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 2026 to 31 March 2027) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.1.30 | Support delivery of year 2 of the SEND improvement programme. | 31 March 2027 | Assistant Director: Corporate Improvement and Innovation | SEND strategy, Business Change |
Goal 6: Residents have a safe and affordable place to live
| Reference | Annual actions (1 April 2026 to 31 March 2027) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.6.08 | Continue sales activity for Market Street Site redevelopment by the Bracknell Forest Cambium Partnership (Joint Venture), including 48% of affordable homes | 31 March 2027 | Corporate Relationship Manager | Joint Venture Business Plan |
| COM.6.09 | Cabinet agreement for a development proposal for surplus land at the depot for affordable housing | 31 March 2027 | Corporate Relationship Manager | Joint Venture Business 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 2026 to 31 March 2027) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ECN.2.09 | Support young people in Bracknell Forest through careers events focused on local government | 31 March 2027 | Assistant Director: HR, OD and Payroll | Not applicable |
Goal 2: Bracknell town centre continues to thrive and be a destination of choice
| Reference | Annual actions (1 April 2026 to 31 March 2027) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ECN.2.09 | Continue to support the demolition of High Street Car Park (part of Southern Gateway) | 31 March 2027 | Corporate Relationship Manager | Assets and Neighbourhood Programme (Business Change), JV Steering Board |
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 2026 to 31 March 2027) | 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 2027 | Head of Corporate Procurement | Social Value Policy, Climate Change Strategy |
| ENV.1.11 | Introduce a local climate bond to provide alternative funding for approved capital programme schemes that reduce energy costs and carbon emissions | 30 June 2026 | 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 2026 to 31 March 2027) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.1.02 | Enable delivery of business change programme's 2026 to 2027 savings and non-financial benefits | 31 March 2027 | Assistant Director, Corporate Improvement and Innovation | Medium Term Financial Strategy, Business Change |
| ORG.1.26 | Lead Corporate Improvement Programmes to successfully deliver financial and non-financial benefits | 31 March 2027 | Assistant Director, Corporate Improvement and Innovation | Business Change |
Goal 2: We prioritise finances effectively, delivering value for money
| Reference | Annual actions (1 April 2026 to 31 March 2027) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.2.07 | Make sure spending is within approved budget, monitored through monthly reporting to DMTs and CMT | 31 March 2027 | Assistant Director, Chief Accountant | Medium Term Financial Strategy |