Our performance

We review our performance metrics annually to ensure they continue to reflect our strategic priorities and the external environment. These metrics are monitored through our internal performance framework, including bimonthly performance reporting to NHS Resolution’s Board, as well as through quarterly accountability meetings with DHSC

Under our framework agreement with DHSC, we report quarterly on four of our most strategically important performance metrics taken from our set of annual key performance indicators (KPIs). A summary of performance for 2025/261 and the preceding two years is presented in Annex A. Overall, we have demonstrated a sustained improvement across key fair resolution and financial KPIs over the three-year period. The proportion of cases entering litigation before appropriate dispute resolution remains consistently well below the <15% target, improving further from 5.1% in the previous year to 3.7% in 2025/26, reflecting effective early resolution.

Performance under the EN scheme has also continued to strengthen, with decision times reducing year on year from a 3.57 years baseline to 3.08 years in 2025/26, evidencing faster decision making compared to the traditional route. Financial performance remains strong, with budgets managed within Departmental Expenditure Limits within the required target. While reported time to resolution has increased over the period, figures for 2025/26 are not directly comparable with previous years due to a system change affecting case closure points; performance throughout the year has otherwise remained stable, with the apparent increase attributable to this change rather than a deterioration in delivery. Further information on NHS Resolution’s performance can be found in our Annual Report and Accounts.

Table 1: 2025/26 Annual KPIs

Fair Resolution

No	Annual KPI	Area	Target
1	Time to resolution from claims decision to agreement of damages	Claims Management	TBC (based on year-end position)
2	Reduction in volume of cases that enter litigation before appropriate dispute resolution	Claims Management	<15%
3	90% of determinations, excluding hearings, being resolved within their target time	Primary Care Appeals	90%
4	90% of Advice and other case interventions delivered within target time frame	Practitioner Performance Advice	90%
5	75% of all exclusions/suspensions critically reviewed (where due)²	Practitioner Performance Advice	75%
6	Reduction in the time from notification to a decision on entitlement to compensation on an EN scheme case compared to a similar cerebral palsy case received via the traditional claims route	Claims Management	3.22 years
7	Significant concerns • Demonstrate that concerns raised through our Significant Concerns Group have included relevant qualitative information • Demonstrate that concerns raised through our Significant Concerns Group have appropriate steps taken (combination of appropriate steps and actions completed) • Demonstrate that concerns raised through our Significant Concerns Group have appropriate steps taken in a timely way	Organisation-wide	100%

¹ 2025/26 data refers to data as of 31 December 2025.

² KPI target revised to reflect a more balanced assessment of performance in the current external operating environment; methodology updated to align with the NHS Performance Framework

Data and insights

No	Annual KPI	Area	Target
8	Demonstrate engagement with the system to share learning products/services; respond to feedback on these; and review evidence of uptake/implementation³	Safety and Learning	90%
9	90% of delegates rate the workshops not less than 4 out of 5 for overall quality	Practitioner Performance Advice	90%

³ KPI methodology revised to focus on the impact of our engagement.

Maternity and neonatal

No	Annual KPI	Area	Target
10	EN clinical review completed within 30 days of receipt of all required documents⁴	Safety and Learning	100%
11	Average participant self-assessment score improvement of at least +12% between pre- and post-Governance and Board reporting workshop evaluations⁴	Safety and Learning	85%

⁴ This KPI reflects the key role that the MIS plays in strengthening governance, oversight and safety in maternity and neonatal services.

All services

No	Annual KPI	Area	Target
12	Management of budgets within net Departmental Expenditure Limits. Measured as income from members plus budget from DHSC vs expenditure	Finance	No overspend, underspend within 5%

Strategic risks

We routinely consider the challenges and risks to the delivery of our strategic priorities, business plan and budget, including alternative scenarios and emerging risks.

For the 2025–28 strategic period, our risk focus is on the following areas:

Strategic risk	Actions we take
Disruptors to our strategy and business delivery	We will proactively identify and respond to developments that could disrupt our strategy or business delivery. This includes horizon scanning, scenario planning and adapting our processes and services to remain fit-for-purpose and sustainable. Where appropriate, we will work with partners to influence and implement policy changes, and continue to identify opportunities within our control to manage the impact of rising clinical negligence costs.
Ensuring that our services remain fit-for-purpose	Regularly reviewing the capability within our existing resources to implement continuous improvement initiatives across our services. Where appropriate, we will adopt digital technologies to enhance efficiency and support innovation, ensuring these advancements complement our business-as-usual activities.
Workforce capacity and capability	We will invest in the growth and development of our people, ensuring we have the right skills and capacity to deliver our strategic priorities and adapt to changing demands.