Impact_Report_2025–26-Digital - Flipbook - Page 18
A resilient,
sustainable and
equitable organisation
Progress in 2025–26
In 2025–26, we continued to strengthen the foundations
that enable Active Prospects to deliver high-quality support,
invest in homes and remain resilient in a challenging
operating environment. Our focus was on financial
sustainability, smarter systems, stronger governance,
Leaner, smarter and more
sustainable working enabled by
improved asset management and practical action on
environmental sustainability and equity.
digital systems and a foundation
A significant achievement was securing fairer rates for
of Belonging, Diversity, Equity
new Dynamic Purchasing System, following sustained work
and Inclusion.
over three years. This progress has helped ensure that
services commissioned through the Surrey County Council’s
services are more fairly funded and better able to meet
the real costs of delivering safe, person-centred support for
people with complex needs. The lengthy process meant that
two years of backdated payments were received during 2025-
What this means:
26, which helps to explain the larger than usual surplus in this
year’s accounts as we had used our cash reserves over three
•
Maintaining financial resilience.
•
Investing in high-quality, sustainable homes.
•
Long-term sustainability and readiness for future growth.
•
Delivering digital transformation.
•
Strong governance and risk management.
years to fund higher costs while we awaited this settlement.
We invested in new systems to make the organisation
leaner, smarter and better equipped for future growth.
This included the introduction of new payroll, HR
and rota systems, new maintenance reporting and
compliance systems, alongside continued investment in
digital transformation capacity, cyber security and staff
training. These developments are improving the quality of
management information, reducing manual processes and
supporting more consistent, efficient and accountable ways
of working across the organisation.
Digital innovation also supported our wider strategic
ambitions. We continued to develop our approach to
safe and purposeful use of technology, including cyber
awareness training for staff and emerging work on artificial
intelligence. This sits alongside projects such as AI Can,
which demonstrate how technology can be used to promote
inclusion, confidence and independence when it is shaped
by people’s lived experience.
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