13 November 2018 - Surrey County Council
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13 November 2018
Structure
This document is structured as follows:
• Execu6ve Summary Summarises the pack and sets out the process we have been through
• Vision & Landscape Sets out the challenges we face and where we are aiming to get to
• Strategic Direc6on Sets the targets for 2021 and what needs to be in place to make it happen
• Projects Summarises the projects, by theme and what they aim to achieve
• Impacts Summarises impacts on stakeholder groups and the communica6on approach
• Roadmaps Provides roadmaps for core project ac6vity, the an6cipated spend profile, the
governance structure and plan to get to Full Business Case
• Risks Lists the key risks and success factors
Cabinet are requested to approve the Surrey 2021 Full Business Case, which will be delivered through six delivery
themes; Service Transforma6on, Partnership & Integra6on, New Ways of Working, Commissioning, Investment &
Income and Technology & Digital Innova6on.Executive Summary The cumula6ve impact of infla6on and demand growth, alongside a reduc6on in central government funding resulted in the medium term financial plan iden6fying a budget gap of between £210m and £250m by 2021. The impact of the Surrey Transforma6on Programme on SCC will be significant. Ac6vi6es that do not add value will be decommissioned, processes will be simplified, communi6es will have a greater role and commercialisa6on will take place across all opera6ons. The key to SCC’s successful transforma6on will be its leadership. Everything that will be different in the future organisa6on has an impact on how it will need to be led. Transforma6on will only happen if leaders at SCC fully embrace change management roles. The post-Business Case phase will be different for each delivery theme; not all will follow the tradi6onal final Business Case development phase and SCC will need to accept an agile and flexible approach to the maturity of a programme opera6ng in a complex and fast-changing environment. The benefits an6cipated to be delivered through the transforma6on programme are £82m in 19/20, rising to £124m in 20/21, with investment costs of £26m revenue and £15m capital. Benefits will start to be delivered from 2018/19 with full realisa6on of most savings by 2020/21. Some of the revenue costs iden6fied above (£6m) relate to the opportunity costs in respect of employees already working for the Council being used to deliver these projects, the remaining £20m will require investment.
Executive Summary – Our Approach
We have followed a robust process to build the FBCs:-
Current stage
Direc=on Design Delivery
Transi6on
Understand the Align with Drab the Construct the
State 1 thru 4
scale of change Cabinet individual FBC in line with
–
required priori6es OBC’s Vision, Strategy
Oct 18 to Mar
and Budget
2021
Explore the Engage with
opportuni6es residents,
for partners &
transforma6on business
Develop the
TOM / Design
Principles
1. We have sized the challenge and looked at all we believe is happening
2. We have heard what is important to members and CLT and grouped our projects into their themes
3. We
1. Have worked up the opportuni6es into business cases to confirm scope, benefits and resource/funding needs
2. Will con6nue to engage with stakeholders including residents and partners to align our change ac6vity
3. Are building a set of principles with which we will influence solu6on design
4. We are at the full Business Case approval stage for cabinet approval in October 2018
5. We are in a posi6on to present a fully costed programme plan and Business Case that has been validated against the
Vision & Strategy and inform the BudgetVision - Policy Context And Drivers
Welfare, health and social Housing
Economic development Changing resident expecta=ons
care reforms Constraints on land use
How far proceeds of growth • Increased expecta6ons around
• Early help and preven6on and funding affect:
stay in the local area affects responsiveness – 24/7 culture of self-
increasingly important • the supply of a mix of
balance of na6onal and local serve - and access to informa6on
(demand management) housing tenures and
investment in infrastructure, • Increased co-design and co-produc6on
• Increasing inequality and sizes to meet needs of services
skills and employment,
polarisa6on changes • extent of local • Extent to which family, friends and
expecta6ons on local
innova6on, inward investment
discre6on to communi6es can step in / up
government and trade
influence/deliver
Public service systems and Digital transforma=on/
Local Government funding automa=on Future local government
funding and • Local partner organisa6ons • Balance of high touch and high debates
sustainability experiencing major policy and tech services • Greater devolu6on only
• Significant changes to funding changes • Extent to which public services through reorganisa6on
local government • Ongoing downward pressure on can take advantage of tech • Choices over numbers, size,
funding mechanisms budgets, increasing expecta6ons changes, at pace governance (e.g. Mayors)
• Increased reliance on around efficiency • Poten6al to harness benefits of and consequent changes to
local tax bases • Opportuni6es/requirements for e.g. 5G, automa6on responsibili6es
fundamental service integra6on technologiesVision for Surrey in 2030
By 2030 we want Surrey to be a uniquely special place where everyone has a great start to life, people
live healthy and fulfilling lives, are enabled to achieve their full poten6al and contribute to their
community, and no one is leb behind.
We want our county’s economy to be strong, vibrant and successful and Surrey to be a great place to
live, work and learn. A place that capitalises on its loca6on and natural assets, and where communi6es
feel supported and people are able to support each other.
Our ambi6ons for people are:
• Children and young people are safe and feel safe and confident
• Everyone benefits from educa6on, skills and employment opportuni6es that help them succeed in life
• Everyone lives healthy, ac6ve and fulfilling lives, and makes good choices about their wellbeing
• Everyone gets the health and social care support and informa6on they need at the right 6me and place
• Communi6es are welcoming and suppor6ve, especially of those most in need, and people feel able to
contribute to community life
Our ambi6ons for our place are:
• Residents live in clean, safe and green communi6es, where people and organisa6ons embrace
their environmental responsibili6es
• Journeys across the county are easier, more predictable and safer
• Everyone has a place they can call home, with appropriate housing for all
• Businesses in Surrey thrive
• Well connected communi6es, with effec6ve infrastructure, that grow sustainablyDeveloping a new approach to partnerships in Surrey
The Vision for Surrey in 2030 is a shared one – the council has a key role to play but cannot deliver it alone. As was
set out in the report approved by Members at Full Council in May 2018, we know we need to be a different kind of
council. When we have done things together, and when we have done things differently, we have changed lives. In
order to achieve the level of ambi6on set out in the vision we need to do this more. We need to be a bemer partner,
working together with all our partners, businesses and residents.
The following slides propose a new approach to partnerships in Surrey (through the development of a Partnership
Statement), and a new rela=onship with our residents (‘The Deals’)
Local evidence for the need to change:
We had many conversa6ons with partners and stakeholders over the summer. In par6cular, in early July 2018, at two
major events partners and stakeholders iden6fied key areas where collec6ve working will add value:
• Direc6ng more resources into preven6on and early interven6on work for vulnerable children and adults
• Collabora6ng to meet the county’s housing challenges, addressing housing supply issues and affordability for
people on lower incomes
• Thinking collec6vely about developing long-term, sustainable infrastructure solu6ons for a growing popula6on, for
example schools, hospitals and transport links
• Suppor6ng communi6es to take more responsibility for themselves and for vulnerable people in their
neighbourhoods
• Working together in new and crea6ve ways, through a culture of honesty and mutual respect
• Strengthening the financial sustainability of public and voluntary, community and faith sectors so they have
stability to deliver services over the long term.Developing a new approach to partnerships in Surrey • The council would like to work with all partners to help develop a statement of partnership working that ar6culates a renewed commitment and focus to delivering outcomes for people in Surrey. • One specific idea that emerged through the Vision engagement process was the development of a strong shared statement about partnership working that all partners would develop together and commit to. • Annexe D to October’s Council Vision report “A new approach to partnership working in Surrey” is designed to kick start further conversa6ons about how we develop a statement together and improve our partnership working. Experience of current partnerships and recent engagement work suggests that developing an agreed set of shared principles can act as a strong founda6on for partnership working. • Below is a list of some of the key principles typically adopted in current arrangements. We will discuss and refine these in discussion with partners: - Partnerships work towards shared common goals, focused on outcomes - The contribu6on of partners is encouraged and valued - Every partner is respected - they have equal right to be heard and involved in decisions affec6ng them - Partners share and learn together - Partners are honest about the difficult issues - Trust is at the founda6on of every partnership • We will con6nue to work with partners to develop a joint partnership statement over the autumn and present a proposed approach to council in the New Year.
“Deals” – approach and timescales While the council modernises itself and inevitably focuses its limited resources on doing fewer things bePer, for example priori=sing vulnerable children and adults, residents will likely have to accept greater responsibility for more aspects of their own lives. We want to explore with residents what they can do to help themselves and each other more. Taking inspira6on from what others have done, we’re thinking about calling this idea a ‘deal’ or ‘deals’. For example, part of the deal could be that we provide services for vulnerable older adults who need social care, while residents undertake to live a more healthy and ac6ve lifestyle, to reduce or delay their likelihood of needing help from us or the NHS. Organisa6ons cannot deliver the Vision for Surrey alone - we know we will need the support and involvement of residents. We hope to develop a new type of rela=onship between residents, communi6es and organisa6ons in Surrey (public sector bodies including district and borough councils, the police and the NHS, as well as the VCF sector). There is a huge VCF sector in Surrey doing much good work, but more people could be more involved in these groups, as well as being ‘good neighbours’ to the more vulnerable in their communi6es. Working side by side with residents, all partners and the VCF sector will be crucial to the success of any ‘deals’. We will start to work with partners to explore this idea, and propose incorpora6ng our shared thinking on this into the partnership statement and approach. This offers a great opportunity to develop as a partnership with residents, rather than separately. Establishing this rela6onship with residents will take 6me, dedica6on and ongoing engagement. We an6cipate this will be a long-term effort, taking at least one year to develop.
Landscape – Financial Challenge Key Financial Assump=ons in 2018-21 Medium Term Financial Plan (MTFP) The scale of the transforma6on ambi6on is driven by a forecast financial ‘gap’ in the 2018-21 Medium Term Financial Plan. The cumula6ve impact of infla6on and demand growth, alongside a reduc6on in central government funding resulted in the medium term financial plan iden6fying a budget gap of between £210m and £250m by 2021. The ‘gap’ is based on a number of assump6ons in the 2018-21 Medium Term Financial Plan and have been refreshed in the Preliminary Financial Strategy 2019/24 (PFS): Current income assump=ons Council Tax: • Council tax will be increased to the referendum threshold (2.99% for 19/20 and assumed to be 1.99% thereaber) • Council Tax base will increase by 1% (i.e. no. of proper6es) • No further adults social care precept rises Business Rates: • The business rate reten6on pilot will be for 2018/19 only • Business rate growth is assumed to be 1.7% per annum No nega6ve RSG has been assumed Current expenditure assump=ons Infla6on: • Pay infla6on (Surrey pay) nothing assumed in the PFS - awai6ng results of pay review • Pay infla6on (na6onal pay) 1% per annum • Non-pay infla6on 2.5% per annum
The Organisation Strategy
A council organisa6on strategy has been developed to:
• Describe how, in the medium term, Surrey County Council will use its reducing resources to contribute to
achieving components of the Vision for Surrey, sesng out a focused set of priori=es with clear deliverables that
we will be held to account for
• Provide an opportunity to set a level of ambi=on and tone for our work over the coming years (taking into
account parameters such as the policy context, opera6ng environment etc.)
• Endorse outcomes in the Vision for Surrey as the direc6on we want to head in
• Allow us to dis=nguish our role in delivering the vision
• Focuses on areas where:
Evidence and insight We will have the most impact We need to make significant changes
suggests we need to on the Vision outcomes (i.e. we to respond to external/demand
respond or intervene are best placed to do so) factors
• The strategy will be accompanied by a outcomes based accountability framework that will help us measure
progress – this will be connected to the corporate performance scorecard and other performance management
frameworks we are developingProgramme Plan on a Page - Thematic Areas
Thema6c areas have been iden6fied to achieve the required transforma6on to deliver the vision. Within each thema6c
area are projects that will need to be delivered. There is more detail on each of these projects over the subsequent pages.
Communica-ons and engagement
Service Transformation
Transforming services to sustainably meet residents’ needs now and in the future
• Family Resilience (Early help and practice) • Accommodation with Care & Support
• SEND Sustainability • All Age Learning Disabilities (Transitions)
Reduced • Waste • Practice Improvement ASC
Government • Finance Transformation • Highways Transformation (HTE)
grants • Cultural Services
£70m
Partnership and Integration New Ways of Working
Radically improving the way we work as one Equipping our people with the practices and tools Outcomes
team with our partners to do the best job Delivered
• Place Strategy • Agile Workforce
Increased
• Health & Social Care Integration • Performance Management & MI/Insights
Demand
• Spans of Control
£144m
• ORBIS value for money
Balanced
Commissioning and Procurement Investment and Income Budget
Driving major savings and value for money Generating new and additional income and
improving our use of capital £250m
• Commissioning Savings
Infla6on • ASC Market Management • Fees & Charges
£94m
Technology and Digital Innovation
Adopting the processes, culture and technology of an internet era to drive improved outcomes
• Customer experience – single front door and channel shift
• Digital
Management Behaviour & Culture1. Accommodation with Care & Support (Service Transforma6on)
Why is the change needed? Implica6ons
People are living both longer and with more complex health • Capacity will be provided through a mixture of market shaping,
needs, pusng the care and support system under unsustainable partner working and Council land use delivered through the
strain. Investment Strategy
The balance of affordable accommoda6on does not meet resident • Individuals will have a greater sense of independence but with
demand, and the market needs shaping to create op6ons and care and support on the doorstep
capacity. • The development of Extra Care housing will result in the closure
of some exis6ng care homes
What will change? Key assump6ons
• Provider interest will be sustained
• An enhanced range and capacity of op6ons of accommoda6on • Suitable Council land is available & viable to use
with care & support will be provided to enable adults to live
and age well.
Benefits & outcomes
• People will enter nursing care at a later life stage.
Across Older People, it is an6cipated that £2.6m in benefits could
• Surrey will have an extra 2,000 extra care units, 724 affordable, be realised by 2028. (Savings for Learning Disability are s6ll to be
bringing ra6o of flats to popula6on in line with the advised confirmed, but c.£2.5M over 19/20-20/21).
benchmark. Benefits in diver6ng people away from residen6al
Residents with care & support needs have an improved quality of
care and ensuring a bemer home from hospital process.
life and retain independence for longer.
• Residen6al and nursing commissioning strategy will ensure
appropriate provision to meet demand, including in specialist Investment
areas.
c.£750k total between 2018-19 and 2020-21 financial years,
• Learning Disability provision will promote a shib from £198k of that transforma6on funding, with costs beyond that
residen6al care to supported living op6ons. dependent on op6ons taken.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Benefit realisation starts Delivery (Residential and LD)
Cabinet Approval-
extra care phase 1 Market Management
Extra care Phase 1 Delivery Mobilisation Extra Care phase 1 delivery2. Practice Improvement ASC (Service Transforma6on)
Why is the change needed? Implica6ons
By 2030 it is es6mated that over 22% of Surrey residents will be aged 65 • Significant behaviour change across social care and integrated
and over (compared to 19% in 2018), equivalent to an increase of c. partner services (i.e. Health).
40,000 people. This increase in popula6on will see an increased demand • People will be encouraged to self-serve wherever possible,
and dependence on the adult social care system. The addi6onal financial maintaining their independence.
costs and flow of work is unsustainable. SCC is an outlier in terms of • Resources will be targeted at those people most in need of support
increasing the provision of statutory services to 65+ age group, where by reviewing all current care packages.
many other authori6es are reducing services and costs.
What will change? Key assump6ons
• The ‘conversa6on at the front door’ will focus on outcomes that draw • That the Green Paper on the future of ASC does not radically change
on the person’s strengths and assets to achieve the lives they want the funding/direc6on for ASC.
for themselves - reducing unnecessary referrals where appropriate.
Reablement will maintain or increase independence. Benefits & outcomes
• Resources will be targeted; prac6ce and process improvement will
result in a more efficient flow of work, bemer decision making and • £2.6m in 18/19, £14.3m in 19/20, £8.4m in 20/21 = savings target
outcomes - reducing the dependence on services where appropriate. £25.3m.
Workforce will be mobile. • Reduced demand from people unnecessarily re-entering system.
• Care packages reviewed, needs reassessed and packages adjusted.
• Case holding will reduce, moving to a task-based ‘see and solve • Possible reduc6on in unit cost of care [peer/market comparison].
approach’. People will be encouraged to self-serve wherever possible. • Efficiency savings (process automa6on/mobile workforce and review
• Statutory support will be provided via pre-paid card direct payments of exis6ng org and accountabili6es structure).
as the default op6on, reducing dependency on homebased care • Bemer resident outcomes, more self-serve and improved resilience.
services.
Investment
• Opportunity costs (exis6ng staff) of £774,664; Investment required of c.
£3.6m over 3 years; £506k capital funding (already available) for mobile
working
Outline Plan with key milestones Benefits realisa,on ongoing from now (quick wins LEAN and process automa,on)
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design & Pilots Delivery
Practice Pilots Practice Roll Out – front door conversation
Procurement Mobilisation Package Reviews
Benefit realisation starts3. Family Resilience (Early Help and Practice) (Service Transforma6on)
Why is the change needed? Implica6ons
Children’s Services in Surrey are rated as inadequate by • Children and their families offered help at the earliest
Ofsted and requires profound and rapid improvements so opportunity.
that all children in the county receive the right help and the • Interven6on only when necessary.
right 6me to enable them and their families to develop • Smarter u6lisa6on of the full partnership network across
resilience to face future life challenges independently. all levels of need.
The service also needs to be financially sustainable and
operate within a restricted financial envelope.
Key assump6ons
• The connec6on and communica6on between prac66oners
throughout these levels of need will be cri6cal.
What will change?
• The early help offer and family hub model delivers the
• A revised service and opera6ng model with a necessary reduc6on in demand and caseloads.
fundamental shib to services that are driven by early
support and preven6on.
• A remodelled front door and the crea6on of family hubs. Benefits & outcomes
New approaches and models such as Family Safeguarding Improved outcomes for children and families.
and No Wrong Door. Achieve an Ofsted ra6ng of at least Good within 5 years.
• A Surrey Academy to support and develop colleagues and Cost savings of ~£27.5m over 5 years.
our partners.
• Increased number of Surrey foster carers and innova6ve
Investment
approaches to keeping children in our care locally. ~ £2m staff and £1m non staff investment required over the
next 3 years.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
New Academy in place New Contract Commences
Restructure Phases 1, 2a & 2b CSF Restructure complete (target)
New Framework embedded.
Family Workbook system and training implemented.
Design Delivery Benefit realisation starts4. SEND Sustainability (Service Transforma6on)
Why is the change needed? Implica6ons
Outcomes for SEND children in Surrey are lower than our peers • More children’s need will be met through inclusive and local school
and need to improve. Feedback from children, young people and provision.
• Financial sustainability will only be achieved through mee6ng need
families as well as our regulators also highlight that the service earlier and more effec6vely.
needs to improve. • Needs are met through a graduated response and SEN support is
Demand is increasing at much higher levels than funding. The more effec6ve for children.
service needs to be transformed to ensure it is financially
sustainable in order to meet needs.
Key assump6ons
• Partners, par6cularly educa6on sesngs, are commimed to a whole
system approach.
What will change? • Capacity of provision will be available when required.
• Focus on early support and preven6on, including preven6ng • The current forecast annual deficits for the next 3 years, prior to
the escala6on to more complex needs. achieving financial sustainability, can be mi6gated and not carried
forward (but will require repayment from future years savings).
• A joined up and whole system approach to prac6ce and
support for children and young people.
• Educa6on, Health, Care and partners are commimed to
delivering a whole system approach. Benefits & outcomes
Improved outcomes for children and families.
• Commissioning to ensure appropriate sufficiency and cost
Achieve financial sustainability over 3 years.
effec6ve local provision.
• A reduc6on in SEND transport costs through policy changes
and increased local placements.
• Improved financial stewardship. Investment
• Enabled by improved data and insight as well as digital ~ £4.7m investment plus ~£7.3m SEN capital DfE grant funding required
solu6ons. over 3 years.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Delivery
18/19 Savings Benefit realisation ongoing throughout programme
SEND Transport (existing)5. All Age Learning Disabilities (Transitions) (Service Transforma6on)
Why is the change needed? Implica6ons
• By taking an All Age approach for service delivery for residents • Families are clear what they can expect from educa6on, social care and
with a learning disability and/or au6sm, we can provide bemer health services.
quality outcomes through a more sustainable approach. • Residents will access personalised, local support at the right 6me.
• As with other areas throughout the UK, we know that the current • A whole system approach across educa6on, care and health is required. In
split between children and adult services and health and social par6cular partnership working with Health will be cri6cal.
care hinders our collec6ve ability to commission effec6vely for
people with a learning disability throughout their lives.
• We plan to take a staged approach to the all age work, then Key assump6ons
star6ng to tackle the area of transi6on first before moving on to • Partners are commimed to the changes and the focus on opera6onal
other aged services. prac6ce improvement.
• Partners agree that we need to improve the commissioned service offer
locally (Local Offer Plus).
What will change?
• All age learning disability approach star6ng with services for 14-25
Benefits & outcomes
years moving on to other age segments (of the all age approach)
thereaber. Cost savings/Cost Avoidance of £3.5m over 3 years in this business case
• Improve local commissioning solu6ons e.g. introduce ‘Local Offer plus ~£6m counted in the SEND business case. NB. Other savings for Adult
Plus’. Social Care (ASC) for the area of Learning Disabili=es. The recently confirmed
posi6on with ASC for the latest LD savings are currently £14.2m of financial
• Residents will be involved in the development of local solu6ons benefits (some cost avoidance, some cost reduc6on) budgeted for 2019/20, and a
and feedback collected from them at regular intervals through a further £12.1m budgeted in 2020/21, so £26.3m over the two years. This is across
new resident focussed performance dashboard. all of the transforma6on programmes and savings planned outside of the
• Support to other areas of the business to deliver their outcomes transforma6on programmes. There are therefore already £23.3m of savings
and priori6es e.g. SEND post-16 work and embedding the Family planned for LD (18-64 only here, so savings including LD 65+ would be higher)
Resilience model, and suppor6ng the new approach for strategic over the next two years outside of All Age LD programme.
commissioning.
Investment
~ £2.64 Million over 3 years.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Delivery Start of benefit realisation
New Model in place for transitions
Review and agree next stages of work for new model.6. Waste – Community Recycling Centres (CRCs) (Service Transforma6on)
Why is the change needed? Implica6ons
The amount of waste that CRCs deal with has fallen • Poten6ally reduced CRC service provision.
significantly in recent years; a 36% drop from 2015/16 to • Resident sa6sfac6on could ini6ally drop from 70% ra6ng.
2018/19. This is a result of new measures that have been • Residents may have to travel further to reach an alterna6ve
introduced that has so far generated c £2.5m in savings. CRC
There is an opportunity to introduce further changes that will
provide even bemer value for money for the Surrey tax payer
and important savings for the council at a 6me of
unprecedented financial need.
Key assump6ons
What will change? • Buy in from Members to support and deliver change.
• Commitment from Suez Surrey (contractor).
• Comprehensive review of the CRC service provision to
align with current reduced demand.
• Non-household wood and roofing felt will be added to the Benefits & outcomes
exis6ng charging scheme where a charge is levied for • C. £1M savings per annum including increased income
disposal. A price increase (TBC) of all materials in this
genera6on at the CRCs.
scheme will also be introduced. • Reduced demand – waste tonnages and car visits reduce
• Delivery of a strategy to manage black bag waste. further.
• Opening of a fibh reuse shop at Shepperton CRC.
• An applica6on fee (TBC) for an annual van permit will be
introduced.
• Businesses will be allowed to adver6se at some CRCs. Investment
• Commence a trade waste service at Earlswood Transfer
Sta6on. • C. £110K.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design, consult & develop Delivery
Benefit realisation starts
Change Completed
Public consultation (12 weeks) Analysis8. Finance Transformation (Service Transforma6on)
Why is the change needed? Implica6ons
The Council needs to have robust, resilient and effec6ve financial A requirement for addi6onal headcount on a temporary basis
management in place to deliver the transforma6on programme to support the transi6on.
and a sustainable financial posi6on going forward. The 2 key Poten6al re-structuring of the Finance team and associated
objec6ves are to: costs.
• Address the financial challenges that the Council currently
face. Key assump6ons
• Develop a more robust and sustainable culture of financial Members, staff, unions and key partners recognise the scale of the
discipline across the Council. challenge and are generally willing to accept the consequen6al
impact on services and act collabora6vely and construc6vely to drive
the changes required.
What will be delivered?
Benefits & Outcomes
The current business case covers stage 1 of this project,
which will: • Delivery of addi6onal savings in 18-19 to remove need to draw
on reserves.
• Develop an opera6ng model, drawing on best prac6ce • A balanced and sustainable budget for 19-20 and beyond,
elsewhere, to ensure an effec6ve finance func6on. without relying on the use of reserves.
• Prepara6on of a suitable transi6on plan. • Greater confidence amongst members and CLT in the financial
es6mates
• Dynamic Finance team that raises standards of financial discipline
and is a key driver of change across the Council.
Investment
Cost of stage 1 review £165k
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Delivery of 19/20 Savings
Implementation of finance operating model
Approval of implementation plan, allocation of budget allocations and 19/20 budget approval9. Highways, Transport & Environment Transformation (Service Transforma6on)
Why is the change needed? Implica6ons
HT&E provides a significant number of universal services for residents • Our offer will balance residents needs with affordability.
and businesses in Surrey. To ensure our services remain affordable we • Communi6es and partners will self deliver some ac6vi6es where
need to change. This change will include the crea6on of a visible
appropriate.
affordable service offer to our residents, an increased focus on crea6ng
addi6onal funding, reviewing fees and charges, empowering • Residents will experience more effec6ve access to services.
communi6es, the streamlining of our processes and a new contract
strategy .
Key assump6ons
What will change?
• Members support the changes.
• We will have a clear affordable service offer linked to the council • Addi6onal investment may be required in key enabling areas
vision that is outcomes based.
such as digital.
• We will maximise addi6onal funding, fees and income [explored
further in FBC and aligned with the Fees and Charges FBC].
• We will have a lean and responsive organisa6on designed to deliver
the service offer.
• We will have streamlined processes aligned with the Customer Benefits & outcomes
Experience Single Front Door & Channel shib FBC. c.£14m ongoing savings (£11.5M first seen in 2019-20 rising to
• We will have more effec6ve customer services using the £13.5M in 2020/21).
opportuni6es provided by digital to bemer inform and respond,
Outcomes for residents align to the councils vision.
aligned with the Customer Experience - channel shib & Digital FBC
• We will enable and empower communi6es and partners (including
Districts and Boroughs and Parishes) to self deliver.
Investment
• We will maximise the benefits of advances in technology.
• We will develop a new contract strategy supported by the c.£310k revenue, £2m capital
Commissioning FBC.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Delivery
Create Public
Develop proposed
Consultation Cabinet decision on buses
structure changes
Documents
Consultation Benefit realisation starts
Launch Consultation New Core Offer in Place10. Health & Social Care Integration (Partnership & Integra6on)
Why is the change needed? Implica6ons
Surrey has an ageing and growing popula6on with increasingly • Close partnership working across health and social care
complex needs, pusng demand on services. Surrey’s health and becomes more and more cri6cal
social care system is fragmented which means pa6ents don’t • Care models are tailored to the local/community level
always get the care they deserve. Financial constraints mean more
has to be done with less • Con6nuing increase in local control of, and accountability for,
the health and care system
Key assump6ons
What will change?
• Partner collabora6on is high priority across the system
• We will develop a financially sustainable health and social care
system that delivers improved outcomes for residents through • The suppor6ng organisa6onal integra6on is viable to enable
the delivery of holis6c services step change in use of resources & outcomes
• New models of care across health and social care teams will
enable access to the right health and care, at the right 6me, in Benefits & outcomes
the right place £2.8M in demand management 2018-21
• Collabora6ve working will help prevent admission to hospital System wide savings, and u6lisa6on of pooled budgets to invest
and support hospital discharge in social care and preventa6ve ini6a6ves (e.g. £48M of the £85M
• A move to a more preventa6ve approach will help people live Bemer Care Fund)
healthy, ac6ve lives, live independently and delay the need for Residents have access to the right health and social care at the
care and support right 6me
• Enablers like devolu6on, financial planning and management,
data will make full use of resources, partnership working and Investment
improve outcomes £0.02m over 2018-21, plus the use of exis6ng staff
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Benefit realisation starts
Delivery11. Place Strategy (Economy, Growth and Commercial)
Why is the change needed? Implica6ons
Surrey needs to grow. Although it is a wealthy, prosperous • Poten6al reloca6on of staff and services to a new, modern civic
County, growth rates are slowing. Residents have iden6fied a estate.
need for more affordable homes plus growth in jobs and skills, • Repurposing of exis6ng assets for other uses.
alongside the Council needing more revenue.
Key assump6ons
• Cabinet will support the strategy, along with Districts and Boroughs.
What will change?
• Districts and Boroughs and other partners willing to collaborate on
• A Surrey-wide Place Strategy will be developed with use of assets and resources for service delivery and on plans for
collabora6ve place shaping at its core. The strategy will use specific places across Surrey.
the Council’s assets to drive investment in homes, jobs and
infrastructure across Surrey as well as create revenue
income streams to support services for the future.
Benefits & outcomes
• It will be developed in partnership with a wider group of
• £25m addi6onal revenue income stream to support services, by
stakeholders including the LEPs, Surrey Futures, districts and
2030
boroughs, business etc.
• Meet new homes targets for Surrey
• The strategy will aim to leverage the Council's assets along • Increased jobs and skills
with other public estate assets to increase outcomes for • Improved infrastructure to support growth
residents and to drive inward investment into Surrey. • Increased inward investment in Surrey
• This will be developed over 6 months, and presented to
Cabinet in Q1 2019/20, along with an implementa6on plan. Investment
• The implementa6on plan will then need to be delivered to For strategy development: 2 FTEs and external specialist advice,
achieve the required outcomes. This will include op6ons for including: impact assessments; op6on appraisals; financial modelling;
re-modelling the CC corporate offices and developing new review of delivery mechanisms; - c£500K total . Opportunity cost of
delivery vehicles staff 6me.
• the CC corporate offices and developing new delivery
Outline Plan with key milestones
vehicles
• . 2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Cabinet Report
Cabinet Report Delivery
Strategy Development Delivery planning
Engagement13. Agile Workforce (New ways of working)
What does the change mean? Implica6ons
The ability to work almost anywhere, whenever, wherever, to • Will allow improved partnership working and integra6on
collaborate and contribute without constraints. The Mobile • Goes hand in hand with office space reduc6ons & savings and
Workforce project will support; culture change within services, culture change in the way we work
provision of equipment for smarter working, maximising use of
property por}olio, reducing unproduc6ve 6me for staff. Key assump6ons
• Benefits are realised by services
• Agile Workforce is key enabler for the Property savings and new
What will be delivered? organisa6on design
• Mobile Solu=ons: An offer for all staff that enables them to • Future headcount of c.8,800 in new organisa6on design
undertake the majority of their work from an appropriate • Costs for establishing new property IT infrastructure is not
loca6on, relevant to their role included in the business case
• Technology Infrastructure: A core infrastructure that can
support a greater propor6on of mobile staff Benefits & Outcomes
• Culture and Skills: Teams are supported to work in an agile • Services have greater capacity to manage demand
working manner by addressing some of the barriers to • Staff are more produc6ve and effec6ve
adop6ng this prac6ce across; technology skills, property, • Staff and teams can work from a variety of loca6ons
support, policies • New working prac6ces and digi6sed services
• Forma6on of mul6-disciplinary teams is supported
• Digital Services: Staff and managers are supported to adopt
agile working by digi6sing procedures and services
constrained by loca6on Investment
• Informa=on and Knowledge Management: Staff are Enabling the reduc6on of opera6ng cost in property, organisa6on
supported to adopt smarter working through greater design and service overheads across the programme. Addi6onal
amounts of informa6on being available electronically with £2mill saving target for services outside of the programme.
the ability to collaborate with colleagues in virtual spaces Investment £20.6 million over 4 years (Offset by exis-ng budget of
£5.2 million).
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design
Benefit realisation starts IT Equipment Refresh
Delivery14. Orbis Value For Money (New Ways of Working)
Why is the change needed? Implica6ons
The Orbis model needs to be able to respond to the changing • The Orbis model can be adaptable/flex for 3 different organisa6ons
capability and capacity required by each local authority, (including governance and leadership arrangements).
whilst ensuring services are provided in the most efficient • There may be a need to change approaches in rela6on to the Orbis
partnership model or other elements.
way possible that delivers value for money. • Some non-essen6al services may need to be reduced or stopped in
order to deliver the required savings.
What will change? Key assump6ons
• Addi6onal investment may be required in key enabling areas such as
• A refocused Orbis model capable of: digital and property.
• Delivering further efficiencies and savings
• Any outcomes and changes would need to be agreed with all Orbis
• Suppor6ng service departments through major partners.
organisa6onal change
• Bringing forward models and opportuni6es for new ways of
working to lever transforma6onal change Benefits & outcomes
• A review of current Orbis model, assessing gaps and
opportuni6es in each of the service areas, with a focus on: Model able to support SCC transforma6on and provide effec6ve
• Strategic capacity: Ability to see the bigger picture; ongoing support for front line service delivery.
stakeholder management; Savings £3.2m (Surrey propor6on)
• Professional Services: Provision of quality advice;
responsiveness; capacity and competency
• Transac=onal Services: Reliability, processes, systems, Investment
efficiency loca6on and effec6veness of service delivery
Revenue (staffing) costs: approx. £600k over two years.
Capital investment to be confirmed.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Plan and milestones TBC – pending EY outputs15. Performance Management and MI/Insights (New ways of working)
Why is the change needed? Implica6ons
To develop a shared ‘single view of the truth’ across our data, • All service areas will support opening up of their data to a
giving a clear view of how well our ac6vity is helping to achieve shared single analysis tool (replacing exis6ng arrangements).
our ambi6ons for residents.
• Leaders and managers will use the data and insight produced.
To ensure we have the data and insight required to drive effec6ve
decision making, improvement, transforma6on/service design
and commissioning.
Key assump6ons
• That the Vision, Council Strategy and Transforma6on
Programme projects provide clarity of what KPIs will be
What will change? required as part of a new Performance Management
Framework.
Phase 1 (to end of 2018/19)
• A performance framework which ensures robust governance, • That services are recording high-quality key performance
repor6ng and accountability rou6nes and oversight. informa6on on stable and developed core systems and that it is
• Inventory of cri6cal insight requirements. possible to open up that data from our core recording systems
• Performance dashboards for cri6cal measures (Corporate to automated repor6ng and analysis tools.
Strategy and Transforma6on Projects) (moving to Tableau as
possible). Benefits & outcomes
• Roadmap for 2019/20. Data and insight drives opera6onal management, strategic
decision making, commissioning and transforma6on - this leads
Phase 2 (based on 2019/20 roadmap) to improved performance, produc6vity and service design
• Stronger data and insight capabili6es. [poten6al savings here to be aligned with other work to avoid
• Establish the people, skills, technology and processes to double coun6ng].
develop leading-edge performance management and insight
(making it BAU). Investment
£300k.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Phase 1 Deliver Phase 1 Benefit realisation starts
Design Phase 2 Deliver Phase 216. Spans of Control (New ways of working)
Why is the change needed? Implica6ons
The change aims to move Surrey towards an organisa6onal design • There is a major culture change from risk avoidance to a manged
that has fewer layers and greater spans of control. This will in itself risk approach.
deliver direct savings by reducing the number of management • Many processes will need to be redesigned to enable the
levels within all services. It will also deliver a more agile and benefits to be harvested.
effec6ve organisa6on, enabling bemer engagement and facilita6ng
faster decision making.
Key assump6ons
That there is strong stakeholder buy in to the changes necessary
What will change? and communica6ons and engagement are effec6ve and in place.
• Ini6ally a set of ideal organisa6onal design principles will be put CFL and Fire will be excluded from the principles
forward.
• These will be applied to restructures (either transforma6onal or Benefits & outcomes
BAU).
By de-layering, decision making is accelerated, communica6ons
• Where there are no reorganisa6ons taking place an audit/ and engagement are improved and ul6mately services are either
challenge will take place to apply the new principles.
improved or maintained within a smaller financial envelope.
• The LGA have been commissioned to support Surrey using the
Decision-Making Accountability (DMA) tool. 16 people in Surrey High confidence benefits £10.5m. Many of these will be realised
will be trained as part of this programme. via other restructuring so cau6on is advised against double
• When these principles are implemented a new, leaner coun6ng.
organisa6on will be designed. There will be fewer layers within
services and decision making and repor6ng will be streamlined.
Investment
Engagement of LGA for DMA support - £30k.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design. Data Cleanse. Principles agreed. LGA Support Completed Audit Completed.
Lessons Learnt
Restructures Underway17. Commissioning (Commissioning & Procurement)
Why is the change needed? Key assump6ons
To re-imagine how the Council and its partners think, plan and • Not every major issue facing the Council will lead to a
deliver commissioning. procurement and a contract
The old paradigm of analyse, plan, do, review is not necessarily fit • IG issues can be clarified & partners will be able to share info
for purpose. and data.
• SCC will invest in suitable digital/technological solu6ons,
allowing integra6on between systems and improvement in data
What will change? quality and management.
• A new Strategic Commissioning Hub.
• A new innova6on-led approach to commissioning across the
Council. Benefits & outcomes
• Co-produced solu6ons in the communi6es of Surrey with need
• Enables innova6on and service transforma6on across the
at the heart of this new approach.
• Joint commissioning across health and social care. Council, taking a system-wide approach to complex issues
and iden6fying efficiencies.
• Enabler to other FBCs, most notably AALD, HTE, Family
Implica6ons Resilience, AwCS and SEND with input to approx. £24m
savings forecast across FY2019/20 and FY20/21.
• The new strategic commissioning approach will act both as an
• Enable the delivery of £2m social value benefits in
enabler and as a means of transforming services and reducing
FY2019/20.
budget spend.
• Underpinned by a deep immersive understanding of need. • Non-financial: improved integra6on with Health to enable
joint commissioning where appropriate, improved partner
alignment (Single Commissioning Framework) to establish
consistency of approach, measurable standards and bemer
Investment outcomes and improved visibility of strategic commissioning
Investment of £800k over 2 years. opportuni6es
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design and Develop Delivery
Benefit realisation starts20. Fees & Charges (Investment & income)
Why is the change needed? Implica6ons
• The fees charged to the public for some services may
To reduce uninten6onal and avoidable costs for the council that
substan6ally increase (e.g. over the cost of infla6on as already
are incurred by providing non-statutory services to residents.
assumed in the MTFP) where this is jus6fied in term of cost of
There is no clear policy or governance for the issuing of fees & delivery.
charges at present. This therefore needs to be developed to • Some services may cease or be subject to a reduc6on in
allow for consistency of applica6on. demand if charges are introduced/increase.
Opportuni6es for issuing fees & charges across the council need
to be iden6fied in line with this new policy to equip services with Key assump6ons
the ability to generate further income/savings. • The project will act as an enabler for directorates across the
council to implement fees & charges for the provision of
services.
What will change? • Residents may not support these changes but the council is
legally within its right to charge for certain services.
• The council will only con6nue to provide discre6onary
services without charge if there is a policy ra6onale for doing
so.
Benefits & outcomes
• Our approach to service provision will change in that it will be • Reduc6on of uninten6onal subsidies.
assumed, where it is legally permissible to do so, that a fee or • Demand management.
charge will be levied for discre6onary services, to make them • Addi6onal income genera6on.
cost neutral, unless stated otherwise. • Iden6fica6on of opportuni6es for introducing fees & charges
• A number of discre6onary services will no longer be provided across the council.
without charge. Other services for which a charge is levied • Financial benefits will be realised and delivered by individual
may be subject to an increase in charges. directorates.
• A clear policy and governance structure will be implemented
which will standardise the approach for issuing fees & Investment
charges. • A modest ini6al investment of £42k (£7k of which is grant
• Directorates will be enabled by the policy and ini6al funding) is required for staff costs.
iden6fica6on of opportuni6es as a result of this project to • Further costs will be determined when directorates conduct
implement fees & charges for provision of their services. reviews of their services using the fees & charges policy.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Delivery
Benefit realisation starts(Technology and Digital
21. Customer Experience – Single Front Door and Channel Shift Innova6on)
Why is the change needed? Implica6ons
A single front door for customers is needed because customers • Reduced calls on rou6ne transac6ons, leading to reduc6on in staff
currently have mul6ple entry points to transact, interact and and increased capacity in service.
obtain informa6on from the Council which creates a prohibi6vely • Consistent and accurate informa6on given to customer first 6me.
expensive and inconsistent model of customer delivery. • Reduced duplica6on.
• Enhanced customer insight will be used across the council to drive
change.
• Improved consistency across channels, including management and
governance of design.
What will change? Key assump6ons
• A single front door for customers across mul6ple channels • Services across Surrey will use the front door model.
replica6ng a successful exis6ng model for addi6onal services. • Assumes investment in technology.
• Digital self-serve is the cheapest form of contact.
• Enhanced online provision to encourage self service.
• Cashable savings realised in services.
• Crea6on of single customer portal to simplify resident
transac6ons.
Benefits & outcomes
• Automated processes and integra6on with back office systems.
• Increased efficiencies achieved by economy of scale delivered
• Customer insight tools and repor6ng. by front door model.
• Enhanced insight to build a comprehensive overall customer • Increased customer sa6sfac6on and self-serve.
view; used to improve customer experience and inform service • Improved insight into customer interac6ons & behaviour.
delivery.
Investment
£1.039m staffing costs to delivery single front door / channel shib.
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Delivery
Benefit realisation starts22. Digital (Technology & Digital Innova6on)
What does the change mean? Implica6ons
In adop6ng the processes, culture and technology of an internet • Co-design with services is fundamental
era, new digital capabili6es will be introduced to the council to • Service digital capabili6es will be re-used
deliver the various transforma6on programmes business cases. • Digital pla}orms will support future service design
This will enable service enhancements, cost reduc6on and
improved demand management.
Key assump6ons
• Digital is an enabler for other projects
What will be delivered? • There is value in automa6ng repe66ve processes
• Establish cross-cusng digital solu6ons for staff, residents, and • Revenue funding will be available to deploy scalable and
partners supportable technology
• Implement technical solu6ons iden6fied and co-designed with
services which support the realisa6on of benefits detailed in Outcomes
other transforma6on business cases • Residents have a seamless public service digital experience
• Exploit opportuni6es to join-up data, scale solu6ons and • Services benefit from increased capacity
improve sustainability of services • Real 6me data insights mean services can manage demand and
• This will be enabled by developing a number of the support residents most at risk
capabili6es and dimensions of a digital council;
Online/web, Automa6on/AI/Robo6cs, Informa6on and
insights from data and analy6cs, Tech/app enabled new Costs & Benefits
business, Tech-enabled services for residents, Social media Enables opera6ng cost reduc6on from demand management and
pla}orms and content automa6on across the programme. Addi6onal £2mill saving for
services outside of the programme. Investment of £8.2mill
(Offset by exis-ng budget of £4.7 mill) over 3 years.
Direct savings of £2mill in addi-on to wider programme service
savings supported by digital
Outline Plan with key milestones
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
Design Benefit realisation starts
Delivery
3023. Cultural Services (Service Transforma6on)
Why is the change needed? Implica6ons
There is a need to develop a new strategy for the delivery of • Residents needs will be met through a reshaped offer.
cultural services to ensure that they can con6nue to be • Models of delivery will be significantly different.
• Needs are met through a more diverse range of delivery models and
sustainable over the longer term. Costs need to reduce by £4m overall the number of tradi6onal libraries will reduce.
in total by 2019/20 in order to be able to achieve this. • Broader cultural services including arts, heritage, adult and
Libraries and cultural services are an important part of our work community learning and registra6on services will be redesigned and
to strengthen communi6es, to support vulnerable people and for self-sustaining.
family resilience. There is an opportunity to develop a new
strategy with these priority areas at the core. Key assump6ons
• Public engagement and consulta6on will be key to delivery of the
proposals
What will change?
• Corporate capacity and support will be available when required.
• Focus on a community hub model and place based • That we won’t adopt a salami slice approach but will maximise the
approaches in which tradi6onal libraries play a greater part in impact of the services we do deliver.
strengthening communi6es through fewer, targeted and • Significant change to exis6ng services will be required.
broader library provisions.
• Taking a more commercial approach to delivery of services
across cultural services to ensure that the county council can Benefits & outcomes
focus it’s resources in the most impac}ul way. • Cost reduc6on of £4m per annum from 2019/20
• Integrated services delivered suppor6ng the wider strengthening
• Considering alterna6ve opera6ng models for delivery of
communi6es and family resilience priority areas.
services including arts and heritage.
• Maximise use of council resources to add to the overall sustainability
• Developing a more integrated and leaner leadership and
management team within Educa6on, Lifelong, Learning and
Culture.
Investment
• Maximising community and digital solu6ons were ~ TBC (possible capital investment required) - £100k revenue for
appropriate. transforma6on capacity
Outline Plan with key milestones Benefit realisation ongoing throughout programme
2018 2019 2020 2021
H2 H1 H2 H1 H2 H1 H2
18/19 Savings
Design and consult Delivery
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