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Delivery Directorate strategic priorities

Value for money

Logo - value for money

We will continue to drive and maintain strong financial management and make sure that what we are spending is targeted on the right things.

The way the council is funded will continue to change, so will the way we deliver the services you value and trust.

1.2 Invest in digital technology and access points to help people access our services.

Strategic priorities for 1.2.

Annual priorities

Description

Due date

Lead officer

Related strategies

1.2.16

Deliver the first year’s action plan of the new Customer Experience Strategy (2021 to 2024). This will include:

  • redesigning face to face contact at Time Square and other council locations
  • reviewing the current contact centre structures to simplify customer access and reduce costs
  • reviewing the library operating model to identify efficiencies whilst maintaining access for customers
  • reviewing the customer online account and delivering improvements

Mar 2022

AD: Customer Experience, Digital and ICT

Digital and ICT Strategy

1.2.17

Deliver the first year’s action plan of the new Digital and IT Strategy (2021 to 2024). This will include:

  • completing the migration of applications and servers to the cloud
  • work on the national website codebase project
  • support for the work programme of the Customer Experience Strategy
  • support for new Ways of Working Provision of a safe, secure and resilient infrastructure
  • redesign of the team to reflect the new operating priorities
  • developing automated processing for more transactions
  • reviewing applications and rationalising to make sure all applications are fit for purpose
  • developing the digital skills of staff, elected members and customers

Mar 2022

AD: Customer Experience, Digital and ICT

Customer Experience Strategy

1.2.10

Continue the work to move more services to online and to self service.

Mar 2022

Head of Digital

Customer Experience Strategy
Digital and ICT Strategy

1.3 Generate income to fund local services from a commercial property portfolio.

Strategic priorities for 1.3.

Annual priorities

Description

Due date

Lead officer

Related strategies

1.3.01

Complete annual appraisal of asset management plan, in order to set an evidence based target for capital receipts, as part of the annual budget process.

March each year and ongoing 

AD: Property

Medium term financial strategy

1.3.03

To deliver a strategic review and prioritisation of the council’s commercial property assets. In so doing, allows for the effective use and utilisation of the estate, high levels of compliance and optimisation of the annual maintenance programme.

Dec 2023

Head of Strategic Property 

Asset Management Plan

1.3.04

Implementation of a Corporate Landlord Model, that centralises all of the council’s property assets to the Property Services division and allows for strategic management of the estate.

Mar 2022

Head of Strategic Property 

Asset Management Plan

1.3.05

Design and develop the new Commercial Centre to free up the surplus land.

Mar 2023

AD: Property

Asset Management Plan

1.4 Establish a Joint Venture with a private partner to make sure of timely and appropriate development of key council sites.

Strategic priorities for 1.4.

Annual priorities

Description

Due date

Lead officer

Related strategies

1.4.02

To transition the internal and external legal advice around the Bracknell Forest Cambium Partnership from a procurement project, to being part of the council’s governance, oversight and compliance responsibilities – to make sure that the council maintains high levels of legal compliance, and high levels of probity.

Mar 2022

Borough Solicitor

Medium term financial strategy

1.4.04

To work in partnership with other public authorities in Berkshire in the preparation of proposals for the One Public Estate, the NHS, STP/ICS and LEP.

Mar 2023

AD: Property

Asset Management Plan

1.4.05

To support the project by keeping the Bracknell Forest Cambium Partnership development plan in line with the council’s Asset Management Plan, in order to make sure that the value of the council’s property assets are maximised through the joint venture.

Mar 2022

Head of Strategic Property

Asset Management Plan

Economic resilience

Logo - economic resilience

We will continue to work hard to make sure that Bracknell Forest continues to thrive even with the challenges ahead for all sectors of the economy.

The council is committed to continue the town centre regeneration and over the next 4 years to deliver the next phases, helping the whole town centre to flourish and grow, providing a rich 18-hour economy.

We will also deliver new housing including much needed social housing in future schemes.

The world of work is changing, and we will continue to work closely with all our employers as they look to their futures. We are committed to helping new companies, start-ups and entrepreneurs, maintain high rates of local employment and make sure that Bracknell Forest remains a great place to live and work.

2.5 Support the Business Improvement District area covering the South and Western Industrial Area.

Strategic priorities for 2.5.

Annual priorities

Description

Due date

Lead officer

Related strategies

2.5.02

To support proposed improvements and project manage the implementation of any changes to council owned or managed assets.

Ongoing

Head of Strategic Property

BID document

2.8 Seek CIL and Section 106 funding for new infrastructure in the borough to support growth.

Strategic priorities for 2.8.

Annual priorities

Description

Due date

Lead officer

Related strategies

2.8.03

Draft and conclude all relevant S106 agreements relating to local development to ensure that community facilities are provided and enhanced by development.

Ongoing

Borough Solicitor

Medium term financial strategy

Education and skills

Logo - Education and skills

The council is responsible for providing school places to meet demand. By making sure we have enough school places we are supporting parents in their desire to have greater choice.

The council supports schools through its highly rated schools improvement service. Working with teachers and governors the service helps with driving up standards and enhancing the learning environment.

3.1 We provide enough school places for every child in the borough.

Strategic priorities for 3.1.

Annual priorities

Description

Due date

Lead officer

Related strategies

3.1.02

To provide property services leadership to make sure that the schools estate is maintained to a good standard through carrying out condition surveys and implementing works under the DFE’s planned maintenance programme.

Ongoing

Head of Capital Projects and Maintenance

School Places Plan

3.2 Work with schools to make sure standards are in the top quartile nationally.

Strategic priorities for 3.2.

Annual priorities

Description

Due date

Lead officer

Related strategies

3.2.01

To make sure that, through the provision of high-quality legal advice, that the Education Welfare Service is able to discharge their statutory duty in relation to school attendance including prosecution of parents where necessary.

Ongoing

Lawyer - Litigation

Children and Young People’s Plan

Caring for you and your family

Logo - caring for you and your family

Bracknell Forest is one of the heathiest places to live. We want you to live longer in good health, both physical and mental.

We will continue to invest in preventing you and your family from needing health and care services in the first place. We pledge to buy the best possible services that meet the needs of our residents.

4.1 Develop and implement a council-wide programme of measures to help improve the health of our local population.

Strategic priorities for 4.1.

Annual priorities

Description

Due date

Lead officer

Related strategies

4.1.01

Through working with our sports, leisure and cultural partners, increase, in a sustainable way, participation in these activities, in order to address the long-term physical, mental health and wellbeing of our community.

Mar 2023

Executive Director: Delivery

Joint Health and Wellbeing Strategy

4.6 Work with town and parish councils to deliver new community facilities.

Strategic priorities for 4.6.

Annual priorities

Description

Due date

Lead officer

Related strategies

4.6.01

Make sure libraries are actively engaged in the development of new community facilities.

Mar 2022

Head of Library Services

Customer Experience Strategy

4.10 Use social prescribing and support the voluntary sector to help reduce isolation and loneliness.

Strategic priorities for 4.10.

Annual priorities

Description

Due date

Lead officer

Related strategies

4.10.01

Encourage increased levels of volunteering to support grounds maintenance at the Cemetery and Crematorium to address loneliness and isolation.

Mar 2023

Shared Services Manager

Joint Health and Wellbeing Strategy

4.10.02

Make sure leisure, libraries and arts services are included as part of the social prescribing offer.

Mar 2023

AD: Customer Experience and IT

Joint Health and Wellbeing Strategy

4.11 Make sure there are opportunities for everyone to enjoy and participate in sports and leisure activities.

Strategic priorities for 4.11.

Annual priorities

Description

Due date

Lead officer

Related strategies

4.11.01

Broaden and deepen the range of arts and culture activities available through libraries.

Mar 2023

AD: Customer Experience and IT

Joint Health and Wellbeing Strategy

Protecting and enhancing the environment

Logo - Protecting and enhancing the environment

We will make sure of the sustainable development of Bracknell Forest so that it remains clean and green and will work towards becoming a low carbon environment with high rates of recycling.

5.1 Protect our highly valued green spaces and strategic green gaps.

Strategic priorities for 5.1.

Annual priorities

Description

Due date

Lead officer

Related strategies

5.1.05

To work in partnership with the town and parish councils to effectively manage the land assets of the borough and to transfer ownership, as needed, to maximise the utility to the community.

Ongoing

Head of Strategic Property

Asset Management Plan

5.2 Promote recycling and diverting waste from landfill, including introducing food waste recycling.

Strategic priorities for 5.2.

Annual priorities

Description

Due date

Lead officer

Related strategies

5.2.01

To continue the work to 'Green' our waste collection services, by increasing overall recycling rates, introduce a food waste recycling service and addressing the behavioural change necessary in the community, to make sure an efficient service for the residents and an effective solution that addresses the climate change agenda (phase 2 deliverables).

Mar 2022

Head of Environmental Services

Climate Change Strategy

5.2.02

Educate, enable and encourage the public to maximise their recycling and divert waste from landfill.

Mar 2022

Head of Environmental Services

Climate Change Strategy

5.2.03

To investigate solutions to address the closed Landfill site at Strong’s Heath / London Road. To deliver a solution that addresses the legal, property and environmental points, in order to move forward with any schemes on this site.

Dec 2022

Executive Director: Delivery

Asset Management Plan

5.6 Address the impact of man-made climate change on our local communities by putting in place actions that work towards meeting the government target of eradication its net contribution to climate change by 2050.

Strategic priorities for 5.6.

Annual priorities

Description

Due date

Lead officer

Related strategies

5.6.01

To oversee the delivery of the council’s Climate Change Action Plan projects, managing the annual report to Council and the Overview and Scrutiny Commission’s oversight of this work.

Mar 2023

Shared Services Manager

Climate Change Strategy

5.6.02

Increase the range of digital services, reducing the number of customers visiting council premises in order to receive services or complete transactions.

Mar 2022

AD: Customer Experience, Digital and ICT

Climate Change Strategy

5.6.05

Deliver technology solutions to support new ways of working.

Mar 2022

AD: Customer Experience, Digital and ICT

Digital and ICT Strategy

5.6.06

Create a revolving invest-to-save fund to support climate change and carbon reducing activities. As part of the COVID recovery financial stimulus package.

Mar 2022

AD: Contract Services

Recovery and renewal place based strategy

Communities

Logo - communities

Bracknell Forest delivers over 200 different services. To secure strong and safe communities we will continue to meet our key objectives.

6.2 Support our network of community centres and libraries.

Table showing priority 6.2.03

Annual priorities

Description

Due date

Lead officer

Related strategies

6.2.03

Develop the offer in libraries to support the adults’ and children’s agendas around access to good teaching and learning opportunities, community and lifelong learning.

Mar 2022

Head of Library Services 

CYP Plan
Joint Health and Wellbeing Strategy

6.4 Support culture and arts facilities such as South Hill Park.

Table showing priority 6.4.01

Annual priorities

Description

Due date

Lead officer

Related strategies

6.4.01

Support the development of South Hill Park.

Mar 2023

AD: Customer Experience and IT

Medium Term Financial Strategy

6.7 Develop a new Homeless Strategy and implement a local action plan to reduce rough sleeping.

Table showing priority 6.7.01

Annual priorities

Description

Due date

Lead officer

Related strategies

6.7.01

To provide property support in providing the right balance of owned and leased in properties for the homeless.

Ongoing

Head of Strategic Property

Asset Management Plan

6.10 Support cultural diversity of our communities.

Table showing priority 6.10.04

Annual priorities

Description

Due date

Lead officer

Related strategies

6.10.04

Increase the number of community groups supporting the half marathon.

Sep 2021

AD: Contract Services

Culture and Diversity Strategy (Community Development Strategy)