Transforming Surrey CC

 

Surrey is a great place to live, and many residents and businesses thrive. But not everyone has the same opportunities and many people face problems including domestic abuse, homelessness and mental health issues.

And there are growing pressures for the county. Our population continues to grow and is predicted to age as time goes on. But the current population is largely healthy and active and comprised of a highly skilled workforce that is supported by good performing schools. Overall, educational attainment is positive, but significant disparities are seen for deprived children and those with additional needs. There are increasing demands on services for vulnerable adults and children, and children with additional needs. Pockets of deprivation exist across the county, and foodbank usage has risen.

Housing is increasingly expensive, which exacerbates the challenge to respond to the growing need for affordable housing – especially for residents on low incomes. Surrey’s economy is strong and is proving to be a popular place for businesses, which contributes to many residents’ high and increasing earnings and disposable income. However, growth appears to be stagnating in some places. Our county is widely regarded as a nice place to live, with good access to green spaces and woodland. But homelessness, fuel poverty and crime are increasing, and there is dissatisfaction with the county’s road network.

You can see a summary of the evidence base here.

However, public services have finite resources to meet the growing need. To respond to these challenges Surrey County Council engaged with residents and partners to create a shared vision – Vision 2030 – that will help inspire and enable better outcomes to be achieved for all. You can see a short video about the vision here.

Further resources are available on the council’s website by following the links below.


One of the reasons that we need to take a whole-organisation approach to this transformation, rather than undertaking change service by service, is that we do not have the luxury of a decade in which to make the necessary change. So the pace and complex interdependence of the various workstrands are intrinsic elements of how we will achieve it. The Target Operating Model approach provides the optimum way to deliver the work we need to be done.

To respond to these challenges Surrey County Council engaged with residents and partners to create a shared vision – Vision 2030 – that will help inspire and enable better outcomes to be achieved for all. You can see a short video about the vision.


Surrey Vision