The section provides information about DPC’s performance against our output performance measures. It provides comparison with our output targets that were published in the Departmental Performance Statement section of the 2018/19 Victorian Budget Paper No. 3 Service Delivery.
Commentary is provided where there are variances of more than 5 per cent between targets and actual results for performance measures.
Government-wide leadership, reform and implementation
This output provides advice and support to the Premier and Cabinet on all aspects of government policy. This involves advice on issues as they arise, policy coordination, research and analysis, consultation with stakeholders and leadership in long‑term policy development.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
| Quantity | |||||
|
Whole of government emergency management forums, meetings and exercises facilitated [1] |
number |
20 |
16 |
–20% |
✗ |
|
Whole of government forums, meetings and advisory groups chaired [2] |
number |
80 |
85 |
6% |
✔ |
|
Data projects completed and delivered [3] |
number |
5 |
14 |
180% |
✔ |
|
Number of projects facilitated by the Behavioural Insights Unit |
number |
10 |
10 |
0% |
✔ |
| Quality | |||||
|
Relevant communication activity compliant with government advertising and communication guidelines |
per cent |
100 |
100 |
0% |
✔ |
|
Data projects delivered to agreed outputs |
per cent |
> 80 |
100 |
0% |
✔ |
| Cost | |||||
|
Total output cost [4] |
$ million |
163.2 |
119.8 |
n/a |
n/a |
Notes
[1] The 2018–19 full-year actual is lower than the 2018–19 target due to events preceding the 2018 Victorian state election and a reduced requirement for special or emergency meetings.
[2] The 2018–19 full-year actual is higher than the 2018–19 target due to DPC’s increased role in managing whole of government events and meetings.
[3] The 2018–19 full-year actual is higher than the 2018–19 target due to the increased demand for this service across the VPS.
[4] The 2018–19 actual is lower than the 2018–19 target due to machinery of government transfers to DJPR and DHHS effective from 1 January 2019.
Results legend
✔ Performance target achieved or exceeded in a desirable way
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Strategic advice and government support
This output provides strategic policy analysis and advice to the Premier, leads policy development on key priority issues and supports informed government decision making.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
| Quantity | |||||
|
Number of briefs supporting Cabinet and Cabinet committee decision making [1] |
number |
1,200 |
699 |
–42% |
✗ |
|
Establishment or renewal of ICT whole of government State Purchase Contracts [2] |
number |
5 |
7 |
40% |
✔ |
|
Victorian Government entities using the Standard User Experience Framework [3] |
number |
20 |
24 |
20% |
✔ |
|
Average monthly analysis reports generated to guide government decision making [4] |
number |
65 |
75 |
15% |
✔ |
| Quality | |||||
|
Policy services satisfaction rating |
per cent |
90 |
92 |
2% |
✔ |
| Timeliness | |||||
|
Policy services timeliness rating |
per cent |
95 |
97 |
2% |
✔ |
|
Timely delivery of state events and functions |
per cent |
100 |
100 |
0% |
✔ |
| Cost | |||||
|
Total output cost [5] |
$ million |
106.0 |
97.7 |
–8% |
✔ |
Notes
[1] The 2018–19 full-year actual is lower than the 2018–19 target due to the caretaker period and 2018 Victorian state election, which resulted in an overall reduction in Cabinet and Committee activity.
[2] The 2018–19 full-year actual is higher than the 2018–19 target due to additional contracts being entered into ahead of initial forecasting.
[3] The 2018–19 full-year actual is higher than the 2018–19 target due to an increased opportunity to provide advice to agencies outside of DPC.
[4] The 2018–19 full-year actual is higher than the 2018–19 target due to the expansion of services and datasets, which increased the demand across government.
[5] The 2018–19 actual is lower than the 2018–19 target due to the reclassification of the Whole of Victorian Government Application Programming Interface from this output to the Digital Government and Communications output.
Results legend
✔ Performance target achieved or exceeded in a desirable way
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Infrastructure Victoria
This output provides independent and transparent advice to government on infrastructure priorities and sets a long-term strategy for infrastructure investment.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
| Quantity | |||||
|
Number of publications or discussion papers released [1] |
number |
6 |
7 |
17% |
✔ |
| Quality | |||||
|
Stakeholder satisfaction with consultation process [2] |
per cent |
75 |
94 |
25% |
✔ |
| Timeliness | |||||
|
Delivery of research, advisory or infrastructure strategies within agreed timelines |
per cent |
100 |
100 |
0% |
✔ |
| Cost | |||||
|
Total output cost |
$ million |
9.9 |
10.1 |
2% |
<= |
Notes
[1] The 2018–19 full-year actual is higher than the 2018–19 target due to an additional publication relating to the upcoming 2020 Infrastructure Strategy Update.
[2] The 2018–19 full-year actual is higher than the 2018–19 target due to increased stakeholder satisfaction.
Results legend
✔ Performance target achieved or exceeded in a desirable way
<= Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance
Digital government and communications
This output encourages innovative use of ICT to improve service delivery and business processes, and provides information and services to Victorian citizens and businesses through digital and other delivery channels.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
| Quantity | |||||
|
Average number of monthly visits to www.vic.gov.au [1] |
number |
300,000 |
356,362 |
19% |
✔ |
|
Number of eligible ideas for Pick My Project [2] |
number |
2,000 |
2,299 |
15% |
✔ |
|
Total number of votes for eligible ideas for Pick My Project [3] |
number |
150,000 |
286,000 |
91% |
✔ |
| Timeliness | |||||
|
Delivery of projects within agreed timelines |
per cent |
100 |
100 |
0% |
✔ |
| Cost | |||||
|
Total output cost [4] |
$ million |
47.5 |
74.4 |
57% |
✗ |
Notes
[1] The 2018–19 full-year actual is higher than the 2018–19 target due to moving to a Single Digital Presence platform resulting in an increase to the average number of monthly visits to www.vic.gov.au.
[2] The 2018–19 full-year actual is higher than the 2018–19 target due to more Victorians engaging with the Pick My Project Pilot Program than initially estimated.
[3] The 2018–19 full-year actual is higher than the 2018–19 target due to more Victorians engaging with the Pick My Project Pilot Program than initially estimated.
[4] The 2018–19 actual is higher than the 2018–19 target due to the release of funding for Service Victoria held in central contingency. The budget was revised to $92.7 million. The funding is for the development of the Service Victoria online customer platform and the reclassification of the Whole of Victorian Government Application Programming Interface to this output from the Strategic advice and government support output. This increase has been partly offset by the timing of planned expenditure for Pick My Project, which has now moved into 2019–20.
Results legend
✔ Performance target achieved or exceeded in a desirable way
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Office of the Victorian Government Architect
This output provides strategic leadership and advice to government and key stakeholders on architecture and the built environment.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Strategic advice on significant public and private sector projects from project inception and procurement to design and delivery [1] |
number |
60 |
83 |
38% |
✔ |
|
Quality |
|||||
|
Stakeholder satisfaction with the quality of advice on significant public and private sector projects |
per cent |
80 |
80 |
0% |
✔ |
|
Timeliness |
|||||
|
Average number of business days to issue formal advice [2] |
days |
10 |
7 |
30% |
✔ |
|
Cost |
|||||
|
Total output cost [3] |
$ million |
1.2 |
1.2 |
3% |
✔ |
Notes
[1] The 2018–19 full-year actual is higher than the 2018–19 target due to an increased demand associated with input to state-significant public projects.
[2] The 2018–19 full-year actual is lower than the 2018–19 target due to compressed timeframes associated with time‑sensitive and state‑significant public sector projects.
[3] The variance is due to rounding of the 2018–19 actual.
Results legend
✔ Performance target achieved or exceeded in a desirable way
Industrial relations
This output contributes to providing fair jobs and a positive industrial relations environment through sound industrial relations policy and advice to government. This includes oversight of enterprise bargaining across the Victorian public sector and support for Victoria’s participation in the national workplace relations system.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Education and awareness strategy developed to increase women’s participation in the building and construction sector |
number |
1 |
1 |
0% |
✔ |
|
Education and compliance inspections of providers/users conducted under the Labour Hire Licensing Scheme [1] |
number |
200 |
350 |
75% |
✔ |
|
Employers informed on OHS obligations under both state and Commonwealth legislation and regulations [2] |
number |
3,500 |
8,185 |
134% |
✔ |
|
Licence holders registered under the Labour Hire Licensing Scheme [3] |
number |
150 |
0 |
–100% |
✗ |
|
Workers informed about OHS obligations under both state and Commonwealth legislation and regulations [4] |
number |
40,000 |
93,277 |
133% |
✔ |
|
Workers registered under the Portable Long Service Leave Scheme [5] |
number |
5,000 |
0 |
–100% |
✗ |
|
Quality |
|||||
|
Public sector agreements renewed and approved within the current enterprise bargaining framework |
per cent |
100 |
100 |
0% |
✔ |
|
Victoria represented in major industrial relations cases and inquiries |
per cent |
100 |
100 |
0% |
✔ |
|
Timeliness |
|||||
|
Review and assessment of submitted public sector enterprise bargaining costings and proposed agreements completed and submitted for approval within four weeks [6] |
per cent |
85 |
93 |
9% |
✔ |
|
Cost |
|||||
|
Total output cost [7] |
$ million |
13.5 |
11.7 |
n/a |
n/a |
Notes
[1] The 2018–19 full-year actual is higher than the 2018–19 target due to the Labour Hire Licensing Authority facilitating additional information sessions in the lead up to the Labour Hire Licensing Scheme commencement in April 2019.
[2] The 2018–19 full-year actual is higher than the 2018–19 target due to a membership increase at the service provider, which occurred prior to significant infrastructure projects commencing.
[3] The 2018–19 full year actual is lower than the 2018–19 target due to the application rate being lower than expected following the Labour Hire Licensing Scheme commencing in April 2019. As at 30 June 312 applications had been received and were yet to be processed because further information was required from the applicant.
[4] The 2018–19 full-year actual is higher than the 2018–19 target due to a membership increase at the service provider, which occurred prior to significant infrastructure projects commencing.
[5] The 2018–19 full-year actual is lower than the 2018–19 target due to the Portable Long Service Leave Scheme coming into effect on 1 July 2019. The target was set prior to finalising a commencement date.
[6] The 2018–19 full-year actual is higher than the 2018–19 target due to the implementation of a streamlined agreement approvals framework, which has resulted in proactive and coordinated responses for departments and agencies.
[7] On 1 January 2019 this output was transferred from the previous DEDJTR to DPC as part of machinery of government changes. The actual output cost only includes expenditure incurred since the transfer and excludes those incurred under DEDJTR.
Results legend
✔ Performance target achieved or exceeded in a desirable way
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Aboriginal policy, strengthening Aboriginal cultural heritage and communities
In accordance with the government’s policy of self-determination for Aboriginal Victorians, this output protects and manages Aboriginal cultural heritage; strengthens Aboriginal community organisation; and builds community engagement to improve long-term social and economic outcomes for Aboriginal Victorians, including working towards treaty.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Award ceremonies held: Victorian Aboriginal Honour Roll |
number |
1 |
1 |
0% |
✔ |
|
Capacity-building activities provided for Traditional Owners and Aboriginal community organisations The 2018–19 full-year actual is lower than the 2018–19 target due to the reduction in activities over time due to managing the current and emerging needs of the Aboriginal sector. |
number |
20 |
17 |
–15% |
✗ |
|
Premier’s Gatherings and Community Consultations conducted |
number |
4 |
4 |
0% |
✔ |
|
Average weekly hours of case management provided to members of the Stolen Generations The 2018–19 full-year actual is higher than the 2018–19 target due to the provider achieving a higher average number of weekly hours of case management to members of the Stolen Generations. |
number |
80 |
129 |
61% |
✔ |
|
Number of family history investigations conducted by the Victorian Koorie Family History Service on behalf of members of the Stolen Generations The 2018–19 full-year actual is higher than the 2018–19 target due to an increase in provider resourcing and experience, enabling more family history investigations to be conducted for members of the Stolen Generations. |
number |
240 |
296 |
23% |
✔ |
|
Delivery of the Victorian Government Aboriginal Affairs Report to Parliament |
number |
1 |
1 |
0% |
✔ |
|
Victorian Aboriginal Heritage Council meetings conducted within legislative timeframes |
number |
6 |
6 |
0% |
✔ |
|
Community consultations relating to treaty The 2018–19 full-year actual is higher than the 2018–19 target due to the ongoing requirement and need to continue consultations across Victoria for the establishment of the First Peoples’ Assembly. |
number |
10 |
72 |
620% |
✔ |
|
Removal of first mortgages on titles of property owned by Aboriginal community-controlled organisations |
number |
8 |
8 |
0% |
✔ |
|
Quality |
|||||
|
Funding payments for the Community Infrastructure program made in accordance with milestones |
per cent |
100 |
100 |
0% |
✔ |
|
Funding payments for Community Capacity and Co-Design made in accordance with milestones |
per cent |
100 |
100 |
0% |
✔ |
|
Funding payments for the Removal of First Mortgages initiative made in accordance with milestones The 2018–19 full-year actual is lower than the 2018–19 target due to project delivery delays impacting organisations’ abilities to meet agreed milestones. |
per cent |
100 |
93 |
–7% |
✗ |
|
Funding payments for the Investing in Leadership and Governance initiative made in accordance with milestones The 2018–19 full-year actual is lower than the 2018–19 target due to the existing funding program failing to meet current and emerging governance needs of the Aboriginal sector. |
per cent |
100 |
22 |
–78% |
✗ |
|
Funding payments for the Cultural Strengthening initiative made in accordance with milestones |
per cent |
100 |
100 |
0% |
✔ |
|
Funding payments to strengthen the Cultural Heritage Protection and Management initiative made in accordance with milestones |
per cent |
100 |
100 |
0% |
✔ |
|
Funding payments for the Traditional Owner Settlement Scheme made in accordance with milestones |
per cent |
100 |
100 |
0% |
✔ |
|
Participation of Aboriginal people in Local Aboriginal Networks The 2018–19 full-year actual is lower than the 2018–19 target due to delays, for a period during 2018–19, in attracting suitable candidates to coordinate the Local Aboriginal Network projects and programs. |
number |
2,800 |
2,507 |
–10% |
✗ |
|
Timeliness |
|||||
|
Assessments completed by Aboriginal Victoria within the legislative timeframe: cultural heritage management plans |
per cent |
100 |
99 |
–1% |
<= |
|
Elections held in accordance with timelines agreed with the Victorian Treaty Advancement Commission The 2018–19 full-year actual is lower than the 2018–19 target due to the Commissioner extending out the election dates to occur between September and October 2019. |
per cent |
100 |
0 |
–100% |
✗ |
|
Koorie Heritage Trust initiative grants acquitted within the timeframe specified in the funding agreements |
per cent |
100 |
100 |
0% |
✔ |
|
Cost |
|||||
|
Total output cost The 2018–19 actual is lower than the 2018–19 target due to delays in completing treaty and self-determination initiatives and establishing the Munarra Centre for Regional Excellence. |
$ million |
58.2 |
48.1 |
–17% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
<= Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Multicultural affairs policy and programs
This output provides policy advice on multicultural affairs and social cohesion in Victoria — including settlement coordination for newly arrived migrants and refugees and delivers a range of programs to directly support multicultural Victorians — as well as supporting Victoria’s whole of government approach to multiculturalism. It includes the monitoring of government departments’ responsiveness to Victorians from culturally, linguistically and religiously diverse backgrounds.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Consultations with culturally and linguistically diverse communities The 2018–19 full-year actual is higher than the 2018–19 target due to additional consultations being held with culturally, linguistically and religiously diverse community groups than initially forecast. |
number |
75 |
92 |
23% |
✔ |
|
Number of strategic and research partnerships that support portfolio outcomes The 2018–19 full-year actual is higher than the 2018–19 target due to establishing partnerships at a greater rate than expected in response to community needs, as well as encouragement of partnerships through grants. |
number |
30 |
33 |
10% |
✔ |
|
Victorian population engaged by multicultural and social cohesion initiatives |
per cent |
67 |
67 |
0% |
✔ |
|
Quality |
|||||
|
Attendance at the Cultural Diversity Week flagship event, Victoria’s Multicultural Festival |
number |
50,000 |
50,000 |
0% |
✔ |
|
Proportion of approved grant funding provided to organisations in regional/rural areas The 2018–19 full-year actual is lower than the 2018–19 target due to a smaller than expected application rate from regional and rural communities to portfolio grant programs. |
per cent |
20 |
13 |
–35% |
✗ |
|
Cost |
|||||
|
Total output cost The 2018–19 actual is lower than the 2018–19 target predominantly due to machinery of government transfers to the Department of Justice and Community Safety effective from 1 January 2019. |
$ million |
84.6 |
73.9 |
n/a |
n/a |
Results legend
✔ Performance target achieved or exceeded in a desirable way
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Support to veterans in Victoria
This output provides coordination of veteran‑related issues at the state level, especially in relation to Anzac Centenary commemorations and other major anniversaries. It includes commemoration, veteran welfare and education programs. This output supports the Shrine of Remembrance and the Victorian Veterans Council.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Entries received: Premier’s Spirit of Anzac Prize The 2018–19 full-year actual is higher than the 2018–19 target due to receiving more entries through social media promotions. |
number |
250 |
370 |
48% |
✔ |
|
Community engagement: Shrine ceremonial activities, public and student education programs, tours and general visitation The 2018–19 full-year actual is higher than the 2018–19 target due to higher participation than expected in one-time anniversary activities such as Remembrance Day, which marked the 100th anniversary of the Armistice. |
number |
750,000 |
1,110,807 |
48% |
✔ |
|
Number of veterans who apply for VPS positions The 2018–19 full-year actual is higher than the 2018–19 target due to DPC’s active promotion to veterans of the Victorian Government as an employer of choice and DPC’s development of new programs to support veterans interested in applying for jobs in the public sector. |
number |
500 |
4,684 |
837% |
✔ |
|
Number of ex-service organisation training or information sessions delivered The 2018–19 full-year actual is lower than the 2018–19 target due to scheduling delays and the need to undertake further consultation on providing the most suitable session for the veterans’ sector. |
number |
4 |
2 |
–50% |
✗ |
|
Quality |
|||||
|
Commemorative and educative projects meet agreed project objectives |
per cent |
100 |
100 |
0% |
✔ |
|
Timeliness |
|||||
|
Deliver an annual program of grants within agreed, published timelines |
per cent |
100 |
100 |
0% |
✔ |
|
Cost |
|||||
|
Total output cost The 2018–19 actual is lower than the 2018–19 target due to the lower than planned carryover of funds from 2017–18. |
$ million |
10.5 |
9.1 |
–13% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
LGBTIQ equality policy and programs
This output provides for the delivery of programs and services to promote equality for LGBTIQ Victorians and support these communities’ economic, social and civic participation.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Number of people engaged with LGBTIQ equality projects and consultations The 2018–19 full-year actual is higher than the 2018–19 target due to increased engagement in equality projects, events and consultations than initially forecast. |
number |
5,500 |
6,000 |
9% |
✔ |
|
Quality |
|||||
|
Proportion of LGBTIQ grant program recipients who met or exceeded agreed outcomes The 2018–19 target is unable to be reported due to a significant proportion of grant recipients still delivering on funded activities. |
per cent |
85 |
n/a |
n/a |
n/a |
|
Funding for the Expanding Health System Capacity to Support Trans and Gender Diverse People initiative paid in accordance with the agreement |
per cent |
100 |
100 |
0% |
✔ |
|
Timeliness |
|||||
|
Payments for events made in accordance with DPC milestones The 2018–19 full-year actual is higher than the 2018–19 target due to processing all milestone payments for the Pride Events and Festivals Fund in 2018–19. |
per cent |
80 |
100 |
25% |
✔ |
|
Cost |
|||||
|
Total output cost |
$ million |
19.5 |
20.1 |
3% |
<= |
Results legend
✔ Performance target achieved or exceeded in a desirable way
<= Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance
Women’s policy
This output provides initiatives that support women and the prevention of family violence and supports the economic, social and civic participation and inclusion of all Victorians.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Number of meetings, forums and events held for Women and the Prevention of Family Violence consultation/engagement with key stakeholders The 2018–19 full-year actual is higher than the 2018–19 target due to delivering additional program implementation activities with stakeholders. |
number |
51 |
126 |
147% |
✔ |
|
Number of women participating in funded programs, projects and events The 2018–19 full-year actual is higher than the 2018–19 target due to events attracting a higher than expected number of participants. |
number |
1,500 |
1,980 |
32% |
✔ |
|
Percentage of women in new appointments to paid public boards The 2018–19 full-year actual is higher than the 2018–19 target due to the program reaching maturity. |
per cent |
50 |
53 |
6% |
✔ |
|
Quality |
|||||
|
Women and the Prevention of Family Violence service agreements and contracts deliver agreed outcomes for preventing family violence and for the social and economic participation of women |
per cent |
100 |
100 |
0% |
✔ |
|
Timeliness |
|||||
|
Timely delivery of policy analysis and papers prepared |
per cent |
100 |
100 |
0% |
✔ |
|
Women and the Prevention of Family Violence projects and programs that support preventing family violence and the social and economic participation of women are delivered on time |
per cent |
100 |
100 |
0% |
✔ |
|
Cost |
|||||
|
Total output cost On 1 January 2019 this output was transferred from DHHS to DPC as part of machinery of government changes. The actual output cost only includes expenditure incurred since the transfer and excludes those incurred under DHHS. |
$ million |
16.2 |
13.7 |
n/a |
n/a |
Results legend
✔ Performance target achieved or exceeded in a desirable way
Youth
This output leads and coordinates whole of government policy advice and delivers a range of initiatives for young people aged between 12 and 25 to gain a range of skills and experiences and to actively participate in their local communities.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Participation by young people in programs that provide opportunities to be involved in social and economic life in their communities The 2018–19 full-year actual is higher than the 2018–19 target due to more Victorian young people engaging with Youth affairs programs than initially estimated. |
number |
240,000 |
288,254 |
20% |
✔ |
|
Participation by young people in programs that support young people to be involved in decision making in their community The 2018–19 full-year actual is higher than the 2018–19 target due to more Victorian young people participating in decision-making opportunities than initially estimated. |
number |
2,300 |
3,044 |
32% |
✔ |
|
Quality |
|||||
|
Participants reporting development of transferrable skills that support education, training and vocational opportunities The 2018–19 full-year actual is higher than the 2018–19 target due to more participants in the Advance school-based program reporting transferrable skills than initially estimated. |
per cent |
75 |
96 |
28% |
✔ |
|
Timeliness |
|||||
|
Percentage of programs delivered within agreed timeframes The 2018–19 full-year actual is higher than the 2018–19 target due to a higher proportion of programs delivered within agreed timeframes than initially estimated. |
per cent |
90 |
99 |
9% |
✔ |
|
Cost |
|||||
|
Total output cost On 1 January 2019 this output was transferred from DHHS to DPC as part of machinery of government changes. The actual output cost only includes expenditure incurred since the transfer and excludes those incurred under DHHS. |
$ million |
29.6 |
12.7 |
n/a |
n/a |
Results legend
✔ Performance target achieved or exceeded in a desirable way
Advice and support to the Governor
This output provides advice and support to the Governor, and maintenance to Government House and its collections as a heritage asset of national importance.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Increase in the annual number of guests and visitors to Government House The 2018–19 full-year actual is higher than the 2018–19 target due to an increase in guests and visitors, which is continuing the Governor's commitment to make Government House more accessible to the community. |
per cent |
5 |
7 |
40% |
✔ |
|
Quality |
|||||
|
Maintenance of Government House in accordance with the asset management strategy |
per cent |
77 |
77 |
0% |
✔ |
|
Standard, physical appearance of gardens and grounds are maintained in accordance with contract key performance indicators |
per cent |
85 |
85 |
0% |
✔ |
|
Timeliness |
|||||
|
Support the Governor’s community engagement activities by arranging all internal and external events in a timely manner |
per cent |
100 |
100 |
0% |
✔ |
|
Cost |
|||||
|
Total output cost The 2018–19 target of $15.7 million was subsequently revised to $16.5 million to account for additional depreciation adjustments. Adjusting for this revision, the Office of the Governor achieved its target. |
$ million |
15.7 |
15.8 |
1% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
Chief Parliamentary Counsel services
This output provides Bills for introduction in Parliament, including: provision of quality and timely legislative drafting services; hard copy and electronic publication of Acts and statutory rules; and the maintenance of a database of Victorian legislation and legislative information at www.legislation.vic.gov.au.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Formal advice provided on legislation The 2018–19 full-year actual is lower than the 2018–19 target due to events preceding the 2018 Victorian state election and the commencement of the new parliamentary term. |
number |
450 |
387 |
–14% |
✗ |
|
Number of Acts and statutory rules published electronically and in hard copy without error |
per cent |
96 |
99 |
3% |
✔ |
|
Statutory rules made and Bills prepared and introduced into parliament |
number |
220 |
214 |
–3% |
<= |
|
Number of sets of House Amendments drafted for Members of Parliament |
number |
50 |
52 |
4% |
✔ |
|
Quality |
|||||
|
Number of Bills and statutory rules drafted or settled that meet the required standard |
per cent |
96 |
97 |
1% |
✔ |
|
Timeliness |
|||||
|
Bills and statutory rules drafted or settled within the required timeframe |
per cent |
96 |
100 |
4% |
✔ |
|
Electronically published versions of principal Acts and statutory rules published within three business days of coming into operation and new Acts and statutory rules published within 24 hours of making |
per cent |
96 |
96 |
0% |
✔ |
|
Cost |
|||||
|
Total output cost |
$ million |
6.8 |
6.8 |
0% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
<= Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Management of Victoria’s public records
This output provides direction to government on the management of public records and ensures the historical memory of the Victorian Government endures, is secure and is accessible.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Collection usage: utilisation of physical and digital records held by Public Record Office Victoria The 2018–19 full-year actual is higher than the 2018–19 target due to more records being available through third-party sites. |
number |
2,900,000 |
4,821,937 |
66% |
✔ |
|
Quality |
|||||
|
Satisfaction with services provided by Public Record Office Victoria to government agencies and to the public |
per cent |
90 |
94 |
4% |
✔ |
|
Timeliness |
|||||
|
Provision of services within published timeframes |
per cent |
95 |
98 |
3% |
✔ |
|
Cost |
|||||
|
Total output cost The 2018–19 actual is lower than the 2018–19 target due to revisions to the accounting treatment of public record assets where they are no longer considered a depreciating asset, thereby reducing depreciation expenses. |
$ million |
20.7 |
18.9 |
–9% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
Public administration advice and support
This output provides advice and support on issues relevant to public sector administration, Members of Parliament and executive officer remuneration, governance, service delivery and workforce matters, as well as to public sector professionalism and integrity. It includes related research, determinations, data collection, reporting and dissemination of information.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Percentage of new executives participating in the VPSC induction program The 2018–19 target is unable to be reported due to the program not commencing in 2018–19. The program is now scheduled for 2019–20. |
per cent |
75 |
n/a |
n/a |
n/a |
|
Quality |
|||||
|
Percentage of agencies who interacted with VPSC and who indicated VPSC advice and support assisted them to improve integrity capability |
per cent |
80 |
83 |
4% |
✔ |
|
Overall participant satisfaction with the Victorian Leadership Academy The 2018–19 actual is significantly higher than the 2018–19 target due to increased participant satisfaction. VPSC research supports best practice in leadership development programs which has contributed to higher participant satisfaction. |
per cent |
80 |
97 |
21% |
✔ |
|
Overall satisfaction with engagement, consultation and responsiveness from the VPSC GRADS team The increase in performance is due to VPSC’s refresh of the VPS GRADS program and expanded resourcing for the program, which has provided a higher level of service to graduate employees. |
per cent |
80 |
87 |
9% |
✔ |
|
Stakeholder satisfaction with the quality of advice from the Remuneration Tribunal on determinations The 2018–19 target is unable to be reported due to the legislation establishing the Remuneration Tribunal being passed in March 2019. The tribunal’s first determinations are due in September 2019, which will allow this measure to be reported in 2019–20. |
per cent |
80 |
n/a |
n/a |
n/a |
|
Timeliness |
|||||
|
Proportion of data collection and reporting activities completed within target timeframes |
per cent |
100 |
100 |
0% |
✔ |
|
Advice from the Remuneration Tribunal provided within 15 working days of receipt of submission The 2018–19 actual is higher than the 2018–19 target due to efficiencies associated with greater use of electronic systems, which has resulted in advice being provided within set timeframes. The measure refers to the time for assessment of public entity submissions following receipt of DPC’s comments. |
per cent |
90 |
100 |
11% |
✔ |
|
Cost |
|||||
|
Total output cost The 2018–19 actual is lower than the 2018–19 target due to the reclassification of the Establishment of an Independent Remuneration Tribunal from this output to the Strategic advice and government support output. |
$ million |
11.8 |
10.0 |
–15% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
Public sector integrity
This output provides independent oversight and investigations of complaints concerning corrupt conduct, police personnel conduct, administrative actions, local councillor conduct, alleged breaches of privacy and freedom of information. It enhances and protects data security, promotes integrity and transparency in government, and facilitates advice and education to the public sector on these matters.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
Corruption prevention initiatives delivered by the Independent Broad-based Anti-corruption Commission (IBAC) The 2018–19 full-year actual is higher than the 2018–19 target due to increased engagement with Victoria Police and IBAC’s community awareness advertising campaign delivering additional resources. |
number |
90 |
99 |
10% |
✔ |
|
Education and training activities delivered by the Office of the Victorian Information Commissioner (OVIC) The 2018–19 full-year actual is higher than the 2018–19 target due to an increased agency demand for FOI training. OVIC has also been focusing on producing guidance material to support the VPS to develop a mature culture of public access. |
number |
100 |
109 |
9% |
✔ |
|
Jurisdictional complaints finalised — Victorian Ombudsman (VO) The 2018–19 full year actual is higher than the 2018–19 target due to a greater number of complaints being finalised than initially forecast. |
number |
14,000 |
17,025 |
22% |
✔ |
|
Law enforcement, data security and privacy reviews completed The 2018–19 full-year actual is higher than the 2018–19 target due to more reviews being conducted in 2018–19 than in previous years. |
number |
5 |
6 |
20% |
✔ |
|
Proportion of IBAC investigations into public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within 12 months The 2018–19 full-year actual is lower than the 2018–19 target due to an increase in the number of ongoing complex investigations. |
per cent |
75 |
42 |
–44% |
✗ |
|
Proportion of IBAC investigations into police personnel conduct and police personnel corrupt conduct completed within 12 months The 2018–19 full-year actual is lower than the 2018–19 target due to an increase in the number of ongoing investigations. Over half of the investigations conducted involved charges and disciplinary hearings, which extend the investigation timeframe. |
per cent |
75 |
33 |
–56% |
✗ |
|
Proportion of jurisdictional complaints independently investigated by the Victorian Ombudsman The 2018–19 full-year actual is higher than the 2018–19 target due to a higher proportion of jurisdictional complaints being made to the Ombudsman and, in turn independently investigated, than initially forecast. |
per cent |
25 |
30 |
20% |
✔ |
|
Reviews and complaints completed by OVIC The 2018–19 full-year actual is higher than the 2018–19 target due to increased productivity following improvement made to FOI business processes. |
number |
850 |
1,282 |
51% |
✔ |
|
Quality |
|||||
|
Client satisfaction with data security and privacy training provided The 2018–19 full-year actual is higher than the 2018–19 target due to high satisfaction with the OVIC's online privacy training module. |
per cent |
90 |
98 |
9% |
✔ |
|
OVIC applicants that appeal to the Victorian Civil and Administrative Tribunal |
per cent |
< 25 |
9 |
0% |
✔ |
|
Proportion of jurisdictional complaints where the original outcome is set aside by a review undertaken in accordance with the Ombudsman’s internal review policy |
per cent |
< 1.5 |
0.1 |
0% |
✔ |
|
Recommendations accepted by agencies upon completion of investigations by the Victorian Ombudsman |
per cent |
95 |
98 |
3% |
✔ |
|
Satisfaction rating with corruption prevention initiatives delivered by IBAC |
per cent |
95 |
99 |
4% |
✔ |
|
Timeliness |
|||||
|
Complaints or notifications about public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) assessed by IBAC within 45 days |
per cent |
85 |
85 |
0% |
✔ |
|
Complaints or notifications about police personnel conduct and police personnel corrupt conduct assessed by IBAC within 45 days The 2018–19 full-year actual is lower than the 2018–19 target due to transitioning to a new case management system, which has affected response times. An increase in the volume of calls from the public and complex Victoria Police cases has also contributed to the result. |
per cent |
90 |
77 |
–14% |
✗ |
|
Complaints received by the Local Government Inspectorate assessed and actioned within five working days |
per cent |
95 |
93 |
–2% |
<= |
|
Complaints resolved within 30 calendar days of receipt by the Victorian Ombudsman The 2018–19 full-year actual is lower than the 2018–19 target due to a combination of: the Ombudsman dealing with complaints in a way that ensures services are provided to the broadest possible range of people in an environment of increasing demand; dealing with new types of complaints prompted by changes to government operations; and an increase in the complexity of cases. This means some cases take longer. The Ombudsman introduced changes to how it triages and resolves complaints to help address this, resulting in improved performance for this target over recent years. |
per cent |
95 |
89 |
–6% |
✗ |
|
Responses within 15 days to written enquiries relating to the legislated responsibilities of OVIC The 2018–19 full-year actual is higher than the 2018–19 target due to OVIC’s effective monitoring and management of privacy and data security enquiries and responses. |
per cent |
90 |
98 |
9% |
✔ |
|
Timeline agreed by FOI applicants for completing reviews is met The 2018–19 full-year actual is lower than the 2018–19 target due to focusing on the number of reviews completed and completing older reviews. |
per cent |
90 |
24 |
–73% |
✗ |
|
Cost |
|||||
|
Total output cost The 2018–19 actual is lower than the 2018–19 target due to lower than planned carryover of funds from 2017–18. |
$ million |
84.6 |
78.4 |
–7% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
<= Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance
✗ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
State electoral roll and electoral events
This output, through the Victorian Electoral Commission (VEC), provides a high‑quality electoral system that supports democracy in Victoria through the administration of an accurate and secure electoral roll, electoral services to ensure fair and equitable representation, the conduct of fair and impartial elections and encouraging greater participation in civic life through education and awareness activities and improving ease of access.
|
Performance measure |
Unit |
2018–19 target |
2018–19 actual |
Variance |
Result |
|
Quantity |
|||||
|
State elections, municipal and statutory elections, by-elections, polls and electoral representation reviews |
number |
115 |
117 |
2% |
✔ |
|
Quality |
|||||
|
Legal challenges to VEC conduct upheld |
number |
0 |
0 |
0% |
✔ |
|
Timeliness |
|||||
|
Changes to electors’ details or additions to the Victorian Electoral Register are processed within set timeframes |
per cent |
95 |
97 |
2% |
✔ |
|
Cost |
|||||
|
Total output cost |
$ million |
95.2 |
94.4 |
–1% |
✔ |
Results legend
✔ Performance target achieved or exceeded in a desirable way
Updated