This output contributes to the provision of strategic, timely and comprehensive support to Cabinet and Cabinet committees. This output also contributes to the provision of support to the Governor and maintenance of Government House and its collections as a heritage asset of national importance; the delivery of analysis and advice to support evidence based decision making across the public sector; and the provision of whole of government communications strategy and compliance with government advertising and communication guidelines.
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
| Performance measure | Unit | 2023–24 target | 2023–24 actual | Variance | Result |
|---|---|---|---|---|---|
| Quantity | |||||
| Number of briefs supporting Cabinet and Cabinet committee decision making | number | 1,200 | 1,149 | -4.3% | ** |
| Number of projects and advisory support provided to departments facilitated by the Behavioural Insights Unit | number | 30 | 66 | 120% | * |
| The 2023–24 actual was higher than the target due to DPC delivering more behavioural insights projects and advisory services to government departments and agencies than initially expected. | |||||
| Office of the Governor: Increase in the annual number of guests and visitors to Government House | per cent | 5 | 0.5 | -90% | *** |
| The 2023–24 actual was lower than the target because essential capital works projects at the Government House complex restricted guest access for several months, particularly around the transition between Governors. On a pro-rata basis, the target was exceeded. | |||||
| Whole of government forums, meetings and advisory groups chaired | number | 85 | 72 | -15.3% | *** |
| The 2023–24 actual was lower than the target primarily due to a reduction in the frequency of some meetings, the discontinuation of an interdepartmental committee and the transfer of chair to a different department. | |||||
| Quality | |||||
| Office of the Governor: Government House accessibility and useability meets standards in asset management strategy | per cent | 79 | 79 | 0% | * |
| Office of the Governor: Government House gardens and grounds meet standards in asset management strategy | per cent | 85 | 85 | 0% | * |
| Relevant communication activity compliant with government advertising and communication guidelines | per cent | 100 | 100 | 0% | * |
| Satisfaction with services provided by the Behavioural Insights Unit to government agencies | per cent | 70 | 100 | 42.9% | * |
| The 2023–24 actual was higher than the target due to more of DPC's behavioural insights clients expressing satisfaction with the service than initially expected. | |||||
| 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% | * |
| Timely delivery of state events and functions | per cent | 100 | 100 | 0% | * |
| Cost | |||||
| Total output cost | $ million | 78.2 | 137.1 | 75.3% | *** |
The 2023–24 actual was higher than the target primarily due to: · supplementation funding provided to DPC since the publication of the 2023–24 Budget to fund workforce separation packages, payroll tax surcharges, and for the government's Donation for the Good Friday Appeal 2024 · a funds transfer from DGS to DPC following the 1 January 2023 machinery of government change. | |||||
Updated