Results: Supporting and advising the Prime Minister and Cabinet

Table 1 provides a summary of the Department's performance in supporting the Prime Minister as the head of the Australian Government and Cabinet and providing advice on major domestic policy and national security matters (Purposes 1 and 2). The results are listed against the relevant activity, KPI and measurement from the Corporate Plan 2016–20.

Results were compiled based on an independent survey, informal feedback from stakeholders, analysis of system-based data and an internal assessment of case studies and achievements.

Table 1: Performance results for Purposes 1 and 2
Activities KPI Performance Measure Result
Policy advice     Achieved

Provide high-quality and timely advice on domestic, international and national security developments to support the Prime Minister, portfolio ministers, the Cabinet, assistant ministers and the Executive.

The Prime Minister, portfolio ministers, the Cabinet, assistant ministers and the Executive are satisfied with the quality and timeliness of advice and support provided.

Demonstrate an understanding of policy issues and provide a whole-of-government perspective.

Feedback from the Prime Minister, portfolio ministers, the Cabinet, assistant ministers, ministerial offices and the Executive shows a high level of satisfaction with the quality and timeliness of advice and support provided.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Responses to requests for briefs are delivered within the agreed timelines.

Policy review projects are delivered within the agreed timeframes.

Survey responses supported a high level of satisfaction with the quality and timeliness of advice and support provided.

Case studies:

88% of briefs delivered within agreed timelines.

This measure is included in the timelines of the briefs responses above.

Collaboration

   

Achieved

Working directly or indirectly with other agencies and external parties to strengthen relationships.

Build partnerships that influence domestic and international dialogue to influence policy decisions and outcomes.

Provide leadership to the Australian Public Service in relation to government decisions, policies and strategic priorities.

Support timely, relevant and effective collaborations across government and external parties.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Feedback from external stakeholders to demonstrate effective collaboration between the Department and another party on a specific policy decision or outcome.

Case studies:

Survey responses supported effective collaboration.

Support and advice 1

   

Achieved

Support to the Prime Minister, portfolio ministers, the Cabinet, assistant ministers and the former Governors-General and their offices.

Advice to stakeholders on the matters outlined in the Administrative Arrangements Order.

Internal and external stakeholders are satisfied with the quality, relevance and timeliness of the advice and support provided by the Department.

Feedback from key internal and external stakeholders to demonstrate a high level of satisfaction with the quality and timeliness of advice and support provided.

Responses to requests for advice are delivered within the agreed timelines.

Survey responses supported a high level of satisfaction with the quality and timeliness of advice and support provided.

88% of requests delivered within agreed timelines.

Policy coordination

   

Achieved

Coordinate the responses and contributions to government policies to assist in shaping their development.

Evaluation of, and timely reporting to, government on the impact of government decisions in line with agreed overall outcomes.

Coordinate and contribute to timely and effective policy development across government.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Case studies:

Monitoring and implementation

 

Achieved

Develop policies and strategies in line with government priorities.

Monitor and oversee the implementation of key government initiatives, policies, program and reform agendas.

Actively monitor and support the timely development and implementation of government policies and initiatives.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Case studies:

Secretariat Services

   

Achieved

Undertake administrative duties, maintain records and perform all secretariat functions to support the effective operations of boards, committees, councils and the Cabinet and its subcommittees.

High level of satisfaction with the secretariat support services provided to boards, committees and councils.

Feedback from boards, committees and councils demonstrates a high level of satisfaction with the timeliness and accuracy of the functions delivered.

Timeframes in relation to the submission of papers, circulating minutes from meetings and addressing action items are met.

Timeframes in relation to the lodgement and circulation of Cabinet submissions, including memorandums are met.

Survey responses supported a high level of satisfaction with the timeliness and accuracy of the functions delivered.

Data is available to measure the time to circulate minutes, which is less than five business days.

At least 86% of Cabinet and Cabinet Committee Minutes were submitted for approval within 24 hours, while 97.4% of Federal Executive Council papers were lodged within the timeframe.

Events

   

Achieved

Coordinate the planning arrangements for upcoming events including:

  • the Prime Minister's overseas visits and official visits by Heads of State and Heads of Government
  • major events and ceremonies.

Provide timely, relevant and accurate advice to support the coordination of major events, visits and ceremonies domestically and internationally.

100% of the events planned were delivered within the agreed timeframes.

Feedback from stakeholders associated with the event demonstrates a high level of satisfaction with the relevance and accuracy of the advice associated with the planning of the event.

All events were delivered within agreed timeframes.

Survey responses supported a high level of satisfaction with the relevance and accuracy of the advice associated with the planning of the event.

Notes:

1 The Corporate Plan 2016-20 included the following measure – benchmarking the quality of support functions against organisations with similar support roles every three years to assess overall performance – with the intention of first reporting in 2018-19. This measure has been removed as quality is assessed through a survey of stakeholders and there are no organisations with comparable roles with appropriate publically available data.

[Source: Corporate Plan 2016–20, pp. 6-8 and PBS 2016–17 Outcome 1, Program 1.1]

Portfolio Budget Statements

Outcome 1: Provide high-quality policy advice and support to the Prime Minister and the Cabinet, portfolio ministers and assistant ministers including through the coordination of government activities, policy development and program delivery.

Table 2: Performance results for Program 1.1
Program Performance criteria Target Result
1.1 Prime Minister and Cabinet
  • Quality and timely policy advice, support and services to the Prime Minister, the Cabinet and key stakeholders.
  • Effective public sector leadership, coordination and monitoring of responses to government decisions, policies and strategic priorities.

Positive change in stakeholder feedback (by 2017).

Achieved

Table 3: Policy advice
Activities KPI Performance Measure Result

Policy advice

Provide high-quality and timely advice on domestic, international and national security developments to support the Prime Minister, portfolio ministers, the Cabinet, assistant ministers and the Executive.

The Prime Minister, portfolio ministers, the Cabinet, assistant ministers and the Executive are satisfied with the quality and timeliness of advice and support provided.

Demonstrate an understanding of policy issues and provide a whole-of-government perspective.

Feedback from the Prime Minister, portfolio ministers, the Cabinet, assistant ministers, ministerial offices and the Executive shows a high level of satisfaction with the quality and timeliness of advice and support provided.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Responses to requests for briefs are delivered within the agreed timelines.

Policy review projects are delivered within the agreed timeframes.

Achieved

The Department provides advice on domestic, international and national security developments. Feedback from the Prime Minister, portfolio ministers, the Cabinet, assistant ministers, ministerial officers and the Executive indicated satisfaction with the quality and timeliness of advice and support provided by the Department. The majority of stakeholders confirmed that the Department's advice demonstrated an understanding of the policy issues and provided a whole-of-government perspective.

The findings of the stakeholder survey for 2016–17 are supported by case studies and policy advice achievements, including:

  • providing policy advice to the Prime Minister on strategic and major international issues and hosting official guests of government as well as the Prime Minister's international, diplomatic visits to advance foreign policy objectives
  • delivering critical analysis and advice to the Prime Minister on national security policy development and implementation related to defence policy, intelligence policy and information sharing, capability acquisitions, defence estate and operations, border security and immigration policy, law enforcement and transport security policy and crisis and emergency management
  • providing advice to the Prime Minister on the national fiscal outlook and strategy and matters being considered through the 2016–17 Mid-Year Economic and Fiscal Outlook and the 2017–18 Budget
  • providing 2,439 ministerial briefs, of which 2,148 (88 per cent) were delivered within agreed timeframes.
Table 4: Collaboration
Activities KPI Performance Measure Result

Collaboration

Working directly or indirectly with other agencies and external parties to strengthen relationships.

Build partnerships that influence domestic and international dialogue to influence policy decisions and outcomes.

Provide leadership to the Australian Public Service in relation to government decisions, policies and strategic priorities.

Support timely, relevant and effective collaborations across government and external parties.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Feedback from external stakeholders to demonstrate effective collaboration between the Department and another party on a specific policy decision or outcome.

Achieved

PM&C worked with other agencies to strengthen relationships and build partnerships that influence domestic and international dialogue and policy decisions. The Department also provided leadership to the public sector in relation to government decisions, policies and strategic priorities. The Department used its central position in government to promote effective collaboration across agencies.

The findings of the stakeholder survey for 2016–17 demonstrated that PM&C collaborated effectively with stakeholders. This is supported by case studies and collaboration achievements, including:

  • Australia's first City Deal, Townsville, agreed on 9 December 2016 between the Australian Government, Queensland Government and Townsville City Council to improve job creation and economic growth in Townsville as well as investment in local infrastructure, a revitalised urban centre and a more vibrant and liveable city
  • the Launceston City Deal agreed on 20 April 2017 between the Australian Government, Tasmanian Government and the City of Launceston that includes commitments and targeted investment in the growth of jobs, skills, business, industry and the population by increasing innovation and industry involvement and promoting a healthy Tamar Estuary
  • facilitating international government engagement to share best practice and develop briefings for Singapore and New Zealand roundtable engagements
  • coordinating government legislation programs and supporting the Leader of the House, the Leader of the Government in the Senate and the Manager of Government Business in the Senate to fulfil their parliamentary roles
  • collaborating with government agencies, the OECD and the IMF to put the digital economy measurement challenges and bridging the digital gender divide on the G20 agenda
  • developing the Reducing Pressure on Housing Affordability Plan and convening the inter-departmental committee on housing comprised of the Treasury, the Department of Social Services and the Department of Infrastructure and Regional Development.
Table 5: Support and advice
Activities KPI Performance Measure Result

Support and advice

Support to the Prime Minister, portfolio ministers, the Cabinet, assistant ministers and the former Governors-General and their offices.

Advice to stakeholders on the matters outlined in the Administrative Arrangements Order.

Internal and external stakeholders are satisfied with the quality, relevance and timeliness of the advice and support provided by the Department.

Feedback from key internal and external stakeholders to demonstrate a high level of satisfaction with the quality and timeliness of advice and support provided.

Responses to requests for advice are delivered within the agreed timelines.

Achieved

The findings from the stakeholder survey for 2016–17 demonstrated a high level of satisfaction with the quality and timeliness of the advice and support provided to the Prime Minister, portfolio ministers, the Cabinet, assistant ministers and the former Governors-General and their offices. This is supported by case studies and support and advice achievements, including:

  • providing thorough advice and support in relation to appointment documents and the swearing in of the Ministry on 18 July 2016 following the election and the ministry changes in January 2017
  • preparing instruments for the opening of the 45th Parliament on 30 August 2016, support for the making of new Administrative Arrangements Order on 1 September 2016 and the amendments to the Order on 19 July 2016, 27 October 2016 and 13 April 2017
  • establishing the Royal Commission into the Protection and Detention of Children in the Northern Territory
  • providing logistical support to the Prime Minister and advice to the Council of Australian Governments (COAG) meetings on 9 December 2016 and 9 June 2017 as well as to 17 COAG senior officials meetings
  • providing advice to the Prime Minister and other government agencies to shape, influence and deliver government announcements such as the establishment of the Critical Infrastructure Centre, the United States Resettlement Agreement and the Department of Defence Naval Shipbuilding Plan
  • coordinating correspondence, briefings and parliamentary items including the government's legislation program
  • drafting 209 speeches and remarks and 465 written and video messages for delivery by the Prime Minister and portfolio ministers
  • coordinating ministerial briefings and submissions and handling items of ministerial correspondence
  • coordinating parliamentary items between portfolio ministers offices and the Department (refer Table 6)
  • providing 2,439 ministerial briefs, of which 2,148 (88 per cent) were delivered within agreed timeframes.
Table 6: Parliamentary support during 2016–17
Parliamentary Support 2016–17
Parliamentary Questions on Notice 108
Additional Senate Estimates Questions on Notice 173
Budget Estimates Questions on Notice 16
Supplementary Budget Estimates Questions on Notice 152

Coordinate the responses and contributions to government policies to assist in shaping their development.

Evaluation of and timely reporting to government on the impact of government decisions in line with agreed overall outcomes.

Coordinate and contribute to timely and effective policy development across government.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Table 7: Policy coordination
Activities KPI Performance Measure Result

Policy coordination

Coordinate the responses and contributions to government policies to assist in shaping their development.

Evaluation of and timely reporting to government on the impact of government decisions in line with agreed overall outcomes.

Coordinate and contribute to timely and effective policy development across government.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Achieved

PM&C contributed to timely and effective policy development across government in 2016–17, as supported by case studies and coordination achievements, including:

  • developing the national counter-terrorism arrangements and the new Australia-New Zealand Counter-Terrorism Committee (ANZCTC) risk framework
  • launching the Third Action Plan of the National Plan to Reduce Violence Against Women and their Children 2010–2022 at the National Summit held in Brisbane in October 2016
  • coordinating meetings including the New Zealand Cyber Policy Dialogue in Wellington, New Zealand on
    15–16 December 2016
  • developing the addendum to the National Health Reform Agreement with the Department of Health and states and territories related to Commonwealth funding for public hospitals from 2017–18 to 2019–20. The addendum applied a funding cap, introduced a focus on safety and quality, improved the flow of information and data in the system and incorporated rigorous assurance processes. It was a key element of the government's reform agenda to have a new hospital funding deal in place with all states and territories by 1 July 2017.
  • providing the Prime Minister with comprehensive and timely briefings about Australian Government funding for schools and the impact of proposals on public, independent and Catholic schools. Australian Government funding for schools affects 3.7 million Australian children across 9,400 schools. Successive increases in funding have not seen an improvement in educational outcomes. The 2017–18 Budget announced the Australian Government's position and the passage of the Australian Education Amendment Bill on 23 June 2017 provides certainty of Commonwealth funding for all schools.
  • collaborating across government, with the National Disability Insurance Agency and with state and territory governments (through COAG) to support remedial actions to payment delays experience by the National Disability Insurance Scheme.
Table 8: Monitoring and implementation
Activities KPI Performance Measure Result

Monitoring and implementation

Develop policies and strategies in line with government priorities.

Monitor and oversee the implementation of key government initiatives, policies, program and reform agendas.

Actively monitor and support the timely development and implementation of government policies and initiatives.

Qualitative assessment of a sample of activities using case studies, independent panels or providers.

Achieved

Photograph of PM&C staff attending the launch of the Cultural and Linguistically Diverse Staff Network
Cultural and Linguistically Diverse Staff Network launch held in conjunction with an IFTAR Dinner to break the Ramadan Fast, June 2017.

PM&C monitored and supported the development and implementation of government initiatives, policies, programs and reforms. This is supported by case studies and monitoring and implementation achievements, including:

  • releasing a program report in April 2017 by the Office of the Cyber Security Special Adviser that assessed the implementation of the four-year Cyber Security Strategy; six of 33 of the actions laid out in the plan had been completed
  • delivering the COAG Performance Dashboard that provides performance monitoring and replaced the annual COAG Performance reports
  • delivering a new Commonwealth payments framework for states and territories to enhance payment accountability and link payments to performance
  • commissioning a review of the National Women's Alliances program that concluded in March 2016 with recommendations implemented in
    2016–17, including new grant guidelines and establishing an Alliance to represent women from culturally and linguistically diverse backgrounds
  • working with the Department of Defence and other government agencies to finalise the Naval Shipbuilding Plan in May 2017 to establish new naval capabilities including submarines, surface combatants and naval patrol vessels, as well as investment in new shipyard infrastructure
  • implementing the Australian Government Regulator Performance Framework to improve regulatory quality
  • working with the Department of Defence and other agencies to implement the Defence White Paper and the First Principles Review.
Table 9: Secretariat services
Activities KPI Performance Measure Result

Secretariat services

Undertake administrative duties, maintain records and perform all secretariat functions to support the effective operations of boards, committees, councils and the Cabinet and its subcommittees.

High level of satisfaction with the secretariat support services provided to boards, committees and councils.

Feedback from boards, committees and councils demonstrates a high level of satisfaction with the timeliness and accuracy of the functions delivered.

Timeframes in relation to the submission of papers, circulating minutes from meetings and addressing action items are met.

Timeframes in relation to the lodgement and circulation of Cabinet submissions, including memorandums are met.

Achieved

PM&C provides secretariat services to the Cabinet, the Executive Council and COAG. The findings from the stakeholder survey for 2016–17 showed good levels of satisfaction with the timeliness and accuracy of secretariat functions delivered by the Department.

Timeframes in relation to the submission of papers, circulating minutes and addressing action items have been met by the Department.

Table 10: Cabinet services supplied in 2016–17
Services 2016–17
Cabinet and Committee meetings supported 157
Cabinet Submissions lodged and circulated 576
Cabinet and Committee minutes released 1,078
Federal Executive Council meetings supported 28
Federal Executive Council documents lodged and circulated 453

Achievement is supported by case studies and the provision of secretariat services, including:

  • supporting the Prime Minister, the Cabinet Secretary, the Minister Assisting the Prime Minister for Cabinet and the chairs of Cabinet committees by facilitating the smooth and efficient conduct of 157 Cabinet and committee meetings
  • supporting the final executive decision-making by the Governor-General in Council through the organisation, coordination and administration of 28 Federal Executive Council meetings
  • organising meetings and assisting the Cabinet to update templates and streamline processes, including publication of a revised Cabinet Handbook that included training, in partnership with the Australian Public Service Commissioner (APSC), to 578 staff on producing quality products for Cabinet, taking the total of APS staff who have been trained to 1,019.
Table 11: Events
Activities KPI Performance Measure Result

Events

Coordinate the planning arrangements for upcoming events including:

  • the Prime Minister's overseas visits and official visits by Heads of State and Heads of Government
  • major events and ceremonies.

Provide timely, relevant and accurate advice to support the coordination of major events, visits and ceremonies domestically and internationally.

100% of the events planned were delivered within the agreed timeframes.

Feedback from stakeholders associated with the event demonstrates a high level of satisfaction with the relevance and accuracy of the advice associated with the planning of the event.

Achieved

PM&C plays a central role in planning and delivering events, including management of official visits by guests of government including Heads of State and Heads of Government. This includes delivery of major events, ceremonies and state occasions and coordination of logistical and administrative arrangements for the Prime Minister's overseas travel.

Feedback from stakeholders associated with these events indicated a high level of satisfaction with the relevance and accuracy of the advice provided. All planned events were delivered within the agreed timeframes.

In 2016–17, the Prime Minister undertook important overseas visits to participate in multilateral fora and to advance Australia's international bilateral relationships. In September 2016, the Prime Minister met with the President of the People's Republic of China, His Excellency Mr Xi Jinping, at the Hangzhou G20 meeting. In May 2017, the Prime Minister met with the President of the United States of America, the Honorable Donald J. Trump in New York at the commemorative events for the 75th Anniversary of the Battle of the Coral Sea. Major bilateral visits were made to New Zealand, Papua New Guinea and India as well as to the Middle East, including:

  • Laos (East Asia Summit) and the Federated States of Micronesia (Pacific Islands Forum), 3-10 September 2016
  • United States of America (United Nations General Assembly and Washington), 16-25 September 2016
  • Peru (Asia–Pacific Economic Cooperation Forum), 17-22 November 2016
  • New Zealand, 17-18 February 2017
  • Indonesia (Indian Ocean Rim Association), 6-8 March 2017
  • Papua New Guinea and India, 7-13 April 2017
  • Middle East, 22-26 April 2017
  • United States of America, 3-7 May 2017
  • Singapore (Shangri La Dialogue), 1-4 June 2017.

This year there has been a significant level of international engagement with Australia; an increase of approximately 50 per cent on recent yearly averages. PM&C successfully delivered 25 guest of government visits to Australia. These major visits involve significant media liaison and coordination with the official establishments, including:

  • Heads of State from Afghanistan, Indonesia, Jordan, Nauru, the Netherlands and Sri Lanka
  • Heads of Government from China, Israel, Japan, Singapore and Sri Lanka
  • Vice Presidents from the United States of America
  • Ministers from Vietnam, China, Singapore, Malaysia and the United States of America.

Photograph of the Japanese Prime Minister and the Australian Prime Minister
Japanese Prime Minister Shinzo Abe and the Prime Minister deliver a joint media statement at Kirribilli House, Sydney, 14 January 2017. Photographed by Michael Masters AUSPIC.

Other guests of government whose visits were supported or funded by PM&C include the Chairman of the China National Tourism Administration, the President of the Asian Infrastructure Investment Bank and, as part of visits for the Australia-United States Ministerial Consultations, the Chairman of the US Joint Chiefs of Staff and the Commander of the US Pacific Command.

PM&C managed 102 airport facilitations for Heads of State and Heads of Government and conducted 34 events, including two COAG meetings (refer Table 12).

Table 12: Summary of ceremonial and hospitality services
Services 2016–17

Prime Minister's overseas visits

Visits made

9

Nations visited 1

13

Total duration of visits (whole or part days)

50

Official visits to Australia by guests of the Australian Government

Heads of State

6

Heads of Government

5

Ministers

10

Other guests

4

Total visits excluding airport facilitations

25

Airport facilitations 2

102

Events

State funeral and memorial services
(including national memorial services)

1

Address to Parliament

1

Guest of government hospitality

19

Additional events

13

Total events

34

Notes:

1 Nations may be visited more than once in a given year.

2 Airport facilitation involved coordinating airport and border control procedures and greeting Heads of State and Heads of Government on international arrival and departure for private or transit visits. The facilitation is undertaken by part-time visit officers.