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Executive performance agreements

Executives are required to develop performance agreements, and be assessed on their performance from time to time, as determined by their chief executive officer (CEO). 

Executives should understand how their performance objectives contribute to the work of the sector. Exploring the CEO performance objectives and the way they cascade to the executive agreements may give you insight into links between your work and the work of your executive group.

Individual executive contracts contain requirements for performance agreements and assessments. The agreements set out how the executive will achieve their objectives, and how government priorities will be delivered.

Executives must also outline their personal development priorities, and how these will be addressed during the year.

These documents are approved by their supervisor, and usually endorsed by their Director-General.  

Performance framework

The CEO and executive performance framework includes 5 objectives:

  • the first objective focuses on whole of government leadership
  • the remaining objectives are based on the Balanced Scorecard’s 4 quadrants of financial, stakeholder and outcome, internal business and learning and growth.

These objectives are drafted in consultation with the Leadership Board, and are approved by the PSC Board. 

Executive performance assessments seek to drive high performance, based on a 3 point scale — limited, sound and high — and are cascaded from their CEO to ensure optimum alignment within agencies and consistency across the sector.

Executives should ensure that the performance agreements of their team are aligned, so that each individual contributor can understand how their performance objectives contribute to the work of the department, and the sector.

Performance agreement

  1. Executives develop their intended performance outcomes based on those of their CEO, clearly defining the expectation for high performance
  2. Executives consider their development priorities based on the Leadership competencies for Queensland and identify development opportunities.
  3. Executives discuss, seek input and obtain approval of the agreement with their supervisor.

Mid-year review

Executives provide a self-assessment, discuss and seek feedback from their supervisor in January of each year.

End of year assessment

Executives provide a self-assessment, discuss and seek input from their supervisor in July of each year. Performance ratings are assigned as part of agency led performance assessment processes.

Performance agreement templates

2018–19: Option 1

This template captures all processes that occur within a full year—the Agreement, Mid-year Review and Assessment.

2018–19: Option 2

Individual templates for the Agreement, Mid-year Review and Assessment.

Key features of the existing executive framework

  • CEO objectives are cascaded to executives to ensure alignment and consistency
  • The balanced scorecard is the framework for performance review
  • Supervisors have a key role providing input into agreements and discussing feedback on performance
  • Executive performance assessment results for the previous financial year are provided to PSC in August of each year to inform sector wide talent management development strategies
  • The frameworks are administered using the templates.

Public Service Act 2008 responsibilities

The Public Service Act (2008) sets out the purpose of the chief executive service:

  • responsibility for effectiveness and efficiency
  • collaboration between departments
  • performance management in the public service
  • delivery of services in line with Government priorities.

The Commission Chief Executive of the PSC has key responsibilities to facilitate the purposes of the chief executive service and the senior executive service.