Performance tracking is improving but immature

Since the formation of DE&S in 2007, there has been a significant improvement in performance tracking, including the development of a reasonable Key Performance Indicators ("KPIs") structure to monitor performance against stated Departmental objectives and the introduction of performance measures for ex-DLO organisation in a measurable, transparent way.

The current regime of KPIs (see Figure 8-3) is relatively new, being an evolution of that used in 2007/08.

Source: DE&S Performance Overview (Jan 2009)

Figure 8-3: DE&S KPI structure (2008/09)

However, KPI tracking is not consistent across the business. The Review team has understands there are disconnects between the measures used by Front Line Commands to measure performance and those mandated for use within DE&S. As a result, delivery against KPIs is not always considered representative of the "situation on the ground".

The current KPIs and other DE&S performance metrics are mostly presented in a highly simplified into "traffic light" form for management information purposes. The Review team has compiled available time series data on some KPIs. These show a mixed picture of performance relative to targets, but other than the project performance analysis covered in Chapter 7, the Team have not investigated this area further. Examples of some KPIs are shown below in Figure 8-4.

Routine demands satisfied by required end-to-end timescales

Source: DE&S

Figure 8-4: Routine demands satisfied by required end to end timescales