Note 1: Annual stakeholder survey

Each year we run an external stakeholder survey to seek views from our key stakeholders. The survey helps us assess how well we are delivering on our objectives, including whether we are effective, timely and responsive. It helps us identify where we can improve and add more value. Eight of the 13 performance measures rely on the stakeholder survey: measures 1.1, 1.2, 1.4, 2.1, 2.2, 2.4, 3.1, and 3.3 metric 4.

Methodology

The survey seeks feedback from key stakeholders on the quality and impact of advice on informing decision-making, and other factors. The survey is conducted by an independent provider. The 2 stakeholder groups are:

• ministers: the Prime Minister, Assistant Minister to the Prime Minister, Minister for Women and Minister for the Public Service, and Cabinet Secretary
• non-ministerial stakeholders: key external stakeholders, such as officials from other government and non-government organisations. 

Ministers (or their delegates) provide feedback through one-on-one interviews, which are conducted by a senior PM&C staff member and/or a senior representative of the survey provider. For non-ministerial stakeholders, we invite selected stakeholders who are well placed to provide informed feedback on our performance during the reporting period to respond to an online survey. PM&C business areas identify survey recipients using agreed criteria detailed in our Stakeholder Measurement Framework.

Stakeholders can choose to respond anonymously, and identified responses are not provided to the department as part of the performance results. An option to provide free-text comments is included in the online survey questionnaire. This approach supports honest and open feedback, which helps ensure results are objective and unbiased. Where stakeholders indicate they are willing, the survey provider may conduct follow-up interviews. These interviews provide additional context for the survey results and help identify opportunities to improve. Interview participants are selected by the survey provider.

The survey provider aggregates the results using the agreed method in the PM&C Stakeholder Measurement Framework and gives PM&C a report on the findings. Where a performance measure relies on both stakeholder groups, the 2 results will be averaged (weighted equally) to provide an overall performance metric.

Where a performance measure relies on only one stakeholder group, the weighting is 100%. All 4 PM&C portfolio ministers are interviewed. A response-rate management strategy is implemented for non-ministerial stakeholders, with the aim of maximising response rates to the online survey.

To assess PM&C’s performance, we have used a standardised approach for our overall targets, which increase by 1% every year until we reach 80% and are then carried over. These targets are reviewed yearly. Any adjustments to the targets will be reflected in our Corporate Plan 2027–28.

The assessment scale for performance measures using the survey is: 

• Achieved – 79% or above stakeholder satisfaction
• Partially achieved – 65% to 78% stakeholder satisfaction
• Not achieved – less than 65% stakeholder satisfaction.

More information on the survey methodology will be published with the survey results in the annual performance statements in PM&C’s Annual Report 2026–27.

Data sources and management

Stakeholders receive a unique survey link. This lets us send targeted reminders and allows respondents to complete the survey in stages, return to their answers, and make changes during the survey period. Free-text comments are provided as an aggregated dataset so they can be analysed without affecting data integrity.

Survey information is collected and stored in the survey provider’s secure online survey platform and provided to the department through a report. The platform is designed to be accessible (compliant with Web Content Accessibility Guidelines (WCAG) 2.1) and is accredited to the ISO 27001 information security standard, meeting Australian Government information and data security requirements.

Note 2: Case studies

From 2026–27, we will use case studies to complement our performance framework. Case studies provide evidence-based narratives that explain what was achieved, how it was achieved, and why the results matter. They help demonstrate outcomes and impact that are not always captured through quantitative measures alone, and strengthen the links between our purpose, key activities, measures and results.

Methodology

We use 2 approaches to selecting case studies. Pre-selected case study topics are either disclosed in the corporate plan or documented internally within the first quarter of the reporting period. This aligns with the timing of the department’s planning cycle. This supports early planning for evidence collection and assurance. Additional case studies may be identified later in the reporting period to reflect emerging priorities, taskforces, or urgent government work. The case studies are chosen to provide a balanced and credible account of performance, including challenges, limitations, and the factors that influenced results.

Data sources

Case studies draw on a mix of qualitative and quantitative evidence. Evidence may include program and project records, administrative data and reporting systems, internal briefings and decision records, published material, stakeholder feedback, and other documentation that can be retrieved if requested. The department maintains source records and an evidence log to support assurance and record-keeping requirements and the preparation of the case study report at the end of the reporting period.