The Corporate Overview and Scrutiny Management Board was scheduled to consider the council's use of investigatory powers, its financial plans for the coming years, and the outcomes of a Corporate Peer Challenge. The board was also set to discuss the Poverty Strategy for 2026-2030.

Report on the Council's Use of Powers under the Regulation of Investigatory Powers Act 2000

The board was scheduled to receive a report detailing the council's use of powers under the Regulation of Investigatory Powers Act 2000 (RIPA) during the third quarter of the 2025/2026 financial year, covering October to December 2025. The report, prepared by Helen Bradley, Director of Legal and Democratic Services, aimed to ensure that the council's use of these powers was in accordance with its policy. It was noted that during this period, there was one directed surveillance application authorised, and no applications for Covert Human Intelligence Surveillance (CHIS). The report recommended that members receive the quarterly update and resolve that the powers are being used consistently with the council's policy and that the policy remains fit for purpose. The Regulation of Investigatory Powers Act 2000 (RIPA) enables local authorities to carry out certain types of surveillance activity, provided specific procedures are followed. Directed surveillance is defined as covert surveillance that is not intrusive and is carried out in relation to a specific investigation or operation in such a manner as is likely to result in the obtaining of private information about any person.

Medium Term Financial Plan (16) 2026/27 to 2029/30

A significant portion of the meeting was dedicated to discussing the Medium Term Financial Plan (MTFP) for the period 2026/27 to 2029/30. The report, from the Corporate Management Team and authored by Paul Darby, Corporate Director of Resources, provided an update on the development of the budget for 2026/27 and the MTFP. It detailed proposals for balancing the 2026/27 revenue budget, including feedback from a two-stage consultation process. The plan included proposed savings of £12.914 million for 2026/27 and £15.719 million over the next four years. Additionally, the report outlined plans for new capital investments totalling £263.666 million over the next four years, funded through corporate borrowing, capital receipts, self-financing borrowing, and forecast capital grant funding. The report also addressed considerations for setting council tax, reserves levels, the Dedicated Schools Grant, and policies related to Pay, Treasury Management, and Investment Management. The board was asked to consider and comment on the Cabinet report concerning the MTFP and agree that these comments be reported to full Council.

Corporate Peer Challenge Final Report and Recommendations

The board was scheduled to consider the final report and recommendations from a Corporate Peer Challenge (CPC) that took place from 7 to 10 October 2025. The report, from the Corporate Leadership Team and authored by John Hewitt, Chief Executive Officer, and Councillor Andrew Husband, Leader of the Council, presented the findings of the CPC, which is a requirement under the Best Value standards published by the Department for Levelling Up, Housing and Communities (DLUHC). The report highlighted that Durham County Council is a financially stable organisation with a strong culture and motivated workforce, delivering high-performing services. However, it also identified areas for improvement, including the need to embed changes to the council plan into the MTFP, develop clear internal and external communications, and continue building relationships between officers, cabinet, and the broader councillor membership. Key recommendations included establishing a comprehensive transformation programme to address the MTFP funding gap, developing a refreshed council-wide digital strategy, further developing the council's place leadership role, and recognising and demonstrating the council's leadership in promoting social cohesion. The council's response to these recommendations and the approach to developing an action plan were also to be discussed.

Poverty Strategy 2026/2030

The board was also scheduled to review the Poverty Strategy for 2026 to 2030. The report and presentation, by the Corporate Director of Resources, would have provided an overview of the strategy and its proposed direction for the coming years.