Agenda item

This report sets out how the Council plans to contribute towards achieving the outcomes in the Community Vision for Surrey in 2030 (Community Vision for Surrey) over the medium term, which is covered across four strategic documents that are annexed to this report. Surrey County Council’s Organisation Strategy (Annex 1) sets out how the Council will work with residents and partners and direct our resources to where they will have the most impact. The Preliminary Financial Strategy (Annex 2 and Appendix 1) and Transformation Programme (Annex 3) will not only secure the Council’s financial sustainability but will also reform the function, form and focus of the organisation. ‘Our People 2021’ (Annex 4) is our plan for the Council’s current and future workforce and sets out how we will develop our capacity and capability to contribute to the Community Vision for Surrey, achieve our priority strategic outcomes for residents, ensure the effectiveness and efficiency of the Council, drive wholesale transformational change and create a high performance culture.

The Leader of the Council introduced the report and provided Members with a brief summary of each strategy. He stated that the County Council faced huge financial challenge and that, although support had been received from residents, there were still cuts to funding. The strategies set out the transformation that was required to meet new challenges as well as showing how the Council would work with residents. It was noted that each strategy had been approved by Cabinet on 30 October 2018.

Members made the following comments:

• The strategies added depth to the Vision for Surrey.
• Changes needed to be made to continue proving services to residents.
• Felt that, in order to support the transformation, all parties should be represented on the Cabinet.
• Highlighted that the consultation with residents and partners was not yet over.
• Highlighted that there were no drop-in sessions in Farnham and that residents had to travel long distances to give their views.
• Asked that evidence be provided to reassure Members on the benefits of the changes outlined in the strategies.
• That the Council was dominated by cuts and a better partnership was needed with Central Government.
• Members needed to be better involved with the scrutiny of the transformation.
• Raised concern that the detail would not match the Council’s actions.
• Felt that the strategies were premature and that Members required more detail to make a decision.
• Plans were in place for the Corporate Overview Select Committee Budget Sub-Group to scrutinise the budget in November 2018.
• Raised concern with the budget reductions in the Children’s Service.
• The Council needed to put previous issues behind it to face new challenges.
• That Members had the opportunity to request further detail when attending Member seminars.
• A culture change was needed in the Council.
• Highlighted that only 4% of the organisation’s workforce were under the age of 25.
• That a firm political opposition had a role to play in decision making.
• Partner organisations had limited resource to support the Council.
• Highlighted the benefit of further robust scrutiny.
• Thanked residents for completing the consultations.
• The Council needed to look at how to deliver services differently.
• It was hopeful that Members were looking at the budget earlier than usual.
• That the consultations would be taken forward in an open and transparent way.
• That more Members should sign up to receive training on scrutiny.

Recommendation A

55 Members voted for, 11 against and 2 abstentions.

Recommendation B

48 Members voted for, 17 against and 3 abstentions.

Recommendation C

49 Members voted for, 14 against and 6 abstentions.

Recommendation D

53 Members voted for, 12 against and 4 abstentions.

Recommendation E

Unanimous.

Recommendation F

Unanimous.

Therefore it was RESOLVED:

The Council:

a)     Approved the Surrey County Council Organisation Strategy 2019 – 2023 (Annex 1), which sets out how the council will work with residents and partners to contribute to the achievement of the Community Vision for Surrey in 2030. It sets out priority areas the Council will focus on over the next four years.

b)     Approved the Preliminary Financial Strategy (PFS) 2019 – 2024 (Annex 2 and Appendix 1), which sets out a draft balanced budget for 2019/20, without the use of reserves, subject to the outcome of consultation, engagement and equality impact assessments.

c)     Approved the Transformation Programme (Full Business Case, Annex 3) subject to the outcome of consultation, engagement and equality impact assessments. The programme will be delivered through six delivery themes: Service Transformation, Partnership and Integration, New Ways of Working, Commissioning, Investment & Income and Technology and Digital Innovation.

d)     Approved the ‘Our People 2021’ strategy (Annex 4), which is the Council’s plan for the current and future workforce and sets out how we will develop our capacity and capability to contribute to the Community Vision for Surrey in 2030, achieve our priority strategic outcomes for residents, ensure the effectiveness and efficiency of the council, drive wholesale transformational change over the next few years and create a high performance culture.

e)     Noted the planned engagement and consultation activity (referenced in paragraphs 27 and 28) related to the savings proposals contained within the PFS and Transformation Programme. These have been initiated under the formerly agreed delegated authority of senior officers.

f)       Noted that the outcomes of the engagement and consultation activity will be brought back to Cabinet on 29 January 2019, where Cabinet will be asked to make recommendations to the Council meeting in February 2019 on the revenue and capital budget and the council tax precept for 2019/20.