Resources Directorate annual actions
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 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.1.13 | Deliver the first year of activities for the safety valve programme, including completing the remaining actions from the Written Statement of Action (WSOA). | 31 March 2025 | Assistant Director: Corporate Improvement and Innovation | SEND strategy (PDF, 3 MB) Safety Valve |
Goal 5: Community development and spaces encourage a cohesive and engaged community
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.5.11 | Support the setup of new facilities and services, specifically in 2024/25 for the Bridgewell facility. | 31 March 2025 | Head of Corporate Procurement | Health and Wellbeing Strategy (PDF, 9 MB) |
Goal 6: Residents have a safe and affordable place to live
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.6.08 | Complete the sales launch for the redevelopment of Market Street Site by Joint Venture with 48% affordable housing. | 31 March 2025 | Joint Venture Business Partner | Not applicable |
| COM.6.09 | Start on site for the redevelopment of surplus land at the depot. | 31 March 2025 | Joint Venture Business Partner | Not applicable |
| COM.6.10 | Complete initial site development plan for redevelopment of land at High Street Car park. | 31 March 2025 | Joint Venture Business Partner | Local Plan |
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.
Goal 1: Resident skills are enhanced, meeting local employment needs
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ECN.1.04 | Support young people in Bracknell Forest through careers events covering job opportunities in local government. | 31 March 2025 | Assistant Director: HR, OD and Payroll | Workforce strategy |
Goal 2: Bracknell town centre continues to thrive and be a destination of choice
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ECN.2.05 | Implement the Joint Venture Business Plan and provide an annual review to council. | 31 March 2025 | Joint Venture Business Partner | Not applicable |
Goal 4: Businesses have the space, environment, and support to adapt and grow
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ECN.4.05 | Advise the Bracknell Improvement District (BID) on undertaking the ballot for a second BID term and support with robust billing, collection and reporting arrangements. | 31 March 2025 | Revenue Services Manager | Economic Development strategy |
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 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ENV.1.08 | Review the current approaches to climate change, social value and alternative funding routes. (for example, green bonds, social impact bonds) and explore potential for holistic policy approach. | 31 March 2025 | Executive Director: Resources | Business change |
| ENV.1.09 | Identify opportunities to reduce staff car usage and promote green travel initiatives. | 31 March 2025 | Assistant Director: HR, OD and Payroll | 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
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.1.02 | Enable the delivery of the business change programme’s 2024-25 savings and non-financial benefits including increased efficiency and improved ways of working. | 31 March 2025 | Assistant Director: Corporate Improvement and Innovation | Medium term financial strategy Business change |
Goal 2: We prioritise finances effectively, delivering value for money
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.2.07 | Make sure spending is within the approved budget for this year, monitored through monthly reporting to Department Management Teams and the Corporate Management Team. | 31 March 2025 | Assistant Director: Chief Accountant | Medium term financial strategy |
| ORG.2.08 | Work with senior management and the Business Change team to make sure annual Business Change financial targets are achieved in agreed timescales. | 31 March 2025 | Executive Director: Resources | Medium term financial strategy |
Goal 3: We lead in reducing our carbon footprint
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.3.02 | Lead the Climate Change culture change project to successfully deliver its year 1 activities and benefits. | 31 March 2025 | Executive Director: Resources | Business change |
Goal 5: Our workforce is stable, connected, skilled and motivated
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.5.02 | Improve workforce permanency reducing the need for agency workers. | 31 March 2025 | Assistant Director: HR, OD and Payroll | Workforce strategy Business change |
Goal 6: Our partnerships maximise resources and skills
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.6.02 | Development of a new Social Value Policy in compliance with legislation. | 31 March 2025 | Head of Corporate Procurement | Health and Wellbeing Strategy (PDF, 9 MB) |
Supporting projects
Supporting projects reflect strategically important projects that may not otherwise be captured in the Council Plan. This can reflect new, emerging priorities that were not part of the original Council Plan.
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| SP.02 | Development of new council processes, procedures and Contract Standing Orders to reflect new Procurement Act 2023 and supporting regulations. | 31 December 2024 | Head of Corporate Procurement | Not applicable |