 |
PERFORMANCE
INFORMATION FOR OUTCOME 1
|
Output
1.1.5—Budget Management |
 |
| QUALITY | | |
|
| Target | | Result |
One per cent difference between first forward year estimated
operating result and final outcome. | | Not applicable—use
of this target does not produce results that are a meaningful assessment of performance.
Accordingly, Finance has developed a more appropriate indicator for 2001–02. |
| 0.5 per cent difference between revised estimated operating result
and final outcome. | | Not applicable—use of
this target does not produce results that are a meaningful assessment of performance.
Accordingly, Finance has developed a more appropriate indicator for 2001–02. |
| 0.3 per cent difference between revised estimated operating result
at Mid-term Review and final outcome. | | Not applicable—use
of this target does not produce results that are a meaningful assessment of performance.
Accordingly, Finance has developed a more appropriate indicator for 2001–02. |
| 0.25 per cent difference between revised estimated operating result
at Budget time and final outcome. | | Not applicable—use
of this target does not produce results that are a meaningful assessment of performance.
Accordingly, Finance has developed a more appropriate indicator for 2001–02. |
| 90 per cent of briefings and Ministerial replies rated excellent
or above average. | | Achieved—94 per cent of
Ministerials and 93 per cent of briefings were rated excellent or above average. |
| 90 per cent of Ministerial letters turned around within two days. | | Surpassed—99
per cent of standard Ministerial letters were completed within two calendar days
or less. |
|
| QUANTITY | | |
|
| Target | | Result |
11 major Budget documents. | | All
major Budget documents prepared. |
80
briefings to the Minister. | | 65—Demand
driven. |
40 briefings in the Budget
context. | | 33—Demand driven. |
200 written Ministerial replies. | | 246—Demand
driven. |
1,000 in-person, electronic
or telephone items briefings to the Minister and the Minister's Office. | | 579—Demand driven. |
| 55 staff days ERC support. | | 50
staff days—In line with target. |
|
- Finance has changed the measure of performance in the
2001–02 Portfolio Budget Statements to be the difference between estimated
expenses and the final outcome, which is a more appropriate measure of performance.
On this basis performance against these targets was 3, 4, 3 and 0 per cent respectively,
which means the first three targets would not have been met and the fourth target
would have been achieved.
The operating result of $6.0 billion is the
difference between much bigger figures of $161.6 billion revenue and $155.6 billion
expenses. A very small percentage change in either the revenue or the expenses
estimate can thus have a huge impact on the operating result. For this reason
the performance measure has been changed to estimated expenses (including capital)
to better correspond to the equivalent performance measure of accuracy of outlays
estimates which was used in reports prior to 1999–2000 |
