The Corporate Overview and Scrutiny Committee of Gloucestershire Council met on Wednesday 27 May 2026 to consider the results of the Employment Engagement Survey 2026 and provide feedback on a draft Property Maintenance Strategy. The committee also received an update on Local Government Reorganisation (LGR) and Devolution.

Employment Engagement Survey 2026

The committee was scheduled to consider the results of the 2026 Employment Engagement Survey. The survey, which ran from January to February 2026, aimed to gauge employee satisfaction and identify areas for improvement. The report pack indicated that the overall completion rate for the survey was 62%, with directorate completion rates ranging from 29% to 79%. The survey covered various aspects of employee experience, including advocacy, likelihood to stay, and willingness to go the extra mile, forming the basis of an Employee Engagement Index. The results highlighted areas of strength, such as staff enjoying their work and feeling motivated, alongside areas requiring attention, including communication effectiveness and workload manageability. The survey also included questions on equality, diversity, and inclusion, as well as bullying, harassment, and discrimination.

Property Maintenance Strategy

A draft Property Maintenance Strategy for 2026-2029 was presented for consideration and feedback. This strategy aims to provide a clear approach to maintaining the council's property portfolio in a cost-effective, compliant, and sustainable manner, aligning with the Corporate Asset Management Plan. The strategy outlines six key objectives, including supporting the council's vision, ensuring value for money, supporting net-zero objectives, ensuring the right property is in the right place, supporting a high-skill economy, and promoting community empowerment. The report detailed the council's extensive property portfolio, encompassing schools, libraries, fire stations, and office buildings, among others. It also outlined the proposed strategic approach, prioritising statutory compliance, health and safety, asset criticality, and the cost of failure. The strategy recommended adopting a comprehensive approach to investment, including addressing backlog maintenance, to ensure properties remain fit for purpose and aligned with corporate objectives. The report also detailed the financial implications, including existing budgets for capital and revenue maintenance, and highlighted the need for sustained funding to reduce backlog maintenance.

LGR/Devolution Update

The committee was scheduled to receive an update on developments in the Joint Local Government Reorganisation (LGR) Portfolio. Key national developments included the Royal Assent of the English Devolution and Community Empowerment Act in April 2026. Gloucestershire had submitted an expression of interest for 'Foundation Strategic Authorities' (FSAs) and was awaiting a response from the government. The report indicated that a 'minded to' Ministerial decision on LGR in Gloucestershire was expected before Parliament's summer recess on 17 July 2026. The update also covered the joint LGR portfolio, including a visit from MHCLG officials, the progress on Structural Changes Orders, and the establishment of a Joint Scrutiny Panel.

Work Plan

The committee was also scheduled to review its work plan. For the meeting on 8 July 2026, items proposed for discussion included strategic performance updates, the Annual Benchmarking Report, and a further LGR/Devolution update. Suggestions for future items included a review of the Rural Strategic Estate and an examination of agency staff supply. For the meeting on 30 September 2026, planned items included performance and finance updates, an action plan for the Employment Engagement Survey, and the Information Management Service Annual Report. Potential future items for consideration included strategies for Artificial Intelligence (AI), data management, cyber security, and a deep dive into social value.