The Corporate Overview and Scrutiny Committee meeting on 28 October 2025 focused primarily on the proposed local government reorganisation (LGR) for Staffordshire, with councillors expressing a unified opposition to the reorganisation itself but a commitment to submitting an option that best meets government criteria to ensure the county has a voice in the process. The committee also reviewed the Quarter 2 Integrated Performance Report, discussing progress against strategic objectives, financial performance, and the impact of the new administration's initiatives.

Local Government Reorganisation

The most significant discussion revolved around the proposed local government reorganisation (LGR) for Staffordshire. Deputy Leader Councillor Murray, alongside Lynsey Bissell and Catherine Ross, presented the work undertaken to assess various LGR options. The overwhelming sentiment from the committee was a strong opposition to LGR, with a clear preference for devolution of powers to a single Staffordshire authority. Councillor Murray stated, local government reorganisation is not something that we want and it's certainly not in Staffordshire. It's not needed. It's not required and was never asked for.

Despite this opposition, the council was required by the government to submit an option that was most likely to succeed based on the government's six criteria for change. The committee was informed that the east-west option had emerged as the most viable based on expert financial modelling and balanced analysis, outperforming north-south and other examined options. Councillor Murray emphasised that this was not a preferred choice but a necessary step to ensure Staffordshire had a seat at the table in the government's decision-making process.

Concerns were raised by Councillor Philip White, Leader of the Opposition, about the implications of submitting an option that, while meeting criteria, lacked local support. He expressed worry that the government might adopt this option, leading to long-term consequences for the county. The process for government decision-making was explained, noting that while civil servants typically make recommendations, ministers can deviate if they have strong justifications.

The discussion also touched upon the financial implications of different LGR models, particularly concerning the debt burden of Stoke-on-Trent. Councillor Murray explained that a single unitary authority for the whole of Staffordshire would necessitate becoming a combined authority, which he believed was not the best option. He argued that smaller unitary councils, under 300,000 population, struggle to cover their running costs, contributing to issues like Stoke's debt. The east-west split was considered more equitable in distributing debt and assets.

Concerns were also raised about the impact of LGR on vital services, particularly Special Educational Needs and Disabilities (SEND) health and care. Councillor Tracey Dougherty highlighted the existing deficit in SEND services and the potential impact of taking on Stoke's deficit. Officers explained that the statutory override for SEND funding is in place until 2028, and a government white paper on how to address SEND debt is anticipated.

Community engagement during and after reorganisation was a key point. Councillor Murray outlined plans to expand community hubs, integrating council services with police and other essential services, and creating more local, accessible points of contact. The role of local committees, such as for planning and licensing, was also discussed as a way to maintain local identity.

A proposal was made and seconded that the council should not submit an option, arguing that the government should own this and not us. However, this motion was lost. The committee ultimately agreed to note the work done on LGR, with a recommendation for further information to be provided to all council members regarding the implications of not submitting a proposal.

Quarter 2 Integrated Performance Report

Councillor Chris Large, Cabinet Member for Finance and Resources, presented the Quarter 2 Integrated Performance Report. The report provided an overview of the council's delivery progress, performance, and financial position against its strategic ambitions and medium-term financial strategy.

Of the 55 strategic performance measures, 69% were reported as green (meeting or exceeding targets), 13% as amber (requiring improvement), and 18% as red (critical areas needing attention). Positive performance was noted in highways, high-risk defect completions, call handling, and the health and care directorate. However, challenges persist in families and children's services, particularly concerning SEND.

Financially, the council reported an underspend of £1.274 million against the balanced budget. However, pressures in children's services and care commissioning due to rising placement and care costs were noted, though largely offset by reserves and targeted interventions.

Councillor Philip White raised concerns about the report's structure, suggesting it had become more political by including 100 days of the reform administration highlights. He questioned whether achievements attributed to the reform administration predated their tenure, such as the CQC inspection of adult social care services and the launch of Screen Staffordshire. Councillor Large acknowledged that some initiatives were completed within the 100-day period, even if they were initiated earlier.

Councillor Jack Rose supported the policy of suspending the sale of county farms, citing the cost of living crisis and the importance of agricultural productivity. He also inquired about the potential use of agricultural buildings for EV charging and the revenue streams from EV charging points on council-owned car parks. Councillor Large confirmed the intention to explore EV charging opportunities and to use income from the Levi project for appropriate locations.

Discussions also covered the council's approach to digital innovation and artificial intelligence (AI). Councillor Robin Hall highlighted the potential for AI to increase productivity and reduce headcount in organisations, suggesting a need for a clear strategy and implementation plan for AI within Staffordshire County Council. Officers detailed ongoing work, including an AI framework, pilots for magic notes (streamlining social worker note-taking) and document translation, and collaboration with Keele University. A report on digital innovation is planned for the new year.

The report also noted that projects such as reinventing Chase Water, the Cannock Chase Discovery Centre, and revitalising the Staffordshire Way have been put on hold pending strategic review, with a focus on commercial elements and external investment.

The committee also discussed the management of public rights of way and the backlog of cases, with officers congratulated for their extensive work. A strategic review is underway to address this backlog and associated costs.

Work Programme

The committee's work programme was reviewed. The Climate Change Annual Report has been moved to the Environment, Infrastructure and Communities Committee, deemed more appropriate for its scrutiny. A finance training session for committee and cabinet members is scheduled for 24 November. Councillor Jack Rose questioned the justification for moving the Climate Change Annual Report, suggesting it should remain with the Corporate Overview and Scrutiny Committee until a new strategic plan is established.