PM&C collaborates with stakeholders to influence and support significant government priorities
PM&C plays a key leadership role in supporting the delivery of the government’s priorities by working in close collaboration with stakeholders across and beyond government. As a central agency, we bring together perspectives from across the APS, ministers’ offices and state and territory governments to influence and align priorities, support coordinated decision-making and address complex, cross-cutting issues.
Through established mechanisms such as interdepartmental committees and taskforces1 , we facilitate the effective coordination and implementation of government policies and programs with other APS departments and agencies. These engagements strengthen the evidence base for decision-making, ensure diverse perspectives are considered, and help identify emerging issues and opportunities. This enables coordinated, timely and practical responses to the government’s priorities, and supports improved outcomes for Australians.
Maintaining strong stakeholder satisfaction with the effectiveness, timeliness and responsiveness of this advice and coordination is central to how we assess our performance.
Measure 2.1: Percentage of key stakeholders (non-ministerial stakeholders) that are satisfied with PM&C’s advice
| Period | 2026–27 | 2027–28 | 2028–29 | 2029–30 |
|---|---|---|---|---|
| Target | 79% | 80% | 80% | 80% |
Rationale
Maintaining stakeholder satisfaction with the effectiveness, timeliness and responsiveness of our advice is key to achieving our purpose and is an important way to measure our success. It reflects how well PM&C engages with stakeholders to bring together evidence, expertise and perspectives to support informed decision-making.
Methodology
Satisfaction with and effectiveness of communication and engagement are measured through a survey of non-ministerial stakeholders. The survey is conducted by an independent provider and assesses overall satisfaction, effectiveness of advice, and communication and engagement. Refer to note 1 in appendix B for additional information on the survey approach.
Data source
Data is collected from a survey of non-ministerial external stakeholders.
Measure type
Quantitative and qualitative measuring effectiveness and timeliness.
Caveats
- The measure reflects the views of non-ministerial stakeholders only (not the Prime Minister or relevant ministers).
- It relates to satisfaction with the effectiveness and timeliness of advice.
Changes from previous year
In the Corporate Plan 2025–26, this measure was identified as measure 1.1: Percentage of key stakeholders that are satisfied with PM&C’s advice, under key activity 1: Provide informed, impactful and timely advice.
From 2026–27, it has been split into 2 measures due to changes in PM&C’s key activities:
- measure 1.1: Percentage of key stakeholders (Prime Minister and relevant ministers) that are satisfied with PM&C’s advice, under key activity 1: Advise
- measure 2.1: Percentage of key stakeholders (non-ministerial stakeholders) that are satisfied with PM&C’s advice, under key activity 2: Collaborate.
1 Refer to page 6 for more information about taskforces and how PM&C addresses emerging priorities.Return to reference 1 ↩
Measure 2.2: Percentage of key stakeholders satisfied with the coordination and support provided by PM&C in the delivery of government priorities
| Period | 2026–27 | 2027–28 | 2028–29 | 2029–30 |
|---|---|---|---|---|
| Target | 79% | 80% | 80% | 80% |
Rationale
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. It reflects how well PM&C works with others to bring together evidence, expertise and perspectives to support delivery and informed decision‑making.
Methodology
Satisfaction with and effectiveness of communication and engagement are measured through a survey of stakeholders, including ministerial and non-ministerial stakeholders. The survey is conducted by an independent provider and assesses overall satisfaction, coordination and support, and communication and engagement. Refer to note 1 in appendix B for additional information on the survey approach.
Data source
Data is collected from a survey of ministerial and non-ministerial external stakeholders.
Measure type
Quantitative and qualitative measuring effectiveness and timeliness.
Caveats
- The measure reflects the views of the Prime Minister, relevant portfolio ministers and non-ministerial stakeholders.
- It relates to satisfaction with the effectiveness and timeliness of coordination and support.
- Results are weighted equally between ministerial and non-ministerial stakeholders.
- The Prime Minister’s response will constitute 25% of the overall result.
Changes from previous year
In the Corporate Plan 2025–26, this measure was identified as measure 2.1, under key activity 2: Provide coordination and support for government priorities and initiatives.
From 2026–27, it has been renumbered as measure 2.2, under key activity 2: Collaborate.
Measure 2.3: Percentage of impact analyses published by the Office of Impact Analysis (OIA) within 5 business days of notification
| Period | 2026–27 | 2027–28 | 2028–29 | 2029–30 |
|---|---|---|---|---|
| Target | 95% | 95% | 95% | 95% |
Rationale
The Australian Government’s Impact Analysis Framework supports transparent, evidence‑informed decision-making. The Office of Impact Analysis administers the framework and assists agencies to use the framework to support policy decisions. OIA provides expert guidance to agencies on technical issues related to the framework’s use and conducts training to assist policy officers in preparing impact analyses.
In addition, OIA works with agencies to meet the framework’s requirements and to publish impact analyses following policy announcements. This performance measure captures the OIA's role in supporting the transparency of government decision‑making. Further information on the work of the Office of Impact Analysis and the framework is available at oia.pmc.gov.au
Methodology
This measure is calculated as the number of impact analyses published within 5 business days of notification by the relevant agency of the policy announcement, divided by the number of impact analyses published in the relevant reporting period, multiplied by 100. Overall performance is based on a 3-point scale:
- Achieved – 95% of impact analyses published within 5 business days of notification by the responsible agency of the policy announcement
- Partially achieved – 80% to 94% of impact analyses published within 5 business days of notification by the responsible agency of the policy announcement
- Not achieved – less than 80% of impact analyses published within 5 business days of notification by the responsible agency of the policy announcement.
Data source
Publication records maintained by the Office of Impact Analysis.
Measure type
Quantitative measuring output and timeliness.
Caveats
- The measure excludes impact analyses where publication is delayed for external reasons.
- This measure is being reviewed during 2026–27.
Changes from previous year
In the Corporate Plan 2025–26, this measure was identified as measure 1.4, under key activity 1: Provide informed, impactful and timely advice.
From 2026–27, it has been renumbered as measure 2.3, under key activity 2: Collaborate.
Measure 2.4: Percentage of key stakeholders (non-ministerial stakeholders) satisfied with PM&C’s support to the Cabinet and its committees
| Period | 2026–27 | 2027–28 | 2028–29 | 2029–30 |
|---|---|---|---|---|
| Target | 79% | 80% | 80% | 80% |
Rationale
Maintaining the satisfaction of stakeholders with PM&C’s support to the Cabinet and its committees is key to achieving our purpose and is an important way to measure our success. PM&C works in close collaboration with non-ministerial stakeholders to support the Cabinet and its committees in delivering significant government priorities.
Methodology
Satisfaction with and effectiveness of communication and engagement are measured through a survey of non-ministerial stakeholders. The survey is conducted by an independent provider and assesses overall satisfaction, effectiveness of support, and communication and engagement. Refer to note 1 in appendix B for additional information on the survey approach.
Data source
Data is collected from a survey of ministerial and non-ministerial external stakeholders.
Measure type
Quantitative and qualitative measuring effectiveness and timeliness.
Caveats
- The measure reflects the views of non-ministerial stakeholders only.
- It relates to satisfaction with the effectiveness and timeliness of support to the Cabinet and its committees.
Changes from previous year
In the Corporate Plan 2025–26, this measure was identified as measure 3.1, under key activity 3: Enable Cabinet operations.
From 2026–27, it has been split into 2 measures due to changes in PM&C’s key activities:
- measure 1.4: ministerial satisfaction, under key activity 1: Advise
- measure 2.4: non-ministerial stakeholder satisfaction, under key activity 2: Collaborate.
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
| Period | 2026–27 | 2027–28 | 2028–29 | 2029–30 |
|---|---|---|---|---|
| Target | Annual updates of the administrative review are released on time | As per 2026–27 | As per 2027–28 | Updates from the comprehensive review are released on time |
Rationale
PM&C is responsible for setting whole-of-government crisis management policy and coordinating the Australian Government’s response to significant national emergencies. The Australian Government Crisis Management Framework (AGCMF) outlines how the Australian Government prepares for, responds to and supports recovery from crises in a more consistent and coordinated way with state and territories, non-government organisations, industry partners and the broader community in Australia, including the Indian Ocean Territories, Norfolk Island and the Jervis Bay Territory, and overseas where crises may affect Australians.
Methodology
Continuous improvement of the AGCMF draws on learnings from the evaluation of exercises and crisis events the Australian Government conducts. In ensuring the AGCMF remains effective, relevant and aligned with the Australian Government strategic goals, PM&C has introduced a 2-tier review and update process:
- Annual/administrative review: Conducted in years where a comprehensive review is not scheduled. Updates are released ahead of the higher risk weather season (generally October to March/April) and focus on maintaining currency and operational relevance.
- Comprehensive review: Undertaken every 5 years, or sooner where required following a significant or novel crisis, to reassess the overall framework, assumptions and strategic settings.
Reviews of and updates to the AGCMF are led by PM&C in partnership with the National Emergency Management Agency (NEMA), other Australian Government agencies, state and territory agencies, non-government organisations, industry partners and international partners. PM&C maintains editorial control over the AGCMF.
The targets for the measure are heavily influenced by alignment with the Australian Government strategic goals and operational and contextual factors such as natural disasters, extreme weather, and pandemics.
Data source
Departmental records such as meeting papers, executive briefs and minutes, lists of stakeholders consulted, and feedback from the publication of the reviews and the updated AGCMF on the PM&C website.
Measure type
Quantitative measuring outputs.
Caveats
- Reviews and updates are contingent on whole‑of‑government consultation, governance and approval processes, and impacted by significant or novel crises, Cabinet and committee scheduling, and the availability of cross‑government resources.
- We may adjust timeframes or scope to prioritise operational response activities or align with government consideration of broader reforms.
Changes from previous year
Not applicable.