Cs2614 annual report 2012 13 web

annual report 2012-13

Surrey County Council

Section 1:

Our performance 2012-13

Contents Introduction from the Leader and Chief Executive . . . . . . . . . . . 5 Supporting Surrey’s economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 4

Customers and Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Children, Schools and Families . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Adult Social Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Promoting good health in Surrey . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Environment and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Business Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 “The council has established innovation as a major organisational priority and has built strong foundations for becoming an innovative organisation” – Local Government Association’s peer challenge of Surrey County Council, March 2013

Public value through innovation

Looking back on 2012-13, we can feel enormously proud of what the council and its partners have achieved. Surrey rose magnificently to the occasion when the Olympic cycling events were staged here last summer. It showed just what we can do when public services work together and we can draw on the collective support of one another and an army of volunteers.

It was a huge logistical task to manage the events and the presence of a million spectators. Just look at the numbers - 6,000 people from different organisations working together, 500 road closures and communicating with 30,000 residents living along the route.

Not only did it put Surrey on the map as a beautiful place to visit, but it was all done on top of the day job of providing the best services for our residents.

You’ll see plenty of evidence in this annual report of the progress we have made in those key areas that are so important to Surrey people, from improving

David Hodge Leader of the Council

David Hodge

David McNulty

schools to caring for older people, investing in our roads and supporting apprenticeships. We also have exciting progress to report on infrastructure projects that support the local economy, and our continued focus on public value, which has identified £280m in annual savings. You can find all the financial details in the second section.

Efficiencies alone will not overcome the very challenging times ahead for the public sector. We need to innovate, to find new ways of working and providing services. To that end we have adopted a systematic and sustained approach to innovation, which we are calling “Shift”.

The aim is to shift attitudes and thinking to stimulate new ideas and develop new business models. It’s never been more important to innovate; and there’s never been a more important time for local government.

David McNulty Chief Executive

5

Surrey Future: Transforming the local economy

Supporting Surrey’s economy It is vital both locally and nationally that Surrey’s economy continues to be competitive. Surrey County Council and its partners have embarked on a £1 billion programme to modernise and enhance the strategic infrastructure of the county.

It includes a range of construction and technologyrelated projects to provide thousands of school places, improve travel, ease congestion, turn waste materials into revenue and extend superfast broadband right across the county.

Thinking big about Surrey’s future - The county and Surrey’s 11 district and borough councils have set up a forum with local businesses called Surrey Future to help transform Surrey’s economy. The first task it has undertaken is to develop a Surrey rail strategy during 2013 so that train services can better respond to the needs of residents and businesses. This will provide a long-term vision for rail services in Surrey, enabling the council to work with the rail industry on major infrastructure projects. These include Crossrail 2, tackling overcrowding on main lines and improving poor direct services, for example between Camberley and London.

Surrey Future is also developing a programme to improve the flow of traffic on Surrey roads, among the busiest in the UK.

Meeting the challenge of school places - A unique partnership of four councils – the counties of Surrey, West Sussex and Hampshire and Reading Borough Council – is using its expertise and buying power to carry out a £500 million school expansion programme. This will provide places for an extra 16,000 children over five years in Surrey, while the combined purchasing power of the partnership is estimated to reduce costs significantly.

Long-term highways contract pays off - Surrey County Council’s innovative highways contract with construction firm May Gurney has already saved £15m on earlier road maintenance contracts. There are further potential savings of £21m to be made by moving from annual to five-year programmes for road repairs to allow contractors greater certainty around workforce planning and buying of road construction materials.

Extracting value from waste - Surrey’s £100m investment with waste management company Sita UK involves building an Eco Park in Shepperton and upgrading 15 community recycling centres to achieve an ambitious 70% recycling rate. The average recycling rate across Surrey is now around 55%, although some areas are recycling more, such as Surrey Heath, which is achieving 64%. The ultimate aim is to have no waste going to landfill,

7

reducing greenhouse gases and saving the Surrey public hundreds of thousands of pounds every month in landfill taxes. In an exciting development Surrey has joined with six other councils in the south-east (collectively known as SE7) to develop a trading approach in commodities produced from treated waste.

8

Shining a light on efficiency - The innovative £76m streetlight replacement contract between the county council and private firms Skanska and John Laing is forecast to save Surrey £12m over 25 years in energy costs and cut carbon emissions by 60,000 tonnes. The project to replace 89,000 orange streetlights with more efficient, computer-controlled white lights that are less light polluting began three years ago. The bulk of the work so far has been concentrated in Guildford, Waverley, Spelthorne, Elmbridge and Tandridge. It is more than a third complete and has won industry and Government awards. £32m Walton bridge sparks local interest - The new bridge linking Walton with Shepperton is the first road bridge to be built across the Thames in more than 20 years. There has been a river crossing at Walton since 1750, and this is the sixth bridge to be built in this location, replacing the temporary structure that has been in place since 1999. The £32m bridge is an important link in the highway network to improve travel times for residents, commuters and businesses.

The project has captured the interest of local communities, with schools and groups of residents touring the site. Every effort was made to minimise disruption to local communities by using an innovative soil stabilisation system from Holland to support the cranes used in the construction, saving £300,000 and 1,000 heavy lorry trips to the site.

Superfast broadband tackles digital divide - Ambitious plans to make Surrey the best connected county in England have taken a major step forward with the signing of a £35m contract between the county council and BT. The deal was agreed last September to extend the high-speed fibre optic network to more than 80,000 premises in parts of Surrey, mainly rural areas, that would not otherwise be served by commercial operators. These households and businesses are scattered across dozens of different postcodes, which together make up what is called the “intervention area”.

European regulations only allow the council to invest in broadband infrastructure for areas not served by the commercial market.

The council aims to ensure all Surrey businesses and households can enjoy the economic, social and other benefits of reliable superfast broadband, which could boost the local economy by around £28m a year. Once the network is completed, people across Surrey will have access to consistent, reliable broadband speeds.

The Superfast Surrey Team managing the project have also announced the deployment schedule, outlining when and where the fibre optic network will be extended and how people will be able to sign up for superfast broadband.

The Superfast Surrey website at www.superfastsurrey.org.uk also includes a post code checker so that Surrey residents can see where they fit into the deployment schedule.

SUPERFAST SURREY

connecting our county

Bringing superfast broadband to Surrey www.superfastsurrey.org.uk

Superfast broadband could boost the local economy by ÂŁ28m a year

Olympic events are coming to Surrey Road Cycling and the Torch Relay will hit Surrey this summer are you ready to join the party?

Publicity for last summer’s Olympic cycling events

Customers and Communities ‘Olympic effect’ boosts Surrey economy - The three cycling events staged in Surrey at the beginning of the 2012 Olympic Games last summer provided a major boost to the local economy.

Surrey firms, supported by the county council, secured £800m-worth of Games-related contracts, while more than 30 foreign teams trained in the county. The Olympics cemented Surrey’s reputation as a world-class destination, with the men’s cycling road race the most watched sporting event in the world.

The logistical task was huge, with 500 road closures and a million spectators drawn to the events.

Cooperation of the public was key, including visitors and the 30,000 Surrey residents living along the route. In addition there was exceptional partnership working, involving 6,000 people from Surrey Police, the district and borough councils, the NHS, businesses, the voluntary sector and the county council.

l Another benefit of the Olympics was the surge

of interest in sporting activities. The 2012 P&G Surrey School Games ran for 150 days, with more than 8,000 young people from 232 Surrey schools taking part in 58 different sports and arts events, double the number from the previous year.

Access to the council anytime, anywhere - With about eight million visitors a year, the council’s website has already proved a popular information source for people. But with the growing use of smart phones, ipads and tablets to go online, the council launched a mobile version of its website in December to give its customers access to the information they need, anytime and anywhere they want it.

In the first three months of the launch, visits by customers using mobile devices increased by 28%.

Now on average one in four visitors to the council website uses a mobile device.

11

Cutting red-tape for Blue Badges - National changes to the Blue Badge scheme last year increased red tape for drivers with disabilities when they apply for their parking permits. The increased amount of information required led to delays of six weeks between applying for and receiving the permits. This prompted the council’s Blue Badge team to re-think the application process and improve online guidance to cut waiting times to six days by November 2012. This means customers can apply for their badge more easily and receive a more responsive service. Online applications have jumped from 7% to 22% over the past year.

Surrey, which processes more than 15,000 Blue Badges a year, is also the first council in England to introduce a process designed for people aged over 80.

12

Warning conmen from the doorstep wins applause - A Surrey trading standards campaign to tackle doorstep deception has won praise from consumer watchdogs and the media. The “Supersticker” initiative involves residents displaying messages in their neighbourhoods warning uninvited salesmen and others touting for business to keep away.

It makes use of new legislation that offers greater protection for residents. This gives legal force to notices telling doorstep sellers to leave the area. If they refuse, they can be prosecuted. The campaign has been endorsed and given national recognition by the Trading Standards Institute, Daily Mirror and MoneySavingExpert.com, amongst others. It was also the focus of the launch of National Consumer Week 2012, with widespread national TV coverage and a profile on social media.

l Surrey trading standards officers have also

succeeded through the courts, where £184,000 in assets were seized in February from traders selling counterfeit goods. The council will receive a share of the forfeited money to invest in new projects to reduce crime and protect vulnerable residents.

Investment opens new chapter for libraries While other councils are closing libraries, Surrey has shown how library investment in a high impact building in a prime location pays off. Surrey has opened two impressive new library buildings since January 2012 to public and professional acclaim.

The new Dorking Library was short-listed for the high profile Bookseller Industry Awards Library of the Year Award.

And the new-look Woking library, which opened in June 2012, with its striking, modern design, was refurbished as part of a wider redevelopment of the town centre by Woking Borough Council.

Bright colours have been used throughout both buildings to define areas to create a dynamic and exciting environment. l Progress continues with plans to turn 10

of Surrey’s smaller and lesser used libraries into community-partnered libraries.

Volunteers took over the running of three libraries in 2012 and three more libraries transferred across to the new management arrangements in early 2013. The rest will follow in a phased progamme.

Investing in libraries is proving popular

Win a Kindle Fire!

Visit www.surreycc. gov.uk/library promotion to find out how

A good book can take you anywhere Pick up the latest titles for Graphic freedevelopment at your library READ

SHARE

DISCOVER

ENJOY

EXPLORE

PLAY

LEARN

The biggest victims can be the smallest

Domestic abuse campaign hits home

If you’re in an abusive relationship it will affect your children too

Kay wins Librarian of the Year - Kay Hadwick, from Redhill Library, won the prestigious Librarian of the Year award from the Publishers Publicity Circle, an independent trade body that highlights high standards in library services. It was an impressive achievement for Kay, who beat off challenges from five other shortlisted contenders from across the UK, but the award also reflects the quality of Surrey’s library service overall. The book publishers nominated Kay for her work in promoting reading and her programme of events to highlight the works of new and established authors.

Sharing senior staff saves £100,000 - Mole Valley District Council and Surrey County Council embarked on a ground-breaking staff sharing scheme when Yvonne Rees, the county council’s Director of Customers & Communities, was appointed as interim Chief Executive for Mole Valley District Council. It is believed to be the first time a director of a county council has also taken on the chief executive role at a district council. The initiative will cement the already close relationship between the two councils, helping both organisations to continue to improve the services they provide to residents. The arrangement, which has since been extended to March 2014, will save more than £100,000 of public money.

SHOUT - young people air views on crime - The council, police and partners kicked off a series of youth conferences in March 2013 to listen to young people’s views about crime and

anti-social behaviour. The first SHOUT conference (Surrey Hear Our Thoughts) drew about 150 teenagers from Spelthorne, Runnymede and Elmbridge to air their views and concerns directly to the wide range of authorities and agencies who work to keep young people and communities safe. Similar conferences in east and west Surrey are planned for later in the year.

Tackling domestic abuse - Surrey County Council’s Community Safety Team launched a website in January 2013 - www.surreyagainstda.info - and a six week campaign to raise awareness of the impact of domestic abuse. Posters with the message, ‘The biggest victims can be the smallest’, featured widely across Surrey in buildings and on roadside and bus stop poster sites highlighting the damaging effects domestic abuse can have on the children who witness it.

Our library service has won a national award for their work helping people affected by domestic abuse. The award, from the Chartered Institute of Library and Information Professionals (CILIP), is national recognition for the project, Domestic Abuse - how Surrey Libraries can help. The project offers support and guidance to those experiencing and overcoming domestic abuse, providing information about local and national services and free access to computers in a safe place so that abusers cannot monitor or track them.

15

The council is the corporate parent to 800 children in care

Children, Schools and Families Keeping children and young people safe Ofsted inspectors found Surrey County Council’s arrangements for protecting children were effective, in their latest report on children’s services (September 2012). Ofsted said the council was child focused, that we listen and our work is making a difference to vulnerable children and young people.

Looked after children - The council acts as the “corporate parent” to children and young people who are unable to live with their birth parents. At any one time there are about 800 Surrey children in this situation. They are described as “looked after”. As their corporate parent, the council aims to be as ambitious for them as any other parent would be for their child.

The council has set up a bursary fund to give one-off rewards to Surrey’s looked after children to encourage them to achieve their full potential.

The bursary may be used for a variety of things, such as computer software for a child or young person who has a talent in design or to buy sports kit for a young person selected to play sport at town or county level.

In June 2012, Surrey County Council launched a new savings scheme for looked after children. The first of its kind in England, the scheme helps develop essential personal financial skills, and encourages the savings habit.

Surrey’s restorative approach to youth crime is at the forefront of national practice and delivers some of the best results in the country. Young people in Surrey are less likely to enter the criminal justice system than anywhere else in the country, and victims of youth crime report high rates of satisfaction with the restorative services they receive. Looked after children are far more at risk of entering the criminal justice system than other young people. To combat this, county council youth support workers and police have pro-actively worked with looked after children and young people at risk of offending, successfully preventing any becoming first time entrants to the youth justice system for almost two years.

Young people in Runnymede benefit from £100,000 - Young people in Runnymede will benefit by more than £100,000 from a special trust fund. The council has awarded £71,000 for projects in the area to The Community Foundation for Surrey, with the charity topping up the sum to £100,000.

The cash – part of which comes from the Abbey Barn Trust - will be used in a variety of ways to help young people make the most of their opportunities. Funding will support a range of local schemes, creating apprenticeships, employment training and other measures to boost skills and self-esteem.

17

Across the county, the council has plans to create 500 apprenticeships next year and has opened skills centres to help young people not in education, employment or training.

18

Commitment to educational excellence - A key aim for the council is to ensure every child in Surrey has a place at a good school. The majority of pupils in Surrey state-funded schools continue to perform better across all key stages, and in the majority of performance areas, than their peers regionally and nationally. For example: l Over 64% of children gained five A*- C grades at GSCE or an equivalent qualification, including maths and English. Surrey’s results remain in the top quarter for local authorities; l Pupils eligible for free school meals showed improved attainment across all key stages in the 2011 results and narrowed the gap with their peers;

Over

75

l Since the new Ofsted framework was

introduced in September 2012, the number of schools that are good or outstanding has been rising. Over 75% of Surrey schools are now good or outstanding; l A major school expansion programme has been adopted by the council to deal with Surrey’s rising birth rate. The £340 million investment programme will provide about 16,000 school places over five years; l The council has also invested £10 million in raising school standards, improving school performance and exam results. Surrey County Council is a leading local authority in developing the capability and capacity to secure its own school improvement, which is not matched elsewhere in the country; l In 2012, 83% of parents were offered their first preference of primary school and 95% were offered one of their preferences. 84% of parents got their first preference of secondary school and 97% were offered one of their preferences.

% of Surrey schools are now good or outstanding

Focus on giving children the best start in life

Tackling homelessness among 16 and 17 year olds

Nowhere to live?

Can’t go home?

Surrey County Council’s homelessness prevention service is here to help.

Who can help? l talk to your youth support officer l talk to your youth centre worker l contact us directly if you don’t know where to turn.

What will we do? l look at why you have become homeless l help you find somewhere to stay while we reach a solution l support you to make a long term plan.

Increasing participation in education, training or employment - Surrey County Council supports all young people to achieve qualifications and skills up to the age of 19 (25 for those with a learning difficulty or disability) so they can lead successful independent lives and contribute to their communities. l The proportion of young people not in education, employment or training (NEET) is low in Surrey, at just 4.1%; l A 30% increase in apprenticeships in Surrey – the result of two successful campaigns (‘200 apprenticeships in 100 days’ and the Leader’s apprenticeship programme) - makes Surrey one of the only places in the country where apprenticeships grew in 2012; l Surrey has achieved a 90% reduction in first time entrants to the youth justice system over five years, giving it the lowest rate per person in England; l We’re on track for a 43% reduction in youth crime from April 2010 to April 2013; l We have given all victims of youth crime the opportunity to participate in a restorative justice programme, with 85% satisfied with their treatment by the criminal justice system.

Four out of five would recommend restorative justice over traditional responses to crime.

Giving children the best start in life - The council has adopted a ‘whole systems’ approach to provide integrated health, social care and education services for children and families who need support. The focus is on early help, for example for children with disabilities, and supporting families where possible before they fall into crisis. l Surrey has started to implement the Government’s troubled families programme through joint working with borough and district councils, police and other agencies. All families eligible for the support programme undergo a single multi-agency assessment, incorporating the common assessment framework (CAF), and have a single multiagency plan; l To tackle homelessness among 16 to 17-yearolds, the council has developed a prevention service that provides a single point of contact for supported accommodation. Working together with districts, boroughs and housing providers, the use of bed and breakfast for young people has almost been eradicated.

Apprenticeships have increased by a third

21

Help make your community a better place to live

More than 15,000 Surrey people have dementia

Adult Social Care Promoting independence and choice Dementia – Throughout 2012/13 the council has continued to modernise dementia and older people’s mental health services in Surrey. More than 15,000 people in Surrey have dementia. Key achievements include: l Focusing on local priorities through the five Dementia Local Implementation Groups. This included increasing the diagnosis rates of people with dementia and working with care homes to reduce the avoidable admissions to acute hospitals; l Launching a county-wide dementia friendly community project in March 2013. This involves identifying “dementia friendly” people in Surrey to act as champions across the county, delivering training to a wide range of organisations, and establishing a £50,000 dementia challenge innovation fund, where groups can bid for money that will promote the social inclusion of people with dementia; l Opening Wellbeing Centres in Runnymede, Tandridge, Epsom & Ewell, Spelthorne and Elmbridge as meeting places for carers and local information points for people living

with dementia. Partnership Working Groups based in Surrey’s boroughs and districts are engaging with over 150 partners to develop further Wellbeing Centres, with the expectation that more will be opened during 2013/2014; l Establishing dementia training consortia to fund and support the co-ordination of workforce training across the different agencies involved in dementia care.

Promoting independence - We continued to provide personalised community based care and support to enable people to lead more independent and fulfilled lives. We: l Through the county-wide reablement service, helped 4,056 people to regain skills necessary for daily living at home after illness or other personal setbacks; l Supported 373 people with a learning disability into paid work - a remarkable achievement in the current economic climate; l Reduced the number of adults aged 18-64 in residential and nursing homes by 28, down to 948 (March 2012 to March 2013);

23

l Reduced by 74 the number of older people in

residential and nursing homes, down to 2,583 (from March 2012 to March 2013); l Expanded day care opportunities in council-run residential homes for older people. This helps people stay in their own home by providing an opportunity to meet friends, bringing community services to people and giving carers an opportunity to take a break.

Personalisation – We completed the roll-out of personalisation and self directed support, giving people choice and control over the support they receive. This offers people proportionate assessments and support plans, so those who have relatively straightforward issues can receive their choice of support quickly and easily.

24

Personal budgets and direct payments – We boosted the number of people receiving a personal budget in the year ending March 2013 to over 8,600 - this is a 40% increase compared to the previous year. A significant number of these personal budgets (3,055) were provided through direct payments, where the council gives the money to the person, so they can decide what services they need to purchase and who will provide them.

Supporting carers – We introduced early intervention payments for carers in partnership with the health service and carers’ organisations. Payments agreed by GPs were given to nearly 2,600 carers and another 1,000 were agreed by independent carers’ groups, including support for 248 young carers.

Equipment assessment clinics – We launched a further five equipment clinics, giving people the choice of clinic-based assessment (rather than at home), with reduced waiting times for equipment provision.

Advocacy – We have commissioned a consortium of voluntary groups supporting people with disabilities to provide advocacy services for Surrey residents. During 2012/13, they supported 1,161 people and addressed 1,762 issues, with the most common being housing issues, welfare benefits and social care support.

Supported living for young people – We opened Squirrel Lodge, Devon Crescent and Springvale to provide supported living accommodation for 17 young people with learning disabilities and autism, who would previously have gone into residential care outside Surrey.

Innovation Citizen hubs – The council in partnership with the voluntary sector have opened a third citizen hub, this time in Woking. A further five are opening in 2013, some of which will be co-located with other organisations. The hubs are run by disabled people, offering a place in the heart of the community to get support, information and advice. Staffed by 69 volunteers, over the last year the three hubs have helped 3,750 people with information, advice or signposting to a service.

Looking after someone?

Essential information for carers in Surrey

Carers have benefited from early intervention payments

Independence for you, peace of mind for your family A telecare service to ensure help is there when needed.

FREE 12 WEEK TRIAL! SUBJECT TO CONDITIONS

Partnership work with the district and borough councils is helping to extend Telecare

Right to Control – Surrey is one of just seven councils nationally picked to operate the Right to Control initiative. This is a new legal right for disabled people (and those with long-term health needs) to make their own decisions about the type of social care, housing and employment funding they receive.

The county council is running the Right to Control initiative in two boroughs, Epsom & Ewell and Reigate & Banstead, streamlining the process for people to get this funding. During 2012/13, about 1,000 Surrey people had the opportunity to exercise their “right to control”. Of the 110 people trying to gain employment, nearly two-thirds of those completing the first part of the programme secured jobs.

Banstead, and plans are in place to provide services into Mole Valley in early 2013/14. These services are being provided by Tandridge, Epsom & Ewell and Elmbridge Councils.

Working together

Flexible working – County adult care staff are now also available from 8am to 8pm in Surrey’s five acute hospitals during the week (9am-5pm on weekends and bank holidays). This has enabled us to meet with people and their families outside traditional office hours and to help them to get back home with support at weekends. In the first three months we supported over 300 patients receiving social care when they were being discharged from hospital over the weekend or in the evening.

Telecare – During 2012/13 we worked with the district and borough councils to establish a universal county-wide telecare service providing free telecare sensors for the weekly cost of a local community alarm service. This “person-centred” technology enables people to remain independent in their own homes, secure in the knowledge that their smoke alarm, for example, is linked to a community alarm system so they can get help quickly when something goes wrong. More than 1,300 telecare-linked smoke alarms were installed in people’s homes between January and March 2013, and more than 1,000 people visited the telecare demonstrator site last year. A public information campaign has also been launched to raise awareness of the scheme.

Meals on Wheels – The county council has also supported borough and district councils to operate a Meals-on-Wheels service across the whole of Surrey.

In March 2013 the service was launched in Reigate &

Co-location – About 900 of Surrey County Council’s adult care staff in locality and reablement teams are now based in district and borough council offices as part of the drive towards further efficiency and closer working with colleagues. This has improved delivery of services, reinforced the local and personal focus and strengthened partnership working, for example, dial-a-ride transport, home improvements for the disabled, community policing and meals on wheels.

Continuing drive for efficiencies – Against an increasingly difficult financial background, the council’s adult social care services have made significant annual efficiency savings over the last three years. In 2012/13 the Adult Social Care directorate achieved £26 million in savings, following £28m of savings in 2011/12 and £32m in 2010/11. Efficiencies alone will not be enough to meet the challenges ahead from new legislation and growing demand for social care services, so it is important to focus on innovation and new models of providing services.

27

The council has published an assessment of needs in Surrey to help plan health services

Promoting good health in Surrey Major changes to the NHS in England have triggered a number of significant developments in Surrey. Changes include: l replacing Surrey Primary Care Trust (NHS Surrey) in April 2013 with six Clinical Commissioning Groups (CCGs are groups of GP practices) and the NHS England Surrey and Sussex Area Team, who will commission health care services for Surrey people; l transferring public health functions from NHS Surrey to Surrey County Council; l creating a new health watchdog, Healthwatch Surrey, to give the public a voice on health issues in the county; l creating a Health & Wellbeing Board to provide strategic leadership for health in Surrey, including the publication of the Health and Wellbeing Strategy.

With Surrey’s older population projected to rise over the coming decades, there will be higher costs associated with age-related conditions and greater demand for public services and support for people caring for family and friends.

The challenging economic situation has given added impetus to the need for councils, the NHS and society at large to work together to prevent ill health and find more cost-effective ways to provide health and social care.

29

30

Public health - Although public health only officially transferred to the county council in April 2013, public health colleagues have been based at the council for the last year to develop closer working arrangements with council colleagues and prepare for the transfer of responsibilities. The national priorities we will be focusing on in Surrey have been published in the 2012/13 public health annual report, Hidden disadvantages in Surrey.

Go to www.surreyi.gov.uk and search for Public Health Annual Report 2012-2013. The priority areas are: l Sexual health l The Health Check programme l Healthy Child programme (5-19 years) l National Child Measurement programme l Health protection planning l Ensuring professionals commissioning NHS services receive the public health advice they need The work of the public health team is focused on two main outcomes: l Healthy life expectancy and l Reducing differences in life expectancy in the county (there is a 15 year gap between the areas in Surrey with the highest and lowest average life expectancy).

Healthwatch Surrey– After a competitive tendering process, the council awarded the contract for providing the Healthwatch Surrey service to a consortium of voluntary groups. This consists of Surrey Independent Living Council (SILC),

Citizens’ Advice Surrey and the community group, Help & Care, who will together represent the public voice in Surrey. The watchdog group, which took up its role in April 2013, will: l Enable people to share views and concerns about local health and social care services l Provide evidence-based feedback to influence, inform and challenge decisions and plans l Provide or signpost people to information about local services and how to get access to them.

Email: enquiries@healthwatchsurrey.co.uk

Surrey Health and Wellbeing Board – Surrey has been operating a ‘shadow’ Health and Wellbeing Board in the run-up to officially taking over its responsibilities for integrating health and social care services in April 2013. Jointly chaired by a Surrey county councillor and Surrey GP, the board has won praise from a peer review team of local government assessors for its approach and the progress it has achieved.

Publication of Surrey’s first Joint Health and Wellbeing Strategy - Following a sustained period of evidence-gathering and engagement with over 900 stakeholders, the board has produced Surrey’s first Health and Wellbeing Strategy, focusing on five key areas: improving children’s health and wellbeing; prevention; emotional wellbeing and mental health; improving older people’s health; and safeguarding the population.

Surrey’s Joint Health and Wellbeing Strategy

The Health and Wellbeing Strategy focuses on five key areas

Have you

explored Surrey?

Surrey residents are encouraged to enjoy the beautiful countryside

Environment and Infrastructure Improving Surrey’s roads – The second year of the council’s highways contract with construction firm, May Gurney, has continued to enable savings of £7.5m a year to be reinvested in additional pothole repairs and winter gritting.

The council is now addressing historic underfunding in the county road network by developing its five-year Operation Horizon work programme, in partnership with May Gurney, Aggregate Industries and Marshalls Surfacing.

This replaces annual repair and maintenance programmes, and could save as much as £21m from Surrey’s road improvement programme, as well as enabling the council to secure 10-year warranties.

That is on top of an overall 15% reduction on the £100m five-year highways contract.

Savings ploughed back into additional road repairs have enabled an extra 50 miles of highway to be improved. An extensive public consultation last autumn identified a priority list of roads for improvements. A five-year programme was approved by the council’s decision-making Cabinet in February 2013.

Key road improvements in 2012 include: l More than 98% of road defects were responded to and repaired within 28 days, even with a 25% increase in the number of defects from 2011/12 caused by bad weather; l Resurfacing 5.7km of the A31 (Guildford to Farnham) with safety fencing and new drainage; l Increased winter gritting and stockpiles of salt (from 12,500 tonnes to 17,000 tonnes); l Better public information via the council website and social media, such as Twitter, to raise awareness of road conditions and gritting routes during snow and icy conditions; l £715,000 in joint funding agreed through the council’s Surrey Heath Local Committee for the Toshiba roundabout project in Frimley. The scheme will introduce enhanced pedestrian and cycling facilities; l An £8m programme of local road schemes developed with the council’s Local Committees.

33

Reducing and recycling waste - Surrey continues to make progress in reducing household waste, which is down by more than 2,000 tonnes from 2011-12 to 508,475 tonnes in 2012-13. Particularly impressive has been the reduction in waste sent to landfill (buried in holes in the ground), which has dropped by nearly 30,000 tonnes over the last year, from 77,900 to 49,200 tonnes in 2012-13.

34

Recycling is another success story, where the increase since 2007-08 has been about twice the national increase. Surrey’s households recycled 208,351 tonnes (35% of household waste) in 200708 but by 2012-13 this was up to 266,422 tonnes.

This represents a 52% average recycling rate across Surrey and is well ahead of the government target of 50% by 2020. A major factor has been the introduction of food waste collections in all 11 Surrey district and borough council areas, supported by the county council. *The council’s community recycling centre at Witley has undergone a major re-design and been recognised as the civic amenity site of the year by Letsrecycle, a national website for the recycling industry.

Progress on green energy - The council now has 50 installations in schools and other buildings with the capacity to generate 1.4MW of renewable energy. Over half are solar panels on school buildings and the rest are wood fuel boilers, solar thermal water heating, ground source heat pumps and wind turbines.

Basingstoke Canal - Phase one of the programme to repair the 14 locks at Deepcut and other infrastructure improvements to the canal is nearly complete. This has restored navigation along the whole 32 miles of the canal, which has been partially closed since 2009.

Plan to double use of recycled aggregates – The county council has approved a plan to boost the recycling of aggregates used in the construction industry. The plan takes a long-term (14-year) approach to give greater protection to the countryside and conserve mineral resources as sand and gravel quarrying will be reduced.

The council’s target is to double the amount of recycled aggregate produced in Surrey by 2016, with recycling activity permitted only in the most suitable locations.

Every day in Surrey we throw away two shed loads of bananas

So waste less... and caddy the rest

Surrey people are reducing the amount of food thrown away

Hundreds of Surrey people have helped decide transport schemes in their areas

Stoke and Stoughton community day Saturday 16 February 2013, 1pm – 5pm

YOUR CASH, YOUR CHOICE

£18m

to boost sustainable travel in Guildford, Woking, Reigate and Redhill

Roadside grass-cutting goes local – In 2012 the county council agreed to a group of seven parish councils taking over highway verge grass-cutting in their area, using a local contractor engaged for a locally responsive service This localism approach has been extended to other highways functions, involving parishes and other local organisations, who have bid to take over such tasks as hedge-trimming, clearing ditches and drains, cleaning road signs and generally using local knowledge to deal with minor maintenance issues.

Community involvement underpins Travel SMART project – An £18m package of measures to improve sustainable transport in Guildford, Woking, Reigate and Redhill is taking shape with the support of communities and businesses.

Work has started on the construction of a new parkand-ride site at Onslow in Guildford, north-west of the A3. This will be the fourth purpose-built park-and-ride site serving the town. It will open in November and aims to reduce town centre congestion by removing 500 cars from the centre each day.

The Travel SMART initiative also includes improvements to bus services, including the addition of real-time passenger information, the creation of more and better cycle paths, a new link road in Sheerwater to stimulate the economy and create jobs, and congestion reduction measures in Redhill town centre.

The council’s programme of engagement with communities in deprived areas to improve access to sustainable transport options and other services has proved very popular.

Residents participated in community events between October 2012 and February 2013 to decide how money is allocated to local groups in Westborough, Sheerwater and Maybury, Merstham, Stoke and Stoughton and Redhill West. In total, last year 420 residents voted for a range of projects, allocating nearly £450,000 to schemes, including bringing a job club into Westborough, new cycle parking and local environmental improvements.

37

38

Safer cycling - The council has launched or supported a variety of initiatives to promote cycling and walking as safe and healthy alternatives to the car, including: l the Golden Boot Challenge, involving 48,000 Surrey school children walking and cycling to school; l forty-six Surrey businesses taking part in the Workplace Cycle Challenge, with employees cycling 22,000 miles during the challenge fortnight; l cycle training for more than 11,000 schoolchildren; l securing £1.5m from the Department of Transport in March 2013 for two cycle schemes – one linking Walton Bridge to Walton town centre, Elmbridge leisure centre and Upper Halliford, and the other linking Leatherhead to Ashtead.

Safe Drive, Stay Alive – A road user is injured or killed somewhere in Britain every 90 minutes. This frightening statistic lies behind the interactive stage and video show by Surrey Fire & Rescue Service to teach road safety to Surrey young people. Since 2005 about 80,000 young people have attended 137 performances of the hard-hitting show, which features personal testimonies from road crash survivors and families of victims.

Road fatalities at historic low - In Surrey the annual number of road fatalities was typically between 50 and 75 in the years 1995 to 2007. This dropped to 28 in 2011, and to 18 in 2012. Research commissioned by the county council points to a number of factors, including the economic downturn, which has reduced the number of younger male drivers (17 to 24 years of age), fewer drink driving related collisions and slower speeds. The council has also carried out more than 20 highway safety schemes to tackle the worst accident areas, reducing casualties by about 30% at each site. More schemes are planned for 2013.

Haslemere to be sustainable gateway to national park – Surrey has joined with Hampshire County Council to turn Haslemere railway station into a gateway for access to the South Downs National Park. Visitors will be encouraged to use sustainable methods of travel - arriving by train at Haslemere and then walking, cycling or using the Haslemere-Midhurst bus link to get to the park over the Hampshire border.

Final phase of bus review complete – The final phase of Surrey’s bus review, covering bus routes in Mole Valley, Guildford, and Waverley, came into force last September, saving £670,000 a year. Overall the bus review is on target to save £4.8m a year.

The national watchdog for bus services, Passenger Focus, cited Surrey’s bus review as a model of good practice in consulting over proposed changes.

Give space when overtaking Expect cyclists to be riding away from the gutter

One of the council’s cycling safety messages

E V A S E D M E N H C S A CHING

H IT W S C Y G T R I E N E E E R W F S ’S HASSLE Y E R R L U L S I B R U JOIN O Y N O £ £ £ TO SAVE

More than 11,000 Surrey residents signed up to our Switch and Save scheme

Business Services Surrey people win better gas and electricity deals - Nearly £550,000 is set to be clawed back by Surrey households on the annual cost of energy, thanks to county council procurement staff. More than 11,000 Surrey residents joined the council’s switch-and-save scheme, developed by the procurement team to tackle rising domestic fuel bills. The Surrey scheme linked up with more than 150,000 people nationwide – the UK’s largest energy-switching scheme of its kind - to use their combined consumer power to negotiate cheaper prices from the energy giants.

At the auction held in early 2013 - where energy firms competed to offer energy at the lowest price - a £545,000 saving was offered by the cheapest bidder to Surrey’s scheme. The combined gas-and-electricity tariff was won by Sainsbury’s Energy. People who switch to its online ‘dual fuel’ deal and pay by direct debit will get £118 back on average at the end of a one-year contract.

ScottishPower was the electricity-only winner, with an average annual saving of £70 on its online deal and £58 through paper billing. People on pre-payment meters can save up to £48. Some participating households will not benefit because the deals they are on are already among the best available, but the majority will get discounts.

Co-location of county staff with districts and boroughs – About 900 staff from the county council’s Adult Social Care directorate have re-located to Surrey’s district and borough council offices over the last year, saving millions of pounds as part of an office rationalisation programme. The move has enabled more effective multi-agency working as county locality and reablement teams are closer to their colleagues in housing, dial-a-ride, meals-on-wheels, community policing and other services based in civic offices. Among the benefits are quicker response times to incidents, for example when a vulnerable person has a fall, and an increase in referrals to help people live independently.

Sharing services with other councils unlocks efficiencies – A landmark agreement between Surrey County Council and East Sussex County Council is enabling the two counties to join up payroll, pension and account functions, as well as IT hosting services, to achieve greater efficiency.

The two councils have also set up a procurement partnership to share expertise and make the most of their combined spending power. Senior procurement officers are now working across both councils, and continuing to identify opportunities to make savings and integrate them into both organisations’ budget planning.

41

Surrey is also part of a wider procurement partnership with the South East 7 (SE7) group of councils.

Apart from procurement, the seven councils collaborate across a wide range of service areas – from special educational needs to roads, ICT and waste management – with the potential to achieve hundreds of millions of pounds in savings across the south-east region.

And there are shared arrangements on HR and organisational development issues, with Surrey staff working with four other counties and six local district and borough councils.

42

Surrey scoops award from No 10 – The Government has named Surrey one of the UK’s top 10 councils for doing business with. County council leader David Hodge collected Surrey’s award at 10 Downing Street on the same day the council announced 18 local firms had secured contracts totalling £401,000 through its innovative BuildSurrey website, just two months after its launch. Surrey created the website to help businesses win building and repair work from the council, its main contractors and other public sector bodies as part of a pledge to ensure 60% of the authority’s spending on goods and services supports the local economy. The award was won jointly with East Sussex as the two county councils have been working together to make the process easier for firms bidding for public sector deals.

UniCORN (Unified Communities Over Regional Network) - UniCORN is a project involving Surrey County Council and Berkshire Council to bring together 40 separate computer and telephone (voice and data) networks into a single Public Service Network, delivering significant savings. Work has already started to migrate services to the new network, run by BT. The agreement will allow other organisations to join the contract at later dates with the aim to develop a cloud platform as part of a single public services network to ensure public money goes further.

Data centre goes green - The council also built a new primary data centre in Redhill, completed in June 2012, to provide hosting facilities for itself and a number of other organisations, including district and borough councils. The state-of-the-art data centre was designed to be as energy efficient as possible, with an estimated 150 tonnes of carbon dioxide to be saved each year.

Apprenticeships - Surrey County Council has made a commitment to reducing the number of young people who are categorised as NEET (Not in Education, Employment or Training). The council has offered incentives to Surrey firms to take on apprentices, and created apprenticeships for young people within its own workforce. As a result, 265 apprenticeships were created across Surrey in 2012/13, against a target of 200.

You’re 265 apprenticeships were created in Surrey last year

HIRED!

60

We aim to direct

44

Supply2Surrey website to boost apprentices and local business – The county council has launched a website to boost apprenticeships and bolster firms’ chances of winning public sector contracts in Surrey. Part of the drive to stimulate economic growth, Supply2Surrey aims to match firms with apprentice hopefuls and list contracts on offer from Surrey County Council, the 11 district and borough authorities and other public sector bodies.

Committed to supporting our local economy – As part of the county council’s commitment to supporting Surrey’s economy, we spent £364m with 4,500 local businesses in 2012-13. Our aim is to direct 60% of our spending to local suppliers.

% of our spending to Surrey firms

Technology upgrade enables more mobile working – The council embarked on its Modern Worker programme last year to enable staff to spend less time on administrative tasks and more time dealing with Surrey people’s problems and queries through better use of technology. This has involved providing 4,000 laptops to help speed up processes, and allowing mobile working for a significant proportion of the workforce. The programme of support through PC clinics and advice to resolve technical issues and use software more effectively is ongoing. The Modern Worker programme won the National Award for Innovation for 2012 from the Society of IT Managers (SOCITM).

45

46

Section 2:

Finance & Governance 2012-13

Contents Leader’s statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Chief Financial Officer’s report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Annual Governance statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

48

Financial Summary including the main accounting statements . . . .

Income and Expenditure statement . . . . . . . . . . . . . . . . . . . . . . . . . . .

Balance sheet as at 31 March 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Cashflow statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Movement in reserves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

64 65 66 68 69

Other financial information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Revenue efficiencies and service changes . . . . . . . . . . . . . . . . . . . . .

Council travel expenses 2012/13 to 2010/11 . . . . . . . . . . . . . . . . . . .

Salary transparency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Council business consultancy fees 2012/13 and 2011/12 . . . . . .

74 74 75 75 77

General information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Members allowances and travel expenses (2012/13 and 2011/12) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Members attendance (2012/13 and 2011/12) . . . . . . . . . . . . . . . . . .84 Complaints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

Leader’s statement

50

Local government is facing its most difficult period in a generation; budgets continue to decrease, whilst demand for services is growing. As this document goes to print, initial data will become available on the Government’s Spending Review. Although it will take further time to understand fully the implications that this data will have on Surrey County Council’s budget, it is likely that there will be further cuts to our grant funding. It is therefore imperative that the council continues to have a robust, long-term approach to financial management. This report charts that approach, as well as detailing the considerable pressure we are under in several key areas.

In my budget statement to council in February of this year, I addressed the areas where we faced significant pressures and what our response to those pressures would be. We have some of the most heavily used roads in the country, a birth rate which has risen by 20% in the past decade and the proportion of our population over 85 is likely to double in the next 20 years. Allied to this, Surrey County Council receives the lowest level of government funding of any county council in the country.

By managing our budget prudently, we are able to continue to invest in these crucial areas. This is why we are spending £262m over the next 5 years in capital funding to provide 12,000 extra school places, investing £100m through the highways Project Horizon, which will target the key parts of our road network which are most in need of upgrading, ensuring we have a transport network that is fit for purpose and investing an additional £11m in adult social care.

As Leader, I am committed to assisting in creating the conditions for sustainable economic growth in the county. That is why the council has invested in areas which will benefit the economy in the long term. Our investment to ensure that almost 100% of the county has access to superfast broadband coverage and our recently expanded apprenticeships programme that will benefit not only 500 of our young people, but also our businesses in Surrey, are just two examples of this. We are also working closely with our businesses large and small, as well as the Federation of Small Businesses, the Institute of Directors and the Surrey Chambers of Commerce, to play our part in improving

the economy. This has been strengthened by the Government recently recognising Surrey County Council as one of the best councils in the country to do business with.

The Government’s redesign of the way public services are delivered in this country, should not only lead to greater financial efficiencies, but also deliver better outcomes for those in receipt of those services.

Surrey County Council has already gone some way to delivering better services, by engaging service users in the design and by working more closely with partners in both design and delivery. Working in such a way is having tangible benefits on the lives of those who live and work in Surrey and will lead to more efficient services. But we want to go much further. I believe we are at a crossroads in the way public services are delivered in this country. The relationship between Government, local authorities and those they serve is changing. And it must change. I believe we have the right foundations in place, to enable us to play our part in this change, with a strong clarity of purpose.

My vision for the future of Surrey is for all local authorities, public sector bodies, businesses, community and voluntary groups, to work together in making our communities prosperous, vibrant and safe. I hope that in the future, the county council will be less reliant on the vagaries of the government grant formula, providing better services with fewer burdens on the Surrey taxpayer.

I believe that this is not only achievable, but absolutely essential for the future of this great county and its residents.

David Hodge Leader of the Council

51

Chief Financial Officer’s report 1. Introduction The annual report contains the draft income and expenditure for the year and the draft balance sheet for the financial year ended 31 March 2013, subject to statutory audit. This audit will be carried out during the summer and the auditor’s opinion given to us in September. This annual report provides a general guide to the financial statements and highlights some of the more significant matters that have determined this position.

52

The outturn position for 2012/13 provides a clear indication of the council’s financial stewardship during the year. The requirement to conform with International Financial Reporting Standards (IFRS) means that the accounting surplus provided in the income & expenditure statement (page 64) is different.

This reflects the statutory changes a local authority must make so that the impact on the local council tax payer is visible.

The updated revenue budget for the 2012/13 financial 2. Budgeted income and expenditure year, including schools, was £1,536million. The actual The council set its budget for the 2012/13 financial year in position, £1,520 million was funded as follows: the context of the government’s austerity programme, reduction in public sector budgets and 2012/13 actual expenditure, and rising demand for its revenue funding Schools grants and other services. As a part of the budget, services developed plans for special and specific grants from efficiencies and reductions in central government £765m expenditure totalling £71m.

£1,520m Formula grant from central government £150m

Earmarked usable reserves £25m

Council tax from Surrey residents £580m Note: Figures have been rounded for ease of reference.

In developing the medium term financial plan (MTFP) for the five years to 2018, the council took a multi-year approach to its budget setting: approving the use of £11m to support the 2013/14 financial year when it set the budget in February 2013, and a further £1m in March 2013. The cabinet has also approved £8m of service budgets to be rolled forward to ensure funding is available for schemes, projects and commitments that need to be funded in the 2013/14 financial year.

The final outturn for the council funded net revenue budget is an underspending of -£3m. In addition there was an underspending on the Dedicated Schools

Grant (DSG) funded services of -£12m, of which -£9m related to schools’ delegated budgets.

A reconciliation of the budget outturn figures to the service expenditure figures contained in the income and expenditure statement is on page 64. The outturn position is important to residents because it records only those expenses which statute allows to be charged against the county council’s annual budget and the amounts to be collected from council tax. The amounts which are charged to the Income and Expenditure Statement (IES) for items such as depreciation, capital grants and pension charges are determined as accounting changes.

Table 1: Net 2012/13 revenue expenditure end of year (outturn) position

Updated Actual net net revenue revenue & budget expenditure £m £m Adult Social Care 337.4 339.3 Children, Schools and Families 274.7 265.4

Approved carry forward £m 0.0 3.1

Schools 540.7 531.4 0.0 Customers and Communities 73.8 72.4 0.9 Environment and Infrastructure 130.3 131.0 0.9 Business Services and central support 102.4 97.3 1.4 including Chief Executive’s Office Central Income / Exp 67.3 60.8 1.7 Net service expenditure 1,526.6 1,497.6 8.0 Budget equalisation reserve 9.0 12.0 2.5 Net revenue expenditure 1,535.6 1,509.6 10.5 % revenue expenditure variance against budget

Council DSG variance variance £m 1.9 -3.0 0.0 -0.5 1.6 -3.7 -4.8 -8.5 5.5 -3.0

£m -3.2 -9.3

-12.5 -12.5 0.2%

53

The £3m underspend against planned expenditure arose in service areas and against centrally controlled budgets. The table 1 provides a comparison of the outturn position for each of the council’s directorates against the overall net budget. The 2012/13 Outturn

report, which was presented to the cabinet on 28 May 2013, provides more details on the reasons for these variances and the evidence to support the approved carry-forward of funding to future years.

Revenue Actual net revenue expenditure on services 2012/13

Children, Schools & Families

£799m

Customer & Communities

54

£73m

Environment & Infrastructure

£132m

Central income and expenditure

£77m

Surrey County Council has an annual budget of

£1,520m

Adult Social Care

£340m

a year

Business Services and central support including Chief Executive’s Office

£99m

Note: Figures have been rounded for ease of reference.

Since December 2011 the council has performed the final accounts closures processes every quarter. This is in accordance with current best practice. In doing so last year, the team won an award for transparency.

Performing this quarterly has enabled the council to quicken the publication of audited final accounts and aided transparency of financial performance in the public interest. This will enable the council to bring forward its audited accounts publication date.

Another best practice example is that the Council reports on budget monitoring forecasts on a monthly basis within around 3 weeks of the month end. The timeliness of this reporting means variations from the

budget are considered early and management action can be put in place promptly.

3. Capital expenditure In agreeing significant capital investment as part of the MTFP for 2012-17 in February 2012, the Council focussed on increasing the statutory provision of school places in Surrey. The total capital programme was £685m over the 5 year MTFP (2012-17) period, with £156m planned in 2012/13. The table 2 below shows the 2012/13 capital budget and actual in-year expenditure for each directorate.

Table 2: 2012/13 capital expenditure end of year position

Adult Social Care Children, Schools and Families Customers and Communities Environment and Infrastructure Schools Basic Need Business Services* and central support including Chief Executive’s Office Corporate adjustment Total

Updated full year budget £m 1.7 13.2 5.4 52.1 31.9 61.1

Full year spend £m 1.3 12.5 2.3 50.0 27.5 65.0

Approved re-profile to future years £m 0.4 1.6 3.1 2.2 4.4 20.9

-9.5 155.9

0.0 158.6

0.0 32.6

* The amount included within the Business Services Directorate includes capital expenditure on all property assets, including schools.

55

Each directorate has specific capital projects. The rectangle below illustrates the relative size of various projects i.e.: the larger the box, the larger the project.

Extra Classrooms

Libraries

Walton Bridge

Carbon reduction scheme

Adults Social Care

Special Educational Needs

Waste, Economy and other

IT Investment

Broadband

Other Schools Buildings Other capital projects

Other Highway and Transport

Fire stations & Appliances

56

Council Buildings

Highways and other associated structures

The resources are used to fund the capital expenditure incurred in 2012/13 as follows: £18m from revenue and capital reserves

Capital 2012/13 actual funding £82m from government grants

Funding 2012/13 of building and purchasing assets

£37m from capital receipts

£54m from borrowing

4. Levels of reserves and balances The council’s general revenue fund balance (i.e. money for unplanned events) stands at £32m. Earmarked reserves (i.e. reserves for specific anticipated revenue and capital events) have increased from £162m to £181m. This is planned to enable the council to meet future liabilities and commitments. Included within these balances are £53m of schools’ reserves and £8m to support future years’ capital programmes. Full details on the movement in useable reserves can be found in the movement in reserves (page 69).

The capital reserves (£83m) are held to support future years’ capital programmes and are supporting the five year capital programme. The capital reserves are

split into general reserves that can be spent on any capital scheme and earmarked reserves that are for a specific scheme. The council’s capital receipts reserve is a capital general reserves standing at £17m. There is also £66m of specific and earmarked reserves (£8m – earmarked capital reserve and £58m - capital grant unapplied from central government).

5. Borrowing Long-term borrowing held on the balance sheet relates to the funding of capital expenditure incurred in previous years. The balance currently stands at £238m. This is a decrease of £68m since 2011/12, due to the planned repayment of £68m of borrowing in 2013/14. This has been transferred to short-term

57

borrowing, which also includes the balance which the council holds on behalf of Surrey Police Authority (now known as Police and Crime Commissioner).

When undertaking borrowing, the council ensures that its plans are prudent and affordable in the long term and that its borrowing is in accordance with its approved Treasury Management Strategy.

6. Looking forward to 2013/14 and beyond The current challenges facing the public sector look set to continue for the foreseeable future. In general, local authorities are continuing to experience budget cuts. Combined with the budget cuts, Surrey County Council also faces further unprecedented growth in demand for its services. Having a robust medium term financial plan is essential in these challenging times.

58

The Government has changed the way that local authorities are funded and added significant uncertainty to the level of funding that the council can count on through the introduction of partial local retention of business rates and localisation of council tax support from April 2013.

Surrey County Council has successfully delivered significant savings over recent years and did so again in 2012/13. Continued year on year savings are becoming increasingly challenging to deliver. The council feels the following actions mitigate these risks and uncertainties for 2013/14: l increased level of risk contingency l levels of balances and reserves l planned review of the 2013-18 MTFP after quarter one of 2013/14 l robust and timely monitoring processes.

From April 2013, local authorities will be provided with a ring-fenced public health grant to discharge the new public health responsibilities being transferred from primary care trusts.

With a longer-term view, the council has created a revolving investment and infrastructure fund to cover the borrowing costs of capital spent on long-term capital investments which will improve its financial resilience.

Further Information Additional information on the council revenue and capital budget outturn position and achieved efficiencies for 2012/13 can be found in the ‘2012/13 Outturn report’ considered by the cabinet on 28 May 2013 on the main website, your council, popular pages - committee papers, cabinet, 28 May 2013.

The accounts are currently being audited, but further information on these accounts can be found at www.surreycc.gov.uk/your-council/council-taxand-finance/statement-of-accounts The Medium Term Financial Plan 2013 -2018 can also be found on our website at www.surreycc.gov.uk/your-council/council-taxand-finance/medium-term-financial-plan Further information on the substance of the financial statements presented in this report can be obtained from Nikki O’Connor, Finance Manager (Assets & Accounting) (nicola.oconnor@surreycc.gov.uk).

Sheila Little BA CPFA Chief Finance Officer and Deputy Strategic Director for Business Services

Annual Governance Statement Chief Executive Officer and Leader Surrey County Council (the council) is responsible for ensuring that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded and properly accounted for. The council also has a duty under the Local Government Act 1999 to make arrangements to secure continuous improvement in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness.

The council has adopted a Code of Corporate Governance (the code), through which good governance is evidenced. The code is based on principles from the CIPFA/SOLACE Framework Delivering Good Governance in Local Government and is part of the council’s constitution. The council is committed to fulfilling its responsibilities in accordance with the highest standards of good governance to support the 2017 vision of becoming the most effective county council in England.

This Annual Governance Statement outlines the council’s governance arrangements and achievements during 2012/13 and highlights areas to continue to strengthen governance, quality and internal control in 2013/14. It also meets the requirements of regulation 4 of the Accounts and Audit (England) Regulations 2011 in relation to conducting an annual review of the effectiveness of the council’s governance framework and the publication of an Annual Governance Statement.

The review of governance is overseen by the Governance Panel (the panel). The panel comprises the Head of

Legal and Democratic Services [chair], the Chief Finance Officer, senior representatives from HR and Organisational Development and Policy and Performance, the Chief Internal Auditor and the Risk and Governance Manager.

It is responsible for developing and maintaining the governance environment and producing the Annual Governance Statement.

The governance arrangements for the year 2012/13 have been reviewed in accordance with the annual review process outlined in the code. The review has provided a satisfactory level of assurance on the governance arrangements for the year.

The governance environment during 2012/13 Purpose and outcome: The One County One Team, Corporate Strategy provides a clear direction for staff and members, as well as a signpost for residents, businesses and partner organisations and has the council’s four values of Listen, Responsibility, Trust and Respect at its heart. It is underpinned by a suite of supporting documents such as the interactive Medium Term Financial Plan and directorate strategies. The Chief Executive reports progress on the Corporate Strategy to full council on a six-monthly basis.

The council uses a variety of methods to improve service delivery and ensure that quality is maintained. A Quality Board has improved the coordination and effectiveness of quality management, and directorates continue to develop their quality frameworks to ensure they are effective. Finance, performance and risk information is

59

monitored and reviewed by senior management and scrutinised by Select Committees and Cabinet. The Leadership risk register is regularly reviewed by Corporate Board, Audit and Governance Committee and Cabinet.

The council’s three year Public Value Review (PVR) programme has been completed successfully. The 29 reviews undertaken have delivered a range of performance improvements and supported the implementation of new and innovative ways of delivering services. The programme has also identified total savings of £279m to be delivered by 2016. Rapid Improvement Events (RIE) continue to be used successfully across the council to bring about changes to current work processes through the use of “lean” principles.

60

The council has developed a strategic framework for innovation and has begun to develop new ideas and approaches aimed at strengthening its capacity and capability to innovate. This will enable the council to continue improving outcomes and value for money for Surrey residents, and deal successfully with the significant challenges it faces over the next five to ten years.

The council is committed to seeking external, independent challenge and validation of the progress it has made in delivering its Corporate Strategy. For example, the council undertook a Local Government Association peer challenge between 26 February and 1 March 2013 and, in addition to looking at the council’s corporate capacity and leadership asked the peer challenge team to test its capacity and capability to innovate in order to achieve the Corporate Strategy objectives. The peer challenge team acknowledged the huge strides the council has made over the last four years and has ‘laid solid foundations on which to build’.

Specifically on governance, the peer challenge team stated that “the overall governance of the authority is felt to be sound and key elements of it, including officer / member relationships and standards of conduct and behaviour, are seen to have improved significantly in recent years”. Areas which the peer challenge felt were ‘likely to benefit from further attention and possible revision’ were Select Committees (‘seen as variable in their effectiveness’) and Local Committees (the peer challenge team felt it would be timely to consider, with relevant partners, ‘the role of Local Committees in a new era in order to ensure they are sufficiently well placed to succeed’).

Other examples of external validation include the recognition the council has received through external awards. The council was shortlisted in the Council of the Year, Health and Social Care and Corporate Governance categories in the high profile Local Government Chronicle awards. The council also won the Council of the Year award in the Improvement and Efficiency South East Awards 2013.

Leadership & behaviour The roles, responsibilities and delegated functions for officers and Members are set out in the Constitution of the Council.

The cabinet comprises the Leader, Deputy Leader and eight Cabinet Members, with each Member holding the brief for a particular portfolio of services. Decisions can be taken by individual members of the cabinet or collectively by the full cabinet.

The functions of the Monitoring Officer (Head of Legal and Democratic Services) and Chief Finance Officer/Section 151 Officer (Chief Finance Officer

and Deputy Director for Business Services) are specified by statute and between them they are responsible for ensuring lawfulness, fairness and financial prudence in decision-making.

The Chief Finance Officer meets her financial responsibilities and ensures fully effective financial management arrangements are in place by attending key meetings where significant financial issues are discussed, including Corporate Board, all Cabinet meetings and Audit and Governance Committee. She also has regular meetings with the Chief Executive, Monitoring Officer, Chief Internal Auditor and External Auditor, and has direct access to the Leader and the Chief Executive at all times.

The Staff and Member Codes of Conduct set out the high standards of conduct expected by the council and training is provided through induction.

The codes of conduct are supplemented by the Member/Officer Protocol, which provides principles and guidance for good working relations, and the Strategy Against Fraud and Corruption.

Following the abolition of the Standards Board regime, the council has put in place its own local arrangements for dealing with allegations of breaches of the Member Code of Conduct.

The Leader and the Chief Executive continue to show their commitment to engage with and support staff by touring the county to meet staff at various locations to hear their views and share their stories. The Chief Executive also provides regular updates and messages to staff through emails and the intranet via his monthly blog.

Transparency and stewardship The council has seven select committees who continue to provide challenge to the cabinet and have strengthened their policy development and review role. The Council Overview and Scrutiny Committee, comprising the select committee chairmen and representatives of the opposition parties, takes a councilwide view and leads on collaborative scrutiny issues.

Every council, cabinet and Planning and Regulatory Committee meeting is webcast to enable people to watch meetings online.

The Audit and Governance Committee comprises six councillors (Chairman is a Residents’ Association/ Independent Councillor) who have been specifically chosen to enable robust challenge and assurance from a position of knowledge and experience. The committee is focused on providing independent assurance on the council’s control environment, the adequacy of the risk and governance arrangements and financial reporting.

The annual review of the effectiveness of the system of internal audit was undertaken by an external assessor, appointed through CIPFA. The report concluded that internal audit is well led and is given a high priority by those charged with governance.

The council produces the four primary financial statements each quarter (Movement in Reserves, Income & Expenditure, Balance Sheet and Cash Flow) to provide management and cabinet with robust information for measuring performance.

The Investment Panel comprises the Strategic Director for Business Services, five senior managers and the Cabinet Member for Assets and Regeneration. It

61

ensures all proposed service capital investments have robust business cases before formal approval by cabinet or cabinet Member as appropriate, and monitors the overall capital programme.

The gifts and hospitality register is online and provides a means for staff to easily register anything offered or accepted, making the entire process transparent.

62

The council’s Whistle-blowing policy encourages staff to raise concerns, such as bullying or harassment or fraud, through an anonymous, confidential and independent hotline. A variety of communication channels are constantly used to publicise the policy and the supporting arrangements.

As part of the council’s policy on transparency and openness, more information is being made available to residents and businesses through the publication of expenditure invoices for spend over £500 and salaries of staff who earn over £58,200 (named from £100,000).

People The council’s People Strategy aims to ‘enable staff to reach their best so they can give of their best for the people of Surrey.’ Time and resources continue to be invested to ensure staff and Members are fully engaged and motivated. Staff are given access to a number of tools and support through the STARS (Stretching Talent and Raising Skills) training and development programme that includes a range of e-learning and classroom based courses, online guidance and websites. Workplace coaches are in place across the organisation to help staff with career development or find solutions to issues and problems.

The council holds the Charter for Elected Member Development and Investor in People (IiP).

Engagement and collaboration The Surrey Residents Survey, which is jointly commissioned with Surrey Police, gathers customer satisfaction data and the results form part of the corporate scorecard. Customer feedback procedures ensure that feedback is both consistent and appropriate and that outcomes are reported through a quarterly digest.

The council continues to work with partners to develop the innovative Surreyi, an information system that brings together data, information and analysis for Surrey. The increased use of online communication channels and new media such as Twitter and Facebook provides effective engagement with stakeholders.

Through close working with residents and partners, Surrey’s Olympics events were successful and safe. The council continued to provide all its services and laid the foundations for a positive long term economic and social legacy in Surrey.

Notable progress has been made across all areas of the council in delivering services successfully in partnership. The SE7 Councils, consisting of seven South East councils, have worked together across a range of workstreams to identify savings including waste and property. A partnership has been established with East Sussex County Council to share procurement arrangements and payroll, pensions and accounts functions.

The benefits of working in partnership have not been confined to efficiencies and service improvements; partnership underpins the council’s One Team approach.

Expertise from partners has stimulated innovation, better engagement and an open learning culture.

Internal control environment The internal control environment is a significant part of the governance framework and is designed to manage risks to a reasonable level. The overall opinion of the Chief Internal Auditor on the internal control environment for 2012/13 is “some improvement needed”. Controls evaluated are judged to be generally adequate, appropriate, and effective to provide reasonable assurance that risks are being managed and objectives should be met. However, there are a number of areas where there is a need to enhance the governance arrangements in place, in particular: l Capital Monitoring – as the council looks to borrow to invest significantly over the next 3-4 years in property for service provision, investment and regeneration purposes, it is important that this is in line with a clearly articulated and agreed strategy and that there is appropriate governance around such capital spending decisions. l Project Management – there should be an increased focus on strong project management as an important tool in delivering change across the council. This should emphasise the importance of stakeholder engagement; ensure robust business cases with a strong financial rationale; and, require proper tracking of envisaged benefits to ensure their realisation. l Commercial Services – governance around the four trading activities within Commercial Services should be strengthened and include greater visibility of the business plan and proper monitoring and scrutiny of performance against that plan. l Direct Payments (DPs) – social care reviews should be conducted at least annually in

accordance with stated policy and DP account reconciliations should be completed in a timely manner and refer to the associated support plan that details the purpose the DP has been agreed for.

Management Action Plans are in place to address the recommendations made by Internal Audit and actions will be implemented by the identified responsible officers.

Focus for 2013/14 Sustainability is key to the council’s future and the Corporate Strategy and Medium Term Financial Plan will help guide long term efforts to invest smartly to encourage economic growth, support vulnerable residents, transform ways of working and build on capabilities and strengths to work effectively.

Continued collaboration with partners is another crucial part of the council’s response to future challenges. Effective collaboration not only helps to find savings, but underpins efforts to improve outcomes for residents. Ensuring robust governance arrangements from the outset will provide the foundations for effective partnership working.

Internally, the council will continue to focus on engaging with people at all levels and right across the organisation to ensure sustained culture change, on strengthening its capacity and capability to innovate, and on the achievement of benefits and efficiencies from across the organisation through, for example, a more consistent and robust approach to project management.

63

Financial Summary including the main accounting statements Income and expenditure statement The Audit and Governance committee approved the draft Statement of Accounts on 24 June 2013 for audit. These statements, within the Annual Report, are summaries of the detailed statements and notes in the Statement of Accounts. Any references to notes and detailed statements are in italics and can be found at www.surreycc.gov.uk your council, popular pages committee page, Audit and Governance Committee 24 June 2013 - Item 7.

64

This statement shows the true economic accounting cost in year of providing services in accordance with generally accepted accounting practices rather than the amount funded from taxation. The surplus on the provision of services for 2012/13 was ÂŁ2.2m (ÂŁ32.2m 2011/12). This represents the accounting surplus on the provision of services in accordance with International Financial Reporting Standards (IFRS), not a surplus in funding raised over what has been spent.

Table 3: Summarised income & expenditure statement

65

2012/13 Unaudited ÂŁm

2011/12 Final ÂŁm

Income Council tax income Formula grant Schools & other general and specific grants Total income

-580.2 -149.6 -777.4 -1,507.2

-556.2 -152.5 -828.8 -1,537.5

Net directorate revenue expenditure: Fees, charges & other service income Staffing Non staffing Total net directorate revenue expenditure

-186.4 750.1 940.5 1,504.2

-164.8 756.8 953.0 1,545.0

Outturn surplus (-)/ deficit

-3.0

7.5

0.8

-39.6

0.8

-39.6

Gross surplus before accounting adjustments

-2.2

-32.1

Accounting adjustments: Surplus (-) on revaluation of non-current assets (e.g.: buildings) Actuarial losses on pension liabilities Net deficit on income and expenditure statement

-22.5 134.1 109.4

-16.4 115.2 66.7

Other expenditure: Adjustments between accounting basis and funding basis under regulations (e.g. depreciation, revaluation losses, gain on disposal of assets, de-recognition of academies) Further explanation in the Statement of Accounts Note 29 Total

65

Balance sheet as at 31 March 2013 The Audit and Governance committee approved the draft Statement of Accounts on 24 June 2013 for audit. These statements, within the Annual Report, are summaries of the detailed statements and notes in the Statement of Accounts. Any references to notes and detailed statements are in italics and can be found at www.surreycc.gov.uk your council, popular pages committee page, Audit and Governance Committee 24 June 2013 - Item 7.

This statement shows the value of the assets and liabilities recognised by the council at the balance sheet date. The net liabilities of the council at 31

March 2013 total -£39.2m (there were net assets of £70.2m at 31 March 2012). The reason the council has net liabilities at 31 March 2013 is due to the increase in the pension fund liability. Accounting regulations require that the pension fund’s net liability is accounted for within the council’s accounts. The pension fund’s net liability has risen from the previous year, due mainly to the use of a lower actuarial discount rate. The effect of the lower discount rate has resulted in a higher pension fund net liability. Further information on the discount rates can be found at Note 45 of the Statement of Accounts.

Table 4: Balance sheet as at 31 March 2013 Balance Sheet

Property, plant & equipment Heritage assets (historical collections and notable paintings) Intangible assets (IT software & licences) Long term investments Long term debtors Long term assets

As at 31.03.2013 £m 1,280.0 0.7 5.9 0.2 8.8 1,295.6

As at 31.03.2012 £m 1,257.8 0.7 7.1 0.2 0.5 1,266.3

Short term investments Assets held sale Inventories (eg: salt and grit store) Short term debtors Cash & cash equivalents Current assets

104.2 15.3 1.3 141.5 114.1 376.4

100.0 4.6 1.4 100.8 109.8 316.6

66

Balance sheet continued.

Balance Sheet

Short term borrowing Short term creditors Short term provisions (e.g.: staff cost relating to untaken leave) Capital grants, receipts in advance Current liabilities Long term provisions (eg: insurance) Long term borrowing (eg: capital loans) Other long term liabilities (eg: pension fund) Long term liabilities

As at 31.03.2013 ÂŁm -82.1 -234.3 -3.3 -0.8 -320.5 -7.2 -238.1 -1,145.4 -1,390.7

As at 31.03.2012 ÂŁm -15.1 -195.0 -2.6 -1.4 -214.1 -7.9 -306.1 -984.5 -1,298.7

Net liabilities

-39.2

70.2

Funded by: Usable reserves (eg: general balances, earmarked reserves) Unusable reserves (eg: pension, capital & revaluation reserves) Net reserves

67 -288.4 327.6 39.2

-269.1 198.9 -70.2

Cashflow statement (SoA). The statement shows how a council generates The Audit and Governance committee approved and uses cash and cash equivalents by classifying cash the draft Statement of Accounts on 24 June 2013 for flows as operating, investing and financing activities: audit. These statements, within the Annual Report, are l Operating activities - the amount of net cash flows summaries of the detailed statements and notes in the arising from operating activities is a key indicator of Statement of Accounts. Any references to notes and the extent to which the operations of a council are detailed statements are in italics and can be found at funded by way of taxation, grant income or from www.surreycc.gov.uk your council, popular pages recipients of services provided by a council. committee page, Audit and Governance Committee 24 l Investing activities represent the extent to June 2013 - Item 7. which cash outflows have been made for resources which are intended to contribute to This shows the changes in cash and cash equivalents the future service delivery (note 27 SoA). during the financial year. The total increase in cash and l Cash flows arising from financing activities cash equivalents for this council during 2012/13 was are useful in predicting claims on future cash £4.3m (2011/12 £31.8m) which is shown in the cash flows by providers of capital (i.e. borrowing) to a flow statement and note 20 Statement of Accounts council (note 28 SoA).

68

Table 5: Cash flow statement for 31 March 2013

2012/13 £m 2.2 131.5

2011/12 £m 32.2 134.1

15.9

23.9

149.6

190.2

Investing activities (eg: purchasing property, plant and equipment) Financing activities (eg: Public Financing Initiative (PFI) payments) Net increase in cash & cash equivalents

-140.5

-154.2

-4.8 4.3

-4.2 31.8

Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period

109.8 114.1

78.0 109.8

Net surplus on the provision of services Adjustments to net surplus on the provision of services for noncash movements (eg: Depreciation) Adjustments for items included in the net surplus on the provision of services that are investing and financing activities (eg: Revenue funded capital items) Net cash flows from operating activities

Movement in reserves The Audit and Governance committee approved the draft Statement of Accounts on 24 June 2013 for audit. These statements, within the Annual Report, are summaries of the detailed statements and notes in the Statement of Accounts. Any references to notes and detailed statements are in italics and can be found at www.surreycc.gov.uk your council, popular pages committee page, Audit and Governance Committee 24 June 2013 - Item 7.

Movement in reserves statement shows the movement during the 2012/13 financial year on the different reserves held by a council, analysed into usable reserves and unusable reserves.

Usable reserves are where money is set aside to fund future expenditure plans or reduce taxation whilst unusable reserves reflect the difference between the surplus or deficit made on the true economic cost of providing a council’s services and the statutory amounts required to be charged to the general fund balance for council tax setting purposes (i.e. adjustments between accounting basis and funding basis under regulations). The total increase in this authority’s reserves during 2012/13 reflected on the balance sheet is £109.4million (a decrease of £19.3m in usable reserves, offset by an increase of £128.7m in unusable).

Table 6: Summarised movement in reserves as at 31 March 2013 Balance at 1 April 2012 £m -28.8 -161.9 -11.7 -66.7 -269.1

Movement £m -3.0 -19.1 -5.7 8.5 -19.3

Balance at 31 March 2013 £m -31.8 -181.0 -17.4 -58.2 -288.4

Total unusable reserves (further details in note B)

198.9

128.7

327.6

Net reserves

-70.2

109.4

39.2

General fund balance Earmarked reserves (further details in note A) Capital receipts reserve Capital grants and contributions unapplied Total usable reserves

Note A: Earmarked usable reserves The table below shows the council’s usable reserves classified in accordance with CIPFA’s accounting code of practice for International Financial Reporting Standards. These include in following broad categories;

l earmarked reserves - providing financing for

future expenditure plans, commitments and possible liabilities; l general balances – available balances to cushion the impact of uneven cash flow and a contingency for unexpected events;

69

l capital receipts -

the balance of proceeds from the sale of assets not used in-year to fund new capital expenditure but set aside to fund future capital expenditure in accordance with the council’s MTFP and asset management strategy; l capital government grants unapplied – the balance of grants received from central

government that have not been used in-year to fund new capital expenditure.

The 2013 – 2018 MTFP plans to use £12m of general balances to support the 2013/14 financial year. Therefore on 1 April 2013, general balances stood at £19.8m.

Table 7: List of earmarked usable reserves Opening balance 01/04/12 £m

70

Earmarked revenue reserves Schools balances Investment renewals reserve Equipment replacement reserve Vehicle replacement reserve Waste site contingency reserve Budget equalisation reserve Financial investment reserve PFI reserve Insurance reserve Severe weather reserve Eco park sinking fund Investment reserve Child protection reserve Revenue grants unapplied reserve Interest rate reserve Economic downturn reserve General capital reserve Total earmarked reserves

49.8 11.1 1.1

Transfers from reserves £m

Transfers into reserves £m

Closing balance 31/03/13 £m

-2.9 -2.9

3.0 5.1 4.8 0.7

52.8 13.3 3.0 5.1 0.3 25.0 11.1 5.8 7.4 5.0 8.0 5.0 3.6 20.4 3.2 4.4 7.6 181.0

4.4 0.3 32.0

-32.0

9.5 4.6 7.2

-0.3

25.0 1.6 1.2 0.5

5.0

5.0

3.0 5.0 1.3

19.2 0.0 0.0

-20.1

8.4

-0.9 -59.1

161.9

2.3 21.3 3.2 4.4 0.1 78.2

Notes explaining the earmarked reserves Investment and renewals reserve: Enables investment in service developments. The reserve makes loans to services for invest to save projects, which may be repayable. The recovery of the loan is tailored to the requirements of each business case, which is subject to robust challenge before approval as a part of the council’s governance arrangements.

Equipment replacement reserve: Enables services to set aside revenue budgets to meet future replacement costs of large equipment items.

Services make annual revenue contributions to the reserve and make withdrawals to fund purchases.

Vehicle replacement reserve: Enables the future cost of vehicle replacement to be spread over the life of existing assets via annual contributions from revenue.

Waste sites contingency reserve: Held to meet as yet unquantifiable liabilities on closed landfill sites, arising from the Environmental Protection Act 1990.

Budget equalisation reserve: The Budget Equalisation Reserve was set up to support future years’ revenue budgets from unapplied income and budget carry forwards. The balance includes £11m approved in the MTFP to support the 2013/14 budget, £8m service budget carry forwards, £1m from the Olympic games contingency, and £2m to be approved to support 2014/15 financial year and £3m to assist in managing the uncertainty to council funding due to the transfer of schools to academy status.

Financial investment reserve: The Financial Investment Reserve was set up in 2008/09 to mitigate against any potential future losses due to the failure of banks and financial institutions with which the Council has deposits (specifically Icelandic Banks).

During 2012/13 it has been determined that all of the outstanding money will be returned to the Council, albeit over a number of years.

PFI reserve (Street Lighting PFI sinking fund): This reserve holds the balance of the street lighting PFI grant income over and above that used to finance the PFI to date. The balance in this reserve will be used in future years when the expenditure in year will exceed the grant income due to be received in the same year.

Insurance reserve: This reserve also holds the balance resulting from a temporary surplus or deficit on the council’s self insurance fund and is assessed by an actuary for the possible liabilities the council may face. It specifically holds £2.4m to cover potential losses from the financial failure of Municipal Mutual Insurance (MMI) in 1992. The company had limited funds to meet its liabilities, consequently, future claims against policy years covered by MMI may not be fully paid, so would be funded from this reserve. The balance on this reserve represents the latest assessed possible liability.

Severe weather/ civil emergency reserve: This reserve enables the Council to act decisively and with urgency in the event of a serious incident.

Eco park sinking fund: To fund the future of the council’s waste disposal project from surpluses in the initial years.

71

Investment reserve: As a part of the council’s financial strategy this reserve was to provide funds for the council to acquire properties and respond quickly and to take advantage of changes in the property market to fund its capital programme.

From 2013/14 this reserve will be converted to the Revolving Investment & Infrastructure Fund.

Child protection reserve: This reserve is to provide funding for additional staffing costs as a result of the increase number of children subject to a child protection order. This reserve is to fund the costs until 2015/16, when the base budget will be increased to cover these costs.

72

Revenue grants unapplied reserve: This reserve holds government revenue grants received in previous financial years which will be used to fund expenditure in the future.

Interest rate reserve: This reserve is to enable the Council to fund its capital programme from borrowing in the event of an expected change in interest rates or other borrowing conditions.

Economic downturn reserve: This reserve is to allay the risks of erosion in the council’s tax base due to the impact of the localisation of council tax benefit and a down turn in the economy.

Note B: Unusable reserves.

Certain reserves are kept to manage the accounting processes for items such as non-current assets, financial instruments, retirement and employee benefits. They do not represent usable resources for the authority and are not backed by cash balances.

Table 8: List of unusable reserves

Unusable reserves

Movement

Revaluation reserve Capital adjustment account

Balance at 1 April 2012 £m -235.1 -494.1

£m -16.5 -4.8

Balance at 31 March 2013 £m -251.6 -498.9

Financial instruments adjustment account Pensions reserve Collection fund adjustment account Accumulated absences account Total unusual reserves

0.0 919.3 -6.4 15.2 198.9

0.0 151.4 0.2 -1.6 128.7

0.0 1,070.7 -6.2 13.6 327.6

Revaluation reserve: The revaluation reserve contains the gains made by the authority arising from increases in the value of its property, plant and equipment and intangible assets. The balance is reduced when assets with accumulated gains are:

l re-valued downwards or impaired and the

gains are lost l used in the provision of services and the gains are consumed through depreciation, or l disposed of and the gains are realised.

Capital adjustment account: The capital adjustment account absorbs the timing differences arising from the different arrangements for accounting for the consumption of non-current assets and for financing the acquisition, construction or enhancement of those assets under statutory provisions. The account is debited with the cost of acquisition, construction or enhancement as depreciation, impairment losses and amortisations are charged to the Income and Expenditure statement (with reconciling postings from the revaluation reserve to convert fair value figures to a historical cost basis). The account is credited with the amounts set aside by the authority as finance for the costs of acquisition, construction and enhancement.

Pensions reserve: The pensions reserve absorbs the timing differences arising from the different arrangements for accounting for post employment benefits and for funding benefits in accordance with statutory provisions. The Authority accounts for post employment benefits in the Income and Expenditure statement as the benefits are earned by employees accruing years of service, updating the liabilities recognised to reflect inflation, changing assumptions and investment returns on any resources set aside to meet the costs. However, statutory arrangements require benefits earned to be financed as the council makes employer’s contributions to pension funds or eventually pays any pensions for which it is directly responsible. The debit balance on the pensions reserve therefore shows a substantial shortfall in the benefits earned by past and current employees and the resources the authority has set aside to meet them. The statutory arrangements will ensure that funding will have been set aside by the time the benefits come to be paid.

The account contains accumulated gains and losses on investment properties and gains recognised on donated assets that have yet to be consumed by the authority. The account also contains revaluation gains accumulated on property, plant and equipment before 1 April 2007, the date that the revaluation reserve was created to hold such gains.

Collection fund adjustment account: The collection fund adjustment account manages the differences arising from the recognition of council tax income in the Income and Expenditure statement as it falls due from council taxpayers compared with the statutory arrangements for paying across amounts to the general fund from the collection fund.

Financial instrument adjustment account: The financial instruments adjustment account absorbs the timing differences arising from the different arrangements for accounting for income and expenses relating to certain financial instruments and for bearing losses or benefiting from gains per statutory provisions.  

Accumulated absences account: The accumulated absences account absorbs the differences that would otherwise arise on the general fund balance from accruing for compensated absences earned but not taken in the year, e.g. annual leave entitlement carried forward at 31 March. Statutory arrangements require that the impact on the general fund balance is neutralised by transfers to or from the account.

The reserve contains only revaluation gains accumulated since 1 April 2007, the date that the reserve was created. Accumulated gains arising before that date are consolidated into the balance on the capital adjustment account.

73

Other financial information Revenue efficiencies and service changes The revenue statement provides details of the income and expenditure; however the services have absorbed a high level of demand pressures to ensure that their balanced budgets are maintained. Services outlined in Medium Term Financial Plan ÂŁ71.1m of efficiencies for 2012/13. The graph below illustrates each directorate final position on planned efficiencies. The overall amount achieved is ÂŁ66.0m, with the remainder being met through one-off savings.

Graph 3: Directorate Efficiencies target and achieved 2012/13

74

Council travel expenses 2012/13 – 2010/11 Travel expenses are incurred through staff and members’ journeys on council business. Included within travel expenses are the costs for some employees, who due to extensive travel (over 1,500 miles per year), have a lump sum travel allowance as well as mileage expenses. The current system does

not distinguish between travel expenses for training or service delivery. Toward the end of 2011/12, the council choose to relinquish a lease to a key office building and utilise other office space across the county. The increase in travel expenses is due to the increased travel of staff across the county to get to satellite offices.

Table 9: Travel expenses by directorate 2012/13

2011/12

2010/11

Adults Social Care Children, Schools & Families Schools Customer & Communities Environment & Infrastructure Business Services and central support including Chief Executive’s Office Total

£1.5m £2.2m £0.0m £0.3m £0.3m £0.3m

£1.3m £2.2m £0.0m £0.3m £0.2m £0.3m

£1.4m £1.9m £0.0m £0.3m £0.2m £0.3m

£4.6m

£4.3m

£4.1m

Overall expenditure

£1,695.7m

£1,670.3m

£1,702.9m

% of total overall expenditure

0.3%

0.3%

0.2%

Salary transparency Every year the council publishes information on the external website information on salary policy and transparency. This can be found on the main website www.surreycc.gov.uk then at Your council, Council Tax & Finance, Localism and transparency.

in accordance with the constitution of the county council. All Surrey Pay and terms and conditions are determined by the PPDC in line with council policy, including the remuneration of Chief Officers and specific appointments to posts with salaries of £100,000 or more.

The People, Performance and Development Committee (PPDC) acts as the county council’s Remuneration Committee under delegated powers,

The county council is committed to being at the forefront of openness and transparency to demonstrate to its residents and local taxpayers that

75

it delivers value for money. As part of the national and local government transparency agenda, it already publishes information on its external website detailing Surrey Pay ranges, expenditure over £500 and contracts with a value of £50,000 or more.

To continue that progress and in line with the Code of Recommended Practice for Local Authorities on Data Transparency 2011, the council has published details of salaries paid to senior staff on–line, with effect from 30 March 2012. This information is updated on a regular basis and covers all positions with annual salaries of £58,200 and above.

76

This is a summary of the bandings from the information on the website. This is different to the statutory accounts bandings (note 35 – Salary Bandings Statutory Accounts). The information

below is a point in time (1 March 2013) of the number of officers on what band, whereas the statutory accounts are banding the annual salary paid for the year 2012/13 including schools and leavers. This information is also on a headcount basis ie: what an individual is paid rather than a full time equivalent. Within the Outturn report (28 May 2013), the staffing figures are presented. The council had 7,361 full time equivalent posts at the end of March 2013 (7,168 - March 2012).

The increase in full time equivalents is due the decrease reliance on temporary staff and the conversion from agency staff to permanent employment. The volume of vacancies not occupied by a contracted FTE has fallen from 315 May 2013 to 134 by March 2013.

Table 10: Band of officers paid over £58,200 Salary band (£)

Total numbers of officers paid as at 31 March 2013

Salary band (£)

58,200-64,999 65,000-69,999 70,000-74,999

75 36 6

75,000-79,999 80,000-84,999 85,000-89,999

39 6 9

90,000-94,999 95,000-99,999 100,000-104,999 105,000-109,999 110,000-114,999

6 4 5 3 1

115,000-119,999 120,000-124-999 125,000-129,999 130,000-134,999 135,000-139,999 140,000-144,999 150,000-209,999 210,000-214,999 Total

Total numbers of officers paid as at 31 March 2013 1 0 1 1 1 2 0 1 196

Council business consultancy fees 2012/13 and 2011/12 Consultancy, contractors and contractor services are used to support the organisation, often to help deliver projects. Over the past twelve

months the council has assessed its definition of business consultancy to ensure the council makes the correct decision when buying these services and there is an agreed definition of what consultancy services are.

Table 11: Business consultancy by directorate Business consultancy

2012/13

2011/12

Adult Social Care Children, Schools & Families Customer & Communities Environment & infrastructure Business Services and central support including Chief Executive’s Office Total business consultancy Overall Expenditure

0.1 0.1 0.0 0.5 1.6

0.2 0.2 0.1 0.4 0.6

2.3 1,695.7

1.5 1,670.3

% of total overall expenditure

0.1%

0.1%

77

General information Allowances, travel expenses and attendance Members received an allowance rather than a salary for services carried out by them on behalf of the council. Members spend significant time on the council business outside of formal committee meeting. This includes constituency business, parish council and resident groups, meeting with other public agencies and partners and charity and community groups.

78

Under statute, if a member has not attended a meeting for a period of six consecutive months, unless the failure to attend was due to a reason approved by the authority during those six months, the member ceases to hold office. On the external website, current year attendance can be accessed by the following menu selections - Your council, Councillors and committees, Surrey County Councillors, Member attendance summary.

The list below only includes the county councillor members that were standing as at 31 March 2013.

Members allowances and travel expenses (2012/13 and 2011/12) Table 12: Member allowances and travel & subsistence expenses by Districts and Boroughs

Number of members

By District and Borough Elmbridge Epsom & Ewell Guildford Mole Valley Reigate & Banstead Runnymede Spelthorne Surrey Heath Tandridge Waverley Woking Current members by district and borough Stood down members Standards committee Employer NI & pension contributions Total expenditure

9 5 10 6 9 6 7 6 6 9 7 80

Member allowances 2012/13 2011/12 £ £ 130,319 64,955 131,864

1,330,678

138,780 64,955 119,236 107,015 176,152 118,302 120,007 93,419 112,117 180,991 87,920 1,318,894

0 833 233,353

11,791 1,500 235,900

1,564,864

1,568,085

107,491 156,640 135,380 97,268 94,939 127,472 179,216 105,134

Travel & subsistence expenses 2012/13 2011/12 £ £ 5,035 714 6,095 7,815 12,335 8,420 3,372 4,990 11,007 22,254 3,595 85,632

5,637 762 5,285 5,797 14,901 8,073 8,763 6,952 9,714 22,892 1,532 90,308

85,632

90,308

79

Members allowances and travel expenses (2012/13 and 2011/12)

80

Allowances Cont after 2012/13 2011/12 May Elected election £ £ 2003 No 11,791 11,791 2009 No 11,791 11,791 2005 Yes 28,291 28,291 1997 Yes 14,791 14,791 2001 Yes 11,791 11,791

Travel & subsistence expenses 2012/13

2011/12

£ 366 0 2,752 835 198

£ 486 120 3,434 591 73

Mr Victor Agarwal Mr Mohammed Amin Mrs Mary Angell Mr William Barker Mr Ian Beardsmore

Districts Spelthorne Woking Runnymede Guildford Spelthorne

Mr Mike Bennison Mrs Elizabeth Bowes Mr Mark Brett Warburton Mr John Butcher Mr Ben Carasco

Elmbridge Woking Guildford Elmbridge Woking

2005 2009 2009 2009 2009

Yes Yes Yes No Yes

17,791 20,541 20,791 11,791 11,791

17,468 17,146 20,468 11,791 11,791

552 221 563 323 0

379 98 1,205 304 0

Mr William Chapman Mrs Helyn Clack Mrs Carol Coleman Mr Stephen Cooksey Mr Nigel Cooper

Surrey Heath Mole Valley Spelthorne Mole Valley Elmbridge

2009 2001 2005 2005 2009

Yes Yes Yes Yes No

11,791 28,291 11,791 11,791 11,791

15,017 20,673 12,866 11,791 11,791

842 4,500 476 929 0

859 2,566 717 821 0

Mr Stephen Cosser Mrs Clare Curran Mr Tony Elias Mr Graham Ellwood Mr Melville Few

Waverley Mole Valley Tandridge Guildford Runnymede

2009 2009 2009 2009 2009

Yes Yes No Yes Yes

21,791 27,076 11,791 11,791 22,017

21,038 20,468 11,791 11,791 14,791

1,895 942 239 14 1,671

1,929 594 262 127 1,828

Mr William Forster Warner Mrs Angela Fraser Mr Christopher Frost Mrs Patricia Frost Mr Denis Fuller

Woking Reigate & Banstead Epsom & Ewell Waverley Surrey Heath

2009 1989 1997 2005 2009

Yes No No Yes Yes

11,791 11,791 11,791 17,791 14,199

11,791 12,436 12,436 17,791 11,791

303 950 384 2,043 1,255

466 867 492 2,085 1,461

Travel & subsistence expenses

Mr John Furey Mr Simon Gimson Mr David Goodwin Mr Michael Gosling Dr. Zulema Grant Duff

Allowances Cont after 2012/13 2011/12 May Districts Elected election £ £ Runnymede 2009 Yes 28,291 21,170 Guildford 2011 No 11,791 10,555 Guildford 2005 Yes 11,791 11,791 Reigate & Banstead 2005 Yes 28,791 28,781 Reigate & Banstead 2009 Yes 20,791 19,823

Dr. Lynne Hack Mr Timothy Hall Mrs Kay Hammond Mr David Harmer Mr Nick Harrison

Reigate & Banstead Mole Valley Reigate & Banstead Waverley Reigate & Banstead

2005 2005 1997 2005 2005

No Yes Yes Yes Yes

11,791 14,541 28,291 14,888 20,791

20,657 28,291 28,291 11,791 20,791

646 0 4,091 2,151 763

1,221 0 5,228 1,440 855

Miss Marisa Heath Mr Peter Hickman Mrs Margaret Hicks Mr David Hodge Mr David Ivison

Runnymede Elmbridge Elmbridge Tandridge Surrey Heath

2006 2005 1989 2005 2005

Yes Yes Yes Yes Yes

21,791 11,791 11,791 42,291 18,291

22,436 12,114 12,866 36,818 15,163

1,131 246 1,051 3,502 2,355

1,192 276 843 2,688 2,177

Mrs Linda Kemeny Mrs Frances King Mr Eber Kington Mr Ian Lake Mr Peter Lambell

Woking Reigate & Banstead Epsom & Ewell Elmbridge Reigate & Banstead

2011 2005 2009 1997 2009

Yes No Yes No No

25,638 8,843 12,404 11,791 11,791

10,206 11,791 17,146 26,290 11,791

2,271 169 191 0 253

0 84 270 2,639 274

Mrs Yvonna Lay Ms Denise Le Gal Mr Stuart MacLeod Mr Ernest Mallett Mrs Sally Marks

Runnymede Waverley Surrey Heath Elmbridge Tandridge

2005 2009 2009 2005 2001

Yes Yes No Yes Yes

14,199 28,291 12,076 13,491 22,017

11,791 22,245 11,791 13,491 13,210

1,645 4,078 438 0 1,773

330 2,065 409 90 1,970

2012/13

2011/12

£ 107 868 284 3,515 960

£ 225 218 588 3,633 1,029

81

Member travel and subsistence (continued)

82

Allowances Cont after 2012/13 2011/12 May Elected election £ £ 13,404 2001 No 11,791 31,277 2005 Yes 34,291 11,791 2001 Yes 11,791 11,791 2006 Yes 11,791 17,329 1997 Yes 16,791

Travel & subsistence expenses 2012/13

2011/12

£ 514 4,578 0 0 4,050

£ 459 4,838 0 0 3,344

Mr Geoffrey Marlow Mr Peter Martin Mrs Janet Mason Mrs Marsha Moseley Mr David Munro

Districts Woking Waverley Epsom & Ewell Guildford Waverley

Mrs Caroline Nichols Mr Christopher Norman Mr John Orrick Mr Tom Phelps-Penry Mr Chris Pitt

Spelthorne Runnymede Tandridge Elmbridge Surrey Heath

2009 2009 2009 2005 2005

No Yes Yes No Yes

11,791 20,791 11,791 11,791 11,791

11,791 19,823 11,791 11,791 12,866

0 1,114 696 0 0

0 1,064 802 0 0

Dr. Andrew Povey Mr Steven Renshaw Mrs Dorothy Ross-Tomlin Mrs Denise Saliagopoulos Mr Anthony Samuels

Waverley Waverley Reigate & Banstead Spelthorne Elmbridge

1993 2009 2001 2001 2010

No No Yes Yes Yes

11,791 21,791 13,760 11,909 28,291

27,927 21,038 21,791 28,958 21,178

371 2,492 988 0 2,863

4,199 2,339 1,710 5,560 1,106

Mrs Lavinia Sealy Mrs Pauline Searle Mr Nicholas Skellett Mrs Diana Smith Mr Michael Sydney

Surrey Heath Guildford Tandridge Woking Tandridge

1997 2005 1993 2004 2009

No Yes Yes No Yes

26,791 11,791 21,791 11,791 17,791

26,791 11,791 21,361 11,791 17,146

100 23 2,580 286 2,217

2,046 89 2,455 389 1,537

Mr John Taylor Mr Keith Taylor Mr Christopher Townsend Ms Denise Turner Mr Richard Walsh

Epsom & Ewell Guildford Mole Valley Spelthorne Spelthorne

2001 2009 2009 2005 2009

No Yes Yes No Yes

11,791 14,791 11,791 21,689 16,506

11,791 14,468 11,791 20,791 22,019

0 1,128 657 1,574 758

0 1,210 653 1,262 665

Mrs Hazel Watson Mrs Fiona White Mr Keith Witham Mr David Wood Mr Alan Young

Total

Districts Mole Valley Guildford Guildford Epsom & Ewell Waverley

Allowances Cont after 2012/13 2011/12 May Elected election £ £ 14,001 1993 Yes 14,001 11,791 2005 Yes 11,791 2012 Yes 10,745 11,791 2009 No 17,178 10,555 2011 Yes 11,791 1,330,678

1,318,894

Travel & subsistence expenses 2012/13

2011/12

£ 787 1,806 574 139 596

£ 1,163 1,257

85,632

0 653 90,308

83

Members attendance (2012/13 and 2011/12)

84

Elected 2003 2009 2005 1997 2001

Continuing/new members after May election Robert Evans Colin Kemp Yes Yes Yes

Mr Victor Agarwal Mr Mohammed Amin Mrs Mary Angell Mr William Barker Mr Ian Beardsmore

Districts Spelthorne Woking Runnymede Guildford Spelthorne

Council 3/7 0/7 7/7 7/7 6/7

Mr Mike Bennison Mrs Elizabeth Bowes Mr Mark Brett Warburton Mr John Butcher Mr Ben Carasco

Elmbridge Woking Guildford Elmbridge Woking

2005 2009 2009 2009 2009

Yes Yes Yes Mary Lewis Yes

6/7 6/7 6/7 7/7 4/7

Mr William Chapman Mrs Helyn Clack Mrs Carol Coleman Mr Stephen Cooksey Mr Nigel Cooper

Surrey Heath Mole Valley Spelthorne Mole Valley Elmbridge

2009 2001 2005 2005 2009

Yes Yes Yes Yes Stuart Selleck

6/7 7/7 6/7 7/7 5/7

Mr Stephen Cosser Mrs Clare Curran Mr Tony Elias Mr Graham Ellwood Mr Melville Few

Waverley Mole Valley Tandridge Guildford Runnymede

2009 2009 2009 2009 2009

Yes Yes Helena Windsor Yes Yes

6/7 5/7 1/7 4/7 7/7

Mr William Forster Warner Mrs Angela Fraser Mr Christopher Frost Mrs Patricia Frost Mr Denis Fuller

Woking Reigate & Banstead Epsom & Ewell Waverley Surrey Heath

2009 1989 1997 2005 2009

Yes Ken Gulati Tina Mountain Yes Yes

7/7 7/7 7/7 6/7 5/7

Mr John Furey Mr Simon Gimson Mr David Goodwin Mr Michael Gosling Dr. Zulema Grant Duff

Runnymede Guildford Guildford Reigate & Banstead Reigate & Banstead

2009 2011 2005 2005 2009

Yes George Johnson Yes Yes Yes

7/7 7/7 7/7 5/7 6/7

Cabinet

Cabinet Member

10/11

3/3

Select Committee 6/7 0/0

15/15 11/12

Local Committees 5/6 2/5 3 /4 5/5 6/6

2012/13 Overall totals 14/20 2/12 23/25 27/27 23/25

2011/12 Overall total 14/19 7/19 23/29 22/24 24/25

14/16 4/7 16/20 8/10 2/5

4/5 5/5 5/5 4/5 4/5

24/28 15/19 27/32 19/22 10/17

23/26 14/18 23/28 14/18 14/23

16/18 6/6 25/29 10/12

4/5 4/4 6/6 4/4 4/4

26/30 22/22 18/19 36/40 19/24

28/30 27/32 16/21 31/34 15/20

16/18 15/16 4/9 0/7 24/25

5/5 4/4 2/5 4/5 4/4

27/30 24/27 7/21 8/19 35/36

30/30 24/25 12/18 11/19 32/41

7/9 11/12 7/9 8/9 18/21

5/5 4/5 6/6 5/5 3/5

19/21 22/24 20/22 19/21 26/33

21/21 25/32 25/28 17/20 27/28

4/4 4/5 4/5 4/5 5/5

33/33 19/21 18/21 20/25 26/29

32/43 17/20 19/20 25/27 25/28

11/11

11/11

11/11

8/9 7/9 9/11

2/2 15/17

85

Member attendance (continued)

86

Elected 2005 2005 1997 2005 2005

Continuing/new members after May election Jonathan Essex Yes Yes Yes Yes

Dr. Lynne Hack Mr Timothy Hall Mrs Kay Hammond Mr David Harmer Mr Nick Harrison

Districts Reigate & Banstead Mole Valley Reigate & Banstead Waverley Reigate & Banstead

Council 7/7 6/7 7/7 7/7 7/7

Miss Marisa Heath Mr Peter Hickman Mrs Margaret Hicks Mr David Hodge Mr David Ivison

Runnymede Elmbridge Elmbridge Tandridge Surrey Heath

2006 2005 1989 2005 2005

Yes Yes Yes Yes Yes

5/7 7/7 7/7 7/7 7/7

Mrs Linda Kemeny Mrs Frances King Mr Eber Kington Mr Ian Lake Mr Peter Lambell

Woking Reigate & Banstead Epsom & Ewell Elmbridge Reigate & Banstead

2011 2005 2009 1997 2009

Yes Barbara Thompson Yes Christian Mahne Natalie Bramhall

7/7 3/3 6/7 6/7 7/7

Mrs Yvonna Lay Ms Denise Le Gal Mr Stuart MacLeod Mr Ernest Mallett Mrs Sally Marks

Runnymede Waverley Surrey Heath Elmbridge Tandridge

2005 2009 2009 2005 2001

Yes Yes Mike Goodman Yes Yes

6/7 7/7 3/7 7/7 7/7

Mr Geoffrey Marlow Mr Peter Martin Mrs Janet Mason Mrs Marsha Moseley Mr David Munro

Woking Waverley Epsom & Ewell Guildford Waverley

2001 2005 2001 2006 1997

Richard Wilson Yes Yes Yes Yes

7/7 7/7 6/7 6/7 5/7

Mrs Caroline Nichols Mr Christopher Norman Mr John Orrick Mr Tom Phelps-Penry Mr Chris Pitt

Spelthorne Runnymede Tandridge Elmbridge Surrey Heath

2009 2009 2009 2005 2005

Tim Evans Yes Yes Rachael Lake Yes

5/7 5/7 5/7 7/7 6/7

Cabinet

Cabinet Member

1/1 9/11

2/2 4/4

Select Committee 19/24 7/9

Local Committees 5/5 3 /4 3/5 5/5 5/5

2012/13 Overall totals 31/36 19/22 23/27 27/28 21/21

2011/12 Overall total 24/27 38/40 18/24 20/20 20/20

4/7

4/4 4/5 5/5 3/5 5/5

21/24 16/18 27/31 25/27 16/19

22/30 23/23 29/32 29/30 21/25

2/2 7/7 10/11 0/3 4/6

5/5 2/2 5/6 5/5 2/5

30/32 12/12 24/24 11/15 13/18

26/34 4/4 24/28 24/31 16/19

4/7 3/9 3/3 15/17 13/14

4/4 3/5 1/5 4/5 4/5

14/18 27/36 7/15 26/29 24/27

18/23 20/25 21/27 25/32 24/33

12/15 6/7 4/6 11/12

5/5 5/6 6/6 4/5 5/5

24/27 22/24 18/20 14/18 21/24

21/29 30/31 19/20 17/19 35/43

5/11 15/16 6/7 9/9 5/5

4/6 4/4 5/5 5/5 4/5

14/24 24/27 16/19 21/21 15/17

15/25 25/27 15/18 18/19 13/19

15/16 9/9 12/13 5/6 15/19 11/11 8/10

10/11

9/11

4/4 8/8

4/4

1/1

87

Member attendance (continued)

88

Elected 1993 2009 2001 2001 2010

Continuing/new members after May election Victoria Young Nikki Barton Yes Yes Yes

Dr. Andrew Povey Mr Steven Renshaw Mrs Dorothy Ross-Tomlin Mrs Denise Saliagopoulos Mr Anthony Samuels

Districts Waverley Waverley Reigate & Banstead Spelthorne Elmbridge

Council 4/7 5/7 5/7 5/7 6/7

Mrs Lavinia Sealy Mrs Pauline Searle Mr Nicholas Skellett Mrs Diana Smith Mr Michael Sydney

Surrey Heath Guildford Tandridge Woking Tandridge

1997 2005 1993 2004 2009

Adrian Page Yes Yes Saj Hussain Yes

7/7 7/7 6/7 7/7 5/7

Mr Colin Taylor Mr Keith Taylor Mr Christopher Townsend Ms Denise Turner Mr Richard Walsh

Epson & Ewell Guildford Mole Valley Spelthorne Spelthorne

2001 2009 2009 2005 2009

Stella Lallement Yes Yes Daniel Jenkins Yes

6/7 7/7 7/7 6/7 6/7

Mrs Hazel Watson Mrs Fiona White Mr Keith Witham Mr David Wood Mr Alan Young

Mole Valley Guildford Guildford Epsom & Ewell Waverley

1993 2005 03/05/2012 2009 2011

Yes Yes Yes John Beckett Yes

7/7 7/7 3/7 6/7 7/7

Cabinet

Cabinet Member

8/11

7/7

Select Committee 3/6 17/20 2/2 5/12

Local Committees 2/5 5/5 4/5 6/6 2/5

2012/13 Overall totals 9/18 27/32 11/14 16/25 23/30

2011/12 Overall total 21/28 27/28 30/34 21/25 24/25

6/7 15/17 4/7 12/17

4/5 5/5 5/5 5/5 5/5

11/12 18/19 26/29 17/19 22/29

12/17 17/18 25/27 21/30 22/29

12/19 17/18 13/17 15/16 16/18

6/6 5/5 4/4 4/6 6/6

24/32 29/30 24/28 25/28 29/31

30/36 28/33 25/28 33/41 27/31

10/11 11/12 8/11 12/19 8/12

4/4 5/5 3/5 6/6 3/5

21/22 23/24 14/23 24/32 18/24

25/25 28/34 n/a 24/34 13/20

89

Complaints Due to the different nature of the functions within the county council, there are separate procedures for dealing with different types of complaints.

These procedures ensure a consistency of approach and clear, timely outcomes. Each procedure has its own characteristics and response standards, before referral to the Local Government Ombudsman (LGO).

Members: Complaints about members are governed by the arrangements in the Localism Act 2011: http:// www.surreycc.gov.uk/your-council/complaints,comments-and-compliments/how-to-complainabout-a-county-councillor

90

Over the last year (2012/13) there were four complaints to the council about elected Members that were investigated by the Monitoring Officer, who in Surrey’s case is the Head of Legal and Democratic Services.

Complaint 1 (December 2012) alleged that several Members had pre-determined an outcome before they had properly considered their decision. The Monitoring Officer did not accept this particular complaint amounted to a breach of the Members’ Code of Practice, even if it were proven. The complainant was informed of the decision and the matter was closed.

Complaint 2 (March 2013) alleged that an elected Member failed to observe high standards of conduct in a meeting with representatives from partner organisations. The complainant and Member both agreed to mediation. The complainant withdrew their complaint prior to the mediation meeting.

Complaint 3 (March 2013) related to misleading publicity. The Monitoring Officer consulted the Independent Person appointed by the Council, and conducted a preliminary investigation. This established that the Member had published a correction to the initial publicity and distributed it to people who may have been affected by the issue in question. The Monitoring Officer concluded that the alleged behaviour would not therefore amount to a breach of the Members’ Code of Conduct.

Complaint 4 (March 2013) was about failure to show respect to an officer of the council, contrary to the Member/Officer Protocol. A letter of apology was sent by the Member, which was accepted by the complainant and the complaint was closed.

In addition to the above, two complaints received at the end of 2011/12 were referred to the Member Conduct Panel during the 2012/13 year.

These complaints were partially upheld and, after consultation with the Independent Person, reports of each breach were made to the council.

Corporate Other non statutory functions (Corporate) operate a good practice system in dealing with complaints.

The policy is to encourage customers, residents and service users to complain if they are dissatisfied with the service they have received, so that if the council has done something wrong, the council can put it right and avoid repetition.

In most cases, complaints are dealt with locally by the team that provided the service within ten working days – This is called stage 1. Anyone who complains but is dissatisfied with the response at stage 1 may contact Customer Relations and request further investigation - This is called stage 2. If after that they are still dissatisfied, they may complain to the LGO.

Table 13: Corporate volume of complaints (2012/13 and 2011/12)

Number of complaints received (stage 1) % responded to within 10 working days* Number requesting a stage 2 Number with fault found at stage 2 Number of complaints received by LGO Number where the LGO found failure

2012/13

2011/12

688 95% 156 23 18 0

635 94% 104 40 14 0

* The council’s target is to respond to 90% of stage 1 complaints within 10 working days.

If you would like further information on the services receiving complaints this can be found at http://www.surreycc.gov.uk/your-council/complaints,-comments-and-compliments/customerrelations-performance

91

Children, Schools & Families Directorate Complaints about social care provision for Children and Young People are managed by the Children’s Rights Service and are usually responded to in line with statutory requirements governed by specific regulations. This process has three stages and the Local Government Ombudsman usually requires all stages to have been exhausted before they will consider a referral.

92

Complaints that are not about social care provision but relate to other services within the Children Schools and Families Directorate , for example Schools Admissions, Special Educational Needs or Outdoor Learning for Young People, are also managed by the Children’s Rights Service. These are usually responded to in line with the Council’s corporate complaint process which is a two stage process.

In either case the initial response is dealt with locally at operational level by the appropriate Team Manager. If the complainant remains dissatisfied with the Stage 1 response they can then contact the Children’s Rights Service and seek to escalate the complaint to the next stage.

The Children’s Rights Service publishes Annual Complaint Reports which are available on the Council’s Web Pages.

Further information on this can be found at http://www.surreycc.gov.uk/your-council/ complaints,-comments-and-compliments/ comments-compliments-and-complaintsabout-social-care-services/social-care-annualcomplaints-reports.

Adult Social Care Adult Social Care has its own separate statutory complaints procedure for all complaints relating to Adult Social Care services. This is made up of one stage and then referral to the Local Government Ombudsman for any complainants who remain dissatisfied with the Department’s response.

Further information on this can be found on the external website http://www.surreycc.gov.uk/ your-council/complaints,-comments-andcompliments/comments-compliments-andcomplaints-about-social-care-services/how-tomake-a-complaint-about-adult-social-care)

93

The Cabinet 2012/13 David Hodge, Leader

Peter Martin, Deputy Leader

94 Denise Le Gal, Cabinet Member for Business Services

Mary Angell, Cabinet Member for Children and Families

Linda Kemeny, Cabinet Member for Children and Learning

Kay Hammond, Cabinet Member for Community Safety

Helyn Clack, Cabinet Member for Customers and Communities

Michael Gosling, Cabinet Member for Adult Social Care and Health

Tony Samuels, Cabinet Member for Organisational and Regeneration Programmes

John Furey, Cabinet Member for Transport and Environment

Corporate Leadership Team David McNulty, Chief Executive

95 Susie Kemp, Assistant Chief Executive

Nick Wilson, Strategic Director Children, Schools and Families

Yvonne Rees, Strategic Director for Customers and Communities

Julie Fisher, Strategic Director for Business Services

Trevor Pugh, Strategic Director for Environment and Infrastructure

Sarah Mitchell, Strategic Director for Adult Social Care

Created by the Communications Design Team. 07.13.RN.CS2614.