Agenda and minutes

Councillor L Kelly declared a disclosable pecuniary interest in the matter referred to in Minute 62 below, headed “Strategic Energy Partnership Annual Business Plan 2026/27.  She withdrew from the meeting for the consideration of this matter.

Councillor J Lepoidevin declared an other interest in the matter referred to in Minute 60 below, headed One Strategic Plan, insofar as it related to Special Educational Needs.  She remained in the meeting and took part in the consideration of this matter.

a)  To agree the minutes of the following meetings:

i)  Joint Meeting of Scrutiny Co-ordination Committee and Communities and Neighbourhoods Scrutiny Board (4) held on 15^th January 2026.

ii)  Scrutiny Co-ordination Committee held on 5^th February 2026.

b)  Matters Arising

The Minutes of the meetings held on 15^th January and 5^th February 2026 were agreed and signed as true records.

There were no matters arising.

To consider whether to exclude the press and public for the private items of business for the reasons shown in the reports.

RESOLVED that, the press and public be excluded under Section 100(A)(4) of the Local Government Act 1972 for the consideration of the following private reports on the grounds that the reports involve the likely disclosure of information defined in the Paragraphs of Schedule 12A of the Act as indicated, and that in all circumstances of the case, the public interest in maintaining the exemption outweighs the public interest in disclosing the information:

The Scrutiny Co-ordination Committee considered a report of the Director of Law, Governance and Safer Communities, that provided information regarding the Committee’s Work Programme and Outstanding Issues for 2025/26.

The Committee were advised that an additional item relating to parking had been added to the work programme for the April meeting.

RESOLVED that the Scrutiny Co-ordination Committee notes the Work Programme attached as an appendix to the report.

Report of the Director of Childrens and Education

Note: The Education and Children’s Services Scrutiny Board (2) and the Cabinet Member for Education and Skills have been invited to the meeting for this item.

The Scrutiny Co-ordination Committee considered a report of the Director of Children and Education Services, that set out the Coventry One Strategic Plan an Education Capital Programme 2025-2029.

Members of the Education and Children’s Services Scrutiny Board (2) were invited to attend the meeting for the consideration of this matter.

The Committee noted that the report was also due to be considered but the Cabinet at its meeting scheduled for 17^th March 2026.

Under Section 14 of the Education Act 1996, Coventry City Council has a statutory duty to ensure sufficient school places and fair, appropriate access to education.  It is the City Council’s role to plan, commission and organise school places in a way that raises standards and manages supply and demand.

The Coventry One Strategic Plan, attached as an Appendix to the report, sets out pupil forecasts for primary and secondary education and Special Needs (SEND) across education planning areas in response to pupil cohorts across the city.  The Strategy will be a flexible plan, which is able to adapt to shifting mechanisms of parental preference, unforeseen changes in supply and demand of school places, and future birth rates.  To do this, officers regularly review school place planning, and the One Strategic Plan will be monitored and updated annually with presentation to the Cabinet.

There is commitment through a statement of intent to: collaborate and work in partnership to achieve the best possible outcome for children and young people in Coventry, ensure the sustainability of Coventry Schools; and to enable the City Council to meet its statutory obligations.  The options within the One Strategic Plan have been discussed at Coventry Education Partnership meetings, which include academy trust CEOs, headteachers and education colleagues from across the city.

The Strategy outlined in the One Strategic Plan is in line with the Department for Education (DfE) statutory requirements to:

·  Spend capital funding efficiently

·  Safeguard the quality of places in the system

·  Utilise spare capacity in the estate where it exists.

The Committee noted that the Capital allocations to meet projected shortfalls in provision are provided by the DfE to all Local Authorities based on the data provided in the annual School Capacity return (SCAP).  Demand for places, minus the supply of places, is multiplied by a cost per pupil place to inform the final allocation.  The return informs the DfE of the expected change in pupil numbers over the medium term, the current capacity of schools to meet those numbers, and the planned changes to that capacity.  Funding is also secured via S106 contributions from housing developers in response to new housing estates. The proposed program of work is fully funded utilising existing resources as set out within the education capital programme.

From the 2021/22 academic year, there has been a large increase in the number of pupils moving into the city in-year.  The impact of this in-year movement has been that more places are required in schools than originally forecast, using up spare capacity and, in some year groups,  ...  view the full minutes text for item 61.

Report of the Director of Care, Health and Housing

Note: The Health and Social Care Scrutiny Board (5) and the Cabient Member for Public Health, Sport and Wellbeing have been invited to the meeting for this item.

The Scrutiny Co-ordination Committee considered a report of the Director of Care, Health and Housing, that set out the Council’s proposed City of Movement Strategy 2026-2031.

The Health and Social Care Scrutiny Board (5) were invited to attend the meeting for the consideration of this matter.

The Committee noted that the report was also due to be considered but the Cabinet at its meeting scheduled for 17^th March 2026.

A co-produced joint Coventry: City of Movement Strategy had been developed, led by the Sport, Physical Activity and Wellbeing Team.  The new Strategy is intended to enable the City Council and its partners to progress further, following the Coventry Sports Strategy 2014-2024 and the Physical Activity Framework 2019-2024, through creating a greater joined up system between health, sport, physical activity and movement with the concept of ‘movement’ at its core.

It was noted that significant progress has been made in Coventry as a result of the delivery of the previous strategies and the City has much to be proud of, including:

·  Invested over £100m into sport and physical activity facilities;

·  Invested into parks and green spaces to support physical activity in local communities;

·  Coventry was awarded European City of Sport in 2019;

·  The Council and CV Life developed and launched the Go CV card giving reach to over 130,000 people in the City;

·  Coventry has also been identified as one of the 27 Place Partners set to benefit from a share of Sport England’s place-based investment funding.

Improvements were also seen in activity levels between 2018 and 2022 through the household survey, with a higher proportion of adults in Coventry participating in active travel.  It was recognised that more needed to be done with those aged 35-54, being the most inactive age group and with children being more inactive than compared to England overall, but improving.

Extensive engagement has taken place with over 70 organisations across Coventry in order to ensure that the new Strategy responds to the needs of the community.  This is in addition to a survey of residents, which elicited 1,398 responses, gathering insight on local people’s current movement habits and the barriers preventing them from being more active, which were primarily related to time, motivation and other commitments meaning people have limited time to participate in physical activity.

Three strategic schemes were developed for the Strategy, which have been supported by partners across the City and as an outcome of the Council’s work with Knight, Kavanah and Page, a firm of consultants that have worked with the authority on the production to this and other sports strategies.  The three strategic themes are:

·  Active System: Connecting Better

·  Active People: Movement for Everyone

·  Active Place: A Place of Movement

The report explained how the impact of the Strategy would be evaluated, through a mixed method approach, emphasising the need for continuous learning and the participation / co-production with local residents.

The Committee and Scrutiny Board (5) members were able to ask questions, received answers and made comments in  ...  view the full minutes text for item 62.

Report of the Director of Regeneration and Economy

The Scrutiny Co-ordination Committee considered a report of the Director of Regeneration and Economy, that set out the Strategic Energy Partnership (SEP) Annual Business Plan for 2026/27.

The Committee noted that the report would also be considered by the Coventry Shareholder Committee at its meeting scheduled for 17^th March 2026.

The fifteen-year SEP between the Council and E.ON, started in September 2023, is the first of its kind in the UK, and aims to transform energy use in the city for the benefit of local communities, businesses and the wider economy.  The Council’s relationship with E.ON is already starting to support the development of ground-breaking projects, with funding from E.ON, public sector grant, as well as other sources.

The SEP is continuing its focus on innovation to deliver affordability to residents, clean local energy enabling energy security in the city, jobs and skills opportunities and investments to benefit communities.  The partnership will build on the successes of the past two and a half years, and continue to accelerate delivery of real impact for Coventry, including:

·  Affordability – through innovative trials, and home improvement programmes, helping tackle fuel poverty and reducing household bills, while making homes warmer and healthier.

·  Clean energy generation – building a solar farm, scaling up solar installations on schools, council buildings, and other rooftops in the city, enabling energy security reducing reliance on volatile global energy markets.

·  Skills and opportunity – contributing to a thriving local green economy, creating new jobs and apprenticeships, tackling green skill-gaps with a deliberate focus on engaging local people, businesses and educational institutions.

·  Community investment – through Community Benefit Fund, supporting projects like education initiatives, community centre retrofit and community growing projects in green-deprived areas.

Through making homes warmer and healthier, scaling up clean energy generation, creating more green jobs and focussing on community benefits, together the SEP will continue to build a more affordable, cleaner, healthier and prosperous Coventry for everyone.  Annual investment by the SEP is expected to grow from £3.9m in 2025-26, to £9.8m in 2026-27 and £20.7m in 2027-28 for currently planned investments alone.

The Appendix to the report provided a summary of the Annual Business Plan for 2026/27, including inputs from the Coventry Energy Plan, a summary of annual investment, SEP strategic goals for 2026/27, key projects, links to wider Council programmes and next steps.

The Committee sought and received clarification that the SEP partnership with E.ON did not preclude the Council from working with other energy providers and partners.

RESOLVED that, the Scrutiny Co-ordination Committee consider and note the report and confirm that there are no additional recommendations for the Coventry Shareholder Committee.

Report of the Director of Finance and Resources

The Scrutiny Co-ordination Committee considered a report of the Director of Finance and Resources, that set out details of the proposed changes to the Coventry and Warwickshire Growth Hub in order to establish a new West Midlands Growth Hub.

The Committee noted that the report would also be considered by the Coventry Shareholder Committee at its meeting scheduled for 17^th March 2026.

The Coventry and Warwickshire Growth Hub (CWGH) was established in 2014 and was integrated as part of a successful Coventry and Warwickshire economic area, providing a one-stop centre for local businesses, with advice and guidance on the most appropriate support for their needs.

During the closure process of the Coventry and Warwickshire Local Enterprise Partnership (CWLEP) in 2023, the LEP Board, including the Local Authorities across the sub-region, determined that the CWGH should continue as a legacy of the CWLEP.  As a result, the joint (50/50) shareholders of the CWGH are Coventry City Council (CCC) and Warwickshire County Council (WCC).

An Economic Development Functions Review for the West Midlands was undertaken, following agreement at the West Midlands Combined Authority (WMCA) Board meeting in November 2024.  This was driven by concerns about the West Midlands business support landscape being fragmented, making it confusing and ineffective for business. It was proposed that a new model would rationalise public funded support and connect it to the rest of the business support ecosystem.

Key recommendations from the review were agreed at the WMCA Board meeting on 14^th November 2025, which included the formation of a new Economic Delivery Vehicle providing a new consolidated, networked approach to economic development, designed to avoid duplication, overlap and fragmentation.

A key part of these proposals was the establishment of a new West Midlands Growth Hub (WMGH) to lead delivery of a new service for up to 1,500 business in the region with high growth potential.  Given the strength of the CWGH it is proposed that the organisation is best positioned to be the platform for the WMGH, which would continue to be based in Coventry.

It was emphasised that Coventry businesses would still receive the support they require and that knowledge and best practice developed at the CWGH would be applied across the West Midlands.

Similarly, Warwickshire businesses would still benefit from a Growth Hub service in Warwickshire and, by continuing close working relationships between the teams at CCC and WCC, the important Coventry and Warwickshire business geography would still be served in a coherent way.

The report further set out details of the proposed changes required to CWGH in order to establish the new WMGH along with proposed delegated authority to complete due diligence and make the required changes.

The Committee sought and received clarification that the service to Coventry businesses would not deteriorate as a result of the expansion across the West Midlands area and that an annual report on the service would continue to be submitted to the appropriate Scrutiny Board.

RESOLVED that the Scrutiny Co-ordination Committee consider and note the  ...  view the full minutes text for item 64.

Report of the Director of Finance and Resources

The Scrutiny Co-ordination Committee considered a report of the Director of Finance and Resources, that provided an update on the business planning for the 2026/27 financial year for UKBIC.

A corresponding private report detailing confidential financial matters was also submitted for consideration (Minute 70 below refers).

The Committee noted that the report would also be considered by the Coventry Shareholder Committee at its meeting scheduled for 17^th March 2026.

UKBIC is a state of the art battery manufacturing research and development facility, funded by £114m from the UK Government (through Innovate UK, part of UK Research and Innovation) and an £18m loan from the West Midlands Combined Authority (WMCA). The facility is operated by UKBIC Ltd which is owned by the Council.  The Council is also the accountable body for the grant funding used to establish the facility. 

UKBIC Ltd and has two Council directors who sit on the board, including the Chair. The remaining board seats are made of up of the UKBIC Managing Director and Finance Director, a representative from Government’s Advanced Propulsion Centre (APC) and independent battery / automotive industry experts. In addition, a Battery Innovation Programme Director attends the board as an observer.

It was noted that the Council does not provide any ongoing funding for UKBIC, but did provide a one-off short term £500k loan in 2021, which is being repaid within expectations and due to be fully repaid by 2027.  New terms were agreed for the WMCA loan for UKBIC in March 2025.  The first capital repayment was due to be made in December 2025, but the loan has now been restructured into an interest-only basis with interest payments due to commence in 2027/28.  The £18m capital is due to be repaid to the WMCA in 2032.  The loan is secured against UKBIC’s land and buildings.

The principal activity of the company is to provide focused capabilities to enable industry, via open access, to scale up and commercialise advanced battery technologies central to the development and manufacture of batteries.

RESOLVED that, the Scrutiny Co-ordination Committee considers and notes the report on UKBIC’s 2026/27 business plan and confirm that there are no additional recommendations for the Coventry Shareholder Committee.

Report of the Director of Finance and Resources

The Scrutiny Co-ordination Committee considered a report of the Director of Finance and Resources, that provided an update on the business planning for the 2026/27 financial year for Coventry Municipal Holdings Limited.

A corresponding private report detailing confidential financial matters was also submitted for consideration (Minute 71 below refers).

The Committee noted that the report would also be considered by the Coventry Shareholder Committee at its meeting scheduled for 17^th March 2026.

Coventry Municipal Holdings Limited (CMH) was incorporated in November 2021 as an intermediary parent company within the Council’s group structure.  CMH is required by the Group Governance Arrangement to present the group business plan for approval by the Coventry Shareholder Committee.  The Business Plan covers the following companies:

·  Coombe Abbey Park Limited (CAPL), the company that operates Coombe Abbey Hotel via a long lease from the Council, and subsidiaries:

o  No Ordinary Hospitality Management (NOHM) undertakes management contracts for third parties and provides the trading name for operations within the hospitality and leisure sector.

o  Coombe Abbey Park Limited (LACo) a Teckal Company set up to enable contracts to be directly awarded by the Council.

·  Coventry Technical Resources (CTR) provides resourcing solutions to the Council via contractual arrangements.

·  Coventry Regeneration Limited (CR), set up during the construction of Coventry Arena and continues trading with minimal transactions to preserve historic tax assets which may be usable in the future.

·  No Ordinary Hotels Ltd (effectively a dormant company) continues operation to preserve the brand name.

·  Tom White Waste Limited (TWW), a commercial company that was previously one of the Council’s largest local competitors prior to acquisition, and subsidiaries:

o  A&M Metals and Waste supports the waste Management and recycling activities of the parent company.  The company has ceased trading and management plan is to liquidate the company is the foreseeable future.

o  Tom White Waste (LACo), a Teckal company set up to enable contracts to be directly awarded by the Council.

The vision for CAPL is for Coombe Abbey Hotel to be a destination of choice for families, business, and events both regionally and on the national stage, creating outstanding memorable experiences whilst delivering sustainable financial returns to its shareholders. This is supported by four strategic priorities for the 26/27 financial year detailed within the report.

Further improvements in profitability will be required to ensure the company’s sustainability over the medium term. CAPL has been in a negative net assets position since March 2024, and despite improvements this will remain negative for the near future.

The 26/27 budget includes income due to the Council of £1.3m, including £0.85m from the hotel and other property leases, interest payable on commercial loans of £0.45m and a profit share from catering concessions of £0.03m.

The Business Plan details several capital investments required to stimulate revenue growth and protect the fabric of the hotel building. This represents the most significant capital investment by the company in recent years. CAPL are proposing to use company resources repair the hotel  ...  view the full minutes text for item 66.

Report of the Director of Property Services and Development

The Scrutiny Co-ordination Committee considered a report of the Director of Property Services and Development, that set out the business plan and financial update in respect of Friargate JV Company.

A corresponding private report detailing confidential financial matters was also submitted for consideration (Minute 72 below refers).

The Committee noted that the report would also be considered by the Coventry Shareholder Committee at its meeting scheduled for 17th March 2026.

Friargate JV Project Limited (the Company) was incorporated on 17^th December 2018 as a jointly owned property management and development trading company between the Council and Friargate Holdings 2 Limited, with each party holding equal shares.  The aim of the Company centres on developing a property portfolio consisting of both commercial and residential properties that is available for sale or rent in accordance with the Friargate Masterplan.

The business of the Company is governed by a Shareholders Agreement which sets out the governance arrangement between the Shareholders in relation to a number of matters including the review of the Company against the Business Plan.

The Company has operated under an initial business plan focussed on acting commercially to bring forward the development of the whole of the Friargate Masterplan prioritising the construction of the first phase of development consisting of:

·  The delivery of four commercial buildings and a hotel; and

·  Where possible, to act in good faith to bring forward the wider development of the Friargate Masterplan in an expeditious manner.

The report set out the Business Plan for the period between 2026-30, which provides for the Company’s vision and broad strategic objectives, and monitoring and assurances on the financial position to secure the ongoing viability of the Company.

The Business Plan states that the Company will act commercially to bring forward development in accordance with the Friargate Masterplan Objectives in order to:

a)  Maximise on every commercial opportunity available;

b)  Trade in such a manner that acts in the best interests of the Company;

c)  Optimise the financial return to the Shareholders;

d)  Make a positive contribution to the delivery of commercial and residential schemes to meet commercial and housing needs in all segments of the market.

RESOLVED that, the Scrutiny Co-ordination Committee note the report and confirm that there are no additional recommendations for the Coventry Shareholder Committee.

Report of the Director of Finance and Resources

The Scrutiny Co-ordination Committee considered a report of the Director of Finance and Resources, that provided an oversight of the Business Plan for Sherbourne Recycling Limited (SRL) and an update on the Waste Services Agreement in place between the Council and SRL, along with proposed changes to the Shareholder Agreement.

A corresponding private report detailing confidential financial matters was also submitted for consideration (Minute 73 below refers).

The Committee noted that the report would also be considered by the Coventry Shareholder Committee at its meeting scheduled for 17th March 2026.

SRL was incorporated in February 2021 after the successful completion and contract award for the design and construction of a Material Recycling Facility (MRF) located in Coventry.  The Council and seven other local authorities (North Warwickshire Borough Council, Nuneaton and Bedworth Borough Council, Rugby Borough Council, Stratford-on-Avon District Council, Solihull Metropolitan Borough Council, Walsall Council and Warwick District Council) jointly own the company and are customers of the facility since it became operational during 2023.

The proposed changes to the Shareholder Agreement will:

·  Enable the appointment of an independent non-executive Chair to the Board of Directors, which will further enhance the governance of the company, as it embarks on its next phase of business growth and development. This change will also make future provision to bring additional skills into the boardroom where needed; and 

·  Provide future provision for an additional three independent board directors, if and when needed. 

The proposed change would also look to amend board voting rights from one vote at a Board meeting weighted according to the relevant proportion of shares held to one vote per board member and to include voting rights for the independent Chair and Managing Director.

The Committee noted that, as a company evolves and matures, it’s common for board composition and governance arrangements to be reviewed and developed over time.  Shareholder voting rights, Shareholding equity percentages and reserved matters would not change because of this decision.

RESOLVED that, the Scrutiny Co-ordination Committee note the report and confirm that there are no additional recommendations for the Coventry Shareholder Committee.

Any other items of public business which the Chair decides to take as a matter of urgency because of the special circumstances involved.

There were no other items of public business.

Report of the Director of Finance and Resources

(Listing Officer: S. Weir – email steven.weir@coventry.gov.uk)

Further to Minute 65 above, the Scrutiny Co-ordination Committee considered a private report of the Director of Finance and Resources, that set out the commercially confidential matters relating to an update on the business planning for the 2026/27 financial year for UKBIC.

RESOLVED that, the Scrutiny Co-ordination Committee considers and notes the report on UKBIC’s 2026/27 business plan and confirm that there are no additional recommendations for the Coventry Shareholder Committee.

Report of the Director of Finance and Resources

(Listing Officer: M. Phillips – email: mike.phillips@coventry.gov.uk)

Further to Minute 66 above, the Scrutiny Co-ordination Committee considered a private report of the Director of Finance and Resources, that set out the commercially confidential matters relating to an update on the business planning for the 2026/27 financial year for Coventry Municipal Holdings Limited.

RESOLVED that, the Scrutiny Co-ordination Committee:-

1.  Notes the Business Plans for the CMH Group for the financial year 2026/27.

2.  Confirm that there are no additional recommendations for the Coventry Shareholder Committee.

Report of the Director of Property Services and Development

(Listing Officer O. Aremu – email: oluremi.aremu@coventry.gov.uk)

Further to Minute 67 above, the Scrutiny Co-ordination Committee considered a private report of the Director of Property Services and Development, that set out the commercially confidential matters relating to the business plan and financial update in respect of Friargate JV Company.

RESOLVED that, the Scrutiny Co-ordination Committee note the report and confirm that there are no additional recommendations for the Coventry Shareholder Committee.

Report of the Director of Finance and Resources

(Listing Officer: P. Ward – email: paul.ward@coventry.gov.uk)

Further to Minute 68 above, the Scrutiny Co-ordination Committee considered a private report of the Director of Finance and Resources, that set out the commercially confidential matters relating an oversight of the Business Plan for Sherbourne Recycling Limited (SRL) and an update on the Waste Services Agreement in place between the Council and SRL, along with proposed changes to the Shareholder Agreement.

RESOLVED that, the Scrutiny Co-ordination Committee note the report and confirm that there are no additional recommendations for the Coventry Shareholder Committee.

There were no other items of private business.