Key activity 3: Coordination and support for national and international agendas

PM&C plays an important role in driving a whole-of-government and whole-of-nation approach at both a national and international level. In doing so, we collaborate closely with state and territory governments, and foreign counterparts to develop national and international frameworks that enhance Australia’s interests. We evaluate this key activity through a collection of measures that describes the deliverables we have supported in pursuit of national and international outcomes and the extent to which our stakeholders are satisfied with our efforts.

Intended result 3.1

PM&C effectively supports, coordinates and develops a national approach to support the delivery of Government priorities

Performance measures	2021–22 targets	2022–23 targets	2023–24 targets	2024–25 targets	Methodologies / data	Purposes measured and type
3.1.1 Number of national plans and responses delivered	Targets not appropriate due to fluctuations in nature and complexity of plans and responses in any given year				Number of key plans and responses to be supplemented by case studies to demonstrate the breadth and variety of national plans and responses delivered to showcase how PM&C’s role has been integral to successful outcomes.	1–4, 6 Output
3.1.2 Proportion of key stakeholders satisfied with the coordination and support provided by PM&C in the delivery of national plans and responses	Baseline to be developed	Maintained / increased	Maintained / increased	Maintained / increased	Data collected and reported via annual stakeholder survey.	1–4, 6 Effectiveness

Intended result 3.2

PM&C effectively coordinates and supports the Prime Minister’s and portfolio ministers in international engagements to promote Australia’s interests

Performance measures	2021–22 targets	2022–23 targets	2023–24 targets	2024–25 targets	Methodologies / data	Purposes measured and type
3.2.1 Number of Prime Minister’s overseas visits, virtual engagements and Guest of Government visits delivered	Targets not appropriate due to fluctuations in nature and complexity of visits and engagement in any given year				Data collected and reported via the Department’s engagement tracker and supplemented by case studies to demonstrate the breadth and variety of visits and how they supported effective outcomes.	1,4–5 Output
3.2.2 Proportion of Prime Minister’s commitments to foreign leaders implemented or significantly progressed	Baseline to be developed	Maintained / increased	Maintained / increased	Maintained / increased	Collected and reported via International Division Tracker.	4 Output
3.2.3 Proportion of key stakeholders satisfied with quality of support provided by PM&C to support the Minister for Women at international forums	Baseline to be developed	Maintained / increased	Maintained / increased	Maintained / increased	Data collected and reported via annual stakeholder survey and supplemented by a case study to demonstrate the breadth and variety of forums and how they supported effective outcomes.	1–4, 6 Effectiveness
3.2.4 Proportion of key stakeholders satisfied with the coordination and support provided by PM&C for the Prime Minister’s international engagements	Baseline to be developed	Maintained / increased	Maintained / increased	Maintained / increased	Data collected and reported via annual stakeholder survey and supplemented by a case study to demonstrate the breadth and variety of engagements and how they supported effective outcomes.	1,3–4 Effectiveness

Intended result 3.3

PM&C deploys rapid response to critical issues

Performance measures	2021–22 targets	2022–23 targets	2023–24 targets	2024–25 targets	Methodologies / data	Purposes measured and type
3.3.1 Annual review of the Australian Government Crisis Management Framework to ensure it remains fit-for-purpose, especially ahead of each high risk weather season	Annual review and update	Year-on-year maintained and tested through exercises, led by the Department of Home Affairs	Year-on-year maintained and tested through exercises, led by the Department of Home Affairs	Year-on-year maintained and tested through exercises, led by the epartment of Home Affairs	Data collected (including through Emergency Management Australia) on number of crises per year that require a coordinated, national response and department al records.	6 Output
3.3.2 Numbers of taskforces, bodies and functions stood up	Targets not appropriate due to fluctuations in nature and complexity of plans and responses in any given year.				Collected and reported via taskforce tracker and supplemented by case studies to demonstrate the breadth and variety of taskforces and other bodies stood up, efficiency of response and stakeholder satisfaction, showcasing PM&C’s support led to successful outcomes.	5–6 Output

Key activity three rationale

We support the delivery of Government priorities that have national and international implications. This includes:

• national reform priorities that require close coordination and collaboration across the APS enterprise, and with state and territory governments, including on the COVID-19 response, child safety and aged care
• advancing Australia’s strategic interests through international engagement that require coordination and collaboration across the APS and with our international counterparts, including overseas visits and attendance at forums such as G20 and APEC

As a result, the measures for this key activity seek to evaluate the output delivered and the effectiveness of our engagement and collaboration