This is the corporate health data for quarter 4, 2025 to 2026.
Summary of people data
Recruitment and retention
At the end of the quarter the recruitment success rate (vacant positions that were filled in the period) was 66.3%, not including a small number of positions where the outcome is still to be confirmed. This is decrease compared to 78.8% reported at quarter 3.
At the end of March 2026, 87.9% of staff who were in council employment 12 months ago remained in employment. This is slightly lower than the 89.2% reported at the end of quarter 3
There is no change in the proportion of staff who have been with the council for 2 years or more. At the end of March 2026, the result was 3 in 4 staff (75.1%) compared to 75% reported at the end of quarter 3.
Staff voluntary turnover
The result reported at each quarter end is the average turnover over the previous 12 months. For example, the result at the end of quarter 4 of 2025 to 2026 is the average turnover between April 2025 and March 2026.
| Comparator data | Percentage |
|---|---|
| Total voluntary turnover for Bracknell Forest Council, 2024 to 2025 | 10.6% |
| Unitary authorities (using median figures for headcount and leavers) 2024 to 2025 | 11.2% |
Source: Infinistats 2025 (for available authorities only).
Staff sickness: days per employee
By quarter
| Directorate | 2025 to 2026 quarter 4 | 2024 to 2025 quarterly average |
|---|---|---|
| People | 2.5 | 2.2 |
| Communities | 2.1 | 1.7 |
| Place | 1.4 | 1.4 |
| Resources | 1.3 | 2.2 |
| Total staff sickness (excluding maintained schools) | 2.1 | 2.0 |
By year
| Directorate | 2025 to 2026 annual average | 2024 to 2025 annual average |
|---|---|---|
| People | 9.3 | 8.7 |
| Communities | 6.8 | 6.3 |
| Place | 5.6 | 5.3 |
| Resources | 8.2 | 8.6 |
| Total staff sickness (excluding maintained schools) | 8.2 | 7.8 |
| Comparator data | All employees, average days sickness absence per employee |
|---|---|
| Bracknell Forest Council (excluding schools) 2025 to 2026 | 8.2 |
| Public Sector employers 2024 | 13.3 |
The latest benchmark result for public sector employers 2024 is from small sample size of participating local authorities. Therefore, caution should be shown when comparing figures.
Source: CIPD/Simplyhealth Survey 2025
People directorate
Absence increased by 5.9%, rising to 2.5 days lost per employee compared with 2.39 in quarter 3.
The highest proportion of days lost was attributed to other medical reasons (26.5%), while stress-related reasons accounted for just over 20% of absence days.
In terms of reported instances, cold, cough or flu was the most common reason, accounting for 35.6% of all cases.
Figures on stress absence are actively monitored and inform wellbeing activity, such as Stress Awareness Month, support from HR and Mental Health First Aiders, and a dedicated focus on wellbeing within the annual achievement and development process.
Communities directorate
Communities saw absence increase by 28% to 2.10 days lost per employee, up from 1.65 in quarter 3.
Cold, cough or flu and back pain were the main causes of days lost, each accounting for 15.3%. For reported instances, Cold, cough or flu represented 35% of all cases.
Place directorate
Place recorded a 19.5% decrease in absence, falling to 1.36 days lost per employee from 1.69 in quarter 3. The main cause of days lost was stress, depression, and anxiety, which accounted for 32.9% of absence days. However, cold, cough or flu remained the most common reason by reported instances, at 37.3%.
Resources directorate
Resources showed the largest improvement, with absence reducing by 51% to 1.29 days lost per employee, compared with 2.53 in quarter 3.
The leading cause of days lost was other musculoskeletal conditions, including broken bones, accounting for 34.5% of total absence. By reported instances, cold, cough or flu was the most common reason, making up 48.9% of cases.
Long term sickness accounted for just over half of the sickness absence.
People Directorate reported an increase by 4 members of staff absent long term compared to 31 last quarter. However, by the end of March there were 13 staff still absent in People Directorate and less than 5 for each of the other directorates.
People
Remained at 35.3% in quarter 4.
Communities
Increased from 25.1% in quarter 3 to 30.1% in quarter 4.
Place
Decreased from 28.4% in quarter 3 to 24.5% in quarter 4.
Resources
Increased slightly from 29.5% in quarter 3 to 30.5% in quarter 4.
Reporting quarter sickness absence versus same time last year
At directorate level, total absence for the reporting quarter remained stable compared with the same quarter last year, except for Resources where it has further reduced.
Total absence
| Directorate | Quarter 4 current year (days) | Quarter 4 previous year (days) |
|---|---|---|
| People | 2.5 | 2.3 |
| Communities | 2.1 | 2.0 |
| Place | 1.4 | 1.3 |
| Resources | 1.3 | 2.5 |
Short-term absence
| Directorate | Quarter 4 current year (days) | Quarter 4 previous year (days) |
|---|---|---|
| People | 1.2 | 1.2 |
| Communities | 0.9 | 1.2 |
| Place | 0.6 | 0.9 |
| Resources | 0.7 | 0.5 |
Annual sickness overall versus last year
Similarly, the annual values are also in line with the levels for the previous year.
Total absence
| Directorate | Current year (days) | Previous year (days) |
|---|---|---|
| People | 9.3 | 8.7 |
| Communities | 6.8 | 6.4 |
| Place | 5.6 | 5.3 |
| Resources | 8.2 | 8.6 |
Short-term absence
| Directorate | Current year (days) | Previous year (days) |
|---|---|---|
| People | 4.4 | 4.3 |
| Communities | 2.9 | 3.9 |
| Place | 2.8 | 3.5 |
| Resources | 2.8 | 2.7 |
Summary of complaints
During 2024 to 2025, the corporate complaints process was revised to a 2-stage process, reduced from 3 stages. The children’s statutory complaints process still includes a third stage. Adults’ statutory complaints is a single stage process.
In line with good practice, the quarterly average from the last 12 months is included in the charts for comparison (April 2025 to March 2026).
There were no discrimination, harassment or victimisation (DVH) complaints recorded during 2025 to 2026.
People: Children's services
During quarter 4 the total number of statutory stage 1 and stage 1 cases received by Children’s Services is slightly higher than the 12-month rolling quarterly average (20 versus 19). Volumes across statutory stage 2 and stage 2 were higher than average (8 versus 5). Local Government and Social Care Ombudsman (LGSCO) cases received were in line with average (2).
2025 to 2026 case numbers by stage and quarter
Adult services
The number of statutory cases received by Adult Services in quarter 4 is in line with the 12-month rolling quarterly average (6).
LGSCO cases received is below average (1 versus 2).
2025 to 2026 case numbers by stage and quarter
Education and learning
During quarter 4, the number of stage 1 cases received by Education and Learning is lower than the 12-month rolling average (10 versus 14). Stage 2 cases were lower (4 versus 6) and LGSCO remain comparable (3).
2025 to 2026 case numbers by stage and quarter
Early Help and Communities
During quarter 4 the number of stage 1 cases received by Early Help and Communities is higher than the previous quarter but in line with the 12-month rolling quarterly average (9). Stage 2 cases were slightly higher than average (3 versus 2), as were LGSCO escalations (2 versus 1).
2025 to 2026 case numbers by stage and quarter
Place
During quarter 4, the number of stage 1 cases received by Place is significantly higher than the rolling 12-month average (21 versus 13), and cases escalated to stage 2 were higher than average (9 versus 5).
This is due to complaints about delays to land charges searches, which made up approximately 23% of complaints in quarter 4 (5 complaints at stage 1 and 2 complaints at stage 2).
2025 to 2026 case numbers by stage and quarter
Communities
During quarter 4, the number of stage 1 cases received by Communities is significantly higher than the previous quarter and higher than the rolling 12-month average (10 versus 8).
This is due to 3 complaints related to increased parking charges from 1 April 2026. Cases escalated to stage 2 are in line with the average (2). Cases with the LGSCO were lower than average (0 versus 1).
2025 to 2026 case numbers by stage and quarter
Resources
During quarter 4, Resources received 9 stage 1 cases, in line with the 12-month rolling average.
Two cases were escalated to stage 2, and 2 to the LGSCO, both higher than average (1).
2025 to 2026 case numbers by stage and quarter
Learning from complaints
Following the launch of the new complaints system in March 2025, the process to report on volumes, learning points and remedies for complaints across the council has been under development.
Some priority system developments have been delivered in the period to allow the team to assess the efficiency and accuracy of reporting. Future developments will reflect reporting guidance from the Local Government and Social Care Ombudsman and will be informed by any recommendations from a current internal audit of complaint processes.
Complaint outcomes: council wide, all stages
At the end of quarter 4 of 2025 to 2026, 382 complaints had concluded across all council complaint stages and all council services.
Of these complaints:
- 51% were not upheld (196 complaints)
- 32% were partially upheld (120 complaints)
- 16% were upheld (62 complaints)
- 1% were closed as 'No finding' (4 complaints)
The proportion of the outcomes overall has not changed since quarter 3.
This compares with 50% not upheld, 36% partially upheld, 14% upheld during 2024 to 2025. ‘No finding’ outcomes were not recorded during 2024 to 2025.
Complaint outcomes: by area, all stages
Position at the end of quarter 4, 2025 to 2026.
The year to date outcomes for all complaints across each service, in descending order of total complaint volume were:
Children’s social care:
- 40 partially upheld complaints (44%)
- 36 complaints not upheld (40%)
- 13 upheld complaints (14%)
- 2 complaints where no finding was made (2%)
Education and learning:
- 34 complaints not upheld (40%)
- 28 partially upheld complaints (33%)
- 20 upheld complaints (24%)
- 2 complaints where no finding was made (3%)
Place:
- 39 complaints not upheld (60%)
- 16 partially upheld complaints (25%)
- 10 upheld complaint (15%)
Early help and communities:
- 33 complaints not upheld (77%)
- 5 partially upheld complaints (12%)
- 5 upheld complaints (12%)
Communities:
- 16 complaints not upheld (41%)
- 15 partially upheld complaints (38%)
- 8 upheld complaint (21%)
Resources:
- 28 complaints not upheld (80%)
- 5 partially upheld complaints (14%)
- 2 upheld complaints (6%)
Adults’ social care:
- 11 partially upheld complaints (44%)
- 10 complaints not upheld (40%)
- 4 upheld complaint (16%)
In quarter 4, the upheld and partially upheld complaints were mostly related to:
- communication (25% of upheld and partially upheld cases)
- overall quality of service (22% of upheld and partially upheld cases)
- timeliness (16% of upheld and partially upheld cases)
The detailed learning of each complaint is very varied and the broad categories do not, in themselves, highlight broad issues. Services have looked at the detailed learning from each complaint to take relevant actions.
Examples of learning and improvement actions as a result of upheld or partially upheld complaints in this quarter are included in the table below.
There were no upheld or partially upheld complaints about Resources in quarter 4, so the directorate does not appear in the table.
| Area | Complaint | Outcome | Learning | Actions |
|---|---|---|---|---|
| Education and learning | Complaint regarding unclear guidance for parent when child was previously Elective Home Educated (EHE) but now has an Education and Health Care Plan (EHCP) | Partially upheld | The service did not clearly establish or confirm the parent’s position regarding continuation of EHE which led to a delay in arranging suitable provision for the child. Lack of clarity regarding the process when a child who is EHE receives an EHCP. |
A protocol to be jointly developed between early help and education for children and young people who are electively home educated with an EHCP who wish to return to school. |
| Children's social care | Parent felt judged and blamed at a meeting | Partially upheld | This learning reinforces how complex difficult conversations can be and the need to carefully balance a child’s needs alongside a parental perspective. Open and sensitive discussion is essential for identifying root concerns and securing the right support for children. | Share learning with the team during a team meeting to support a reflective discussion, with a focus on managing difficult conversations, using empathetic language, and balancing the child’s needs alongside parental views. |
| Early help and Communities | Failure to provide written communication or decisions, and to maintain and review the Personal Housing Plan (PHP). Failure to take reasonable steps to prevent homelessness | Upheld | Cases should be reallocated promptly when an officer is unexpectedly absent, ensuring continuity of statutory homelessness duties. It is the council’s responsibility to make sure that PHPs are kept up to date and reflect changing circumstances. Improve communications when an officer is absent. | Strengthen management checks to make sure that statutory timescales and duties are not adversely affected by staff absence. Include compliance with case reallocation, PHP updates, and communication standards as part of regular quality assurance audits. Use learning from complaints to inform team briefings and training sessions, reinforcing expectations and good practice. |
| Adult social care | Complaint regarding Pocket Pal device. The device has repeatedly failed to function as advertised, resulting in serious risk to family member’s health and safety | Partially upheld | The learning shows that families need to be better informed about what falls detection technology can and cannot do. The technology does not detect every fall, and this must be clearly explained so families have realistic expectations. It also means that when the system repeatedly fails to activate after incidents, this should act as an early warning sign. |
Train staff to explain limitations clearly and consistently. Implement a trigger process where repeated non activation events automatically prompt a review. Reinforce the importance of monitoring non activation patterns and escalating concerns. |
| Communities | Lack of enforcement action in relation to vehicles parking across a dropped kerb | Partially upheld in relation to interpretation of legislation regarding pedestrian routes | Confirmation that enforcement of pedestrianised dropped kerbs on footways is possible where there is full obstruction. | Policy to be reviewed and updated to include enforcement of footway dropped kerbs where there is full obstruction. |
| Place | Delays to remedial works following property owner’s compliance with building control enforcement | Partially upheld regarding delays in communication | Bracknell Forest has been through a period of recruitment challenges for the building control service. Key learning has been to maintain communications as frequently as possible, along with updating our procedures and processes to help keep users of the service informed of progress. | Successful recruitment has taken place and the service is now fully staffed, with new processes and procedures now implemented. |
Strategic risks and audits
The Strategic Risk Register was reviewed by Strategic Risk Management Group (SRMG), the Corporate Management Team (CMT) and the Governance and Audit Committee on 12 February, 4 March and 18 March respectively. No major changes were made.
The full details of the Register can be found in the Governance and Audit Committee papers for 18 March 2026 (PDF, 0.34MB).
Progress against the internal audit plan was also reported to the Governance and Audit Committee. Details on all audit recommendations are included in the Internal Audit Update to the Governance and Audit Committee on 18 March 2026 (PDF, 0.07MB).