Note 1
Assessment of performance measures with multiple targets
All performance targets are weighted equally. Where a performance measure has more than one target, achievement of the measure will be determined by reference to the number of targets achieved.
- Equal to or greater than 75% of targets achieved equates to the measure being achieved.
- Between 51–74% of targets achieved equates to the measure being partially achieved.
- Less than 51% of targets achieved equates to the measure not being achieved.
Note 2
Assessment of intended results with multiple performance measures
All performance measures are weighted equally. Where an intended result has more than one performance measure, achievement of the intended result will be determined by reference to the number of performance measures achieved.
- Equal to or greater than 75% of performance measures achieved equates to the intended result being achieved.
- Between 51–74% of performance measure achieved equates to the intended result being partially achieved.
- Less than 51% of performance measures achieved equates to the intended result not being achieved.
Note 3
Assessment of key activities with multiple intended results
All intended results are weighted equally. Where a key activity has more than one intended result, achievement of the key activity will be determined by reference to the number of intended results achieved.
- Equal to or greater than 75% of intended results achieved equates to the key activity being achieved.
- Between 51–74% of intended results achieved equates to the key activity being partially achieved.
- Less than 51% of intended result achieved equates to the key activity not being achieved.
Note 4
Independent Annual Stakeholder Survey
Rationale
Partnering with other government and non-government organisations, industry, business, community groups and other stakeholders domestically and internationally is an important part of what we do and key to our success. We use an annual stakeholder survey to help us evaluate our performance across key activity areas. The survey also provides insights about stakeholder opinions on our effectiveness in achieving objectives and how efficiently we conduct our business.
Methodology
We use an annual online survey to seek stakeholder views on our:
- effectiveness
- timeliness and
- responsiveness (as a proxy for efficiency).
The survey is sent to all key (high-level) stakeholders with whom the Department worked during the reporting period; who have observed our performance as outlined in the Corporate Plan; and are in a position to provide feedback. The survey is conducted by an external provider and respondents have the option to remain anonymous.
This approach ensures responses are representative and that results are objective, independent and unbiased. In addition to the online survey, the external provider conducts a series of in-depth interviews with a number of stakeholders across each of our key activity areas. The aim of these interviews is to provide detailed qualitative information on our performance over the previous year.
The survey is designed to comply with best practice. Further information on how stakeholders are selected to receive the survey and participate in interviews will be provided in the Department’s 2022–2023 Annual Report.
Data/ Data Source
Information is stored in the external provider’s 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.
Note 5
Case studies
Rationale
Case studies have been used to supplement primary data sources and methodologies listed for performance measures to provide additional information as appropriate.
In some situations, case studies are provided to support measures where targets are not appropriate due to the complexity of and fluctuations within the operating environment. These case studies will be used to demonstrate the breadth and variety of the work undertaken, and to highlight the complexities in the environment that trigger or halt an activity. This will allow us to measure performance over time in the absence of targets.
Methodology
Case studies are not relied upon as a stand-alone measurement. Whereever possible, topics, scope, data sources and type of information being collected are determined before the Corporate Plan is published. Where this cannot happen, as is the case with projects and international trips, steps will be taken to ensure the final selection is random and within the scope of the case study. All case study topics are reviewed and endorsed by a moderation panel to ensure they are appropriate. The PM&C Moderation Panel is comprised of a mix of Senior Executive Service Band 2 Officers from across the Department. This avoids the risk of introducing bias where only favourable case studies that tell ‘success stories’ are selected.
Note 6
Targets and measuring performance over time
Rationale
Targets for each performance measure have been provided in the corporate plan where it is reasonably practicable to set a target. Where targets have been provided, we are able to measure our performance against our purpose and key activities over time.
Circumstances where it is not reasonably practicable to set a target have occurred where:
- data that would allow the setting of a target is not available or difficult to establish (for example, for activities that are triggered by a request or external event including but not limited to advice, national plans, and international engagements),
- where a baseline is being developed, or
- where a methodology for measuring performance is yet to be finalised.
Methodology
Targets for performance measures are reviewed annually and where targets are not appropriate, an explanation has been provided. Where possible, PM&C will take action to establish targets in future reporting cycles.
In the genuine absence of targets, case studies have been identified to supplement the performance measure. The case study will discuss the breadth and variety of the activity undertaken, as well as the complexity and fluctuations in the operating environment which make targets inappropriate.
The use of case studies will allow us to measure our performance and demonstrate achievement against our purpose and key activities over time.