The Resources and Performance Select Committee is scheduled to meet on Friday 26 June 2026 to review the council's performance for the final two quarters of the 2025/26 financial year, and to discuss the ongoing transition of critical IT systems ahead of local government reorganisation. The committee will also receive an update on the council's workforce equality, diversity, inclusion, and accessibility initiatives.

2025/26 Q3 & Q4 Performance Assurance Report

The committee is scheduled to review Surrey County Council's Performance Assurance Framework, examining the outcomes from the third and fourth quarters of the 2025/26 financial year. This report details the council's performance against a range of Key Performance Indicators (KPIs) across various directorates. The report highlights that while the majority of indicators were rated green, indicating strong performance, there are notable pressures in areas such as complaint handling timescales, Subject Access Requests (SARs), and workforce diversity, with eight indicators rated red and five amber. The report also notes that the Resources directorate, which encompasses functions like Finance, Communications, Customer Service, and Land and Property, has seen a majority of its indicators rated green, though specific areas like average call wait times for non-social care services are below target. The report will also cover performance against the council's strategic objectives, including those related to being a High Performing Council. ¹

Transition of Critical IT Systems

A key item on the agenda is the transition of Surrey County Council's critical IT systems to the new authorities following vesting day. This report outlines the work underway to identify, assess, and transition these systems to ensure a safe, legal, and effective handover. The council currently manages approximately 1,000 systems, and a discovery exercise identified 1,061 systems in scope for transition. These systems have been categorised into three tranches based on their criticality and complexity. Tranche 1 includes significant and complex systems such as the Adult Social Care system (LAS), Children's Social Care system (LCS), Unit 4 (finance), Zendesk (CRM), and Confirm (Highways), which require coordinated effort between IT & Data and service teams. The report details a minimum viable change approach, prioritising shared arrangements for systems where possible to minimise risk and ensure service continuity. The transition is being managed in phases, with discovery and initial planning largely complete, and detailed planning and implementation phases scheduled to follow. The report also addresses the approach to data, aiming to keep data within existing systems where possible to avoid disruption. Significant risks identified include technical feasibility, supplier and contract management, resource capability, governance, and delivery uncertainty, with proposed mitigations for each.

Workforce Equality, Diversity, Inclusion and Accessibility Update

The committee is set to receive an update on progress made in delivering the workforce elements of the council's Equality, Diversity, and Inclusion (EDI) programme. This includes efforts to foster an inclusive and representative workforce and improve accessibility across the council's estate. The report details the 2025/26 EDI Action Plan priorities, such as reviewing staff networks, improving workforce EDI data, delivering in-house EDI training, expanding the role of Wellbeing Champions to include inclusion, developing plans for the Workplace Adjustments programme, and improving the experience of overseas recruits. The report highlights progress in areas like recruitment and retention of social care roles, a reduction in voluntary turnover, and an increase in the percentage of staff who have shared they have a disability. However, it also notes challenges in increasing the percentage of staff under 30 and improving the representation of ethnic minority employees in senior leadership roles. The report also covers improvements to accessibility across the council's estate, with initiatives like the Workplace and Facilities delivery programme and the fire-safe lift project at Victoria Gate.

Forward Work Programme and Recommendations Tracker

The committee will review its Forward Work Programme (FWP) for the upcoming year, which includes planned scrutiny activities such as performance monitoring of future assurance reports and policy development on Artificial Intelligence. The committee will also review the Recommendations Tracker, which monitors the progress of recommendations and actions made by the committee in previous meetings. This includes updates on the Land and Property Maintenance Contract, the Strategic Investment Board, and the 2025/26 Q2 Performance Assurance Report.