This output contributes to:
- providing strategic, timely and comprehensive support to Cabinet and Cabinet committees
- providing support to the Governor and maintaining Government House and its collections as a heritage asset of national importance
- delivering analysis and advice to support evidence-based decision making across the public sector
- providing whole-of-government community engagement and communications activity.
| Performance measure | Unit | 2025–26 target | 2025–26 actual | Variance | Result |
| Quantity | |||||
Number of briefs supporting Cabinet and Cabinet committee decision making The 2025–26 actual is lower than the target because departments submitted fewer briefs for Cabinet and Cabinet committee consideration than anticipated. | number | 1,200 | 1,052 | -12.3% | ■ |
| Office of the Governor: Increase in the annual number of guests and visitors to Government House | per cent | 5 | 5 | 0% | ✓ |
Whole of government forums, meetings and advisory groups chaired. The 2025–26 actual is higher than the target due to a greater than expected number of meetings chaired by the Social Policy group in the second half of 2025–26. | number | 85 | 96 | 12.9% | ✓ |
| Quality | |||||
Key stakeholder satisfaction with delivery of state events The 2025–26 actual is higher than the target as all state events were delivered to the satisfaction of stakeholders. | per cent | 80 | 100 | 25.0% | ✓ |
| Office of the Governor: Government House accessibility and useability meet standards in asset management strategy | per cent | 79 | 79 | 0.0% | ✓ |
| Office of the Governor: Government House gardens and grounds meet standards in asset management strategy | per cent | 85 | 85 | 0.0% | ✓ |
| Relevant communication activity compliant with government advertising and communication guidelines | per cent | 100 | 100 | 0.0% | ✓ |
| Timeliness | |||||
| Office of the Governor: Support the Governor’s community engagement activities by arranging all internal and external events in a timely manner | per cent | 100 | 100 | 0.0% | ✓ |
| Timely delivery of state events and functions | per cent | 100 | 100 | 0.0% | ✓ |
| Cost | |||||
Total output cost The 2025–26 actual is higher than the target, primarily due to supplementation funding provided following the 2025/26 State Budget for: 1. implementation of the government's strategic communication opportunities 2. workforce separations costs associated with budget reprioritisations implemented by DPC 3. costs associated with DPC's role in monitoring departments' implementation of structural changes recommended by the Independent Review of the Victorian Public Service. 4. costs associated with conducting state memorial services and events to commemorate and celebrate the lives of outstanding Victorians 5. staffing costs for ministerial office staff and parliamentary advisers. | $ million | 111.6 | 124.2 | 11.3% | ■ |
Results legend
✓ Performance target achieved or exceeded i a desirable way
■ Performance target not achieved - exceeds 5 per cent or $50 million (cost measures only) variance
Updated