The Corporate Overview and Scrutiny Committee was scheduled to discuss updates on Local Government Reorganisation (LGR) and devolution, review the findings of a scrutiny review, and consider financial monitoring for the third quarter of the 2025/26 financial year. The committee was also set to receive an update on the new strategic performance dataset that underpins the Council's new strategy and review its work plan.

LGR/Devolution Update

The committee was scheduled to receive an update on developments in the Local Government Reorganisation (LGR) programme. This included national developments such as the progress of the English Devolution and Community Empowerment Bill and the establishment of voluntary joint committees in Surrey. The briefing was also to cover the transition to the implementation stage of LGR, including the establishment of a portfolio of 11 programmes funded by a pooled fund between the seven councils. Governance arrangements were to be discussed, including political oversight by a Steering Group of Council Leaders and officer governance by a Portfolio Board. The structure of the LGR portfolio, comprising 11 programmes with assigned sponsors and leads, was also on the agenda. Finally, the committee was to be updated on appointments to these programmes and the overall timetable for LGR.

Joint Scrutiny of the LGR Portfolio

The committee was to consider options for providing scrutiny of the LGR portfolio. The aim was to ensure accountability, provide a sounding board for issues and choices, widen political ownership, and build cross-council relationships. Several options were to be presented: a formal Joint Scrutiny Committee, a committee hosted by one council, separate scrutiny by each council, and a scrutiny panel established under an existing scrutiny committee. The report recommended the scrutiny panel option, which would involve 14 members nominated by each authority, with a proposed membership reflecting political proportionality.

Scrutiny Review Report

The committee was scheduled to note the findings of a scrutiny review carried out by the Centre for Governance and Scrutiny (CfGS). The review examined the culture, ways of working, and impact of scrutiny at Gloucestershire County Council (GCC). The report indicated that while GCC had a history of impactful scrutiny, its potential was not consistently realised, with members and officers describing the process as frustrating and often perceived as a talking shop. The review highlighted issues with the timing of scrutiny involvement, the clarity of its purpose, and the effectiveness of its recommendations. The report also noted that GCC had more scrutiny committees than comparable county councils. Recommendations included developing a shared vision for overview and scrutiny, re-establishing a Scrutiny Chair and Vice Chair Group, rebalancing scrutiny activity, and enhancing the work planning and recommendation processes.

New Strategic Performance Dataset

An update was scheduled on the new strategic performance dataset that underpins the new Council Strategy. This dataset is intended to provide a framework for monitoring the Council's progress against its strategic objectives.

Financial Monitoring - Quarter 3 2025/26

The committee was to consider the financial monitoring report for the third quarter of the 2025/26 financial year. The report detailed the forecast outturn for revenue expenditure, highlighting a net underspend of £2.416 million. It detailed movements within various service areas, including overspends in Adult Social Care and adverse movements in Children & Families, offset by favourable movements in Public Health and Technical & Countywide. The report also provided an update on the 2025/26 savings programme, with a high confidence in the delivery of the majority of savings targets. A summary of revenue reserves was also presented, including the General Fund Reserve and the Dedicated Schools Grant (DSG) deficit. The report also included an update on capital expenditure, detailing reprofiled budgets and forecast outturns across various service areas, as well as changes to the capital programme and Prudential Indicators.

Work Plan

The committee was scheduled to review its work plan and suggest items for consideration at future meetings. This included confirming the inclusion of an item on the future AI strategy for the April 2026 meeting and noting the dates of future meetings. Potential future items for consideration included a review of the Rural Strategic Estate, the Data, Information, and Intelligence Strategy, and the impact of the new SAP system.