Our Strategy Bookcase presents key strategies that will help us to realise our vision to become the most effective Council in England by 2017. It shows the main documents that tell you where the organisation is going.
If you have any comments about any of our strategies please, contact us.
To see any document, hover over the image. You will see a summary description of what is in each document. To read it in full use the link at the bottom of the summary. The 'Prev' and 'Next' buttons will lead to more of our strategies.
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.
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:
Children Schools and Families will work towards creating the conditions that will help the young people of Surrey flourish including through:
Customers and Communities will help to develop healthier, safer and more vibrant communities through activities such as:
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:
The Change and Efficiency Directorate will support the Council’s vision through the management of the Council's resources. This includes:
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:
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:
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.
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.
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)
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.
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.
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.
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.
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.
Our Chief Executive, David McNulty, reports his overall assessment of how well we are delivering our corporate strategy to the Council every six month.
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.