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Waverley Borough Council Committee System - Committee Document

Meeting of the Executive held on 04/03/2008
Annexe 1 to Appendix G - Draft Surrey's Sustainable Community Strategy 2008-11 - Delivering the Vision of Surrey in 2020




Working Together - Making Surrey A Better Place
G:\bureau\comms\executive\2007-08\268 SCS DRAFT.doc 17
Annexe 1




DRAFT

Surrey’s Sustainable Community Strategy 2008-11

Delivering the Vision of Surrey in 2020





















VersionDateAuthorChange History
V28/1/08Tim NimmonsRuth Milton PCT Edits
Inc LAA schedule
Ni 53 and 13 added
V310/1/08Tim Nimmons Nigel Horton Baker SEP Edits
Inc LAA schedule
Ni 79 moved from ED to CYP
Ni 172 added to ED, Ni 152 confirmed in pace of Ni 151
V411/1/08Tim NimmonsSSP review partnership project team edits to diagram and structure paragraph
Frank Offer C&YP edits
Further PCT edits to indicators
Andy Roberts / Faraz Baber LAA schedule E&I indicators returned from Ni 154 & 155 to Ni 157 & Ni 159
V514/1/08Tim NimmonsCrime levels and fear of crime update Restructure to include Achievements, Priorities, Targets into the main theme chapters
V617/1/08Tim NimmonsReview Group Edits -
Inc LAA Schedule
Ni 26, 27, 36, 40, 47, added to SSC
Ni 111 moved from SCC added to CYP
NI 157 & 159 to be replace with 154 155 in E&I
RM asked for consideration of Ni 14, 15, 17, 10, 11, 57, 185, 186, 188, 189 + local indicator to improve IMD
V722/1/08Tim NimmonsHilary Omissi L&SC edits p6 & 22
V824/1/08Tim NimmonsPolice edits to About Surrey
V925/1/08Tim NimmonsWaverley BC edits p5 – comments to balance healthy wealthy Surrey paragraph
Split theme chapters out.
Add outcomes from vision
V1028/1/08Tim NimmonsEdits to About Surrey and removed duplicated para from 3.3
V1129/1/08Tim NimmonsAdded section 4.4 Making It Real – removed Theme chapter structure
V1230/1/08Tim NimmonsAdded next steps

Signatories

1 About Surrey 4
2 Vision of Surrey in 2020 8
3 Surrey’s Sustainable Community Strategy 2008-11 10 4. Direction and Delivery 16

1 About Surrey


Surrey is an attractive place to live and work. The county is prosperous with high standards of living and low levels of unemployment (the claimant rate in Surrey was 0.7% in November 2007, compared to 2.2% for the UK). The dynamic economy is underpinned by an excellent quality of life provided by the rich mix of urban and rural environments and a low crime rate. Three quarters of the county is green belt status countryside, with the attractive Surrey Hills and part of the High Weald protected by Area of Outstanding Natural Beauty (AONB) status, and. Public satisfaction with Surrey as a place to live is high – at 89%. Surrey’s high quality of life has even been endorsed by Channel 4’s Best Places to Live programme, which showed seven out of Surrey’s eleven districts in the top twenty best places to live in the UK (with five in the top ten).

Surrey is also a resourceful county, with a strong voluntary and community sector. Levels of volunteering are high, and many communities are strong and self-reliant. There is a long track record of working in partnership to deliver more than individual organisations can achieve in isolation. Surrey residents are well-educated and articulate; are computer literate and well-paid.

Yet Surrey is a very challenging environment for local government and partners. Balancing good quality of life and protecting the environment with economic growth and demographic pressures is not an easy task, and is one that stirs strong and often conflicting opinions amongst the public. Surrey’s proximity to London is both a stimulus to the economy and a pressure – for example on the county’s roads and on the cost of housing and public service provision. There is also deprivation, which is harder for the individuals and communities concerned because of the relative affluence surrounding them.

Surrey’s residents and businesses have high expectations of public service standards and for the quality of life to be maintained. Yet Surrey’s public services receive relatively low funding from central government putting pressure on the contribution of local council taxpayers. Working together to find ways of delivering better services in more cost effective ways is core to the Surrey Strategic Partnership.

Surrey is the most densely populated and urban shire county in England. Surrey has a population of around 1.1 million. This is projected to rise to 1.18 million by 2026. Most of Surrey’s population live in the major towns (about 85% of the population live in just 15% of the area) yet has no single dominant town. There are approximately 430,000 households, with the total number of households projected to increase to 530,000 by 2026. The county is more ethnically homogenous than most, with 95% (just over 1 million people) being white. The 2001 Census shows the largest minority ethnic group is Indian (at 1% - 10,640 people), followed by Pakistani at 0.6% (6,265 people). In fact, gypsies and travellers are the largest minority ethnic group in the county but their population was not counted in the 2001 census. Ethnic minority groups are dispersed in the county.

Surrey’s residents are relatively healthy and wealthy, reflecting the county’s position as one of the major economic drivers within the South East. Surrey is the third least deprived local authority area in England and Wales (IMD 2007). The average salary in Surrey is just under 31,000, compared to 24,000 in England. The average salary figure however, reflects the fact that a proportion of Surrey's population are very well paid; there is also a significant element of Surrey's population whose income is at the other end of the scale and there are pockets of significantly disadvantaged communities and groups including Maybury and Sheerwater (Woking), Stanwell North (Spelthorne), Merstham (Reigate and Banstead) and Westborough (Guildford). The things that make Surrey a great place to live also bring their own pressures, which have a disproportionate impact on the less well off. For example, as a result of some of the highest house prices in the country, many people, including key workers, are simply not able to afford to buy a home on the open market. The cost of living in Surrey also tends to be more expensive than other counties, which means that people on fixed incomes have to make their money go further. It is said that to be poor in Surrey is a ‘double disadvantage’.

People tend to live healthier lifestyles and live longer than the average. This is partly attributable to a higher socio-economic profile. However the contrasts in wealth are reflected in the existence of significant health inequalities. Key issues for Surrey include a 5.4 year life expectancy gap between the most prosperous and most disadvantaged wards and 1,600 deaths a year from smoking, with some areas having smoking prevalence of as high as 40%.
The trends in public health in terms of obesity and alcohol usage will become more apparent. During 2006, the five Surrey Primary Care Trusts (PCTs) merged to form Surrey PCT, and a joint Director of Public Health has been appointed across the PCT and County Council. Work is focused through the newly adopted Health Strategy, which aims to improve the health and well-being of the people of Surrey, through focusing on health inequalities.

The Surrey economy is one of the most commercially successful outside central London and hosts a high concentration of the world’s leading industries such as information technology, telecommunications, biotechnology and advanced engineering. Surrey is close to London and bordered to the north and south by two of the world’s largest international airports (Heathrow and Gatwick), both of which are expanding. GDP growth in Surrey is expected to continue above the national average for the foreseeable future. Although Surrey has a high rate of employment within knowledge economy sectors, this is increasing at a slow rate, which suggests Surrey could potentially lose its competitive edge especially internationally. In addition Surrey scores low on Local Futures business and enterprise score, which takes into account productivity, business start up and closures, and the business start up rating in Surrey has shown signs of falling. So there can be no complacency about Surrey’s continuing economic success. The impact of congestion and skills shortages and need for infrastructure investment could all conspire to create a tipping point in the Surrey economy.

Many parts of Surrey have very low levels of recorded crime and the overall perception of anti-social behaviour as a problem is low, but levels of crime and disorder are still among the most important issues for residents in assessing the quality of the area where they live and work. Moreover, some towns and neighbourhoods have above average levels of crimes, such as theft from vehicles or violence against the person, and disorderly behaviour. Multi-agency approaches where neighbourhood police teams work with partners are helping to respond to these concerns and improve levels of confidence.

Despite being a semi-rural county, Surrey’s general affluence and its proximity to London place it at high risk from travelling predatory criminality. Analysis of Surrey Police forensic identifications (DNA and fingerprints) shows 46% of offenders identified in this way are from outside Surrey, and this figure has risen by 12% over the past two years.

Special southeast factors include Surrey Police being responsible for 79.3 miles of the busiest motorway in Europe; organised Crime Group activity originating in London; terrorist activity and in particular the threat to transport infrastructures and Heathrow and Gatwick airports, both of which border Surrey; and special operational commitments such as the Heads of State conference at Hampton Court and the Heathrow environmental protest in 2006. In addition, Surrey has the fastest rising population in the UK at nearly 1 per cent per year. Surrey Police is addressing these risks thorough ‘Operation Shield’, an operation, which comprises strengthened border activity, extra intelligence resources and covert detective assets to tackle the increasing threat.

The most problematic community issue is the misuse of alcohol, with its strong correlation with violence and public disorder (both in towns and open spaces), domestic abuse, accidents on the road and in the home (often leading to hospital attendance) and long term health problems. Its effects therefore present costs to a wide range of public and voluntary sector services and to the economy.

Surrey’s schools and colleges have high and improving levels of educational attainment, the highest national staying on rate at 16 and one of the best participation rates 16-18 . Surrey schools achieved their highest ever pass rate for pupils achieving five or more GCSE or equivalent qualifications at Grades A* to C passes including English and Maths in 2006/07 (these results are in the top quartile). Few pupils leave Surrey schools without any qualifications, although some groups (such as looked after children) fare less well. Achievement at Level 2 and Level 3 qualifications at 19 is above national and regional averages, but the rate of increase has slowed compared to other areas. Surrey has low levels of young people not in education, employment or training overall, but this masks high concentrations in areas such as Reigate and Banstead, Spelthorne and Woking

Surrey’s strengths bring challenges: Surrey has higher than average car ownership and car usage levels, which results in high levels of congestion and pollution; housing is expensive, with many residents struggling to get on the housing ladder; and there are pockets of deprivation with significantly disadvantaged communities and groups.

Surrey has a higher than UK average percentage of older people, although not the highest, and there has been a rise of over 30% in the 85 plus age group since 1991 and this trend is expected to continue. The number of young adults aged 15 - 24 in Surrey has declined, but with the high rate of new housing in Surrey we expect this trend to stabilise.

There are more cars per mile of road in Surrey than in any other shire county in England. Some Surrey sections of the M25 are the most heavily used stretches of road in Europe, which puts additional pressure on other roads in Surrey. Traffic congestion is a major concern in Surrey, with hot spots including Guildford, Woking, Redhill and Reigate. Various initiatives have been established to help tackle this such as introducing school Pegusus buses, car share schemes, and the innovative Network Management Information Centre. It is anticipated that traffic growth will be constrained by network capacity at about 20%. Unrestrained traffic growth could lead the cost of congestion for the Surrey community to rise to around 1.2 billion pounds a year. Further transport pressures may be added by a projected 2% increase in out-commuting and a 32% increase in in-commuting.

Surrey contains some of the highest house prices in the country (the average house price in Surrey for April to June 2007 was 363,554 compared with 216,285 in England). Comfortably off families are drawn to Surrey, with its beauty spots, low crime and good schools. The demand for housing makes the county unaffordable for young people and lower paid workers. This is aggravated by the proximity to London, where many key workers can obtain higher salaries and more incentives.

Demographic and economic pressures mean that the county needs to accommodate increases in housing provision. Building rates are consistently above those set out in the Surrey Structure Plan (3,215 housing completions per annum in 2000/01 – 2006/07 compared to the Structure Plan target of 2,360) with affordable housing provision exceeding the agreed target (2006/07 total completions of 1,209 against the LAA target of 860). Looking forward, pressures to expand into the Green Belt will be stronger than ever. Partners including the Boroughs, Districts and County Councils and SEERA have been working closely together with key stakeholders on the development of the South East Plan to understand capacity constraints and effectively respond to the challenging targets set by central government and to manage the implications of future housing development on local public services and transport networks. There is a particular focus on growth around the London fringe e.g. Reigate and Banstead is a designated New Growth Point with regeneration of the Preston Ward, Horley expansion, and the redevelopment of Redhill town centre likely to result in significant new housing capacity without loss of Green Belt land.

Surrey residents consume more resources and produce more waste per household than most other people in the country, which is thought to be exacerbated by the affluence of the county. Surrey residents also wish to see a better quality of service through an increased range of facilities at community recycling centres. Partners are working closely together in support of the Joint Municipal Waste Management Strategy to raise waste-awareness and collect more recyclables. Water companies in the south-east are expecting household demand to increase by about 20% by 2030 and the ability to meet that demand is likely to be of increasing importance to Surrey, particularly in terms of new housing developments, agriculture, habitats and industry. Higher rainfall events in winter could lead to increased risk of flooding. It is predicted that the recent floods in the UK could be expected to recur at 10 times the frequency currently experienced.

The situation in Surrey is often described as the ‘problems of success’. There is some truth in this, but it masks some of the underlying issues. The real situation is much more complex. Surrey may face fewer short-term service issues than many other areas but in Surrey the challenges are more strategic and are harder to address. They call for community leadership so that Surrey can sustain its success, share this success with all and promote independence by driving changes in attitudes and behaviour.

2 Vision of Surrey in 2020

In Surrey we have long recognised that partnership working is the preferred, if not essential, way to improve people’s quality of life. Acknowledging this underpinned setting up the Surrey Strategic Partnership (SSP) in 2002, which brings together key organisations from the public, private and voluntary and community sectors to work for the benefit of the county. The aspiration for Surrey was developed by the SSP as a result of a major public consultation and captured in the Vision for Surrey in 2020. Approximately 3,000 people were consulted and over 70 organisations signed up to the vision.

Surrey is a great county that benefits from the beauty and richness of its natural and built heritage, the diversity of its landscape, the distinctiveness of its communities and the strength of its economy. The vision for Surrey is one that will safeguard and enhance these strengths and improve the quality of life for people living and working in Surrey by addressing social, economic and environmental well-being and sustainability.

Our vision for Surrey in 2020 is of a county of distinctive, confident, caring, creative, and safe communities: where individuals and organisations have taken responsibility for resolving the many challenges that the county faces.

A distinctive Surrey means a county that recognises the value of the diversity and distinctive character of the three main areas that make up Surrey: the places that border London such as Spelthorne, Runnymede, Elmbridge and Epsom and Ewell; the towns of Guildford, Woking, and Reigate; and the more rural parts including Tandridge, Mole Valley, Waverley and Surrey Heath. It is the different natures, characteristics, lifestyles, cultures and aspirations of these areas that make it such a complex and interesting web of communities.

A confident Surrey means a population that builds on their achievements and that fosters a capable and self-reliant attitude to life. A population that is also prepared to take a positive and active approach to improving their lives, supporting an approach to education and learning that helps individuals achieve their full potential. A confident Surrey is also one where our communities are enabled to seek their own solutions to the many challenges our county faces.

A caring Surrey means a county where people are concerned about the well-being of the community as a whole, ensuring that vulnerable and less privileged individuals are supported and that the rights of minority groups are respected. A county where people value and protect their environment and their heritage, and care about the Surrey they are leaving to future generations.

A creative Surrey means a place that continues Surrey’s long tradition of being at the forefront of new ideas and innovation, with residents that appreciate the value of the arts and all aspects of our culture and economy.

A safe Surrey means a place that remains very safe, where people feel secure and confident and where individuals and communities actively keep the peace and are involved in securing the future.

In addition to setting out these characteristics that should act as the touchstone for partnership working, people also set out specific concerns and aspirations for the county. These are meant to provide a sense of direction for organisations and communities in Surrey rather than define outcomes, as these will inevitably be dependent on regional, national and international developments. They nevertheless reflect the aspirations of people in Surrey as expressed during the Surrey in 2020 debate. These combine with national, regional and local priorities to form an agenda for partnership working across the county.

Specific Aspirations for Surrey.
Surrey will still have high employment rates with a more mixed and balanced economy. It is likely that more creative businesses will have been attracted to Surrey as well as a greater proportion of micro and home based activities. There will also have been a strong move to a more dynamic relationship between business and public service organisations. Businesses will be more engaged with their local communities and have high environmental standards. There will be a better spread of household incomes in the county. Trade skills will be valued highly and young people will be better prepared for life and work.

Getting around the county will be easier with different modes of transport increasingly more integrated and locally managed with incentives and more options to reduce congestion and pollution. People in Surrey will not automatically choose the car as their first choice as there will be attractive alternatives giving more options in terms of the time of day that people can travel and the types of transport available. Travel options will be better organised through travel interchanges around the county. In addition the county will be looking to take advantage of the airports by developing good links to the airports around the county helping a range of support industries thrive.

Living in Surrey will be easier for people because they will be able to find accommodation to suit all needs. Arrangements to protect the rented housing stock will have been developed and the public services, in partnership with housing associations, will have developed a range of attractive, quality housing options. These developments will have good supporting infrastructure and meet high environmental, social and technological standards. People in Surrey will have worked with public services and businesses to reconcile the challenge of protecting the environment whilst at the same time ensuring that it is easier for young people and key workers in particular to live in the county.

Lifestyles will be different in many ways: Home working will be increasingly common with different solutions to ensuring that the work experience still has social benefits. It will be possible to work in a variety of ways and for several organisations at once. There will be strong social acceptance that education and learning is important and necessary for people of all ages. There will be an increasing focus on local early intervention to help ensure success at school and inclusion of young people in their community. There will be a greater focus on healthy and sustainable lifestyles so that related illnesses will have declined and communities’ impacts on the environment will have decreased. People will have more opportunity to work locally, increasing the time available for volunteering and social activities. Traditional retirement (an abrupt change in lifestyle at a certain age) will be a thing of the past, with people having more opportunity to contribute to their communities in a wider variety of ways.

Surrey will be recognised as a county that clearly values its natural and cultural heritage and will be regarded predominantly as a county of green spaces, individual and distinctive villages, market towns and urban areas that together provide the people of Surrey with a sense of belonging and identity. The county will be known for its ability to accommodate and value diverse communities and it will be seen as distinctive from and more independent of London. Whilst there will be more development, less will be gated, as people will feel safer and more connected with their communities. There will be a greater focus on communities working together to help themselves and provide support to vulnerable and at risk groups. Towns will be vibrant, managing to appeal to all ages and walks of life and village communities and their infrastructure will have been maintained. Surrey will be more self confident and proud of its diversity.

Public services will have developed new ways of working together to provide their customers and citizens with more efficient streamlined services. It is probable that new governance arrangements will have been established with substantially more people involved in planning and directing services. The public will benefit from and value strong, coordinated community leadership from the public services, voluntary groups and businesses to help them resolve the challenges that the county faces in improving quality of life and well-being.

3 Surrey’s Sustainable Community Strategy 2008-11

Surrey’s Sustainable Community Strategy is our plan for a better Surrey, setting out partnership priorities and actions for delivering the 2020 vision. The Surrey Strategic Partnership consulted widely with partners through the summer of 2007, including the SSP Annual Conference, to establish a shared view of the county’s improvement priorities in anticipation of the conclusion of Surrey’s Local Public Service Agreement in 2008 along with our Local Area Agreement following the Local Government and Public Involvement in Health Act 2007. The act aims to strengthen the leadership role of Local Strategic Partnerships in creating “strong, safe and prosperous communities” through a new performance framework underpinned by a set of 198 National Indicators and supported by duties on partners to involve and cooperate.

The Vision of Surrey in 2020 received strong support from partners through this process and has been retained in this document, Surrey’s Community Strategy 2008-11, which builds on our previous Community Strategy along with the successes and lessons learned from partnership working to date.

3.1 Our Ambition

The priorities that emerged from engagement with partners give a strong sense of the balance we need to strike in Surrey going forward. It is clear that delivering the Vision of Surrey in 2020 requires striving towards excellence in some areas (economy, crime, education, health). Excellence is more than achieving the best exam results or the lowest crime rates or the highest earnings, but it is ensuring, through targeted effort to support those people most at risk of falling behind, that we close the gap between the best and worst outcomes. The ambition of our Community Strategy can be summarised by the following three goals.

Sustain Success

Surrey is a successful county. It is the biggest net contributor to the Exchequer and instrumental in sustaining London as a world-class city. But the need to nurture the country’s “cash cow” is not recognised in the government’s regeneration-focused investment strategy and Surrey is poorly funded. Over the longer term it is likely to weaken our position in relation to other internationally competitive regions and put pressure on services such as social care and policing. A strong economy is the essential foundation for maintaining healthy confident communities. This Community Strategy emphasises the need to invest in sustaining success, particularly as Surrey is approaching the tipping point at which the undesirable consequences of our success are beginning to have a significant impact on those areas needed to sustain the economy (such as congestion and the cost of housing) and our quality of life. Creative solutions to these issues are required from partners working together, to sustain the economic engine of the county’s (and the country’s) success, while safeguarding the beauty and richness of Surrey’s natural and built heritage, the diversity of its landscape, and the distinctiveness of its communities.

Share Success

While Surrey is a relatively affluent county there is real deprivation and evidence of inequalities. Deprivation in Surrey is not widespread but where it occurs it is significant and needs addressing. Moreover, widespread affluence makes the contrast even more marked for our less fortunate citizens and there is not the same general cultural, emotional and structural support that is likely to exist in many less prosperous areas. The five most deprived wards in Surrey account for only 3% of the population but they score relatively highly in the national league of multiple deprivation

Our vision of caring communities demands that Surrey’s success is shared and outcomes are improved for its disadvantaged and vulnerable individuals. Preventing a wide gap between people’s economic circumstances also fosters safe communities and confident communities. In essence, the challenge is how we can better share the success of Surrey with the people in the county rather than with the rest of the UK.

Our Community Strategy recognises that the gap between the best and worst outcomes experienced by people, such as life expectancy, are widened rather than closed by measures aimed at the general population so it will target those people in most need, being mindful of the diversity of Surrey’s population and geography. Partners will find new ways of working together to make best use of their resources in providing effective support to disadvantaged and vulnerable people that emphasises prevention and early intervention.

Promote Independence

The third strand of our approach recognises that the public are a major partner in delivering the vision for Surrey, and in particular caring and confident communities. We are living in an increasingly individual and consumerist society in which people expect choice and control, and are unwilling to contribute more towards central services. There will never be enough money in the public purse to meet all of the community needs and it is essential that we establish a shared understanding of what individuals and communities can and should do for themselves and what should be delivered as essential public services.

In addition to establishing a realistic contract between public service providers and the public, an approach based on the promotion of independence can have a direct impact on the self-esteem and quality of life of those affected and can lead to more appropriate and sustainable solutions being developed and adopted by an individual or community.

3.2 Surrey’s Local Area Agreement 2008-11

According to the Statutory Guidance for Creating Strong Safe and Prosperous Communities, “The LAA sets out the ‘deal’ between central government and local authorities and their partners to improve services and the quality of life in a place. As such, the LAA is also the shorter-term delivery mechanism for the Local Strategic Partnership’s Sustainable Community Strategy. The Sustainable Community Strategy provides the story of the local area and should therefore articulate the longer-term ambition, evidence and rationale beyond the focus of a three-year LAA. Responsible authorities are required by section 106(2)(c)(i) of the Act to have regard to their Sustainable Community Strategy when preparing their LAA.”

The Local Area Agreement is a three-year agreement of up to 35 improvement targets against the National Indicator Set of 198, negotiated by partners with Government. It is possible to have additional local indicators within the Local Area Agreement that are not from the National Indicator Set. The new Comprehensive Area Assessment will hold all responsible partners to account for delivery against all of the Local Area Agreement targets.

The new arrangements also sever the previous link between funding streams and indicators. Instead partners are expected to align core funding to deliver mainstream service improvements to realise the Vision for Surrey in 2020.

The challenges Surrey faces are complex and difficult to address, calling for community leadership and the ability to drive changes in attitudes and behaviour. Many of the national indicators on the other hand are tactical; others are new so we have no baselines and it would be difficult to target an appropriate degree of stretch; others would be difficult to make a measurable difference within three years. Under these circumstances an extensive Local Area Agreement would not service Surrey well, so the Surrey Strategic Partnership has chosen to negotiate a pragmatic and focused Local Area Agreement to address immediate improvement priorities where there is a suitable national indicator, we have good evidence and base lines, we can make a measurable impact within 3 years, there is value added through partnership working and organisations have capacity to deliver. Partners who have agreed that targets specifically relate to them are listed in Appendix 1 LAA Template. Other important objectives remain within Surrey’s Community Strategy and will be managed by the Surrey Strategic Partnership. The thematic partnerships will develop their medium term delivery plans, indicators and milestone targets once the LAA is agreed. These may be incorporated into our Local Area Agreement in the future or may be used to form the basis of a multi area agreement at an appropriate time.

The Surrey Strategic Partnership will monitor performance against the full 198 national indicator set. Thematic Partnership responsibilities for indicators are set out in Appendix 3.

3.3 How We Will Work Together

The Vision of Surrey in 2020 anticipated much of the direction of travel of the Government’s place shaping and community leadership agenda. It is clear that engaging and involving local people in planning and delivering the vision and facilitating partners working together to deliver better services in a more cost effective way are critical success factors in realising the 2020 vision and meeting the expectations of our communities. The Surrey Strategic Partnership is our primary forum for this.

Structure

The Surrey Strategic Partnership (SSP) brings together key organisations to work for the benefit of the county. The leaders of Surrey’s main accountable, publicly funded organisations will meet, along with representatives from the private and third sectors, to agree the strategic direction for the partnership and secure the ownership and support of key organisations.

A portfolio of five thematic partnerships will underpin the Leadership Group, which will inform strategic decision-making, develop thematic programmes of work designed to achieve the required benefits, commission that work and report on progress. The Community Strategy Delivery Management Group comprising Chief Officers from the thematic partnerships will coordinate work across the themes, drive delivery and report to the Leadership Group. Thematic partnerships will commission delivery through project boards and other delivery units and will draw upon the expertise of existing subject and geographic networks and partnerships to inform direction setting and to support delivery planning and execution.

Surrey Strategic Partnership Leadership Group

The Surrey Strategic Partnership Leadership Group is the forum for key organisations from public, private and the voluntary & community sector to work together to promote economic, social and environmental well-being of all who live and work in Surrey. It comprises leaders of partners, mandated by their organisations to agree shared strategic priorities for the partnership, to secure ownership by their organisations of the partnership’s programme of work for delivering the vision for Surrey as expressed in the Surrey Community Strategy and of the improvement targets agreed in Surrey’s LAA.

As a non-statutory body the Surrey Strategic Partnership Leadership Group cannot make decisions on behalf of the partner organisations. Target setting and consequent financial commissioning or contractual commitments proposed must be formalised through relevant partners.

The role of the Leadership Group is to:
Provide accountable leadership and strategic direction for Surrey’s Community Strategy and LAA across the tiers of local government in Surrey and for Surrey’s strategic partnerships
Agree and sign-off the LAA negotiated with Government
Influence operational plans of partners to deliver Surrey’s Community Strategy and LAA
Oversee progress in delivering Surrey’s Community Strategy and the LAA by receiving summary reports on performance from the thematic partnerships
Communicate the priorities, activities and achievements of the partnership (including those of the thematic partnerships) to the public and across the wider partnership.
Lobby, campaign and champion the issues that are important to Surrey to regional and national government and the media.

Appendix 4 details membership of the Surrey Strategic Partnership Leadership Group.

Thematic Partnerships

The five thematic partnerships will be responsible for delivering the Surrey Community Strategy priority outcomes and LAA targets agreed by the SSP Leadership Group by developing and commissioning thematic programmes of work designed to achieve the required benefits and reporting on progress to the SSP Board and partner organisations.

The role of the thematic partnerships is to:
Provide strategic direction within the theme and develop relevant aspects of Surrey’s Community Strategy, LAA and other action plans for recommendation to the SSP Leadership Group, taking into account the needs of Surrey’s communities in the context of the theme and the work of the other theme partnerships and influencing the operational plans of partners where necessary.
Co-ordinate and performance manage delivery of the relevant elements of Surrey’s Community Strategy, and LAA and other partnership priorities and targets against the theme plans, holding sub groups and partners to account.
Communicate the priorities, activities and achievements of the partnership to the public and across the wider SSP.

Performance Management

Performance management of Surrey’s Sustainable Community Strategy will be aligned with the Local Area Agreement performance management framework. A report of performance and risks to delivery against all community strategy targets and milestones, including the Local Area Agreement will be produced quarterly for the thematic partnerships and the Community Strategy Delivery Management Group will report to the Leadership Group. An extract of performance against Local Area Agreement targets will be reported to Government Office South East. The business support unit will coordinate performance reporting for the partnership.

Community Engagement

In line with our aim to promote independence, the Surrey Strategic Partnership and its Thematic Partnerships are committed to ensuring that local people (including those that work or do business or use services in Surrey in addition to residents) are involved in the development and delivery of the Community Strategy. The Surrey Strategy Partnership will facilitate this by the following:

Providing accessible information about services, policies, decisions that may be of interest to local people and in a way that supports their involvement
Providing opportunities for them to have their say about decisions and services that affect them through consultation
Involving them in other ways such as participating in design or delivery

Equality and Diversity

The Surrey in 2020 vision aspires to a self-confident Surrey that is proud of its diversity. The Surrey Strategic Partnership is committed to ensure that in developing and delivering the Community Strategy and thematic delivery programmes, we engage and involve a broad range of affected individuals and groups (including those that are hard to reach), to ensure that their needs are reflected in our Community Strategy priorities; that impacts are measured, leading to greater understanding and continuous improvement; and that benefits achieved are proportional and of relevance to all in our communities.

4. Direction and Delivery

4.1 Making it Real

This Sustainable Community Strategy has set out our story of Surrey: our shared vision, the challenges we face and how we will work together to meet them. The action required to achieve this will be set out in Thematic Partnership Plans. These will show how each Thematic Partnership links to the shared vision and will identify the main challenges for each theme. They will also set out a delivery programme containing immediate priorities, targets, milestones and actions, including targets negotiated in the Local Area Agreement.

It is the shared resources and efforts of partner organisations working together that will make this strategy a success. So it is important that the objectives and actions are reflected in partners’ business plans and performance management.


4.2 Next Steps


Up to March 08 - Thematic partnerships to develop plans containing delivery programmes
March 2008 - Submit draft of Surrey’s Sustainable Community Strategy 2008-11, including thematic plans and proposed targets for the Local Area Agreement, to the Surrey Strategic Partnership Leadership Group as context for negotiating the Local Area Agreement.
March to June 2008 - Further engagement and refinement of Surrey’s Sustainable Community Strategy 2008-11
- Thematic partnerships to engage and refine their theme plans on behalf of the Surrey Strategic Partnership
- Negotiate LAA with Government
June 2008 - Ministerial sign-off of Local Area Agreement in context of Surrey’s revised Sustainable Community Strategy 2008-11