Income is dependent on planning applications within the borough.
The Look Out
The impact of COVID-19 has been significant on The Look Out and its ability to generate income.
Central Directorate service plan - 2021 to 2022
The Central Directorates includes 3 departments.
Place, Planning and Regeneration
Led by Andrew Hunter - Director
Protect, enhance, regenerate and enable the development of the built and natural environment within Bracknell Forest for the benefit of residents, workers, businesses and visitors. Alongside this, we seek to enhance the public health of our residents through all aspects of the councils work.
We will do this by:
Delivering services that enhance public health outcomes and bring forward the right forms of development and supporting infrastructure, whilst protecting our valued open spaces, countryside and other natural assets.
- Planning Administration
- Development Management including Major Sites
- Local Planning Policy
- Planning Enforcement
- Urban Design and Conservation
- Infrastructure Provision
Highways and Transport
- Highway Network Management
- Highway Engineering
- Reactive Maintenance
- Transport Strategy
- Development and Adoptions
Building Control and Land Charges
- Building Control
- Dangerous structures
- Land Charges
Regeneration and Economic Development
- Town centre Regeneration
- Town centre events and marketing
- Town centre Commercialisation
- Economic Development
- Business Liaison and Support
- Bracknell BID
- Parks and open spaces
- SANG Enhancement
- Tree Management
- Biodiversity Ecology and Rights of Way
- Heritage Parks
- The Look Out
- Public Health Programme
- Health Protection
Led by Stuart McKellar - Director
Develop and deliver clear financial and people strategies and approaches that support delivery of the Council Plan objectives and enable other service areas to deliver their priorities effectively and efficiently.
We will do this by:
Providing a wide range of services, shaped by the needs of our internal and external customers. We will ensure that the council’s finances are effectively managed. We will provide timely financial advice and financial monitoring. We will help create a sustainable, high performing workforce, supported by excellent managers and leaders.
HR and OD
- HR and Contracted Services
- Talent Services (Organisational Development, Learning and Recruitment)
- Workforce Data Services
- Council Tax
- Business Rates
Audit and Risk Management
- Internal Audit
- Risk Management
Finance and Business Services
- Exchequer Services (Accounts Payable and Accounts Receivable)
- Systems Support
- Capital and Treasury
- Strategic Accountancy
- Finance Business Partners
- Accountancy Support Hub
- Schools Funding
- Financial cycle (Revenue and Final Accounts)
Chief Executive’s Office
Led by Abby Thomas - Assistant Director
Deliver corporate communications and safeguard the organisation’s reputation. We support business change to make significant savings. We coordinate the development of the Council’s strategic plan, corporate policy and performance management framework and take action to maintain community cohesion, advance equalities and support community engagement.
We will do this by:
By enabling the delivery of a portfolio of change programmes and by working with partners on cohesion, equality and community engagement and by delivering clear, compelling and accurate communications.
Communications and Marketing
- Communications and marketing
- Graphic design
- Media and publications
- Town centre events
Community Engagement and Equalities
- Community partnerships
- Community development
- Strategic VCS support
- Community hubs and centres
- Change management
- Programme and project management
Policy and Performance Management
- Corporate strategy
- Corporate complaints
- Performance reporting
For the department, the gross expenditure cash budget is £21.168 million with £-6.315 million of income, making a planned net spend of £14.853 million. The gross budget includes £10.975 million for staffing.
The 2021 to 2022 budgets include savings of £0.779 million. The key themes adopted in making the savings were:
- additional income of £0.064 million as a number of services are exceeding their income targets or identifying new opportunities for income generation
- reducing service budgets where levels of demand have decreased or service will be reduced will save £0.119 million
- use of one off surplus in reserves to support services over a ten year period £0.213 million
- staffing reductions £0.385 million
The 2021 to 2022 capital programme for the central directorates totalled £6.671 million, the majority of which is in the Place, Planning and Regeneration Directorate and most notably includes sums for the A3095 improvements (£2.8 million and highway maintenance (£1.369 million). This budget will increase when carry forwards from the prior year are confirmed. The most significant carry forward is for the A3095 improvement works.
The department has identified the following as budgets that can pose a risk to the council’s overall financial position, principally because they are vulnerable to significant changes in demand for a service. The budget shown is for income only.