Annual actions set out specific activity to be undertaken in the next year. They complement and build on existing strategies.
Priority 1: Engaged and healthy communities
To help create opportunities where people can succeed, be happy and feel safe.
Find out more about our plans for engaged and healthy communities.
Goal 1: Children have quality education and opportunities to fulfil their potential
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.1.14 | To complete the construction works to create a new Special Resource Provision at Edgbarrow School and start the construction works to create a new Social, Emotional, and Mental Health Needs school on the All Saints Warfield site. | 31 March 2026 | Programme Director: Education Capital Programme | SEND strategy (PDF, 3 MB) Safety Valve Business Change Programme |
| COM.1.15 | To work in collaboration with the Department for Education (DfE) to start the feasibility study and the procurement approach to procure a contractor to deliver the new school provision. This project is currently being delivered by the DfE with support from the council. However options to deliver and develop the design are currently under review to escalate the completion of the project. | 31 March 2026 | Programme Director: Education Capital Programme | SEND strategy (PDF, 3 MB) Safety Valve Business Change Programme |
Goal 4: The diverse and growing population is healthy and active
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.4.06 | To assess and start the delivery outputs from the 10 year Sports and Leisure strategy. | 31 March 2026 | Assistant Director: Contract Services | Health and Wellbeing Strategy (PDF, 9 MB) |
Goal 5: Community development and spaces encourage a cohesive and engaged community
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.5.02 | Work with our partners and community groups to co-produce community events supporting community cohesion, engagement and celebrating diversity and inclusion with partners and communities. | 31 March 2026 | Head of Communications and Marketing | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.06 | Support the community associations that manage the council’s community centres by facilitating network meetings, updating policies and procedures, recruitment and training of volunteers and trustees, facilitating Section 106 projects, renewal of leases and developing community engagement activities. | 31 March 2026 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.07 | Support the delivery of the Berkshire Civilian Military Partnership action plan, working with the Berkshire unitary councils and supporting partners and groups. | 31 March 2026 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.12 | Expand the co-production and organisational development activity within the Thriving Communities programme, building on the learning from the year one evaluation report. | 31 March 2026 | Head of Policy, Performance and Partnerships | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.13 | Publish the new ‘All of Us’ Equality Scheme which sets out the council’s equality objectives and actions for 2025 to 2029 which is compliant with the Public Sector Equality Duty. | 30 May 2025 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.14 | Complete the detailed design, secure planning permission and start development of the Warfield Community Hub working in partnership with Warfield Parish Council. | 31 March 2026 | Assistant Director: Communities and Policy | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.15 | Work with our partners to deliver the Bracknell Forest Civilian Military Partnership action plan for 2025 to 2026. Work towards the gold level of the Armed Forces Employer Recognition Scheme. | 31 March 2026 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.16 | To secure funding, complete a feasibility study on the refurbishment of the Farley Wood community centre working with the Farley Wood Community Association. | 31 March 2026 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
Priority 2: Thriving and connected economy
Upskilling residents will open more opportunities to work within the borough, strengthening our economy.
Find out more about our plans for a thriving and connected economy.
There are no annual actions in the Communities annual service plan under priority 2.
Priority 3: Green and sustainable environment
To further encourage all residents to make the most of our brilliant local environment, whilst making sure that it is sustainable for the future.
Find out more about our plans for a green and sustainable environment.
Goal 1: There is collective action to address and adapt to the climate and biodiversity emergency
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ENV.1.01 | Deliver internal and external corporate communications and marketing campaigns to support our carbon reduction and climate change goals borough wide. | 31 March 2026 | Head of Communications and Marketing | Climate Change strategy |
| ENV.1.02 | Engage with communities and the voluntary, community and faith sector to raise awareness of and support the delivery of our carbon reduction and climate change goals borough wide. | 31 March 2026 | Head of Community Engagement and Equalities | Climate Change strategy |
| ENV.1.03 | To support the creation of a community climate emergency strategy. | 31 December 2025 | Assistant Director: Contract Services | Climate Change strategy Health and Wellbeing Strategy (PDF, 9 MB) Housing and transport strategies |
| ENV.1.05 | Respond to Simpler Recycling waste sector reforms by providing the necessary recycling services to residents. | 31 March 2026 | Assistant Director: Contract Services | Climate Change strategy |
Internal priority: Ambitious, resilient and sustainable organisation
The Council Plan sets out a fourth priority to be an ambitious, resilient and sustainable organisation. This will enable us to achieve our goals.
Find out more about our plans for an ambitious, resilient and sustainable organisation.
Goal 1: We deliver quality services, seeking ways to improve
| Ref. | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.1.06 | Undertake further phase of review of the council constitution. | 31 December 2025 | Borough Solicitor | Not applicable |
| ORG.1.08 | Implement a revised legal service offer. | 31 December 2025 | Borough Solicitor | Not applicable |
| ORG.1.10 | Support the development of the overview and scrutiny function to provide effective challenge and deliver a programme of high-quality reviews which support delivery of the council’s objectives. | 31 March 2026 | Assistant Director: Democratic and Registration Services | Not applicable |
| ORG.1.12 | Implement an improved Freedom of Information process and publication scheme to ensure transparency and visibility to the general public. | 30 September 2025 | Assistant Director; Digital, Customer Focus and ICT | Not applicable |
| ORG.1.15 | Lead the efficiency and digitisation change programme to successfully deliver its year 2 financial and non-financial benefits. | 31 March 2026 | Executive Director, Communities | Business Change |
| ORG.1.22 | Launch and embed a new corporate performance management system. | 30 September 2025 | Head of Policy, Performance and Partnerships | Performance Management Framework |
| ORG.1.23 | Embed the revised corporate complaints policy and new complaint management system to promote compliance and provide data insights that support learning and improvement | 31 March 2026 | Assistant Director: Democratic and Registration Services | Equality Scheme (PDF, 601 KB) |
Goal 2: We prioritise finances effectively, delivering value for money
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.2.01 | Creation of new strategies of Digital, Customer Focus and ICT (including Information Governance). | 31 March 2026 | Assistant Director, Digital, Customer Focus and ICT | Climate Change strategy |
| ORG.2.02 | Review and implement updated retention and destruction policy in line with statutory requirements and changed local policy to reduce hosting, storage costs as well as to assure adherence to Data Protection principles. | 31 March 2026 | Assistant Director, Digital, Customer Focus and ICT | |
| ORG.2.04 | Increased automation approach to reduce manual processes where they remain and increase capacity of associated resources. | 31 March 2026 | Assistant Director, Digital, Customer Focus and ICT | Climate Change strategy |
| ORG.2.09 | Convene and support the council’s Independent Remuneration Panel to undertake the four-yearly review. | 31 March 2026 | Assistant Director: Democratic and Registration Services | Members’ Allowances Scheme |
| ORG.2.10 | Develop clear marketing strategy for registration services to protect and maximise income. | 31 March 2026 | Assistant Director: Democratic and Registration Services | |
| ORG.2.11 | Commissioning and pre-procurement of the specialist printing for electoral services contract. | 31 March 2026 | Assistant Director: Democratic and Registration Services |
Goal 3: We lead in reducing our carbon footprint
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG 3.02 | Lead the Climate Change culture change project to successfully deliver its year 2 activities and benefits. | 31 March 2026 | Executive Director: Communities | Business change |
| ORG.3.03 | To start on delivery of the new council’s Climate Change Strategy. | 31 March 2026 | Assistant Director: Contract Services | Climate Change strategy |
Goal 4: We work directly and jointly with residents
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.4.03 | Develop with our partners a Communities Strategy enabling resilient and cohesive communities. | 31 March 2026 | Assistant Director: Communities and Policy | Equality Scheme (PDF, 601 KB) |
| ORG.4.04 | Commission work to enable the calculation of the council’s scope 3 greenhouse gas emissions. | 31 March 2026 | Assistant Director: Contract Services | Not applicable |
| ORG.4.05 | Lead a corporate approach for a Digital “front door”, setting the organisation’s standards of adherence. | 31 March 2026 | Assistant Director: Digital, Customer Focus and ICT | Customer Experience strategy Business Change |
| ORG.4.06 | Integrate a co-design approach to the agreed activities and outputs of the Efficiency and Digitisation programme. | 31 March 2026 | Assistant Director: Digital, Customer Focus and ICT | Business Change |
Goal 5: Our workforce is stable, connected, skilled and motivated
| Reference | Annual actions (1 April 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.5.03 | Develop a new internal communications strategy with annual key performance indicators. | 31 March 2026 | Head of Communications and Marketing | Equality Scheme (PDF, 601 KB) |
| ORG.5.04 | Achieve reaccreditation of the Charter + award for councillor learning and development. | 31 March 2026 | Assistant director: democratic and registration services | Councillor Learning and Development Strategy 2024 to 2028 |