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.1.04 | To complete a new Social Emotional and Mental Health resource provision at Sandhurst and near completion of a new provision at Edgbarrow school. | 31 March 2025 | Programme Director: Schools Capital and Property | SEND strategy (PDF, 3 MB) Safety Valve |
| COM.1.05 | To complete the design process (to RIBA stage D) and construction tender for new special educational needs schools at Bucklers Park and Warfield. | 31 March 2025 | Programme Director: Schools Capital and Property | SEND strategy (PDF, 3 MB) Safety Valve |
Goal 4: The diverse and growing population is healthy and active
| Reference | Annual actions (1 April 2024 to 31 March 2025) | 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 (due end of March 2024). | 31 March 2025 | 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 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| COM.5.01 | Support the mobilisation and opening of the Bucklers Park, Crowthorne, and Binfield Community Centre (in the new Binfield Health and Community Centre). | 30 June 2024 | Assistant Director: Communities and Policy | Health and Wellbeing Strategy (PDF, 9 MB) |
| 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. | 30 September 2024 | Head of Communications and Marketing | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.03 | Launch and deliver the first year of the Thriving Communities programme, facilitating community and organisational development related to health and wellbeing. | 31 March 2025 | Policy and Performance Lead | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.04 | Develop a new ‘All of Us’ Equality Scheme which sets out the council’s equality objectives and actions for 2025-29 which is compliant with the Public Sector Equality Duty. | 31 March 2025 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.05 | Complete feasibility work including the development of a design study and cost plan for the Warfield Community Hub. Gain approval for the commitment of funding to the project and detailed design work. |
31 March 2025 | Assistant Director: Communities and Policy | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.06 | Support the community association’s that manage the council’s community centres by facilitating network meetings, updating policies and procedures ensuring compliance, recruitment and training of volunteers and trustees, facilitating Section 106 projects, renewal of leases and in developing community engagement activities. | 31 March 2025 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.07 | Deliver the Berkshire Civilian Military Partnership action plan, working with the Berkshire unitary councils and supporting partners and groups. | 31 March 2025 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.08 | Develop and deliver the Bracknell Forest Civilian Military Partnership 2024-25 action plan, including achieving the silver level of the Armed Forces Employer recognition scheme, signing the Armed Forces Covenant. | 31 March 2025 | Head of Community Engagement and Equalities | Health and Wellbeing Strategy (PDF, 9 MB) |
| COM.5.09 | To deliver the Bracknell Leisure Centre refurbishment project in partnership with Everyone Active. | 30 June 2024 | Assistant Director: Contract Services | 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.
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.1.01 | To provide ICT knowledge and expertise to Community Learning team at the Open Learning Centre for the provision and implementation of a new management Information System to enable improved planning, resource and delivery of courses. | 31 March 2025 | Assistant Director: Digital, Customer Focus and ICT | Digital and ICT strategy |
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.4.01 | Deliver the poll for the establishment of a Business Improvement District (BID) for the Southern and Western Business Area. | 31 December 2024 | Assistant Director: Democratic and Registration Services | 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.1.01 | Deliver internal and external corporate communications and marketing campaigns to support our carbon reduction and climate change goals borough wide. | 31 March 2025 | 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 2025 | Head of Community Engagement and Equalities | Climate Change strategy Health and Wellbeing Strategy (PDF, 9 MB) Housing and Transport strategies |
| ENV.1.03 | To support the creation of a community climate emergency strategy. | 31 December 2024 | Assistant Director: Contract Services | Climate Change strategy Health and Wellbeing Strategy (PDF, 9 MB) Housing and Transport strategies |
| ENV.1.04 | To refresh the council’s climate change strategy. | 31 December 2024 | Assistant Director: Contract Services | Climate Change strategy |
| ENV.1.05 | Respond to Environment Act 2021 waste sector reforms by providing the same recycling services to be available for all. | 31 March 2025 | Assistant Director: Contract Services | Climate Change strategy |
| ENV.1.06 | To successfully procure and implement a new multi module system within Place to support teams with their obligations under biodiversity net gain and tree conservation. | 31 March 2025 | 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
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.1.01 | Redevelop corporate reports for performance management to provide accessible and transparent information for improvement. | 31 March 2025 | Policy and Performance Lead | Performance Management Framework |
| ORG.1.03 | Rebranding and relaunching the council’s printed residents’ magazine, including print and delivery procurement, and subsequent rebrand of corresponding newsletter. | 31 March 2025 | Head of Communications and Marketing | Equality Scheme (PDF, 601 KB) Communications and Marketing strategy |
| ORG.1.04 | Implement the outstanding provisions of the Elections Act 2022. | 30 September 2024 | Assistant Director: Democratic and Registration Services | Not applicable |
| ORG.1.05 | Review Registration and Electoral Services to create an effective, resilient service. | 30 September 2024 | Assistant Director: Democratic and Registration Services | Not applicable |
| ORG.1.06 | Undertake review of council constitution. | 31 December 2024 | Borough Solicitor | Not applicable |
| ORG.1.08 | Implement a revised legal service offer. | 31 March 2025 | Borough Solicitor | Not applicable |
| ORG.1.09 | Support councillors to develop their skills and knowledge to be effective in their role(s), make sound decisions, undertake effective scrutiny and use technology to facilitate the democratic process. | 31 March 2025 | Assistant Director: Democratic and Registration Services | Councillor Development Strategy (PDF, 957 KB) |
| 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 2025 | Assistant Director: Democratic and Registration Services | Not applicable |
| ORG.1.11 | Deliver the Police and Crime Commissioner election and unscheduled polls without legal challenge. | 31 March 2025 | 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.1.13 | Establish an effective and consistent corporate complaints policy supported by the implementation of a complaint management system to promote compliance and provide data insights that support learning and improvement | 31 March 2025 | Assistant Director: Democratic and Registration Services | Equality Scheme (PDF, 601 KB) |
| ORG.1.14 | Respond to and implement any changes required from the Data Protection and Digital Information Bill. | 31 March 2025 | Assistant Director; Digital, Customer Focus and ICT | Not applicable |
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.2.01 | Creation of new strategies for Digital, Customer Focus and ICT (including information governance). | 31 December 2024 | 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 2025 | Assistant Director: Digital, Customer Focus and ICT | Not applicable |
| ORG.2.04 | Increased automation approach to reduce manual processes where they remain and increase capacity of associated resources. | 31 March 2025 | Assistant Director: Digital, Customer Focus and ICT | Digital and ICT strategy |
Goal 4: We work directly and jointly with residents
| Reference | Annual actions (1 April 2024 to 31 March 2025) | Due date | Lead officer | Related strategies or underpinning principles |
|---|---|---|---|---|
| ORG.4.01 | Launch the corporate communications strategy 2024 to 2028 and deliver the year one priorities, setting out how we will improve the service and work with key stakeholders like residents and councillors, including through events. | 30 June 2024 | Head of Communications and Marketing | Climate Change strategy |
| ORG.4.02 | Procurement of an external interpretation and translation company to support accessible communications with all stakeholders. | 31 March 2025 | Head of Communications and Marketing | Equality Scheme (PDF, 601 KB) Communications and Marketing strategy |
| ORG.4.03 | Develop a Communities Strategy supporting our ambition for working directly and jointly with residents, developing resilient and cohesive communities. | 31 March 2025 | Assistant Director: Communities and Policy | Health and Wellbeing Strategy (PDF, 9 MB) |
| ORG.4.04 | Investigate feasibility for calculating the council’s scope 3 greenhouse gas emissions. | 31 March 2025 | 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 2025 | 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 2025 | Assistant Director: Digital, Customer Focus and ICT | 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.5.01 | Lead the Workforce: Retention and Recruitment change programme to successfully deliver its year 1 financial and non-financial benefits. | 31 March 2025 | Executive Director: Communities | Business change |
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.01 | To make provisions for extending burial space capacity within the borough. | 31 March 2025 | Assistant Director: Contract Services | Local Plan |