These key performance indicators help us measure progress in delivering our Council Plan ambitions, key objectives and priorities. They are strategic indicators that we track over the long term and report on quarterly.
View the quarterly updates on key performance indicators by strategic theme.
Thriving and connected economy
Key result indicators
Key results are identified in the Council Plan to measure progress being made towards our goals. They are outcome focused for residents and will often require many partners, organisations and the community to influence the outcome.
| Reference | Goal | Indicators (context forecasts/estimates) | Baseline | Year 1 (24/25) target | Year 2 (25/26) target | Year 3 (26/27) target | Lead officer |
|---|---|---|---|---|---|---|---|
| 2.2.1.KR | Bracknell town centre continues to thrive and be a destination of choice. | Net additional dwellings within Bracknell Town Parish | 243 | 567 | 157 | 284 | Assistant Director: Finance and Business Services |
Ambitious, resilient and sustainable organisation
Performance indicators
Performance indicators are specific metrics that have a performance related target. These provides information to review service performance in the context of the Council Plan goals.
| Reference | Goal | Indicators (performance targets) | Baseline | Year 1 (24/25) target | Year 2 (25/26) target | Year 3 (26/27) target | Lead officer |
|---|---|---|---|---|---|---|---|
| 4.2.1.a.PI | We prioritise finances effectively, delivering value for money. | Value of general fund savings from the Business Change Programme – year to date | New | £500,000 | £500,000 | £700,000 | Executive Director: Resources |
| 4.2.1.b.PI | We prioritise finances effectively, delivering value for money. | Reduction in agency spend from Business Change Programme – year to date | New | £1,000,000 | £1,000,000 | £1,000,000 | Executive Director: Resources |
| 4.2.1.c.PI | We prioritise finances effectively, delivering value for money. | Value of savings from Safety Valve programme – year to date | New | £500,000 | £1,000,000 | £3,000,000 | Executive Director: Resources |
| 4.2.2.PI | We prioritise finances effectively, delivering value for money. | Council Tax collection rate | 98% | 98% | 98% | 98% | Assistant Director: Finance and Business Services |
| 4.2.3.PI | We prioritise finances effectively, delivering value for money. | Business Rates collection rate | 98% | 98% | 98% | 98% | Assistant Director: Finance and Business Services |
| 4.2.4.PI | We prioritise finances effectively, delivering value for money. | Debt outstanding as a percentage of gross debt | 6.1% | 7% | 7% | 7% | Executive Director: Resources |
| 4.2.5.PI | We prioritise finances effectively, delivering value for money. | Total debt as a percentage of core spending | 215% | 220% | 223% | 226% | Executive Director: Resources |
| 4.5.1.PI | Our workforce is stable, connected, skilled and motivated. | Percentage of Bracknell Forest Council staff who are undertaking apprenticeships (excluding schools) | 2.5% | 4.8% | 5.5% | 6.2% | Assistant Director: HR, OD and Payroll |
| 4.5.2.PI | Our workforce is stable, connected, skilled and motivated. | Turnover rate Bracknell Forest Council staff (excluding schools) | 14.5% | 13.5% | 12.7% | 12% | Assistant Director: HR, OD and Payroll |
| 4.5.3.PI | Our workforce is stable, connected, skilled and motivated. | Vacancy rate Bracknell Forest Council staff (excluding schools) | 13.9% | 12.9% | 12.1% | 11.4% | Assistant Director: HR, OD and Payroll |
| 4.5.4.PI | Our workforce is stable, connected, skilled and motivated. | Percentage of agency workers council wide (excluding schools) | 6.1% | 4.5% | 3.5% | 2.8% | Assistant Director: HR, OD and Payroll |
| 4.5.5.PI | Our workforce is stable, connected, skilled and motivated. | Percentage of agency workers that are not covering an established post | 43% | 38% | 30% | 30% | Assistant Director: HR, OD and Payroll |
Contextual indicators
Contextual indicators are outcome focused and reflect the wider community. These will include indicators where a performance related target is not appropriate but offers information relevant to the delivery of services and Council Plan goals.
| Reference | Goal | Indicators (context forecasts/estimates) | Baseline | Year 1 (24/25) forecast | Year 2 (25/26) forecast | Year 3 (26/27) forecast | Lead officer |
|---|---|---|---|---|---|---|---|
| 4.5.1.CI | Our workforce is stable, connected, skilled and motivated. | Percentage of women in the top 5% of staff earners | 50% | 55% | 60% | 62% | Assistant Director: HR, OD and Payroll |
| 4.5.2.CI | Our workforce is stable, connected, skilled and motivated. | Percentage of black and minority ethnic (BME) staff in the top 5% of staff earners | 12.9% | 15% | 18% | 20% | Assistant Director: HR, OD and Payroll |
| 4.5.3.CI | Our workforce is stable, connected, skilled and motivated. | Percentage of disabled staff in the top 5% of staff | 7.5% | 9% | 13% | 13% | Assistant Director: HR, OD and Payroll |
| 4.5.4.CI | Our workforce is stable, connected, skilled and motivated. | Percentage of employees with a disability | 4% | 10% | 13% | 13% | Assistant Director: HR, OD and Payroll |
| 4.5.5.CI | Our workforce is stable, connected, skilled and motivated. | Percentage of employees from a black and minority ethnic (BME) background | 9.1% | 11.8% | 14% | 15% | Assistant Director: HR, OD and Payroll |
| 4.5.6.CI | Our workforce is stable, connected, skilled and motivated. | Gender pay gap | 13.7% | 10% | 9% | 8% | Assistant Director: HR, OD and Payroll |