We will assess our progress against this strategy’s pillars and principles for success through:
- annual assessments of evaluation maturity
- in-depth consultation
- monitoring the take up and use of the support services and capability-building activities.
The Evaluation Unit will provide these findings to PaRC annually. This will inform how we adapt the way we provide support if required. The strategy will be reviewed in 2026, informed by this monitoring framework and consultation with staff.
Metrics for measuring success
Pillar 1: Establishing evaluative practices
| Principle | Metrics | Targets |
|---|---|---|
| 1.1 – We integrate evaluative practices into our end-to-end processes to build a culture of continuous improvement | Proportion of approved budget measures with monitoring and evaluation frameworks in place | By 2025–26, 100% of approved evaluation Category A and B budget measures have monitoring and evaluation frameworks in place |
| Proportion of evaluations that report significant data limitations impacting reliability of evidence | By 2027–28, 70% of evaluations report no significant data limitations that impact the reliability of evidence | |
| 1.2 – We learn from experience by deliberately seeking out, acting on and sharing evaluation evidence | Proportion of completed evaluation reports available to internal staff | All completed evaluation reports are available to appropriate internal staff within one month of final report delivery |
| Register of recommendations and lessons learned is established and up to date | Register of recommendations and lessons learned is updated within one month of evaluation final report delivery |
Pillar 2: Evidence and Accountability
| Principle | Metrics | Targets |
|---|---|---|
| 2.2 – We prioritise evaluation effort strategically and efficiently to maximise its utility | Proportion of DISR-led NPPs that receive advice from the Evaluation Unit regarding appropriate evaluation activity | 100% of DISR-led NPPs receive advice from the Evaluation Unit regarding appropriate evaluation activity |
| Proportion of evaluations that are conducted at an appropriate stage in the program lifecycle | At least 90% of evaluations are conducted at an appropriate stage in the program lifecycle | |
| Proportion of DISR evaluations conducted primarily in-house | By 2027–28, at least 75% of formal evaluations are conducted primarily in-house | |
| Proportion of accepted evaluation recommendations actioned within an appropriate timeframe | By 2027–28, 95% of accepted evaluation recommendations actioned within an appropriate timeframe | |
| 2.3 – We integrate oversight and accountability into our evaluation practices to produce credible and robust evidence | Proportion of evaluations deemed to have appropriate governance arrangements | 100% of evaluations have appropriate governance arrangements |
Pillar 3: Capability Uplift
| Principle | Metrics | Targets |
|---|---|---|
| 3.1 – We understand our current maturity and target areas for growth | Increase in departmental evaluation maturity | Evaluation maturity is measured annually and is at the ‘leading’ stage by 2027–28 |
| 3.2 – Evaluation is most effective when the whole organisation understands its value and embraces shared responsibility for integrating evaluative practices | Proportion of staff who consider the evaluation toolkit to be helpful | 10% annual increase in proportion of staff who report toolkit is helpful in the annual survey |
| Number of participants accessing internal training package | 10% annual increase in training package participants | |
| Number of community of practice members | At least 25 community of practice members who regularly attend meetings by 2027–28 |