion. Advertising in these categories will require case-by-case approval, compliance with Advertising Standards Agency guidelines, and sensitivity to local community placement. It was noted that the policy takes a proactive approach to public health, particularly by embedding restrictions on HFSS food and drink advertising ahead of statutory requirements. The policy also aligns with forthcoming UK-wide regulations and best practice from other local authorities. The report proposes changes to Council branding on advertising materials, approving the removal of the Cardiff Council logo from advertising banners. Instead, an identifier will be introduced to indicate that advertisements have been approved in accordance with Council policy, maintaining transparency and impartiality. The policy will apply to all new contracts following adoption, with existing contracts remaining subject to their original terms until renewal. RESOLVED: that • the updated Advertising and Sponsorship Policy, attached at Appendix A be approved. • It be noted that advertising relating to HFSS foods, alcohol, and religion is included on a Restricted List within the Policy, with content to be assessed on a case-by-case basis. • the removal of the Cardiff Council Logo from advertising banners be approved, and the introduction of an identifier to indicate that an advertisement has been approved in line with Council policy and planning requirements, while making clear that the Council is not endorsing the product, service, or organisation being advertised. • the Advertising and Sponsorship Policy be subject to formal review every three years, or earlier if required by legislative or regulatory changes. • It be noted that existing contractual documents for non-digital advertising (2024) and digital advertising (2025) contain the pre-2025 policy and will remain unchanged for the duration of those contracts, with the updated policy applying in full to successor contracts upon renewal.
Decision as recorded
RESOLVED: that • officers be authorised to proceed to publish proposals in accordance with section 48 of The Schools Standards and Organisation (Wales) Act 2013 to extend the age range of Ysgol Gymraeg Coed-Y-Gof from 4-11 to 3-11 by establishing a nursery unit as part of the school from September 2026. • It be noted that prior to implementation of the proposals a further report will be provided to Cabinet providing details of any objections received, the response to those objections, and recommendations for implementation or otherwise of the proposals.
Councillor Peter Bradbury declared a personal interest in this report as a family member attends the school and his wife is the Chair of Governors. Cllr Bradbury left the meeting and did not take part in decision making related to this item. Cabinet received a report regarding proposals to extend the age range of Ysgol Gymraeg Coed-Y-Gof from 4–11 to 3–11 by establishing a nursery unit as part of the school from September 2026. The report provided Cabinet with an update following public consultation on the proposals. The consultation, which ran from 12 May to 1 July 2025, included bilingual documents, community engagement sessions, and targeted communications to parents, staff, governors, and local residents. A total of 65 responses were received, with 93.4% of respondents expressing support for the proposal. Formal responses from Estyn, the school’s governing body, and other stakeholders indicated that the proposal would at least maintain, and likely enhance, the standard of education provision in the area. The proposal supports Cardiff Council’s commitment to the Welsh Government’s “Cymraeg 2050” strategy and the Council’s Welsh in Education Strategic Plan. Concerns raised included the need for clarity on school accommodation, promotion of the change, support for families for whom English is an additional language, and the importance of establishing a catchment area for Ysgol Gynradd Groes-wen Primary School. The report notes that the establishment of the nursery is expected to increase parental choice, support the sustainability of the school, and positively impact the Welsh language in the community. The nursery would be accommodated within existing buildings, requiring minimal adaptation, and funding arrangements would be managed through the school’s delegated budget. RESOLVED: that • officers be authorised to proceed to publish proposals in accordance with section 48 of The Schools Standards and Organisation (Wales) Act 2013 to extend the age range of Ysgol Gymraeg Coed-Y-Gof from 4-11 to 3-11 by establishing a nursery unit as part of the school from September 2026. • It be noted that prior to implementation of the proposals a further report will be provided to Cabinet providing details of any objections received, the response to those objections, and recommendations for implementation or otherwise of the proposals.
Part of an issue followed across 4 meetings
Decision as recorded
RESOLVED: that • the update on project progress as detailed in paragraphs 15-17 of the report be noted. • It be noted that the procurement process to appoint a replacement main contractor to complete the works at Fairwater Community Campus, as set out in the report, has ceased. • It be note and agreed that the current arrangements continue with the existing contractor, as set out in the report, to minimise disruption and provide increased capacity for both mainstream and ALN pupils. • an uplifted budget for project risk allowance in line with the Confidential Appendix 1 be agreed and it be noted that Welsh Government will support any risk allowance spend in line with existing intervention rates retrospectively in line with its processes and procedures. • the Single Impact Assessment and Child’s Rights Impact Assessment outlined in Appendices 7 and 8 be noted.
Appendices 1, 4 and 5 to this report are exempt from publication on the basis that it contains information of the description set out in paragraphs 14 of schedule 12A of the Local Government Act 1972 and in all the circumstances of the case, the public interest in maintaining the exemption outweighs the public interest in disclosing the information. Appendix 6 is also exempt from publication on the basis that it contains information of the description set out in paragraph 16 of schedule 12A of the Local Government Act 1972. Cabinet received a report entitled “Fairwater Community Campus – ISG Construction Ltd Administration”. The report provides an update on the progress of the Fairwater Campus project, the handover of the Health and Wellbeing Block, and the procurement process following ISG Construction Ltd filing for administration on 19 September 2024. The report outlined the background to the development of Fairwater Campus, a major infrastructure project designed to deliver state-of-the-art facilities for mainstream and Additional Learning Needs (ALN) pupils. The campus will replace outdated buildings, expand capacity at Cantonian High School, and provide new accommodation for Woodlands and Riverbank Special Schools. The planned programme remains on track for full occupation at the start of the 2026/27 academic year, with phased handovers for the Health and Wellbeing Block, Cantonian High School, and the special schools. It was noted that following ISG Construction Ltd’s administration, the Council took immediate action to secure the site, retain key project staff, and maintain communication with the supply chain and administrators. Despite efforts to re-procure a replacement contractor, the tender process concluded with no interest from framework contractors. The report recommends continuing with the current arrangements to minimise disruption and ensure increased capacity for both mainstream and ALN pupils. The report seeks approval of an uplifted budget for project risk allowance. RESOLVED: that • the update on project progress as detailed in paragraphs 15-17 of the report be noted. • It be noted that the procurement process to appoint a replacement main contractor to complete the works at Fairwater Community Campus, as set out in the report, has ceased. • It be note and agreed that the current arrangements continue with the existing contractor, as set out in the report, to minimise disruption and provide increased capacity for both mainstream and ALN pupils. • an uplifted budget for project risk allowance in line with the Confidential Appendix 1 be agreed and it be noted that Welsh Government will support any risk allowance spend in line with existing intervention rates retrospectively in line with its processes and procedures. • the Single Impact Assessment and Child’s Rights Impact Assessment outlined in Appendices 7 and 8 be noted.
Decision as recorded
RESOLVED: that • having considered the summary of responses received as part of the consultation process, the Tier 1 and Tier 2 Senior Management Team structure as set out in Appendix C to the report be approved; • matters relating to the role profile and terms and conditions of the four new posts of Director, Frontline Services; Director, Strategy, Partnerships and Transformation; Assistant Director, City Development; and Assistant Director, Planning and Transport be referred to the Council’s Employment Conditions Committee for determination as appropriate; • approval be sought from Full Council to proceed with the recruitment to the existing post of Director, Children’s Services; • the proposed creation and advertisement of the new posts of Director, Frontline Services, and Director, Strategy, Partnerships and Transformation be referred to Full Council on 25 September 2025 for approval; • subject to recommendation 4 and approval by Full Council, authority be delegated to the Chief Executive, in consultation with the Cabinet Member for Finance, Modernisation & Performance, to implement the new Tier 1 and Tier 2 Senior Management Team structure and to allocate managerial resources during the transitional process, as appropriate, in accordance with the principles set out in this report; and • the Single Impact Assessment of the proposals (Appendix D) be noted.
Senior officers with the exception of the Chief Executive declared a personal although non-pecuniary interest, and left the meeting. Cabinet received an update on the proposed senior management arrangements, following the consultation process on the Tier 1 and Tier 2 Senior Management Team structure. The report summarises the responses received during the consultation period, noting broad agreement with the proposed changes to the senior management structure. The proposals aim to ensure that the Council’s managerial leadership remains fit for purpose, supports service integration, and strengthens the Council’s response to financial and demand-related pressures. It was highlighted that the changes form part of a wider programme of organisational reform designed to deliver significant managerial savings. The net cost increase of £77,000 will be offset by ongoing savings at operational manager level and below, with the reforms expected to contribute to approximately £800,000 in wider management savings. The update also reflected feedback from the Panel Performance Assessment, which highlighted strong alignment between senior executive officers and political leadership, and recommended refreshing the workforce strategy to support modernisation and diversity, particularly within senior management. The report addressed the retirement of the current Director, Children’s Services, proposing retention of the post within the new structure and commencement of the recruitment process. RESOLVED: that • having considered the summary of responses received as part of the consultation process, the Tier 1 and Tier 2 Senior Management Team structure as set out in Appendix C to the report be approved; • matters relating to the role profile and terms and conditions of the four new posts of Director, Frontline Services; Director, Strategy, Partnerships and Transformation; Assistant Director, City Development; and Assistant Director, Planning and Transport be referred to the Council’s Employment Conditions Committee for determination as appropriate; • approval be sought from Full Council to proceed with the recruitment to the existing post of Director, Children’s Services; • the proposed creation and advertisement of the new posts of Director, Frontline Services, and Director, Strategy, Partnerships and Transformation be referred to Full Council on 25 September 2025 for approval; • subject to recommendation 4 and approval by Full Council, authority be delegated to the Chief Executive, in consultation with the Cabinet Member for Finance, Modernisation & Performance, to implement the new Tier 1 and Tier 2 Senior Management Team structure and to allocate managerial resources during the transitional process, as appropriate, in accordance with the principles set out in this report; and • the Single Impact Assessment of the proposals (Appendix D) be noted.
Decision as recorded
RESOLVED; that 1. the progress made since the introduction of the first digital strategy in 2018 be noted. 2. the Council’s proposed digital strategy as included at Appendix 1 be approved. 3. the governance framework for Digital Projects as set out in the strategy be approved.
Cabinet considered the proposed Digital Strategy 2025–2030, which sets out Cardiff Council’s vision and framework for digital transformation over the next five years. The report highlights the significant progress made since the introduction of the first Digital Strategy in 2018, including accelerated digital transformation during the COVID-19 pandemic, the successful launch of the Cardiff Gov mobile app, and the expansion of digital services and infrastructure. The new strategy builds on these achievements and responds to rapid technological advancements, particularly in artificial intelligence and automation, with a focus on safe, ethical, and responsible adoption. The strategy aligns with the Council’s Corporate Plan and national best practice, prioritising four key themes: Citizens and Communities, A Digital Council, Our Workforce, and Our Infrastructure and Systems. The strategy emphasises citizen-centred service design, digital inclusion, and the development of digital skills across the workforce. It also sets out principles for cloud-based solutions, automation, collaborative data projects, and ongoing monitoring and improvement of digital initiatives. The report details the extensive consultation and engagement undertaken in developing the strategy, including surveys, focus groups, and targeted engagement with underrepresented communities. Feedback highlighted strong public support for continued investment in digital solutions, concerns about digital exclusion, and the need for accessible, secure, and inclusive services. The strategy addresses these issues by maintaining traditional access channels, providing digital skills training, and embedding inclusivity in service design. Recommendations from the Panel Performance Assessment were highlighted, which commended the Council’s digital infrastructure and governance, and suggested further acceleration of digital transformation through dedicated funding and closer alignment with workforce development plans. The strategy’s governance framework, overseen by the Citizen Access and Digital Board, will ensure robust monitoring of progress, investment, and benefits realisation. RESOLVED; that 1. the progress made since the introduction of the first digital strategy in 2018 be noted. 2. the Council’s proposed digital strategy as included at Appendix 1 be approved. 3. the governance framework for Digital Projects as set out in the strategy be approved.
Decision as recorded
RESOLVED: that 1. It be noted that the projected revenue financial outturn based on the projected position at Month 4 2025/26. 2. the capital spend and projected position at Month 4 2025/26 be noted.
Cabinet received an update on the month 4 budget monitoring position for the 2025/26 financial year. The report highlights a projected net Council overspend of £3.818 million as at the end of July 2025, after the use of specific contingencies and earmarked reserves. This position includes a total Directorate net overspend of £8.118 million, which is partly offset by underspends in Capital Financing (£2.800 million), the Summary Revenue Account (£1.000 million), and Council Tax collection (£500,000). The most significant pressures were reported in Children’s Services (£3.132 million), Education & Lifelong Learning (£2.367 million), Planning, Transport & Environment (£1.163 million), and Economic Development (£905,000). It was noted that the primary causes of overspend included increased costs for external placements in Children’s Services, growth in referrals and high-cost specialist placements in Education, underperformance in digital advertising and renewable energy income, and income shortfalls in Economic Development. Mitigating actions are in place across directorates to reduce and offset these impacts. The report also highlights the performance against savings proposals, which is currently below target. Efficiency and Income savings are projecting 74% delivery, and Service Change proposals are at 60%. All Corporate budget savings have been fully achieved, but shortfalls remain in several directorates. In terms of capital, the Council is forecasting a £2.800 million underspend in capital financing, with a projected outturn of £342.965 million against a total General Fund programme of £417.431 million, indicating £74.446 million slippage. The Housing Revenue Account programme is forecast at £167.490 million, with expenditure at Month 4 representing 30.1% of the projected outturn. It was noted that directorates have been tasked to identify further efficiencies and maintain tight financial control to reduce the projected overspend. RESOLVED: that 1. It be noted that the projected revenue financial outturn based on the projected position at Month 4 2025/26. 2. the capital spend and projected position at Month 4 2025/26 be noted.
Decision as recorded
RESOLVED: that 1. the budget principles as set out in the report, on which the Budget Strategy will be based and the approach to meeting the Budget Reduction Requirement both in 2026/27 and across the period of the Medium-Term Financial Plan be agreed. 2. directorates work with the relevant Portfolio Cabinet Member(s), in consultation with the Corporate Director Resources and Cabinet Member for Finance, Modernisation and Performance to identify potential savings to assist in addressing the indicative budget gap of £38.4 million for 2026/27 and £126.9 million across the period of the Medium-Term Financial Plan. 3. authority be delegated to the Chief Executive, in consultation with the Leader and Cabinet Member for Finance, Modernisation and Performance, to implement any saving proposal in advance of 2026/27 where no policy recommendation is required or where a policy decision has already been taken. 4. it be noted that work will continue to update and refresh the Medium-Term Financial Plan and that this will be reported to Members as appropriate. 5. it be proposed that Council agree that the Budget Timetable Framework set out in Appendix 2 be adopted, and that the work outlined is progressed with a view to informing budget preparation. 6. it be agreed that consultation on the 2026/27 budget proposals will take place when the detail of options is available in order to inform the preparation of the draft 2026/27 Budget.
Cabinet considered an update report on the Budget Strategy for 2026/27 and the Medium-Term Financial Plan (MTFP), which provided the latest estimate of the 2026/27 budget gap, the report outlines the approach to budget preparation, and sets out the timetable for presenting the 2026/27 Budget to Council in March 2026. The report highlighted that the updated MTFP projects a budget gap of £38.4 million for 2026/27 and £126.9 million over the period 2026/27 to 2029/30. It was noted that the budget strategy is framed by the Council’s Stronger, Fairer, Greener policy statement and Corporate Plan, ensuring alignment of resources with key priorities and long-term sustainability. The report also sets out the impact of inflation, workforce costs, and demand pressures, as well as the importance of maximising external funding and income generation opportunities. Cabinet was informed that the budget gap for 2026/27 reflects additional costs of £52.2 million, offset by net funding increases of £13.8 million. Key cost drivers include employee costs, price inflation, capital financing, demographic pressures, and emerging financial risks. It was noted that there is the need for directorates to identify savings and cost avoidance measures, with a continued focus on operational efficiencies and the Council’s change programme. It was noted that, given the scale of the challenge, service change proposals may also be required. The report highlights risks and uncertainties affecting the budget outlook, including pay award negotiations, the Real Living Wage, specific grant funding, demand for services, and the impact of capital financing. Work will continue to update and refresh the MTFP, with further reports to be brought forward as appropriate. RESOLVED: that 1. the budget principles as set out in the report, on which the Budget Strategy will be based and the approach to meeting the Budget Reduction Requirement both in 2026/27 and across the period of the Medium-Term Financial Plan be agreed. 2. directorates work with the relevant Portfolio Cabinet Member(s), in consultation with the Corporate Director Resources and Cabinet Member for Finance, Modernisation and Performance to identify potential savings to assist in addressing the indicative budget gap of £38.4 million for 2026/27 and £126.9 million across the period of the Medium-Term Financial Plan. 3. authority be delegated to the Chief Executive, in consultation with the Leader and Cabinet Member for Finance, Modernisation and Performance, to implement any saving proposal in advance of 2026/27 where no policy recommendation is required or where a policy decision has already been taken. 4. it be noted that work will continue to update and refresh the Medium-Term Financial Plan and that this will be reported to Members as appropriate. 5. it be proposed that Council agree that the Budget Timetable Framework set out in Appendix 2 be adopted, and that the work outlined is progressed with a view to informing budget preparation. 6. it be agreed that consultation on the 2026/27 budget proposals will take place when the detail of options is available in order to inform the preparation of the draft 2026/27 Budget.
Decision as recorded
RESOLVED; that the 2025/26 Annual Property Plan attached at Appendix 1 be approved.
Cabinet received the Annual Property Plan (APP) for 2025/26, which sets out the Council’s approach to managing its land and property assets in alignment with the new five-year Corporate Property Strategy 2025–2030. The Annual Property Plan (APP) 2024/25 set out key performance targets for Cardiff Council’s property estate, focusing on statutory compliance, running cost reduction, capital receipts, and carbon reduction in the built environment. For 2024/25, the Council achieved 100% of its high-risk health and safety works, met its running cost reduction target of approximately £700k, and delivered £1.3m in General Fund capital receipts (with a total of £2.9m including ringfenced receipts). The target of a 2% reduction in built environment carbon emissions was also met. For 2025/26, the APP introduces new targets: achieving at least 80% statutory compliance across the estate, £300k in running cost reductions, £5m in total capital receipts (including £2m for the General Fund), and a 4% reduction in built environment carbon emissions. The plan acknowledges that some capital receipt transactions have rolled over due to external factors, and that significant carbon decreases may not be seen until later years because of the time required for large schemes to be implemented. The APP also highlights ongoing challenges, such as the complexity of modernising the estate, the need for substantial investment to achieve net zero, and the impact of market factors on utility costs and capital receipts. It was noted that the new core office strategy (approved in October 2024) will see a reduced office footprint and a phased approach to the future of County Hall. The APP also addresses the ongoing maintenance backlog, the need for robust condition monitoring, and the importance of securing external funding for heritage assets such as Cardiff Castle and City Hall. RESOLVED; that the 2025/26 Annual Property Plan attached at Appendix 1 be approved.
Councillors must say when they have a personal link to something being discussed, such as a job, a property or a family member. A prejudicial interest is one strong enough that the councillor usually leaves the room and takes no part.
Declarations are read from the minutes once they are published.
Lists the council's current councillors only. Co-opted members, officers and former councillors aren't shown.