Key Effectiveness

Indicators

State Revenue

Outcome 1

Due and payable revenue is collected and eligible grants, subsidies and rebates paid


The Department, through the Office of State Revenue, administers a range of revenue laws on behalf of Government. This involves the collection of revenue raised and payment of grants and subsidies under relevant legislation, as well as a number of administrative-based schemes.

These indicators for revenue collection and grant, subsidy and rebate payments provide a measure of the accuracy of the revenue assessment process, the level of compliance by taxpayers and the timeliness of processing assessments.

Debt as a percentage of
revenue raised (%)(a)
0.92
Actual
2016-17
0.99
Actual
2017-18
1.03
Target
2018-19
1.11(1)
Actual
2018-19

(a) This indicator is calculated by dividing the total outstanding debt on hand at 30 June by the total revenue raised for the year for all tax lines (land tax, duties, payroll tax, betting tax, insurance duty and other miscellaneous duties) and presented as a percentage.

This is a new indicator in 2018‑19 and results for prior years have been back‑cast for comparative purposes.

(1) The actual outstanding debt position at 30 June 2019 includes a number of transactions that are being reviewed. It is expected these transactions after review, will be cancelled which will bring debt levels in line with target.

Extent to which correct grants, subsidies and rebates are paid (%)(b)
99.9
Actual
2016-17
100
Actual
2017-18
100
Target
2018-19
100
Actual
2018-19

(b) This indicator measures the accuracy of the revenue assessment process by State Revenue. This indicator is calculated by dividing the ‘number of grants, subsidy and rebate payments correctly paid’ by the ‘number of grants, subsidy and rebate payments made during the year’, and presented as a percentage. The percentages are then averaged to derive the KPI result. The payments are for First Home Owner Grants, Pensioners and Seniors Rebates, the Life Support Equipment Electricity Subsidy, the Thermoregulatory Dysfunction Energy Subsidy and the Energy Concession Extension Scheme.

Government Procurement

Outcome 2

Value for money from public sector procurement


This outcome aims to deliver value‑for‑money procurement services and frameworks across the Western Australian public sector. Value for money is a key policy objective and ensures public authorities achieve the best possible outcome for the amount of money spent when purchasing goods and services.

Value for money from public sector procurement is considered effective if:

a) client agencies agree that Common Use Arrangements (CUAs) are awarded and managed on a value‑for‑money basis. This includes the value‑for‑money results from the State Fleet surveys. State Fleet is surveyed annually using a similar value‑for‑money method to other CUAs and agency specific contract surveys;

b) client agencies agree that their contracts are awarded on a value‑for‑money basis;

c) economies of scale are achieved through the aggregation of the acquisition, fleet management and disposal activities related to the government’s light vehicle fleet aimed at achieving a value‑for‑money outcome for the Government’s fleet expenditure and revenue.

Average annual vehicle net capital cost ($)(a)
per passenger vehicle
4,642
Actual
2016-17
4,754
Actual
2017-18
4,600
Target
2018-19
4,995(1)
Actual
2018-19

(a) This indicator measures the Department’s effectiveness in minimising purchase prices and maximising sale proceeds, through pro‑active fleet and procurement management. Splitting the measure into two categories minimises fluctuations attributed to a greater or lesser ratio of replacements from either category, allowing for better year to year comparative assessments to be made.

This is a new indicator in 2018‑19 and results for prior years have been back‑cast for comparative purposes.

(1) The higher than budgeted actual result is largely due to higher vehicle usage levels, because of the reduction in the size of the fleet, leading to lower than anticipated resale values.

Average annual vehicle net capital cost ($)(a)
per commercial vehicle
4,984
Actual
2016-17
4,701
Actual
2017-18
4,575
Target
2018-19
4,823
Actual
2018-19
Extent to which client agencies agree that their agency contracts and Common Use Arrangements achieved value for money (%)(b)
93
Actual
2016-17
93
Actual
2017-18
92
Target
2018-19
96(2)
Actual
2018-19

(b) This indicator is calculated by dividing the total number of satisfied responses by the total number of survey respondents for users of CUAs and clients of agency specific contracts. In 2018‑19 950 surveys were issued with a response rate of 87% with 1.25% error sampling rate at the 95% confidence level.

(2) 2018‑19 actual delivered a higher than anticipated satisfaction rating. The increased result can be attributed to a number of Common Use Arrangements being renewed with a focus on new data that has obtained better insights within the CUA framework, enabling better business decisions, and improved end to end processes when developing agency based contracts.

Corporate Services

Outcome 3:
Efficient and effective corporate services to client agencies

Service 3:
Corporate services to client agencies


Effectiveness and efficiency indicators are not reported for this outcome as it relates to the corporate services provided directly by the Department to support the outcomes and activities of the Department of Treasury and the Government Employees Superannuation Board (GESB). An exemption from the requirements of Treasurer’s Instruction 904 (2)(iv) Key Performance Indicators, has been provided by the Under Treasurer.

Building Management and Works

Outcome 4

Value for money from the management of the Government’s non‑residential buildings and public works


The Department, through Building Management and Works, delivers a range of services to lead the planning and delivery of a property portfolio that supports the delivery of government services to the community.

Percentage of new buildings projects within the Building Management and Works Program, valued over $5 million, delivered within the approved budget(%)(a)
100
Actual
2016-17
100
Actual
2017-18
100
Target
2018-19
100
Actual
2018-19

(a) This indicator captures projects with an estimated total cost greater than or equal to $5 million that reached handover in the financial year. The calculation compares the anticipated final cost for each project with its current approved budget. Achievement of projects on‑budget is an important requirement for client agencies and is a key contributor to value‑for‑money outcomes. Prior to 2018‑19, this indicator measured percentage of projects delivered within 10 percent of approved budget. The 10 percent allowance has been removed from 2018‑19 onwards.

Average office accommodation floor space per work point (m2)(b)
15
Actual
2016-17
14.65
Actual
2017-18
14.50
Target
2018-19
14.42
Actual
2018-19

(b) This indicator refers to the average workspace density across the office accommodation portfolio and is calculated at the whole‑of‑government level.

Strategic Projects

Outcome 4

Value for money from the management of the Government’s non‑residential buildings and public works


The Department works closely with agencies involved in the high value, high risk projects through joint development of business cases and Project Definition Plans as well as joint governance arrangements to reflect respective responsibilities between the Department and the agency.

Percentage of major projects in Strategic Projects’ program of works delivered (or forecast to be delivered) within approved budget (%)(a)
91
Actual
2016-17
100
Actual
2017-18
100
Target
2018-19
100
Actual
2018-19

(a) This indicator demonstrates the ability of Strategic Projects to deliver major projects for its client agencies within approved budget. Delivering significant projects within approved budget is an important requirement for client agencies and is a key contributor to value‑for‑money outcomes.

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