Policy advice Provide high-quality and timely advice on major domestic policy, national security and international matters to support the Prime Minister, the Cabinet, portfolio ministers and Assistant Ministers, and the Cabinet Secretary. The Prime Minister, portfolio ministers, and the Cabinet are satisfied with the quality and timeliness of advice and support provided. Demonstrate an understanding of policy issues and provides a perspective. Feedback from the Prime Minister, portfolio ministers, the Cabinet, ministerial officers and the Executive shows a high level of satisfaction with the quality and timeliness of advice received. Use of case studies, independent panels or providers that show PM&C significantly influenced by government. 85% of responses to requests for briefs are delivered within agreed timelines. Collaboration Work directly or indirectly with other agencies and external parties to strengthen relationships. Build partnerships that influence domestic and international dialogue on policy decisions and outcomes. Provide leadership to the APS in relation to government decisions, policies and strategic priorities. Support timely, relevant and effective collaboration across government and external parties. Feedback from external stakeholders demonstrates effective collaboration between the Department and other parties on specific policy decisions or outcomes. Use of case studies, independent panels or providers that show PM&C significantly strengthened relationships and facilitated priorities. making
Support the functions of Government Support the Prime Minister, the Cabinet, portfolio ministers and Assistant Ministers, the Cabinet Secretary and the former Governors-General and their offices. Internal and external stakeholders are satisfied with the quality, relevance and timeliness of the advice and support services provided by the Department. Feedback from external stakeholders demonstrates a high level of satisfaction with the quality and timeliness of advice and support received. 85% of responses to requests for ministerial correspondence are delivered within set timelines. Policy coordination Coordinate responses and contributions to government policies to assist in shaping their development. Evaluate and report to government on the impact of government decisions in line with agreed overall outcomes. Coordinate and contribute to timely and effective policy development across government. Feedback from external stakeholders demonstrates a high level of satisfaction with the quality and timeliness of policy coordination provided. Use of case studies, independent panels or providers show PM&C effectively contributed to the development of government policies. Monitoring and implementation Develop policies and strategies in line with government priorities. Monitor and oversee the implementation of government initiatives, policies, programs Actively monitor and support the timely development and implementation of government policies and initiatives. Feedback from external stakeholders demonstrates a high level of satisfaction with the quality and timeliness of monitoring and implementation provided.
official visits by Heads of State and Heads of Government as well as major events and ceremonies. ceremonies along with supporting the implementation and delivery of those events, visits and ceremonies. Feedback from stakeholders demonstrates a high level of satisfaction with the relevance and accuracy of the advice associated with the planning of events and with the support for their successful implementation and delivery. Purpose 3 — Improving the lives of Indigenous Australians Activities Key Performance Indicators Measurements Reporting Period Policy advice, support and coordination Provide high-quality and timely advice on Indigenous Affairs to support the Prime Minister, the Cabinet and Minister for Indigenous Affairs. Coordinate submissions, responses, and contributions to, government policies. The Prime Minister, Minister for Indigenous Affairs and the Cabinet are satisfied with the quality, relevance and timeliness of advice and support provided by the Department. Coordinate and contribute to timely and effective policy development across government. Feedback from the Prime Minister, Minister for Indigenous Affairs, the Cabinet, and to the Executive shows a high level of satisfaction with the quality and timeliness of advice received. Use of case studies, independent panels or providers shows PM&C significantly influenced 85% of responses to requests for briefs are delivered within agreed timelines. 85% of responses to
requests for ministerial correspondence are delivered within set timelines. Collaboration Work with other agencies and external parties to strengthen relationships and drive whole-of-government effort in Indigenous Affairs. Build partnerships that strengthen engagement with Aboriginal and Torres Strait Islander communities, leaders and stakeholders to facilitate holistic place-based responses, support policy decisions and program outcomes. Provide leadership to the APS in government decisions, policies and priorities that affect Aboriginal and Torres Strait Islander peoples. Agencies and external stakeholders are satisfied with the timeliness, relevance and effectiveness of collaboration across government and with Aboriginal and Torres Strait Islander peoples. Feedback from external stakeholders demonstrates effective collaboration between the Department and other parties on specific policy decisions or outcomes. Use of case studies, independent panels or providers that show PM&C significantly strengthened relationships and facilitated strategic priorities that affect Aboriginal and Torres Strait Islander peoples.
Implementation and monitoring programs Design and deliver Indigenous Affairs initiatives, policies, programs, national agreements and reforms including those under IAS programs: Jobs, Land and Economy Children and Schooling Safety and Wellbeing Culture and Capability Remote Australia Strategies Promote the Government’s priorities in Indigenous Affairs through funding selected service providers in a streamlined and flexible manner and manage their performance and capability. Drive and oversee whole-of-government effort to improve the effectiveness and evaluation of program delivery. Improved outcomes for Indigenous Australians from IAS activities in areas such as education, employment, community safety, wellbeing and economic development. Actively monitor and support timely development and implementation of government policies and programs. Improved delivery of programs. Successfully manage program funding agreements and activities to deliver on program outcomes and support local priorities. Successful delivery of IAS activities is demonstrated through evaluations and grant activity reviews, including the use of case studies that show improved outcomes for Indigenous Australians. Service providers meet their agreed milestones on time and do not exceed funding arrangements. ENVIRONMENT The Department operates in a complex and dynamic environment of emerging national and global opportunities and pressures. The megatrends shaping the world — technological disruption (augmented intelligence and big data), globalisation (internet of things and connectivity), changes in employment models (gig economy and flatter structures) and demographic
RISK OVERSIGHT AND MANAGEMENT Risk is inherent in delivering good policy design and achieving effective service delivery and operational outcomes. The challenge is to incorporate effective approaches to risk that allow us to maximise creativity while protecting the Department and the Government from unreasonable levels of risk. PM&C’s Risk Framework is regularly reviewed. The Policy and Framework is consistent with ISO 31000:2009. The Department has embedded risk management into its business and program planning processes. Risk is considered in decision-making activities and, in particular, when undertaking policy development and giving policy advice as well as planning for and undertaking significant projects and procurements, major events and taskforces, managing contracts and delivering programs. All risks with a rating of ‘very high’ identified throughout these processes must be escalated to the Executive Board for consideration. In 2017-18, we will restructure the Risk Management Framework. Reframing of risks at the strategic and enterprise levels will sharpen the focus on risks from external and internal sources and enhance the management of risk. The Department will strengthen divisional biannual business reporting to support the Executive Board review of risk and over the period of this plan. The Chief Risk Officer will continue to support the Executive Board and the Department by promoting risk identification and management. PM&C is committed to clear lines of accountability and delegating decision-making to employees at the most practical levels. This means those responsible for outcomes have the appropriate authority and are not hindered by unnecessary hierarchy. Risk management capability at all levels is central to our operations. The Department has financial delegations and formal instructions from the Secretary to support consistent decision and compliance with the Public Governance, Performance and Accountability Act 2013. The Department undertakes a broad range of activities and has a moderate risk appetite for pursuing opportunities aligned to purposes. There are circumstances where higher risk is acceptable if it offers significant