8 Measuring our performance Measuring our impact (what difference did we make? what benefit resulted?), in the context and nature of our work, is important but complex. The ultimate results of our activities are often long-term and incrementally achieved. The Commission utilises a monitoring, evaluation, accountability and learning approach to our work. In this performance measurement framework, our purpose and functions are reflected in organisational goals and outcomes that tell an entity level ‘performance story’. The outcomes are pitched to a level where we can reasonably expect to contribute to them. Progress indicators are mapped to each of the outcomes. They are designed to provide reasonable evidence of contribution to the outcome, and include outputs in addition to, process and outcome measures. They are, in turn, supported by data from monitoring and evaluation strategies implemented across the Commission’s programs and services. While some of these measure the direct attributions of the Commission’s work, others are to capture the stories and case studies of the Commission to document our contributions to the outcomes. The wider impact of our work is best understood when seen in the context of multi-year programs, advocacy and submissions and is reported through case examples or ‘stories of change’. These strategies range from the basic capture of output to more complex mixedmethods evaluation within a results-based accountability framework which outlines: What did we do? How well did we do it? And what was the change or outcome that took place? The Commission’s fluid operational environment, limited resources, eight statutory officeholder portfolios, with multiple programs, and the nature of the work, means any monitoring and evaluation strategy must be proportional to the activity and available capacity and resources. Corporate Plan 2024-2025 23