Council context
This service plan describes how our directorate is working towards the delivery of the Council Plan goals. It presents the first year of strategic activity.
Our strategic actions focus on achieving the goals within the 3 priorities of the plan and activity on how we will be an ambitious, resilient and sustainable organisation.
Throughout the plan there are cross-cutting principles that will underpin the work that is delivered. More information about these strategies can be found online:
The full Council Plan 2023 to 2027 is also available online.
Service context
Over the coming year, the People Directorate will focus on delivering safe, effective and sustainable services for residents while continuing to adapt to a changing operating and partnership environment.
Our priorities will be shaped by the council’s corporate plan, design principles and Medium-Term Financial Strategy. They will have a clear emphasis on protecting statutory services and supporting our most vulnerable residents. Our priorities will make sure that resources are targeted where they have the greatest impact.
As the council moves into the next phase of its operating model, the directorate will continue to embed new ways of working. These will strengthen accountability, resilience and consistency across services.
The year ahead also presents opportunities to build on recent progress and assurance activity. The directorate will continue to strengthen its internal structures, governance and quality assurance arrangements. The directorate will work collaboratively with partners to support system stability and effective joint working.
Building on the findings of the Care Quality Commission inspection of Adult Social Care, there will be a sustained focus on continuous improvement and preparation for future assurance activity.
Alongside this, delivery of the SEND Strategy and workforce priorities will remain central to maintaining service quality and capacity.
Collectively, this approach will support the directorate to:
- manage risk
- respond flexibly to emerging pressures
- continue improving outcomes for children, adults and families in Bracknell Forest
Current climate and challenges
The People Directorate continues to operate in a complex and demanding environment. This has been shaped by rising demand, evolving national policy, and significant change across local partnerships.
Over the coming year, services will need to prepare for phase 3 of the council’s operating model, adapting to new ways of working while aligning with emerging corporate priorities.
Alongside this, structural changes among key partners will require sustained and effective collaboration.
These include the restructuring of Thames Valley Police into West Berkshire and East Berkshire Local Command Units, and the planned abolition of Police and Crime Commissioners in 2028.
Managing the implications of these changes will be essential to maintaining strong arrangements for community safety, safeguarding, and joint planning.
Demand pressures continue to increase across both children’s and adults’ services.
Safeguarding referrals are rising and cases are becoming more complex. Pressures are particularly acute within the Youth Justice statutory (court) cohort where workloads are increasingly resource intensive.
These challenges are compounded by limited resources, including ongoing difficulties in securing suitable emergency out-of-hours placements for young people. This places additional strain on service delivery and risk management.
National policy developments present further risks and uncertainty. The implementation of the Renters Rights Act is expected to affect the availability and stability of private rented accommodation. There is the potential for knock-on impacts on homelessness and housing demand.
In addition, the Police Reform White Paper may lead to changes in local enforcement arrangements and partnership responsibilities.
Financial pressures remain significant. Rising provider fees, workforce shortages, and increasing waiting times for support continue to impact service delivery. Changes to national funding arrangements, particularly in relation to Continuing Health Care (CHC) reviews, may place further pressure on local budgets.
Uncertainty around the continuation of grant-funded programmes, including the Serious Violence Duty and the Focused Diversion Programme, also presents risks to financial planning, workforce stability, and service continuity.
System-wide pressures persist following the transition from the former Clinical Commissioning Group (CCG) to the Integrated Care Board (ICB). Delays continue across the health system following the COVID-19 pandemic. At the same time, demand for services and the cost of care continue to rise, intensifying pressure on already stretched resources.
Making sure of provider stability and sufficient local capacity remains a priority within a complex and competitive care market. Workforce sufficiency continues to require focused attention through both the council’s workforce strategy and wider corporate priorities.
In parallel, the directorate must continue to deliver the SEND Strategy and associated improvement plans at a time when demand for SEND services, interventions, and placements continues to grow year on year.
Taken together, these challenges sit within a broader context of financial uncertainty for the council, driven by increasing demand-led costs and constrained national funding. This reinforces the importance of strong partnership working, careful prioritisation of resources, and a sustained focus on delivering high-quality, financially sustainable services for residents.
