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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 2020–21 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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Whole of government emergency management forums, meetings and exercises facilitated

number

20

218

990%

The 2020–21 actual is higher than the 2020–21 target due to a significantly increased number of forums and meetings to coordinate the government’s response to COVID-19.

Whole of government forums, meetings and advisory groups chaired

number

80

77

−4%

Number of projects and advisory support provided to departments facilitated by the Behavioural Insights Unit

number

10

10

0%

New investment resulting from government facilitation services and assistance under the Victorian Jobs and Investment Fund

$ million

150

380.4

154%

The 2020–21 actual is higher than the 2020–21 target due to a strong pipeline of investments garnered through 2019–20 and 2020–21, with a number of these investments being contracted during 2020–21. Some of these initiatives had a significant capital expenditure focus.

Jobs resulting from initiatives supported through the Victorian Jobs and Investment Fund

number

2,500

2,569

3%

Percentage of VPS jobs advertised through the Jobs and Skills Exchange

per cent

90

88.2

−2%

Number of engagement and promotion activities undertaken by the Jobs and Skills Exchange

number

20

12

−40%

The 2020–21 actual is lower than the 2020–21 target due to fewer engagement and promotional activities, mainly due COVID-19 restrictions.

Number of data sharing arrangements enabled by the Victorian Centre for Data Insights

number

15

26

73%

The 2020–21 actual is higher than the 2020–21 target due to the significant demand for data sharing to support data-driven decision making through COVID-19, which also enabled a number of interjurisdictional data sharing agreements and arrangements to support InsightsVictoria.

Quality

Relevant communication activity compliant with government advertising and communication guidelines

per cent

100

100

0%

Satisfaction with response to user queries on the Jobs and Skills Exchange platform

per cent

80

91

14%

The 2020–21 actual is higher than the 2020–21 target due to the higher levels of overall satisfaction with responses to Jobs and Skill Exchange user queries.

Victorian Centre for Data Insights satisfaction rating

per cent

70

86

23%

The 2020–21 actual is higher than the 2020–21 target due to improved use and sharing of data, augmenting the scale and effectiveness of VCDI’s operations.

Timeliness

Establishment of the Breakthrough Victoria entity and associated governance arrangements

per cent

100

100

0%

Development of a long-term investment plan for the Breakthrough Victoria Fund

per cent

100

100

0%

Cost

Total output cost

$ million

154.4

102.6

−34%

The 2020–21 actual is lower than the 2020–21 target primarily due to lower-than-expected expenditure for COVID-19 communications; rephase and carryover to 2021–22 for the Premier’s Jobs and Investment Fund; and the transfer out of the Jobs and Skills Exchange funding to the Public Administration Advice and Support output. These have been partially offset by new funding decisions made during the year, including for the Breakthrough Victoria Fund and InsightsVictoria.

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

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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Number of briefs supporting Cabinet and Cabinet committee decision making

number

1,200

1,806

51%

The 2020–21 actual is higher than the 2020–21 target due to the significant increase to the number of briefs supporting Cabinet and Cabinet committee decision making, which reflects the high volume of items needed to manage Victoria’s response to COVID-19.

Establishment or renewal of ICT whole of government state purchase contracts

number

7

6

−14%

The 2020–21 actual is lower than the 2020–21 target due to the delay in approaching the market for one procurement.

Victorian Government entities using the Standard User Experience Framework

number

20

74

270%

The 2020–21 actual is higher than the 2020–21 target due to the demand and uptake of the Standard User Experience Framework, which has continued to grow year on year with DPC’s delivery of the Human-Centred Design Playbook, presentations, training and direct technical assistance to government entities.

Average monthly analysis reports generated to guide government decision making

number

65

102

57%

The 2020–21 actual is higher than the 2020–21 target due to the demand for intelligence reports and business insights emerging as an essential service to government in both the response to COVID-19 and contributing to Victoria’s recovery initiatives.

Quality

Policy services satisfaction rating

per cent

90

84

−7%

The 2020–21 actual is lower than the 2020–21 target due to increased demand for rapid policy advice to support Victoria’s response to COVID-19.

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

$ million

119.2

129.1

8%

The 2020–21 actual is higher than the 2020–21 target due to new funding decisions made during the year, including for Alternative Quarantine Accommodation, and higher depreciation expenses. These have been partially offset by the transfer out of the Victorian Independent Remuneration Tribunal funding to the Public Administration Advice and Support 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

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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Average number of monthly visits to www.vic.gov.auExternal Link

number

310,000

1,043,658

237%

The 2020–21 actual is higher than the 2020–21 target due to the community’s increased need for COVID-19 information, resulting in a significant and steep increase in traffic on the website.

Government entities reporting cyber maturity

number

75

76

1%

Government board members trained in cyber security

number

50

58

16%

The 2020–21 actual is higher than the 2020–21 target due to the increase in cyber-crime activity awareness, which has resulted in more interest in cyber training than anticipated.

Digital Victoria: Milestones delivered in accordance with agreed budget and timeline

per cent

100

80

−20%

The 2020–21 actual is lower than the 2020–21 target due to procurement, recruitment, funding and COVID-19 response priorities affecting timelines. Digital Victoria expects to deliver the program in full during 2021–22.

Existing Victorian Government department or entity websites transitioned, or new websites built, on the Single Digital Presence Platform

number

22

23

5%

Quality

Overall satisfaction of customers transacting on Service Victoria’s digital customer platform

per cent

95

96

1%

Cost

Total output cost

$ million

70.9

81.3

15%

The 2020–21 actual is higher than the 2020–21 target due to the release of funding for some Digital Victoria initiatives from contingency and the transfer of funding from asset to output due to the nature of the required expenditure.

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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Strategic advice on significant public and private sector projects from project inception and procurement to design and delivery

number

80

110

38%

The 2020–21 actual is higher than the 2020–21 target due to an increase in demand for advice on newly funded state-significant public capital projects and programs of work.

Quality

Stakeholder satisfaction with the quality of advice on significant public and private sector projects

per cent

80

100

25%

The 2020–21 actual is higher than the 2020–21 target due to the maturing of stakeholder relationships.

Timeliness

Average number of business days to issue formal advice

days

10

8

−20%

The 2020–21 actual is lower than the 2020–21 target due to compressed timeframes associated with time-sensitive, state-significant public sector projects and programs of work.

Cost

Total output cost

$ million

1.2

1.2

0%

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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Education and compliance inspections of providers/users conducted under the Labour Hire Licensing Scheme

number

2,400

2,431

1%

Employers informed on OHS obligations under both state and Commonwealth legislation and regulations

number

> 3,500

9,375

168%

The 2020–21 actual is higher than the 2020–21 target due to COVID-19, where some programs transitioned from in-person to online delivery or increasing the digital content, which resulted in an increase in employer reach.

Labour hire licence applications finalised and reviewed

number

2,200

2,435

11%

The 2020–21 actual is higher than the 2020–21 target due to the continuation of new applications to the Labour Hire Licensing Authority. Targets have been exceeded due to continually improving systems and processes and dedicating additional resources to licensing assessments and reviews.

Workers informed on OHS obligations under both state and Commonwealth legislation and regulations

number

> 40,000

41,200

3%

Workers registered under the Portable Long Service Leave Scheme

number

75,000

177,960

137%

The 2020–21 actual is higher than the 2020–21 target due to workers registering ahead of target due to the proactive activities by the Portable Long Service Authority to register employers.

Child employment investigations completed

number

170

171

1%

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

per cent

90

97.7

9%

The 2020–21 actual is higher than the 2020–21 target due to improvements made to the approval process.

Long service leave investigations completed within 90 days of lodgement

per cent

15

80

433%

The 2020–21 actual is higher than the 2020–21 target due to efficiencies gained from new business processes and implementation of best practice compliance methods.

Cost

Total output cost

$ million

20.7

20.2

−2%

Results legend

✔ Performance target achieved or exceeded in a desirable way

Aboriginal policy, and strengthening Aboriginal cultural heritage and communities

This output supports the Victorian Government’s commitment to advancing self‑determination for Aboriginal Victorians and to improving long‑term social and economic outcomes for Aboriginal Victorians. This includes protecting and managing Aboriginal cultural heritage; strengthening Aboriginal community organisations; progressing treaty; broad community engagement; and work to reform government to enable self‑determination.

Performance measure

Unit

2020–21 target

2020–21 actual

Variance

Result

Quantity

Capacity-building activities provided for Traditional Owners to support the management and protection of Aboriginal cultural and intangible heritage

number

16

10

−38%

The 2020–21 actual is lower than the 2020–21 target due to impacts of COVID-19.

Average weekly hours of case management provided to members of the Stolen Generations

number

80

125

56%

The 2020–21 actual is higher than the 2020–21 target due to the higher number of staff working at full-time capacity during 2020–21.

Delivery of a public report on government outcomes for Aboriginal Victorians to be tabled in parliament

number

1

1

0%

Number of family history investigations conducted by the Victorian Koorie Family History Service on behalf of members of the Stolen Generations

number

240

353

47%

The 2020–21 actual is higher than the 2020–21 target due to the definition for Stolen Generations clients being broadened to include Stolen Generations survivors, their families and their descendants. This has therefore increased the overall number of investigations being reported.

Victorian Aboriginal Heritage Council meetings conducted within legislative timeframes

number

6

9

50%

The 2020–21 actual is higher than the 2020–21 target due to the increased operational demands on the Victorian Aboriginal Heritage Council requiring additional meetings to ensure compliance with statutory timeframes.

Number of Assembly and/or State Assembly meetings held

number

12

65

442%

The 2020–21 actual is higher than the 2020–21 target due to the State and the First Peoples’ Assembly of Victoria meeting more frequently than originally anticipated.

Participation of Aboriginal people in Local Aboriginal Networks

number

2,800

2,737

−2%

Removal of first mortgages on titles of property owned by Aboriginal Community Controlled Organisations

number

6

6

0%

Quality

Funding payments for the municipal essential services at Lake Tyers and Framlingham Aboriginal Trusts made in accordance with milestones

per cent

100

100

0%

Funding payments for the Removal of First Mortgages initiative made in accordance with milestones

per cent

100

97

−3%

Funding payments for the Cultural Strengthening initiative made in accordance with milestones

per cent

100

100

0%

Funding payments to Strengthen Cultural Heritage Protection and Management initiative made in accordance with milestones

per cent

100

100

0%

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 of activities to support Traditional Owner self-determination in accordance with Scheme design

per cent

100

20

−80%

The 2020–21 actual is lower than the 2020–21 target due to the funding of activities to support Traditional Owner self-determination in accordance with Scheme design being significantly impacted by the uncertainty created by COVID-19 restrictions.

Traditional Owner Nation-Building Support payments made according to milestones

per cent

100

53

−47%

The 2020–21 actual is lower than the 2020–21 target due to a project initiation delay resulting in planned grant milestones unable to be accommodated in 2020–21, which have subsequently been deferred to 2021–22.

Timeliness

Assessments completed by Aboriginal Victoria within the legislative timeframe: cultural heritage management plans, cultural heritage permits, preliminary Aboriginal heritage tests

per cent

100

100

0%

Koorie Heritage Trust initiative grants acquitted within the timeframe specified in the funding agreements

per cent

100

100

0%

Cost

Total output cost

$ million

77.0

77.8

1%

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

Advice and support to the Governor

This output provides advice and support to the Governor and maintenance of Government House and its collections as a heritage asset of national importance.

Performance measure

Unit

2020–21 target

2020–21 actual

Variance

Result

Quantity

Increase in the annual number of guests and visitors to Government House

per cent

5

−70

−1,500%

The 2020–21 actual is lower than the 2020–21 target due to a reduced number of in-person visitors to Government House due to COVID-19 restrictions.

Quality

Maintenance of Government House in accordance with the asset management strategy

per cent

79

79

0%

Standard physical appearance of gardens and grounds 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

$ million

16.7

16.7

0%

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

Chief Parliamentary Counsel services

This output provides Bills for introduction in parliament including: providing quality and timely legislative drafting services; hard copy and electronic publication of Acts and statutory rules; and maintaining a database of Victorian legislation and legislative information at www.legislation.vic.gov.auExternal Link .

Performance measure

Unit

2020–21 target

2020–21 actual

Variance

Result

Quantity

Formal advice provided on legislation

number

465

544

17%

The 2020–21 actual is higher than the 2020–21 target due to multiple sets of drafting instructions being received from departments for a significant number of Bills.

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

60

75

25%

The 2020–21 actual is higher than the 2020–21 target due to a significant number of sets of House Amendments requested for a number of Bills.

Quality

Bills and Statutory Rules drafted or settled that meet the required standard

per cent

97

99

2%

Timeliness

Bills and Statutory Rules drafted or settled within the required timeframe

per cent

97

97

0%

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

100

4%

Cost

Total output cost

$ million

6.6

7.3

11%

The 2020–21 actual is higher than the 2020–21 target due to the completion of a previous year’s commitment and higher operating costs.

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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Collection usage: utilisation of physical and digital records held by Public Record Office Victoria

number

4,800,000

6,093,283

27%

The 2020–21 actual is higher than the 2020–21 target due to the increased utilisation of digital records due to COVID-19 restrictions, which saw the closure of PROV’s physical reading room.

Quality

Satisfaction with services provided by Public Record Office Victoria to government agencies and to the public

per cent

90

90

0%

Timeliness

Provision of services within published timeframes

per cent

95

88

−7%

The 2020–21 actual is lower than the 2020–21 target due to COVID-19 restrictions directly affecting physical records being delivered to the Victorian Archives Centre Reading Room.

Cost

Total output cost

$ million

17.4

18.0

4%

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

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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Percentage of new executives participating in the VPSC induction program

per cent

78

92

18%

The 2020–21 actual is higher than the 2020–21 target due to a higher number of participants than expected, with fewer program withdrawals.

Quality

Percentage of agencies that interacted with VPSC and that indicated VPSC advice and support assisted them to improve integrity capability

per cent

85

90

6%

The 2020–­21 actual is higher than the 2020–21 target due to slightly higher than anticipated levels of satisfaction with VPSC's advice and support relating to integrity capability.

Overall participant satisfaction with the Victorian Leadership Academy

per cent

80

95

19%

The 2020–21 actual is higher than the 2020–21 target due to the higher levels of overall satisfaction from program participants.

Overall satisfaction with engagement, consultation and responsiveness from the VPSC GRADS team

per cent

85

87

2%

Stakeholder satisfaction with the quality of advice from the Remuneration Tribunal on determinations

per cent

80

75

−6%

The 2020–21 actual is lower than the 2020–21 target mainly due to lower satisfaction reported by some stakeholders with the Tribunal’s consultation processes and consideration of relevant viewpoints and issues. This may be due to reduced opportunities for face-to-face consultation due to restrictions in response to COVID-19.

Timeliness

Proportion of data collection and reporting activities completed within target timeframes

per cent

100

94

−6%

The 2020–21 actual is lower than the 2020–21 target mainly due to COVID-19 affecting Victorian public sector organisations’ timing of providing annual workforce data to the VPSC. The VPSC was required to deliver an out-of-cycle People Matter Survey (delayed from April 2020 due to COVID-19) in October 2020 in parallel with the collection of workforce data and the preparation of reporting.

Advice from the Remuneration Tribunal provided within 15 working days of receipt of submission

per cent

90

76.1

−15%

The 2020–21 actual is lower than the 2020–21 target likely due to it being the first year the Tribunal has performed its function of providing advice on proposals to pay above the remuneration bands, resulting in new processes being developed for both employers and the Tribunal. Continuous improvement in practices and engagement with stakeholders will ensure processes become increasingly efficient over the next financial year.

Cost

Total output cost

$ million

9.7

14.7

51%

The 2020–21 actual is higher than the 2020–21 target due to the transfer in of the Jobs and Skills Exchange and Victorian Independent Remuneration Tribunal funding from the Government-wide leadership, reform & implementation and Strategic Advice & Government Support outputs respectively.

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

State electoral roll and electoral events

This output, through the Victorian Electoral Commission, provides a high‑quality electoral system that supports democracy in Victoria through administering 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

2020–21 target

2020–21 actual

Variance

Result

Quantity

Election events conducted by the Victorian Electoral Commission, including State elections and by-elections, local government elections, by-elections and countbacks, and statutory elections or polls

number

22

10

−55%

The 2020–21 actual is lower than the 2020–21 target due to the delivery of Local Government 2020 general elections, which has resulted in fewer by-elections and countbacks arising after the event.

Quality

Election events invalidated by a court of disputed returns as a result of a proven claim against the Victorian Electoral Commission’s conduct of that event

number

0

0

0%

Timeliness

Electoral enrolment transactions applied to the Victorian Register of Electors within set timeframes

per cent

90

99.9

11%

The 2020–21 actual is higher than the 2020–21 target due to the Victorian Electoral Commission introducing improvements to scheduling and processing activities that are ensuring enrolment transactions are processed within set timeframes.

Cost

Total output cost

$ million

76.4

77.6

2%

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

Reviewed 29 October 2021

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