PM&C plays a key leadership role in ensuring the APS delivers on the Prime Minister’s and the government’s priorities. We play an important role in driving a whole-of-government and whole-of-nation perspective, at both a national and international level.
In support of the Prime Minister’s responsibilities for delivery of government priorities, PM&C uses a range of mechanisms to help APS agencies to succeed and ensure government policies, programs and decisions are successfully implemented. We evaluate this activity through a series of measures designed to assess the effectiveness and timeliness of our coordination and support for these mechanisms.
On this page
- Measure 2.1: Percentage of key stakeholders satisfied with the coordination and support provided by PM&C in the delivery of government priorities
- Measure 2.2: Percentage of key stakeholders satisfied with the coordination and support provided for international engagements
- Measure 2.3: PM&C effectively coordinates across government and reports on the implementation of Working for Women: A Strategy for Gender Equality (Working for Women)
- Measure 2.4: PM&C effectively supports Commonwealth–State relations
- Measure 2.5: Annual review of the Australian Government Crisis Management Framework is undertaken in consultation with Australian Government agencies to ensure it remains fit for purpose
- Measure 2.6: Australian Government Consulting provides consulting services that benefit agencies across the Australian Government
Measure 2.1: Percentage of key stakeholders satisfied with the coordination and support provided by PM&C in the delivery of government priorities
Target and measurement
| 2025–26 | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
| 78% | 79% | 80% | 80% |
Why do we measure this?
Maintaining the satisfaction of stakeholders with the coordination and support provided by PM&C in the delivery of government priorities is key to achieving our purpose and is an important way to measure our success.
How will this measure be assessed?
We will use the department’s annual stakeholder survey.
The assessment scale for this target in 2025–26 is:
- achieved – 78% or above stakeholder satisfaction
- partially achieved – 65% to 77% stakeholder satisfaction
- not achieved – less than 65% stakeholder satisfaction.
See also ‘Note 1: Assessment of performance measures and targets’ in Appendix B.
Type of measure
Quantitative and qualitative.
What will be measured?
Effectiveness; timeliness (as a proxy for efficiency).
Data source
Responses to stakeholder surveys, conducted by an independent provider. See ‘Note 2: Annual stakeholder survey’ in Appendix B.
Measure 2.2: Percentage of key stakeholders satisfied with the coordination and support provided for international engagements
Target and measurement
| 2025–26 | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
| 78% | 79% | 80% | 80% |
Why do we measure this?
Maintaining the satisfaction of stakeholders with the coordination and support provided by PM&C for international engagements is key to achieving our purpose and is an important way to measure our success.
How will this measure be assessed?
We will use the department’s annual stakeholder survey.
The assessment scale for this target in 2025–26 is:
- achieved – 78% or above stakeholder satisfaction
- partially achieved – 65% to 77% stakeholder satisfaction
- not achieved – less than 65% stakeholder satisfaction.
See also ‘Note 1: Assessment of performance measures and targets’ in Appendix B.
Type of measure
Quantitative and qualitative.
What will be measured?
Effectiveness; timeliness (as a proxy for efficiency).
Data source
Responses to stakeholder surveys, conducted by an independent provider. See ‘Note 2: Annual stakeholder survey’ in Appendix B.
Measure 2.3: PM&C effectively coordinates across government and reports on the implementation of Working for Women: A Strategy for Gender Equality (Working for Women)
Target and measurement
| 2025–26 | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
| Effective coordination and reporting on the implementation of Working for Women: A Strategy for Gender Equality. | As per 2025–26. | As per 2025–26. | As per 2025–26. |
Why do we measure this?
The Office for Women has responsibility for leading action on the Australian Government’s commitment to advancing gender equality as a national priority. Working for Women sets out a path to make progress towards gender equality over the next 10 years, with reviews to occur at the midpoint (year 5) and end point (year 10).
Performance against individual elements of Working for Women are published annually at https://genderequality.gov.au/status-women-report-cards.
How will this measure be assessed?
Achievement against this measure will be assessed via the following metrics:
- Metric 1: Publication of the Status of Women Report Card annually.
- Metric 2: Contribution to the Women’s Budget Statement each budget cycle, by Budget each year.
- Metric 3: At least 2 meetings (each) of the Working for Women interdepartmental committee, Strategy Group and Gender Data Steering Group are held twice yearly.
- Metric 4: Stakeholder satisfaction with the department’s coordination and reporting efforts, to support implementation of Working for Women across government. This is measured through the annual stakeholder survey with the following assessment scale:
- achieved – 78% or above stakeholder satisfaction
- partially achieved – 65% to 77% stakeholder satisfaction
- not achieved – less than 65% stakeholder satisfaction.
See ‘Note 1: Assessment of performance measures and targets’ in Appendix B for an explanation of how composite measures are assessed.
Type of measure
Output; quantitative.
What will be measured?
Output; effectiveness.
Data source
Departmental records and responses to stakeholder surveys, conducted by an independent provider. See ‘Note 2: Annual stakeholder survey’ in Appendix B.
Measure 2.4: PM&C effectively supports Commonwealth–State relations
Target and measurement
| 2025–26 | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
| 78% | 79% | 80% | 80% |
Why do we measure this?
Productive relationships between state, territory and Commonwealth governments are key to promoting policy reforms that are of national significance, and to ensuring government policies, programs and decisions are successfully aligned and implemented.
How will this measure be assessed?
We will use the department’s annual stakeholder survey to measure support provided by PM&C for relationships between state, territory and Commonwealth governments.
The assessment scale for this target in 2025–26 is:
- achieved – 78% or above stakeholder satisfaction
- partially achieved – 65% to 77% stakeholder satisfaction
- not achieved – less than 65% stakeholder satisfaction.
See also ‘Note 1: Assessment of performance measures and targets’ in Appendix B.
Type of measure
Quantitative and qualitative.
What will be measured?
Effectiveness.
Data source
Responses to stakeholder surveys, conducted by an independent provider. See ‘Note 2: Annual stakeholder survey’ in Appendix B.
Measure 2.5: Annual review of the Australian Government Crisis Management Framework is undertaken in consultation with Australian Government agencies to ensure it remains fit for purpose
Target and measurement
| 2025–26 | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
| Annual updates released on time. | As per 2025–26. | As per 2025–26. | As per 2025–26. |
Why do we measure this?
The Australian Government Crisis Management Framework (AGCMF) outlines the Australian Government’s approach to preparing for, responding to, and recovering from crises. The AGCMF provides ministers and senior officials with guidance on their respective roles and responsibilities.
How will this measure be assessed?
Annual review of the AGCMF is conducted and released by October each year, or as otherwise required under the AGCMF. This result may be supplemented by analysis of crisis response actions undertaken in the reporting period, where applicable.
Type of measure
Quantitative.
What will be measured?
Output.
Data source
Departmental records.
Measure 2.6: Australian Government Consulting provides consulting services that benefit agencies across the Australian Government
Target and measurement*
| 2025–26 | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
| $2.1 million in revenue and client satisfaction to be baselined. | – | – | – |
Why do we measure this?
Australian Government Consulting (AGC) is an in-house consulting function run by the APS for the APS, established as part of the Australian Government’s agenda to reduce reliance on external consultants. AGC works with APS agencies to solve strategy, policy and organisational performance challenges. AGC was established to benefit the public service by:
- delivering strategic consulting projects for APS clients
- building APS capability and leveraging existing expertise across the APS
- supporting the APS to achieve better value when engaging external consultants.
How will this measure be assessed?
Achievement against this measure will be assessed by using the following metrics:
- Metric 1: Revenue received for the services delivered by AGC throughout the reporting period.
- Metric 2: Client satisfaction to be baselined in 2025–26.
See ‘Note 1: Assessment of performance measures and targets’ in Appendix B for an explanation of how composite measures are assessed.
Type of measure
Quantitative and qualitative.
What will be measured?
Output and effectiveness.
Data source
Departmental records.
Footnotes
*Targets have not been set for the forward years and funding for AGC has not been confirmed beyond 2025–26. Return to * ↩
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