The Australian Government is now operating in line with Caretaker Conventions, pending the outcome of the 2025 federal election.

Our theory of change

This strategy is grounded in an overarching theory of change. It explains how implementing the strategy and its deliverables is expected to lead to change in the department over time. This theory of change is illustrated by the following program logic.

Evaluation Strategy program logic

This diagram shows the various activities and outcomes of this strategy, and how they will contribute to our vision. Text description follows

Vision: We evaluate the right things, at the right time, in the right way. We use what we learn to improve what we do to achieve better outcomes for all Australians.

We will do the following activities:

  1. Establishing evaluative practices
  • Support and advice at all stages of the policy cycle
  • Evaluation category assessment
  • Library of completed evaluation reports

2. Evidence and accountability

  • Annual schedule of evaluations
  • Reporting to PaRC on recommendations and lessons learned
  • Liaising with Australian Centre for Evaluation and portfolio entities

3. Increasing capability

  • Evaluation toolkit
  • Training package
  • Community of practice
  • Annual assessment of evaluation maturity 
  • Increased promotion and communication of available resources

These activities will lead to the following short-term outcomes:

  • There is a clear framework for monitoring and evaluation in DISR
  • Staff know where to find evaluation evidence and guidance in DISR

This will lead to the following medium-term outcomes:

  • Staff regularly access evaluation training and tools 
  • Monitoring and evaluation approaches are consistent and aligned across the department
  • Policy and program areas embed processes for ensuring monitoring and evaluation activities are part of BAU
  • Staff have the confidence and capabilities to undertake or seek support to undertake monitoring and evaluation activities
  • Monitoring and evaluation evidence routinely informs improvements

This will lead to the following long-term outcomes by the end of the strategy:

  • All policies and programs are undertaking fit-for-purpose monitoring and evaluation
  • Staff use evaluative thinking as part of everyday work
  • Leaders value and demand evaluation evidence to inform decisions