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.1.18 | Support delivery of the second year of activities for the Safety Valve programme and handover to operational teams to deliver the remaining programme activity. | 31 March 2026 | Assistant Director: Corporate Improvement and Innovation | SEND strategy (PDF, 3 MB) Safety Valve Business change |
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.5.11 | Support the setup of new facilities and services, specifically in 2024/25 for the Warfield facility. | 30 September 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 2025 to 31 March 2026) | 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 2026 | Corporate Relationship Manager | Joint Venture Business Plan |
| COM.6.09 | Start on site for the redevelopment of surplus land at the depot. | 31 December 2025 | Corporate Relationship Manager | Southern Gateway Masterplan |
| COM.6.10 | Complete initial site development plan for redevelopment of land at the former High Street car park, alongside facilitating plans for the building’s vacation and demolition. | 31 December 2025 | Corporate Relationship Manager | Local Plan Southern Gateway Masterplan |
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 2025 to 31 March 2026) | 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 2026 | 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 2025 to 31 March 2026) | 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. | 30 June 2025 | Corporate Relationship Manager | Local Plan |
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.1.10 | Promote the use of the Social Value policy in procurement activities. | 31 March 2026 | Head of Corporate Procurement | Social Value policy |
| ENV.1.11 | Introduce green financing arrangements to support delivery of approved capital programme schemes focused on reducing carbon emissions. | 31 December 2025 | Executive Director: Resources | 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 2025 to 31 March 2026) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.1.02 | Enable the delivery of the business change programme’s 2025 to 2026 savings and non-financial benefits including increased efficiency and improved ways of working. | 31 March 2026 | Assistant Director: Corporate Improvement and Innovation | Medium term financial strategy Business change |
| ORG.1.26 | Lead the programmes within the Corporate Improvement Programme to successfully deliver the financial and non-financial benefits. | 31 March 2026 | Assistant Director: Corporate Improvement and Innovation | Business change |
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.2.07 | 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 2026 | Assistant Director: Chief Accountant | Medium term financial strategy |
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.5.01 | Sponsor the Workforce: Retention and Recruitment change programme to successfully deliver its year two financial and non-financial benefits. | 31 March 2026 | Executive Director: Resources | Business change |
| ORG.5.02 | Continue to improve workforce permanency, reducing the need for agency workers. | 31 March 2026 | Assistant Director: HR, OD and Payroll | Workforce strategy Business change |