> ## Documentation Index
> Fetch the complete documentation index at: https://docs.charle.agency/llms.txt
> Use this file to discover all available pages before exploring further.

# Utilisation

> How billable time percentage is calculated and tracked in CharleOS

Utilisation measures how much of your available time is spent on billable work. It's a key efficiency metric that shows whether you're making good use of capacity.

## The Formula

Utilisation is a simple ratio expressed as a percentage:

```formula The Formula theme={null}
Utilisation % = (Billable Minutes ÷ Available Minutes) × 100
```

* **Billable Minutes**: Time logged to client work that will be charged
* **Available Minutes**: Working time available after leave and holidays

## What Counts as Billable?

Time is considered billable when it's logged to:

<CardGroup cols={2}>
  <Card title="Client Tasks" icon="check-square">
    Work on client tasks and subtasks marked as billable
  </Card>

  <Card title="Help Desk Tickets" icon="headset">
    Client support and troubleshooting
  </Card>

  <Card title="Scheduled Work" icon="calendar">
    Any client-facing work that will be charged
  </Card>

  <Card title="Billable Projects" icon="folder">
    Project work tied to client contracts
  </Card>
</CardGroup>

<Warning>
  Only time entries with `isBillable = true` count toward utilisation. Non-billable time (meetings, admin, internal projects) is tracked but doesn't count toward this metric.
</Warning>

## What Counts as Available?

Available time is your **productive capacity**—the time you have available for work:

```formula Available Time theme={null}
Available Minutes = (Working Days - Leave Days) × Daily Capacity
```

### Working Days

A working day is any weekday (Monday-Friday) that is **not**:

* A weekend (Saturday/Sunday)
* A UK bank holiday
* A day you're on approved leave

### Daily Capacity

Your daily capacity is the productive minutes available per day:

| Type                 | Minutes     | Hours     | Purpose                          |
| -------------------- | ----------- | --------- | -------------------------------- |
| **Default Capacity** | 390 minutes | 6.5 hours | Schedule allocation, utilisation |
| **Billing Day**      | 450 minutes | 7.5 hours | Day rate calculations only       |

<Info>
  **Why 6.5 hours and not 7.5?**

  The 6.5-hour default is realistic productive time. It accounts for:

  * Meetings and standups
  * Context switching
  * Email and admin work
  * Breaks and downtime

  The 7.5-hour "billing day" is used for day rate calculations but isn't realistic for daily capacity planning.
</Info>

### Role-Based Capacity

Different roles may have different daily capacities:

| Role           | Typical Capacity | Reason                         |
| -------------- | ---------------- | ------------------------------ |
| **Developer**  | 6.5 hours        | Standard productive time       |
| **Designer**   | 6.5 hours        | Standard productive time       |
| **PM/CSM**     | 5 hours          | More meetings and coordination |
| **Leadership** | 4 hours          | Strategic work, meetings       |

<Note>
  These can be configured per person or per role in the system.
</Note>

## Worked Example: Individual Utilisation

**Scenario:** Sarah's February performance

| Step                            | Calculation         | Result          |
| ------------------------------- | ------------------- | --------------- |
| **1. Calculate Working Days**   |                     |                 |
| Days in February                |                     | 28 days         |
| Weekends (Sat/Sun)              |                     | 8 days          |
| Working days                    | 28 - 8              | 20 days         |
| UK bank holidays in Feb         |                     | 0 days          |
| Net working days                | 20 - 0              | 20 days         |
| **2. Subtract Leave**           |                     |                 |
| Leave taken                     |                     | 2 days          |
| **Net available days**          | 20 - 2              | **18 days**     |
| **3. Calculate Available Time** |                     |                 |
| Daily capacity                  |                     | 390 mins (6.5h) |
| **Available minutes**           | 18 × 390            | **7,020 mins**  |
| Available hours                 | 7,020 ÷ 60          | 117 hours       |
| **4. Get Billable Time**        |                     |                 |
| Billable minutes logged         |                     | 5,265 mins      |
| Billable hours                  | 5,265 ÷ 60          | 87.75 hours     |
| **5. Calculate Utilisation**    |                     |                 |
| **Utilisation %**               | 5,265 ÷ 7,020 × 100 | **75%** ✅       |

Sarah hit the target utilisation of 75%!

## Target: 75%

The goal is **75% utilisation**, not 100%. Here's why:

<AccordionGroup>
  <Accordion title="Why Not 100%?" icon="question">
    Aiming for 100% utilisation means:

    * ❌ No time for training and development
    * ❌ No buffer for urgent work or emergencies
    * ❌ High risk of burnout
    * ❌ No time for internal improvements
    * ❌ No flexibility for planning and thinking

    100% utilisation is unsustainable and unhealthy.
  </Accordion>

  <Accordion title="What About the Other 25%?" icon="pie-chart">
    The remaining 25% of time is for valuable non-billable work:

    * ✅ **Internal projects** - Tools, processes, documentation
    * ✅ **Training** - Learning new skills and technologies
    * ✅ **Meetings** - Standups, planning, reviews
    * ✅ **Admin** - Timesheets, expenses, communication
    * ✅ **Innovation** - Exploring new approaches
    * ✅ **Business development** - Proposals, pitches

    This work has real value even though it's not directly billable.
  </Accordion>

  <Accordion title="Different Roles, Different Targets" icon="users">
    Not everyone should target 75%:

    | Role                      | Target | Why                                  |
    | ------------------------- | ------ | ------------------------------------ |
    | **ICs** (devs, designers) | 75%    | Most time can be billable            |
    | **PMs/CSMs**              | 60-70% | More meetings and coordination       |
    | **Managers**              | 50-60% | Team support, 1-on-1s, planning      |
    | **Leadership**            | 40-50% | Strategic work, business development |
  </Accordion>
</AccordionGroup>

## Utilisation Levels

CharleOS uses bands to categorize utilisation:

| Level             | Range            | Badge                                          | What It Means                            |
| ----------------- | ---------------- | ---------------------------------------------- | ---------------------------------------- |
| **Over-utilised** | Greater than 90% | <span style={{color: 'red'}}>●</span> Red      | Burnout risk, no buffer for urgent work  |
| **On Track**      | 80-90%           | <span style={{color: 'green'}}>●</span> Green  | Slightly above target, still healthy     |
| **Target**        | 70-80%           | <span style={{color: 'green'}}>●</span> Green  | Ideal range, good balance                |
| **Below Target**  | 50-69%           | <span style={{color: 'orange'}}>●</span> Amber | Below target but normal for some periods |
| **Low**           | Less than 50%    | <span style={{color: 'red'}}>●</span> Red      | Under-utilised, may indicate issues      |

<Tabs>
  <Tab title="Over-Utilised (Greater than 90%)">
    **What it means:**

    * Very little buffer for non-billable work
    * High risk of burnout
    * No time for improvement or learning

    **Common causes:**

    * Tight deadlines across multiple projects
    * Under-staffing
    * Over-commitment

    **Actions:**

    * Consider hiring or redistributing work
    * Review and adjust schedules
    * Ensure proper time off is taken
  </Tab>

  <Tab title="On Track (80-90%)">
    **What it means:**

    * Slightly above target but still healthy
    * Good productivity with some buffer

    **Common scenarios:**

    * Busy periods with tight deadlines
    * Sprint finishes
    * Product launches

    **Actions:**

    * Monitor to ensure it doesn't stay this high long-term
    * Ensure team has recovery time after intense periods
  </Tab>

  <Tab title="Target (70-80%)">
    **What it means:**

    * Healthy balance of billable and non-billable work
    * Time for improvement and learning
    * Buffer for urgent work

    **Actions:**

    * This is the sweet spot—maintain it!
  </Tab>

  <Tab title="Below Target (50-69%)">
    **What it means:**

    * More non-billable work than expected
    * Possibly between projects

    **Common causes:**

    * Onboarding new starters
    * Between major projects
    * High internal project workload
    * Training periods

    **Actions:**

    * Normal for short periods
    * If sustained, review project pipeline
  </Tab>

  <Tab title="Low (Less than 50%)">
    **What it means:**

    * Significantly under-utilised
    * May indicate issues

    **Common causes:**

    * New team members ramping up
    * Gaps in project pipeline
    * Waiting for client approvals
    * Seasonal quiet periods

    **Actions:**

    * Review project pipeline
    * Check for blockers
    * Consider business development efforts
  </Tab>
</Tabs>

## Department & Agency Utilisation

Utilisation can be aggregated across teams and the entire agency:

### Department Utilisation

```formula Department Formula theme={null}
Dept Utilisation = (Total Billable Minutes ÷ Total Available Minutes) × 100
```

**Worked Example - Design Department in February:**

| Team Member          | Available Mins | Billable Mins | Individual % |
| -------------------- | -------------- | ------------- | ------------ |
| Sarah                | 7,020          | 5,265         | 75%          |
| Mike                 | 7,020          | 4,914         | 70%          |
| Emma                 | 5,850          | 4,680         | 80%          |
| **Department Total** | **19,890**     | **14,859**    | **74.7%** ✅  |

The department as a whole is just under the 75% target.

### Agency Utilisation

Same calculation across all billable staff in the agency:

```formula Agency Formula theme={null}
Agency Utilisation = (All Billable Minutes ÷ All Available Minutes) × 100
```

<Info>
  Only staff with `hasBillableCapacity = true` are included in agency utilisation. This excludes admin, leadership, and other non-billable roles.
</Info>

## Where to See Utilisation

Utilisation metrics appear throughout CharleOS:

<AccordionGroup>
  <Accordion title="Your Dashboard (IC)" icon="user">
    See your personal utilisation for:

    * Last 7 days
    * Last 30 days
    * Current month
    * Custom date ranges

    Includes a comparison to the previous period.
  </Accordion>

  <Accordion title="Manager Dashboard" icon="users">
    See utilisation for:

    * Each team member
    * Your department as a whole
    * Trends over time

    Helps identify who has capacity and who might be over-loaded.
  </Accordion>

  <Accordion title="Agency Dashboard" icon="building">
    Admin users see agency-wide utilisation:

    * Current utilisation percentage
    * Month-over-month trends
    * Department comparisons

    Helps with high-level capacity planning.
  </Accordion>

  <Accordion title="Capacity Views" icon="gauge">
    Utilisation is shown alongside capacity in:

    * PM capacity views
    * Schedule planning
    * Resource allocation tools
  </Accordion>
</AccordionGroup>

## What Affects Utilisation

Understanding what drives utilisation helps you improve it:

### Things That Lower Utilisation

| Factor                   | Impact                         | How to Address                                  |
| ------------------------ | ------------------------------ | ----------------------------------------------- |
| **Annual Leave**         | Reduces available time         | Plan around leave, ensure coverage              |
| **Internal Projects**    | Time not billed to clients     | Balance internal vs client work                 |
| **Between-Project Gaps** | No billable work available     | Improve pipeline, schedule better               |
| **Meetings & Admin**     | Necessary but not billable     | Keep efficient, consider whether all are needed |
| **Training**             | Investment in skills           | Important for long-term, schedule strategically |
| **Client Blockers**      | Waiting for feedback/approvals | Follow up proactively, have backup work         |

### Things That Raise Utilisation

| Factor                    | Impact                       | Consideration                            |
| ------------------------- | ---------------------------- | ---------------------------------------- |
| **Full Client Pipeline**  | More billable work available | Ensure quality doesn't suffer            |
| **Efficient Processes**   | Less time on non-billable    | Good, but don't eliminate necessary work |
| **Good Scheduling**       | Minimal gaps between tasks   | Balance with realistic timelines         |
| **Reduced Internal Work** | More time for clients        | Don't neglect process improvements       |

<Warning>
  **Don't optimise for utilisation alone!**

  High utilisation at the expense of:

  * Team wellbeing
  * Quality of work
  * Process improvements
  * Learning and development

  ...is counterproductive. Aim for **sustainable** high utilisation, not maximum utilisation.
</Warning>

## Common Misconceptions

<AccordionGroup>
  <Accordion title="Misconception: 100% is the goal" icon="x">
    **Reality:** 75% is the target for healthy, sustainable productivity.

    100% utilisation means:

    * No time for growth
    * No buffer for problems
    * High burnout risk
    * Declining quality over time
  </Accordion>

  <Accordion title="Misconception: Non-billable time is wasted" icon="x">
    **Reality:** The 25% non-billable time drives long-term value.

    Internal work includes:

    * Process improvements that save time later
    * Tool development that increases efficiency
    * Training that improves skills
    * Planning that prevents problems

    These investments pay dividends.
  </Accordion>

  <Accordion title="Misconception: Low utilisation means someone is lazy" icon="x">
    **Reality:** Low utilisation can have many legitimate causes:

    * New starters ramping up
    * Between projects (pipeline issue, not individual)
    * Waiting on client approvals (blocker, not laziness)
    * Seasonal quiet periods
    * Heavy internal project work
    * Training and development

    Always investigate the **cause** before jumping to conclusions.
  </Accordion>
</AccordionGroup>

## How It's Calculated in the System

CharleOS calculates utilisation at multiple levels:

<Steps>
  <Step title="Individual Calculation">
    For each user with `hasBillableCapacity = true`:

    1. Get daily capacity (role-based or default 390 mins)
    2. Calculate working days (exclude weekends and bank holidays)
    3. Subtract approved leave (including half-days)
    4. Multiply by daily capacity = available minutes
    5. Sum billable time entries where `isBillable = true`
    6. Calculate: `utilizationPercent = (billable / available) × 100`
  </Step>

  <Step title="Department Aggregation">
    For each department:

    1. Sum billable minutes for all department members
    2. Sum available minutes for all department members
    3. Calculate: `deptUtilization = (totalBillable / totalAvailable) × 100`
  </Step>

  <Step title="Agency Aggregation">
    For the entire agency:

    1. Sum billable minutes for all users with `hasBillableCapacity = true`
    2. Sum available minutes for all billable users
    3. Calculate: `agencyUtilization = (allBillable / allAvailable) × 100`
  </Step>

  <Step title="Daily Snapshots">
    Every night at 1 AM UTC, utilisation is captured in `metricSnapshot` table:

    * Stores cumulative month-to-date values
    * Enables historical trend analysis
    * Used for charts and reports
  </Step>
</Steps>

## Tips for Healthy Utilisation

<AccordionGroup>
  <Accordion title="Monitor Trends, Not Single Points" icon="chart-line">
    One week at 60% or 85% isn't concerning. Look at trends over 4-6 weeks to identify patterns.
  </Accordion>

  <Accordion title="Plan Around Leave" icon="calendar">
    Leave reduces available time (denominator), which increases utilisation percentage. If someone takes 2 weeks off, their utilisation that month will naturally be higher.
  </Accordion>

  <Accordion title="Balance Internal vs Client Work" icon="scale-balanced">
    Internal projects are valuable but should be balanced with billable work. If utilisation drops significantly, review internal project priorities.
  </Accordion>

  <Accordion title="Schedule Strategically" icon="chess">
    Good scheduling minimizes gaps between projects and ensures smooth transitions. Poor scheduling creates idle time that lowers utilisation.
  </Accordion>

  <Accordion title="Address Blockers Quickly" icon="circle-exclamation">
    Client approvals, feedback delays, and external dependencies can kill utilisation. Follow up proactively and have backup work ready.
  </Accordion>

  <Accordion title="Don't Sacrifice Wellbeing" icon="heart">
    Sustainable 75% is better than burnout-inducing 95%. Protect team capacity and mental health.
  </Accordion>
</AccordionGroup>

## Related Concepts

<CardGroup cols={2}>
  <Card title="Capacity" icon="gauge" href="/concepts/financial/capacity">
    Utilisation measures billable vs available time—capacity defines available time
  </Card>

  <Card title="Day Rates" icon="pound-sign" href="/concepts/financial/day-rates">
    High utilisation helps day rates, but efficiency matters more for profitability
  </Card>

  <Card title="Efficiency" icon="bolt" href="/concepts/financial/efficiency">
    Utilisation shows how much time is billable, efficiency shows how well that time is used
  </Card>

  <Card title="Time Tracking" icon="clock" href="/user-guide/time-tracking">
    Learn how to log time entries that feed into utilisation calculations
  </Card>
</CardGroup>