Corporate Strategy

The One County, One Team Corporate Strategy 2012 to 2017 sets out our vision to be the most effective Council in England by 2017 and the priorities and key areas that we must focus on to realise that vision.

One County, One Team Corporate Strategy 2012 to 2017 (PDF).

Adult Social Care

Adult Social Care works with its service users to enable independence and for them to have a say over the services they receive. This includes:

• Working towards personal budgets for everyone who is eligible.
• Embedding a preventative approach to reduce hospital admissions.
• Support carers to balance their caring responsibilities, whilst maintaining their independence and quality of life.

Adult Social Care (PDF).

Children, Schools and Families

Children Schools and Families will work towards creating the conditions that will help the young people of Surrey flourish including through:

• Working more closely with partners at a local level to target services appropriately.
• Improve family support and education for children with disabilities.
• Invest in support to schools to further improve the attainment of pupils, particularly those from vulnerable groups.

Children, Schools and Families (PDF).

Customers and Communities

Customers and Communities will help to develop healthier, safer and more vibrant communities through activities such as:

• Delivering a safe and successful Olympic experience in Surrey.
• Becoming a truly 24/7 online council.
• Ensure an excellent customer experience through well-trained staff.

Customers and Communities (PDF).

Environment and Infrastructure

Environment and Infrastructure will work towards securing a better environment, better highways, transport and communication networks and a leading and sustainable economy. Our priorities include:

• Working with District and Borough councils to encourage economic growth.
• Beginning construction of an Eco Park to be completed by 2014.
• Invest in new schemes in carbon reduction for the County.

Environment and Infrastructure (PDF).

Change and Efficiency

The Change and Efficiency Directorate will support the Council’s vision through the management of the Council's resources. This includes:

• Equipping and developing our staff through training and the latest technology.
• Managing the Council’s finances in a responsible way.
• Achieving the best value for money through our procurement, contract and asset management processes.
  
  

Change and Efficiency Directorate (PDF).

Chief Executive's Office

The Chief Executive's Office plays a proactive role in enabling and assisting the organisation to discharge its duties to deliver efficient and effective services to our residents. This includes:

• Engaging our local communities in the democratic and policy development process.
• Analysing evidence to inform policy and decision-making.
• Providing communications that keeps our residents informed.

Chief Executive's Office (PDF).

Public Health

Public Health will focus on taking action to effectively prevent ill-health and disability at source at all times. The outcomes we are looking to achieve include:

• Reduced differences in life expectancy and healthy life expectancy between communities.
• Fewer drug and alcohol-related hospital admissions and deaths.
• Improved mental and emotional health for children and young people.

Public Health Strategy (PDF)

Quality Management Framework

• Our Quality Management Framework supports the Council's commitment to delivering high quality services and improvement of the organisation.
• It is a high level document that outlines how we manage the quality of what we provide for our residents.

Quality Management Framework(PDF)

Medium-Term Financial Plan

• The Medium Term Financial Plan (MTFP) is our "budget book" and forms part of the County Council's corporate planning processes.
• The purpose of the MTFP is to provide a comprehensive review of the Council's overall financial position for the current year and an overview of the prospects for following three years.

Medium Term Financial Plan.

Fairness and Respect Strategy

This strategy sets out the Council's equalities objectives. It will help us to focus our resources in a way that is fair and help our residents that are most in need. It also helps the Council to meet the duty to publish objectives set out in the Equality Act 2010.

Fairness and Respect Strategy (PDF)

Our Commitment to Public Involvement

Our Commitment to Public Involvement sets out how we involve the Surrey community in the Council's decision making processes and our approach to opening up our information to be more accountable for our decisions. It also sets out the approach to handling personal and sensitive information.

Our Commitment to Public Involvement Strategy (pdf)

People Strategy

Surrey's workforce is its greatest asset as they deliver professional services to our residents and users of our services. It sets out the Council's priorities for getting the best performance from our staff to enable Surrey to become the most effective Council in England.

People Strategy (PDF)

Children and Young People's Strategy 2012-17

This five-year strategy explains how we will improve the lives of the children and young people of Surrey. It sets out our intent to work closely with partners across the county to deliver the best possible outcomes for young people through each stage of childhood, and how we will support the most vulnerable young people and families.

Read the Children and Young People's Strategy

Local Account 2011/12

The Local Account is a document produced by the Adult Social Care directorate which shows what we achieved in the previous year, and our social care priorities for adults going forward. Our achievements were realised through working in partnership to make a difference to the lives of the people we serve. This document will be refreshed in 2013.

Read the Local Account

Framework for working with the Voluntary, Community and Faith Sector

The Council spends on average £20 million every year with our Voluntary, Community and Faith sector (VCFS) partners to support Surrey residents. We want to continue working with the VCFS to respond to changes in the future and ensure sustainability within the sector.

This framework sets out our purpose to continue to provide a consistent approach across the Council to managing all aspects of our relationship with the VCFS.

Read the VCFS Framework

Council Annual Report

The Annual Report provides an overview of what the Council has achieved in the previous year and what the challenges are for the year ahead. This report is for 2011-12.

Council Annual Report.

Our quarterly business reports

Every quarter we produce a business report for the Cabinet to demonstrate the progress we're making against our corporate objectives and key performance indicators. A report card summarises key customer, financial, risk, performance and workforce data.

Business reports.

Chief Executive's six-month report to Council

Our Chief Executive, David McNulty, reports his overall assessment of how well we are delivering our corporate strategy to the Council every six month.

Read the latest report.

Fit for the Future Annual Report

This report details the Council’s progress in delivering its change programme. It provides an assessment from the previous 12 months of the Public Value Reviews programme, the use of Rapid Improvement Events to avoid waste in services, and the ‘Making a Difference’ programme for modernising the way that the Council works.

Item 9 - "Annual Report of the Council's Fit for the Future Change Programme" Cabinet meeting held on 27 Sep 2011 (PDF).