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 relationships, and influence national and international frameworks that enhance Australia’s interests. We evaluate this key activity through a collection of measures that describe 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
Rationale
We support the delivery of Government priorities that have national and international implications. This includes whole-of-government arrangements for emergency management, national resilience and reform priorities that require close coordination and collaboration across the APS enterprise, and with state and territory governments. As a result, the measures for this key activity seek to evaluate the output delivered during the development and implementation stage of a plan or responses’ lifecycle, and the effectiveness of our coordination and support through our stakeholder’s satisfaction.
For the purpose of the two performance measures below, national plans and responses have been defined as any plan or response that supports the delivery of key Government priorities and are developed to address whole-of-nation and whole-of-government issues. They may advance Australia’s interests either domestically or internationally. They are developed and implemented in collaboration with state and territory governments, APS colleagues, relevant stakeholders and international partners. PM&C’s role may include a combination of leading or supporting the development and implementation of the national plan or response.
PBS Links
Outcome 1, Program 1.1 – Prime Minister and Cabinet, pp. 31–32
Targets
Targets not appropriate due to fluctuations in nature and complexity of plans and responses in any given year.
Period
2022–2026
Data Source
Divisional records (unique to each Division and subject to the size, scope and complexity of each plan).
Methodology
Number of national plans and responses delivered against a key milestone during the reporting period. A key milestone may include the endorsement or launch of the plan or response, an identified milestone in the implementation plan, or the closure of a plan or response. This measure is to be supported by case studies that use information collected from Divisions to provide an indication of the breadth and variety of national plans and responses, Government priorities and key milestones coordinated and supported during the period. One of these case studies will demonstrate how the Australian Government Crisis Management Framework, in addition to the Department’s crisis response capability, is able to support effective, coordinated and timely management of major and catastrophic crisis events. See note 5.
Type
Output and Effectiveness/Quantitative and Qualitative.
Explanation of changes since 2021–2025 Corporate Plan
Nil.
Targets
| 2022–23 Target | 2023–24 Target | 2024–25 Target | 2025–26 Target |
|---|---|---|---|
| 75% satisfied | 76% satisfied | 77% satisfied | 78% satisfied |
Period
2022–2026
Data Source / Methodology
Data collected and reported by the Department’s independent annual stakeholder satisfaction survey. See note 4.
Maintaining positive external and ministerial stakeholder opinions of the coordination and support provided by PM&C in the delivery of national plans and responses is key to delivering this measure and an important way to measure our success.
Maintaining positive external and ministerial stakeholder opinions of the effectiveness and timeliness of our work, is key to delivering this measure and an important way to measure our success.
Type
Output and Effectiveness/Quantitative and Qualitative.
Explanation of changes since 2021–2025 Corporate Plan
Findings from the Department’s 2021–2022 annual stakeholder survey were used to establish the benchmark target of 75%.
Intended Result 3.2
PM&C effectively coordinates and supports the Prime Minister’s and portfolio ministers’ international engagements to promote Australia’s interests
Rationale
We support the delivery of Government priorities that have national and international implications. This includes advancing Australia’s strategic interests through international engagements that require coordination and collaboration across the APS and with our international counterparts, including overseas visits and attendance at forums. As a result, the measures for this key activity seek to evaluate the output delivered and the effectiveness of our coordination and support.
PBS Links
Outcome 1, Program 1.1 – Prime Minister and Cabinet, pp. 31–32
Targets
Targets not appropriate due to fluctuations in nature and complexity of visits and engagements in any given year.
Period
2022–2026
Data Source
Data collected and reported via the Departments international visits and engagement tracker.
Methodology
Number of international visits, virtual engagements and Guest of Government visits that went ahead during the reporting period. This measure is to be supported by a case study that uses information collected from the international visits and engagement tracker to provide an indication of the breadth and variety of visits and engagements coordinated and supported during the period; as well as a summary of the complexities and fluctuations in the operating environment. See note 5.
Type
Output/ Quantitative and Qualitative.
Explanation of changes since 2021–2025 Corporate Plan
Nil.
Targets
| 2022–23 Target | 2023–24 Target | 2024–25 Target | 2025–26 Target |
|---|---|---|---|
| 75% satisfied | 76% satisfied | 77% satisfied | 78% satisfied |
Period
2022–2026
Data Source / Methodology
Data collected and reported by the Department’s independent annual stakeholder satisfaction survey. See note 4.
Maintaining positive external and ministerial stakeholder opinions of the coordination and support provided by PM&C for the Minister for Women’s (and other key parties supported by the Office for Women) international engagements is key to delivering this measure and an important way to measure our success.
Type
Output and Effectiveness/Quantitative and Qualitative.
Explanation of changes since 2021–2025 Corporate Plan
In the 2021–2025 Corporate Plan, this measure was identified as 3.2.3. Performance measure 3.2.2 from the 2021–2025 Corporate Plan has been removed from the 2022–2026 Corporate Plan as it fell outside of the Department’s control. As such, this measure has been brought forward and is now identified as 3.2.2, The scope of this measure has been expanded to include parties other than the Minister for Women, and to include all international engagements, not just forums. This ensures the measure can more effectively assesses the Department’s effectiveness in coordinating support for attendance at international engagements to promote Australia’s interests. In consideration of the expanded scope, an initial target of 75% has been set for this performance measure.
Targets
| 2022–23 Target | 2023–24 Target | 2024–25 Target | 2025–26 Target |
|---|---|---|---|
| 75% satisfied | 76% satisfied | 77% satisfied | 78% satisfied |
Period
2022–2026
Data Source / Methodology
Data collected and reported by the Department’s independent annual stakeholder satisfaction survey. See note 4.
Maintaining positive external and ministerial stakeholder opinions of the coordination and support provided by PM&C for the Prime Minister’s international engagements is key to delivering this measure and an important way to measure our success.
Type
Output and Effectiveness/ Quantitative and Qualitative.
Explanation of changes since 2021–2025 Corporate Plan
In the 2021–2025 Corporate Plan, this measure was identified as 3.2.4. Performance measure 3.2.2 from the 2021–2025 Corporate Plan has been removed from the 2022–2026 Corporate Plan as it fell outside of the Department’s control. As such, this measure has been brought forward and is now identified as 3.2.3.
Findings from the Department’s 2021–22 annual stakeholder survey were used to establish the benchmark target of 75%.