Policy, change and customer service service plan 2025-28

A. Overview

Organisation chart

Achievements in 2024/25

Customer Fulfilment Centre

• Customer Service Excellence Accreditation 
• Successful transition to Temporary Civic Office, with new ways of working 
• Staff training to increase resilience and customer satisfaction (peaked at over 90%) 
• Implementation of Voice Automation 
• Improvement in % of calls answered 
• Additional staff wellbeing activities 
• 2529 brokerage cases dealt by Family Information Service / SEND Local Offer to avoid escalation 
• 28 outreach sessions delivered to support parent carers and young people 
• Family Information and Local Offer website activity – 80,000 events, 27,000 views, 9,800 sessions, 5,500 users, 4,500 new users. 

Data, Intelligence and Policy

• Delivered £2.3m support to over 6,500 households through the Household Support Fund 
• Delivered year 2 of Place Based Pilots in Church and Whitley Wards 
• Delivered Voluntary & Community Sector Compact Action Plan to improve joint working with local VCS organisations 
• Supported 38 VCS organisations through the Small Grants Programme, providing £150k to grass roots community-based initiatives 
• Delivered wide range of data analytics and reporting across service including; housing, waste management, parking services, risk etc 
• Implemented improved consultation platform and annual residents survey 
• Managed development of new Council Plan 
• Improved performance management and reporting 

Executive Assistant Team

• Managed service whilst maintaining vacancies for most of the year, enabling the service to contribute to the in year budget plan 
• Delivered consistent, professional, support to senior leaders 

PMO and Change Delivery Team

• Supported the delivery of a number of key council programmes (including BFfC Transformation), such as LUF initial phase, NEC Housing, CCM phase 1, BFfC Contract review, Fostering South East Regional HUB, Mobile phone changing of provider, Mosaic Upgrade, Customer Journey Optimisation 
• Structure and line management strengthened through successful recruitment and transition into Policy, Change & Customer Service 
• Enabled good governance of key projects across the organisation through project management framework and training 

Registration and Bereavement Service

• Maintaining high Registration performance (92%), significantly above regional and national performance 
• Expanded online bookings, achieving 25-80% channel shift 
• Successful relocation of Registration Service as part of the Civic Redesign. 
• Successfully insourced gravedigging contract and supported Coroners service to insource provision 
• Procured precast vaults to meet needs to diverse community 
• Consulted and confirmed preferred option to maintain burial provision in Reading 
• Baby Garden refurbished and improved 
• Implemented new processes under the Death Certification Reforms 
• Expanded service, with new ceremony venues and broader range of appointments available 

Business-as-usual services

The things your service does for residents or to support staff every day.

Customer Fulfilment Centre

The CFC deals with the following for 28 different Council services: 

• incoming telephone calls (circa 23,000 per month) 
• face-to-face (circa 1,500 per month), 
• email (circa 9,000 per month) 
• social media and other enquiries (circa 1,500 per month)

Data, Intelligence and Policy

• Lead on developing and embedding the Performance Framework, developing and supporting delivery of the Corporate and service planning 
• Maintain high data compliance standards for the Local Land and Property Gazetteer and Local Street Gazetteer 
• Monthly and quarterly reporting of Corporate Plan KPIs and projects, along with a suite of other reporting products. 
• Providing policy leadership and support to major developments 
• Provide advice and support to staff running public consultation and equality considerations 
• Coordinating and providing a single point of contact for the council’s relationship with the Voluntary and Community Sector 
• Managing implementation of the Council’s Tackling Inequality Strategy and promoting social inclusion across the borough. 
• Supporting services through provision of data analysis and business intelligence to manage performance and underpin evidence based policy, strategy and decision making. 

Executive Assistant Team

Delivery of a professional Executive Assistant Service to CMT and SLG, including: 

• Diary management 
• Meeting secretariat 
• Gateway 
• Admin support 
• Operational support 
• Inbox management

PMO and Change Delivery Team

• Provide project/programme management, business analysis, user-centred design, project procurement and business change management to major projects and programmes across organisation 
• Collate, analyse and report on plans, performance, risk and issue management and mitigation across overall change portfolio 
• Support project / programme managers, senior responsible owners, boards and corporate leadership to influence future decision making and improve outcomes to our residents. 
• Ensuring a corporate set of tools, guidance and training for programme and project management 

Registration and Bereavement Service

• Ensure grounds maintenance is carried out across 3 sites and 5 churchyards 
• Ensure all cremations take place within the recommended guidelines provided by the ICCM & FBCA 
• Supported bereaved families with 1,508 cremations and 310 burials. 
• Registration of 5,000 births, 200 birth re-registrations, 2,500 deaths, 400 ceremonies and 1,500 notices 
• British naturalisation of 1,700 new citizens 
• 17,500 certificates issued 

B. Key Performance Indicators

The metrics that tell us how well our business-as-usual services are performing and whether we are delivering the objectives set out in section C overleaf. 

You should aim to have a KPI which describes how well each key business-as-usual activity is operating.  This could be the quantity of work (e.g. bins collected) or/and the quality of work (e.g. missed bins).  These should be focused on the main business-as-usual activities that need tracking and are specifically of interest to senior management and Members. They should be within the Council’s control and are your ‘normal level’ of activity. 

If you are proposing to improve the service, through a project or initiative that you may be including below, then you should have a target which shows what that improvement/change will bring (e.g. normal number of bins missed is x%, target following project is y%). 

Under “definition” explain how the indicator is defined and the formula used. E.g. recycling rate = household waste recycled in the month / total household waste collected (kg). “Target type” should say whether the target is “flat”, i.e. the same each month/quarter (e.g. 50%), or cumulative, i.e. increasing each month/quarter (e.g. for measuring total library visits in the year to date). If the target has a variable profile/seasonal targets, please detail this. 

Measure	Definition	Unit	Better (bigger or smaller)	Frequency (monthly, quarterly)	Target type (flat or cumulative)	Normal level/ Target 25/26	Normal level/ Target 26/27	Normal level/ Target 27/28	Council Plan KPI (Y/N)	Data provider
PMOC1:  Project delivery metric: On-Time Delivery.	Percentage of projects completed within the scheduled timeframe that reflects the Change Delivery Team efficiency in meeting project deadlines (or ensuring realistic planning assumptions)	%	Bigger	Quarterly	Flat	80%	85%	85%	N	Zoe Hobbs
PMOC2:  Project delivery metric: Budget Variance	Deviation between planned and actual project expenditures that indicates the Change Delivery Team ability to manage and control project costs effectively	%	Smaller	Quarterly	Flat	10%	10%	10%	N	Zoe Hobbs
PMOC3:  Resource Utilisation Rate	Percentage of available work hours utilized by project resources on project delivery that measures the efficiency of resource allocation and identifies bottlenecks (removes management time/ development & team admin)	%	Bigger	Quarterly	Flat	82%	82%	82%	N	Zoe Hobbs
PMOC4:  Training participation & Impact	Percentage of staff who attended training (meetings or modular) and report a positive impact in post-training surveys.  Note: Participation based on those booked on and number that attended.	%	Bigger	Quarterly	Cumulative	60% Participation  70% impact	65% Participation  75% impact	70% Participation  80% impact	N	Zoe Hobbs
CFC1: Face to Face customers seen within 15 minutes of arrival at our offices	Customers and Residents visits into the Civic Office’s Main reception	%	Bigger	Monthly (Quarterly to CMT)	Flat	82%	83%	85%	N	Lisa Munga/ Ethan Gilmore
CFC2:  90% of calls answered	% incoming calls answered	%	Bigger	Monthly (Quarterly to CMT)	Flat	85%	90%	90%	N	Lisa Munga/ Ethan Gilmore
CFC3:  Customer satisfaction	90% of Customers tell us they are satisfied with the information/service we provide and the manner in which the advisor dealt with their enquiry.	%	Bigger	Monthly (Quarterly to CMT)	Flat	90%	92%	95%	N	Lisa Munga/ Ethan Gilmore
CFC4:  Updates on the Reading Services Guide	Ensuring every record (approx. 3000) are update at least once a year. 300 A&G pages	%	Bigger	Quarterly	Cumulative	Q1: 25% Q2: 50% Q3: 75% Q4: 100%	Q1: 25% Q2: 50% Q3: 75% Q4: 100%	Q1: 25% Q2: 50% Q3: 75% Q4: 100%	N	Maryam Makki
CFC5:  Resident contacts	% total contacts handled through self-service channels	%	Bigger	Quarterly	Flat	50%	60%	70%	Y	Ade Marques
REG1: MCCD Deaths registered within 5 days of receipt	No of deaths registered by Medical Certificate within 5 calendar days of receipt	%	Bigger	Monthly	Flat	95%	95%	95%	N	GRO / Bobby Bailey
REG2: Birth registrations within 42 days	Number of calendar days between birth and registration	%	Bigger	Monthly	Flat	98%	98%	98%	N	GRO / Bobby Bailey
REG3: Appointment availability for births	Appointment to register birth within 5 days of contact	%	Bigger	Monthly	Flat	95%	95%	95%	N	Stopford / Bobby Bailey
REG4: Appointment availability for deaths	Appointment to register death within 2 days of contact	%	Bigger	Monthly	Flat	95%	95%	95%	Y	Stopford / Bobby Bailey
REG5: Provisional Bookings for ceremonies	Number paid deposits taken for future ceremonies	Number	Bigger	Monthly	Flat (seasonal average)	44	45	46	N	Stopford/Bobby Bailey
BER1:  Memorial Inspections in cemeteries and churchyards	Inspect cemetery memorials to ensure that are safe	20%	Bigger	Annual	Flat	20%	20%	20%	N	Brenda Ellis
BER2: Burial and Cremation Notices	Processed 2 days prior to funeral – Charter for the Bereaved requirement	95%	Bigger	Quarterly	Flat	95%	95%	95%	N	Joanne Lewis
BER3: Funeral Service	Proceeds on time – Charter for the Bereaved requirement	95%	Bigger	Quarterly	Flat	95%	95%	95%	N	Joanne Lewis

C. Objectives for 2025-28

The most important changes your service is aiming to deliver over the period of this service plan. 

This should include Council Plan objectives and any additional objectives at service level. 

Example: “Prevent the escalation of children’s needs through developing family hubs.” Objectives should: 

• Clearly and concisely state the outcome we are trying to achieve and how we will deliver it. 
• Be realistic given available resources and relevant to the priorities set out in the Council Plan. 
• Have an associated KPI that tells us whether we have achieved the objective. 

See the annex for a full list of Council Plan priorities and objectives. 

Objectives (one objective per row)	Council Plan objective? (Y/N)	Relevant Council Plan priority
Reshape, enhance, deliver and embed a knowledge transfer offer (PMO Academy) into the organisation on our corporate RBC change methodologies and programme/ project management practice	N	Ensure Reading Borough Council is fit for the future.
Collate, analyse and report on plans, performance, risk and issue management and mitigation across the overall change portfolio. This will support project/programme managers, senior responsible owners, boards and corporate leadership to influence future decision making and improve outcomes to our residents.	N	Ensure Reading Borough Council is fit for the future.
Provide standardised templates, advice and guidance on project/ programme management methodologies, that are suitably agile to accommodate the range of projects and aligned to best practice.	N	Ensure Reading Borough Council is fit for the future.
Ensure lessons learnt are captured and insights applied into future programmes/projects at both a strategic and operational level.	N	Ensure Reading Borough Council is fit for the future.
Support the organisation to develop future savings and income proposals to support the Council’s budgetary position.	N	Ensure Reading Borough Council is fit for the future.
Strengthen the financial framework relating to project delivery to ensure cost savings are quantified, avoided costs, and productivity gains are understood for each major project	N	Ensure Reading Borough Council is fit for the future.
Provide support to Members and colleagues so that we Maximise the benefits available for Reading from opportunities arising from the English Devolution White Paper.	Y	Secure Reading’s economic and cultural success
Tackle economic inequality by taking a place-based approach to how we deliver all our services, and enhance access to education, skills, and training opportunities.	Y	Promote affordable housing and more equal communities in Reading
Develop the data maturity of the organisation through improvements to our technology, skills, governance and ethics so that we make best use of our data assets to improve service delivery and inform decision making.	N	Invest in technology that is secure and helps deliver effective services.
Complete programme of GIS modernisation to enable interoperability of GIS system and data with other related systems and to allow further take of up of GIS to relevant teams across the Council.	N	Ensure Reading Borough Council is fit for the future
Working with the PMO, improve reporting on Council Plan projects so that quarterly updates are robust and based on objective criteria, ensuring CMT and members have better oversight of the organisation’s delivery of change.	N	Ensure Reading Borough Council is fit for the future
Implement improved standards in how we run public consultations with residents so that we consistently provide clear information, ask better questions, share the results of surveys, and set out what we are doing as a result.	N	Ensure Reading Borough Council is fit for the future
Refresh of the VCS Compact and delivery of accompanying action plan	N	Promote affordable housing and more equal communities in Reading
Delivery of the HSF7 programme in line with updated guidance and funding	N	Promote affordable housing and more equal communities in Reading
Complete the development of a new Community Buildings Policy in line with the objectives of the Council’s Assets Strategy and to deliver better outcomes for residents	Y	Promote affordable housing and more equal communities in Reading Ensure Reading Borough Council is fit for the future
Monitoring of CTG Infrastructure contract and supporting the commissioning of CTG2 activities (including refreshed VCS Infrastructure commission)	N	Promote affordable housing and more equal communities in Reading Ensure Reading Borough Council is fit for the future
Deliver good, accessible services for our customers: Securing Customer Services Excellence accreditation. Continue refresh/new set of Client SLAs Maintain the stability of the CFC through change Change the face-to-face delivery model to introduce floor walkers and mobile technology	Y	Ensure Reading Borough Council is fit for the future
Invest in technology that is secure and helps deliver effective services: intensify use of new technologies such as CCM, NEC Interfinder and promote digital channels with the impending SSO Adopt and be a change lead for new and emerging technologies in the customer space which will support a reduction in telephone and face to face demand whilst supporting accessibility.	Y	Ensure Reading Borough Council is fit for the future
Deliver good, accessible services for our customers: Deliver a Burial and Cremation service that meets the needs of our communities, both now and in the future through the development of additional burial space Improve the support we provide to bereaved families through additional staff training Complete investment and improvements to the crematorium in accordance with capital programme	Y	Ensure Reading Borough Council is fit for the future
Ensure our cemetery memorials are safe through regular monitoring as part of 5 year plan	N	Ensure Reading Borough Council is fit for the future
Deliver good, accessible services for our customers: Modernise the Registration service through digital transformation of local systems including online booking of ceremonies and transfer of payment system to Stopford. Introduction of new processes to national registration, including Digital Registration System and the removal of paper registers Develop Registration service offer, including new service offers that provide improved customer outcomes and income generation	Y	Ensure Reading Borough Council is fit for the future; and Promote affordable housing and more equal communities
Embed a revised Executive Assistant Service	N	Ensure Reading Borough Council is fit for the future

D. Projects

The specific activities and programmes work that will deliver the objectives set out above. 

Projects should be: 

• Focused on tangible deliverables rather than outcomes (e.g. “build a new library and reception area in the Civic Centre” would be preferable to “celebrate Reading’s arts, culture, and heritage”). 
• Time-limited (with a defined beginning and end) and distinct from BAU activity (ongoing activities should be reflected in the “business as usual” section). 

Project name	What will this deliver and what will the benefits be?	Start date (month-year)	End date (month-year)	Budget	What resources is this project dependent on? (e.g. finance, legal, IT)	Relevant Council/ Service Plan objective (from table above)	Council Plan project? (Y/N)	Data provider
Tools and templates – ensuring tools and templates are fit for purpose (across all specialisms)	Tools and templates reviewed, aligned, consolidated to ensure minimal duplication and maximum value add to support effective programme/ project delivery.  Clear, accessible guidance on how to use tools and templates and where flexibility is possible.  Ensure alignment to best practice, including use of external network to validate thinking.	April 2025	March 2026	0	Capacity of internal team  Data team for Power BI integrations	Ensure Reading Borough Council is fit for the future	No	Zoe Hobbs
Knowledge Transfer into the Organisation skills development, mentoring and training in conjunction with Learning and Development (where required)	To reshape, enhance, and target a knowledge transfer offer (PMO Academy) into the organisation   Project managers, regardless of their reporting line, utilise the corporate RBC change methodologies and programme/ project management practice To enable the organisation to be self-sufficient in the management of smaller / service-based projects/ initiatives aligned to agreed and standardised methodologies	April 25	Mar 26  Ongoing training plan to cover remainder of year and future year.   With separate deliverables	0	Capacity of internal team  Learning & Development	Ensure Reading Borough Council is fit for the future	N	Zoe Hobbs
Place Based Pilots	Review approach and set delivery priorities for future years	Jan 25	June 25	Approx £110K (staffing)	Input from all Council departments	Equal Communities	Y	Mark Redfern
Tackling Inequality Strategy	Agree and deliver yr 3 action plan and develop and agree our next iteration of the strategy	Jan 25	Jan 2026	N/A	Input from all Council departments	Equal Communities	Y	Mark Redfern
VCS Compact and Action Plan	Deliver and Refresh	Jan 25	March 26	N/A	Input from all Council departments	Equal Communities	Y	Mark Redfern
VCS Infrastructure Contract	Tender and transaction to new contract.	April 25	March 26	£130K	Commissioning Team (ASC)	Equal Communities	N	Mark Redfern
Community Buildings Policy Review	Project manage review to ensure best use of assets to meet local needs and provide their efficient and effective management	Jan 25	June 25	N/A	Input from all Council departments / Property & Assets	Equal Communities / Council Fit For the Future	N	Mark Redfern
HSF	Design and deliver cost of living support through the 7th phase of the government funding.	April 25	March 26	Approx £1M	BAU support from Revenues & Benefits and BFfC	Equal Communities	Y	Mark Redfern
Modernise GIS systems and architecture	Roll out QGIS across user base and retire MapInfo Upgrade iShare Upgrade or replace iManage Skills development and training for GIS team and other GIS system users	Jan 25	Feb 26	NA	IT, other GIS user teams, Procurement, suppliers	Fit for the Future	N	Heather Porter
Devolution	Provide policy and data support to inform council’s response to Devo WP	Dec 2024	Ongoing	NA	Economic development Input from others	Secure Reading’s economic and cultural success	Y	Gavin Handford
Performance Framework	Implement new approach to reporting on progress in delivering projects, with the PMO	Mar 2025	Jun 2025	N/A	Project Managers and SRO’s	Fit for the future	N	Alex Wylde
New consultation platform	Procure and implement a new consultation platform	Feb 2025	April 2025	From existing	IT, Legal (if bespoke contract)	Fit for the future	N	Alex Wylde
Consultation and Engagement improvement	Deliver remaining actions from the Consultation and Engagement Review Improved practice underpinned by guidance and templates	April 2025	Sep 2025	N/A	N/A	Fit for the future	N	Alex Wylde
Improve Equality Impact Assessments	Implement recommendations from review to improve consistency of practice and compliance	Apr 2025	Mar 2026	N/A	N/A	Equal Communities	N	Alex Wylde
VCS spend analysis	Develop next iteration of analysis and automate process where feasible	Jan 25	March 26	N/A	Finance	Equal Communities	N	Mark Redfern
Prevent Duty	Implement new arrangements for Prevent Duty	Apr 2025	Dec 2025	Dependent on preferred option.		Fit for the future	N	Andrew Withey
Bereavement Administration	A new system that is cloud based delivering efficiency in administration of the service.	April 2025	March 2026	80,000	IT, Finance, Legal	Fit for the future	N	Ian Hussein
Crematorium refurbishment	Completion of refurbishment works to improve conditions for staff and services for funeral directors collecting ashes.	April 2025	March 2026	707,000	Surveyors, Legal, Finance	Fit for the future	N	Ian Hussein
Deliver additional cemetery space in order to continue offering a burial service to all residents	Completion of works required to submit a planning application	April 2025	March 2026	164k	Surveyors, Finance, Legal	Fit for the future	Y	Ian Hussein
New cemetery site	Secured site for purchase subject to planning consent	April 2025	March 2026	TBC	Surveyors, Finance, Legal	Fit for the future	N	Ian Hussein
Extended Registration Service opening hours	Service provision outside of normal working hours and at weekends Customers benefit from greater choice Staff have flexible working patterns	Ongoing			HR (staff consultation)	Fit for the future	N	Bobby Bailey
Registration Service – digital improvements Review of Stopford online booking processes Ceremony Bookings online All payments in Stopford Stock management Implement Electronic Registers	Simpler for customer Greater choice for customers  Reducing call traffic Consistency of payment taking across departments. Enhanced auditing Reduced printing and storage. Bereaved can choose to register deaths remotely by telephone	April 2025 October 2025 October 2025 April 2025 November 2026				Fit for the future	N	Bobby Bailey
Implement DRS	Existing Registration Online application being replaced nationally. Onboarding for death registrations only	April 2026				Fit for the future	N	Bobby Bailey
Increase ceremony income	Develop packages in collaboration with the Town Hall. Offer smaller ceremonies in new rooms Promote external venues through social media and advertising New service for customers wishing to have an official name deed	April 2025		£1k	Comms	Fit for the future	N	Bobby Bailey
Deliver inhouse training to increase of multi-skilled staff	Increased resilience and staff development through training Enhanced staff confidence and resilience through monthly workshops led by the team	April 2025	Ongoing		Time from existing CFC and Client teams	Fit for the future	N	Lisa Munga
Continue to develop our new IT systems in customer services and housing repairs to enable residents to resolve queries at a time that suits them.	Increase in % self-serving  Reduction in telephone and F2F demand	April 2025	Ongoing		IT Developer PMO (NEC)	Fit for the future	N	Lisa Munga
Implement an improved telephone system / channel strategy that routes customers effectively and improves the customer data we collect to help continually improve how we support residents.	Improved Customer experience  Optimising and moving to an omnichannel approach  Improvement in quality of data and insight	April 2025	Dec 2025		PMO (TBC)  Finance  Procurement  Legal  CFC  ICT and Digital colleagues	Fit for the future	N	Lisa Munga
Embed new translation and interpretation service,	Improving the accessibility of services Increased value for money	April 2025	Ongoing		PMO BFFC	Fit for the future	N	Lisa Munga
Develop new Customer Strategy	Strategic steer on agreed priorities	April 2025	Sept 2025	Nil	Finance  Strategic Leadership	Fit for the future	N	Gavin Handford

Annex: Council Plan priorities and objectives 

Vision: Our Vision is to help Reading realise its potential and to ensure that everyone who lives and works here can share the benefits of its success.

Priority 1: Promote affordable housing and more equal communities 

• Tackle economic inequality by taking a place-based approach to how we deliver all our services, and enhance access to education, skills, and training opportunities.  
• Deliver new energy efficient council homes and improve tenant satisfaction with social housing.  
• Prevent the escalation of children’s needs through developing Family Hubs. 
• Promote best practice across Reading’s schools, helping to improve educational attainment and narrow the gap for disadvantaged and vulnerable children. 
• Prevent and reduce health inequalities within the population of Reading and improve and protect the health and wellbeing of all its communities. 
• Through the community safety partnership, focus on reducing community-based drug activity, knife violence, violence against women and girls and youth reoffending. 
• Work with partners to prevent homelessness, provide value for money accommodation for those that are homeless, and move people onto settled accommodation as quickly as possible. 

Priority 2: Secure Reading’s economic and cultural success 

• Enable the delivery of over 800 high-quality new homes a year in Reading, along with the infrastructure to support new development. 
• Promote the economic success of Reading by working with councils across Berkshire and the wider Thames Valley. 
• Maximise the benefits available for Reading from opportunities arising from the English Devolution White Paper. 
• Continue to deliver quality cultural and leisure services and facilitate exciting improvements to our cultural offer through grant-funded projects. 

Priority 3: Promote a sustainable and healthy environment and reduce Reading’s carbon footprint 

• Make use of central government funding to deliver improvements to public transport, cycling and walking infrastructure in Reading. 
• Keep Reading moving by delivering investment in highways, including roads, bridges, streetlighting and traffic signals. 
• Continue moving towards a net zero, resilient Reading and council by 2030. 
• Further improve the physical environment of Reading by improving air quality, access to green space, and the quality of public spaces. 
• Deliver major changes to our waste and recycling service to ensure compliance with new legislation. 

Priority 4: Safeguard and support the health and wellbeing of Reading’s adults and children 

• Reduce the number of children in care and the number of children in residential care. 
• Improve our local Special Education Needs and Disabilities (SEND) offer and support education settings to develop inclusive practice, so children receive high quality education locally, and achieve their potential. 
• Support those who need social care services to live as independently as possible in a place they call home with improved wellbeing. 
• Improve our offer for unpaid Carers, ensuring they are supported to live well and can sustain their caring role. 
• Work with our partners in health and the voluntary sector to provide support solutions for those with complex health and social care needs to improve outcomes. 

Priority 5: Ensure Reading Borough Council is fit for the future 

• Deliver good, accessible services for our customers. 
• Invest in technology that is secure and helps deliver effective services. 
• Use procurement of goods and services to secure greater social value and spend locally. 
• Bring Brighter Futures for Children (Children’s Services) back to the council. 
• Be a fair employer with an attractive and competitive offer and a workforce that is representative of the local community.