HC Deb 09 June 1999 vol 332 c330W
Ms Kelly

To ask the Secretary of State for Defence what key targets have been set for the Chief Executive of the Defence Analytical Services Agency for financial year 1999–2000. [86702]

Mr. Doug Henderson

Key Targets have been set for the Chief Executive of the Defence Analytical Services Agency for Financial Year 1999–2000. The targets build on the progress already made by the Agency since it formed in 1992 and are as follows:

Delivery of customer service and quality

The majority of the Agency's business is covered by Service Level Agreements with customers, which set out the targets for timeliness and quality of work. For the parts of the business where Service Level Agreements are inappropriate, project agreements are in place. The Agency is committed to a continual improvement in the range and quality of the services it provides to customers. Key Targets are:

  1. (a) To meet at least 95 per cent. of the timeliness and quality targets set in Service Level Agreement and project agreements.
  2. (b) To have at least 90 per cent. of customers saying they are at least satisfied with the timeliness, quality of work and helpfulness of staff in the Annual Customer Satisfaction Survey covering all aspects of business.
  3. (c) To have at least 25 per cent. of customers who received DASA services in 1998–99 and 1999–2000 report an improvement in those services in the Annual Customer Satisfaction Survey.
  4. (d) To develop corporate information on civilian personnel and make it available to civilian personnel managers by March 2000.

Efficiency and business excellence

The Agency plans to make efficiency savings in 1999–2000 as well as meeting the additional demands placed on it by new Departmental studies and initiatives. The Agency is committed to continual improvement and is using the Business Excellence Model as a means of driving this forward. Key Targets are:

  1. (a) To achieve a British Quality Foundation validated score of 500 points or more against the Business Excellence Model.
  2. (b) To achieve Investors in People re-accreditation by the end of March 2000.
  3. (c) To deliver efficiency savings with a value of 1 per cent. of the initial running cost allocation, as the first instalment of a programme to achieve 10 per cent. efficiency savings over 3 years.

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