Changes to key activities
PM&C has revised its key activities to better align with the department’s purpose and to focus on areas of work undertaken by PM&C that are distinct and make a significant contribution to achieving its purpose, including its objectives, functions and role. A summary of the changes to key activities is captured in table A1.
Table A1: Changes to key activities
| Key activity 1 | Key activity 2 | Key activity 3 | |
|---|---|---|---|
| Key activity in Corporate Plan 2025–26 | Provide informed, impactful and timely advice | Provide coordination and support for government priorities and initiatives | Enable Cabinet operations |
| New key activity in Corporate Plan 2026–27 |
Advise PM&C provides high‑quality, evidence‑based advice to the Prime Minister, Cabinet and portfolio ministers to inform decision‑making |
Collaborate PM&C collaborates with stakeholders to influence and support significant government priorities |
Deliver PM&C delivers and implements specialist functions to support effective operations of government |
Changes to performance measures
PM&C reviews its performance measures each year to:
- ensure there is a clear link between the performance measures and PM&C’s key activities and purpose
- ensure the performance measures facilitate accurate and meaningful performance reporting
- determine what information should be included in the corporate plan (including caveats and disclosures).
In its Corporate Plan 2025–26, PM&C identified 12 performance measures. PM&C has identified 13 performance measures for its Corporate Plan 2026–27. A summary of changes to performance measures is captured in table A2.
Table A2: Changes to performance measures
Program 1.1 Prime Minister and Cabinet
| Performance measure number in 2025–26 | Corporate Plan 2025–26 | Portfolio Budget Statements (PBS) 2026–27 | Performance measure number in 2026–27 | Corporate Plan 2026–27 | Change |
|---|---|---|---|---|---|
| 1.1 | Percentage of key stakeholders that are satisfied with PM&C’s advice | Percentage of key stakeholders that are satisfied with PM&C’s advice | 1.1 | Percentage of key stakeholders (Prime Minister and relevant ministers) that are satisfied with PM&C’s advice | New measure created due to split of performance measure 1.1 by stakeholder group |
| 1.2 | Percentage of ministerial briefs provided within agreed timeframes | Not included in PBS | N/A | N/A | Measure removed |
| 1.3 | Percentage of incoming ministerial correspondence triaged and assigned for appropriate action within 5 working days | Not included in PBS | 1.3 | Percentage of incoming ministerial correspondence triaged and assigned for appropriate action within 5 working days | No change |
| 1.4 | Percentage of impact analyses published by the Office of Impact Analysis within business days of notification | Not included in PBS | 2.3 | Percentage of impact analyses published by the Office of Impact Analysis within 5 business days of notification | Renumbered |
| 2.1 | Percentage of key stakeholders satisfied with the coordination and support provided by PM&C in the delivery of government priorities | Percentage of key stakeholders satisfied with the coordination and support provided by PM&C in the delivery of government priorities | 2.2 | Percentage of key stakeholders satisfied with the coordination and support provided by PM&C in the delivery of government priorities | Renumbered |
| 2.2 | Percentage of key stakeholders satisfied with the coordination and support provided for international engagements | Not included in PBS | 1.2 | Percentage of key stakeholders satisfied with the coordination and support provided for international engagements | Renumbered |
| 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) | Not included in PBS | 3.3 | PM&C effectively coordinates across government and reports on the implementation of Working for Women: A Strategy for Gender Equality (Working for Women) | Renumbered |
| 2.4 | PM&C effectively supports Commonwealth–state relations | Not included in PBS | 3.1 | PM&C effectively supports Commonwealth–state relations | Renumbered |
| 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 | Not included in PBS | 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 | No change |
| 2.6 | Australian Government Consulting provides consulting services that benefit agencies across the Australian Government | Not included in PBS | 3.4 | Australian Government Consulting provides consulting services that benefit agencies across the Australian Government | Renumbered and updated to remove metric 1 |
| 3.1 | Percentage of key stakeholders satisfied with PM&C’s support to the Cabinet and its committees | Percentage of key stakeholders satisfied with PM&C’s support to the Cabinet and its committees | 1.4 | Percentage of key stakeholders (Prime Minister and relevant ministers) satisfied with PM&C’s support to the Cabinet and its committees | New measure created due to split of performance measure 3.1 by stakeholder group |
| 3.2 | PM&C provides effective support to the Cabinet and its committees | Not included in PBS | 3.2 | PM&C provides effective secretariat support to the Cabinet and its committees | The timeframes in metric 3 has changed from 15 working days to 10 working days |
| N/A | N/A | N/A | 2.1 | Percentage of key stakeholders (non-ministerial stakeholders) that are satisfied with PM&C’s advice | New measure created due to split of performance measure 1.1 by stakeholder group |
| N/A | N/A | N/A | 2.4 | Percentage of key stakeholders (non‑ministerial stakeholders) satisfied with PM&C’s support to the Cabinet and its committees | New measure created due to split of performance measure 3.1 by stakeholder group |