Measures

To assess how we fulfil our purpose and measure achievement, we use a mix of output, effectiveness and efficiency measures, including qualitative and quantitative methodologies and proxy measures.

All performance measures are weighted equally unless otherwise stated.

Composite measures

Where a performance measure relies on more than one element – including more than one target – we will determine whether we have achieved the performance measure by reference to the number of elements met, as follows:

• equal to or greater than 75% of elements met equates to the performance measure being achieved
• from 51 to 74% (inclusive) of elements met equates to the performance measure being partially achieved
• less than 51% of elements met equates to the performance measure not being achieved.

More information about how we assess our targets is below.

Proxy measures

PM&C uses a combination of qualitative performance information and proxy measures to assess and report on achievements against some key activities.

Efficiency is generally measured as the price of producing a unit of output, expressed as a ratio of inputs to outputs. Measuring efficiency can be difficult for entities like PM&C where a large part of our work involves the development and provision of advice to government.

Where it is not practicable to identify appropriate efficiency measures, we use ‘timeliness’ as a proxy – that is, an indirect performance measure that is strongly correlated with efficiency. These measures are identified as proxy measures in the performance framework, where applicable.

We will continue to review these measures, and identify suitable efficiency measures when possible.

Targets

Targets against individual performance measures are identified where practicable. Over a year, targets can be affected by a variety of influences. We evaluate their achievement as follows:

• equal to or greater than 75% of the target achieved equates to the performance measure being achieved
• from 51 to 74% (inclusive) of the target achieved equates to the performance measure being partially achieved
• less than 51% of the target achieved equates to the performance measure not being achieved.

Rationale for conducting surveys

Partnering with other government agencies, non-government organisations, industry, business, community groups and other stakeholders domestically and internationally, is an important part of what we do and is key to our success. We also work closely with ministers and ministerial offices to provide support and advice.

To continuously improve our approach to engagement, we use annual stakeholder surveys to help us evaluate our performance across key activities. The surveys provide insights about stakeholder opinions on our effectiveness in achieving objectives and how efficiently we conduct our business.

Methodology

We use an annual survey to seek views from key stakeholders on our effectiveness, timeliness and responsiveness (as a proxy for efficiency). The survey is conducted by an independent provider. Survey instruments are co‑designed with PM&C to reflect requirements for the applicable performance measures and to reflect best practice.

Results of each survey are aggregated to produce the final performance rating, and respondents can choose to remain anonymous (that is, identified responses are not provided to the department as part of the performance results). A response rate of 20% or higher will be considered adequate for the provision and reporting of valid and reliable performance information. This approach ensures that responses are representative of our stakeholders and that results are objective, independent and unbiased.

The stakeholder groups for the survey are as follows:

• ministers – the Prime Minister, Assistant Minister to the Prime Minister, Minister for Women and Minister for the Australian Public Service, and the Cabinet Secretary
• ministerial stakeholders – key ministerial office staff
• non-ministerial stakeholders – key external stakeholders not in the above categories (for example, officials from other government departments or agencies).

Our ministers – or their delegate(s) – are surveyed through one-on-one interviews conducted by a senior member of the department and/or a senior representative of the survey provider. Given the relative importance of the Prime Minister’s feedback on our performance, the survey ratings of the Prime Minister or their delegate will be weighted to account for 50% of the aggregate performance metrics derived from the ministers’ survey.

The ministerial stakeholder survey is sent to key (high level) stakeholders in our ministers’ offices. The survey is conducted online, with stakeholders sent a unique link to provide their responses.

The non-ministerial stakeholder survey is sent to key stakeholders. Survey recipients are identified by PM&C business areas based on criteria designed to identify stakeholders who are in a position to provide informed feedback about the department’s performance during the relevant period. The non-ministerial survey is conducted online, with stakeholders sent a unique link to provide their responses.

Follow up interviews may be conducted with non-ministerial stakeholders who respond to the survey and indicate they are agreeable to being interviewed. These interviews are designed to obtain more detailed qualitative information to provide additional context for the survey results and more clearly identify opportunities for improvement. Participants for follow up interviews are selected by the survey provider.

Further information on the survey methodology will be included with the survey results in the annual performance statements in PM&C’s Annual Report 2024–25.

Data management/Data Source

Information is stored in the survey provider’s secured survey platform and is provided to the department as a report. Free-text comments are also provided as an aggregated dataset. This enables additional analysis to be performed if required, while not compromising the integrity of the data.