Executive Performance Agreement
Template for Recording Executive Performance and Development Discussions
This template can be completed electronically by the executive, printed and signed by both parties to
recognise agreement on behaviours and deliverables. Alternatively a report can be kept through
email of that agreement. Whatever form the agreement takes it should not replace the discussion.
Name of Executive Employee
Plan Timeframe (financial year unless
there are exceptions where it should be
a calendar year e.g. schools)
Select Date to Select Date
Name of Supervisor
Date of performance planning
discussion
Select Date
Date of mid cycle review discussion
Select Date
Date of end cycle review discussion
Select Date
Executive Employee’s current position
Executive Employee’s Classification
Performance Planning Discussion
Supervisor’s Overall Comment: Click here to enter text
Signature:
Date: Select Date
Executive’s Overall Comment: Click here to enter text
Signature:
Date: Select Date
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PART 1 – VALUES IN ACTION: How you interact with others in getting the work done.
Expectation of behaviour by Executives – see Values in Practice Guide – Attachment A
1.
What do the ACTPS Values and Signature Behaviours look like in your own conduct in your
workplace?
2.
How will you implement and demonstrate the values in your work?
Achieves outcomes and seeks to innovate. Empowering colleagues at all levels to raise new ideas
Click here to enter text.
Add additional rows if required
Demonstrates leadership and models integrity
Click here to enter text.
Add additional rows if required
Collaborates effectively including by sharing information
Click here to enter text.
Add additional rows if required
Builds strong relationships and treats others with respect. Deals with staff concerns swifty and appropriately
Click here to enter text.
Add additional rows if required
PART 2 – PERFORMANCE PLANNING DISCUSSION: Either attach the Business Plan for the financial
year or outline key deliverables including elections commitments, parliamentary agreement and annual priorities.
Outputs, Projects and Deliverables: What will your main work be this year?
Milestones
Directorate/Business Unit Priority 1 (including by reference to agreed Government priorities)
What elements of your higher level strategic/business plan will
you be responsible for, or contribute to that fall under this
priority?
What are your objectives, responsibilities and key activities for
the year ahead related to this priority?
Identify related work in other Directorates or Agencies
Directorate/Business Unit Priority 2
What elements of your higher level strategic/business plan will
you be responsible for, or contribute to that fall under this
priority?
What are your objectives, responsibilities and key activities for
the year ahead related to this priority?
Identify related work in other Directorates or Agencies.
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Executive Performance Data
Diversity
Strategies
Comments

% People with a disability

% People with Aboriginal, Torres Strait Islander
Background

Females

Culturally/linguistically diverse backgrounds
Performance
Framework
implemented
(Data on number of staff with performance agreements)
Budget
management
(Data)
(Data from census relating to staff experiences at work)
(Data on learning and development opportunities taken)
Executive Learning Development Goals and Needs

What challenges may you experience that management may need to be aware of, or assist you with?

How can management assist you to do a good job and possibly perform even better?
Executive Development Needs
Identify capabilities and skills to focus on over the next 12 months
Agreed actions to develop these
Identify actions such training, mentoring, alternative projects, formal study,
temporary placements, etc.
Click here to enter text.
Click here to enter text.
Click here to enter text.
Click here to enter text.
EXECUTIVE LEARNING & DEVELOPMENT PLAN – CAREER DEVELOPMENT (OPTIONAL)
Long Term (>12months) Career Goals
Click here to enter text.
Options for working toward or attaining these goals
Click here to enter text.

How will I know if I am performing well / what constitutes good performance in your current role?

What will be happening if you are performing well? (e.g.
Ministers, Head of Service, Director-General and my
customers are happy; I have good working
relationships; my work is completed on time; my work
is accurate)
Supervisor Comment: Click here to enter text.
Signature:
Date:
Executive’s Comment: Click here to enter text.
Signature:
Date:
3
PART 3 – MID CYCLE REVIEW DISCUSSION: Using the agreed outcomes from your initial agreement rate
progress.
Rating Scheme:
5: Excellent; 4: Good; 3: Competent/Satisfactory; 2: Needs Development; 1: Unsatisfactory
Rating
Achieves outcomes and seeks to innovate. Empowering colleagues at all levels to raise new ideas
Demonstrates leadership and models integrity
Collaborates effectively including by sharing information
Builds strong relationships and treats others with respect. Deals with staff concerns swifty and
appropriately
What has been achieved or is on track? What has been done well?
What can be done better / what hasn’t gone to plan and why?
What happens next? How have I performed overall?
Performance summary (to be completed by manager):
o
o
o
o
Exceeds expectations
Meets expectations
Requires development
Does not meet expectations
Branch
Department Budgets (as at 30 December)
Administered Budget
Operating
$
$
Revenue
$
Capital
$
Performance summary (to be completed by supervisor):
Click here to enter text.
Rating Scheme: 5: Excellent; 4: Good; 3: Competent/Satisfactory; 2: Needs Development; 1: Unsatisfactory
Rating
Signature:
Date:
Executive’s Overall comment (The supervisor must provide comments verbally to the employee and in writing)
Click here to enter text.
Signature:
Date:
4
PART 4 – END CYCLE REVIEW DISCUSSION
Rating Scheme:
5: Excellent; 4: Good; 3: Competent/Satisfactory; 2: Needs Development; 1: Unsatisfactory
Rating
Achieves outcomes and seeks to innovate. Empowering colleagues at all levels to raise new ideas
Demonstrates leadership and models integrity
Collaborates effectively including by sharing information
Builds strong relationships and treats others with respect. Deals with staff concerns swifty and
appropriately
What has been achieved or is on track?
What has been done well?
What can be done better?
What happens next? How have I performed overall?
Performance summary (to be completed by manager):

o
o
o
o
Rating Scale to be applied:
Exceeds expectations
Meets expectations
Requires development
Does not meet expectations
Branch
Department Budgets (Budget as at 30 June)
Administered Budget
Operating
$
$
Revenue
$
Capital
$
Performance summary (to be completed by manager):
Click here to enter text.
Rating Scheme: 5: Excellent; 4: Good; 3: Competent/Satisfactory; 2: Needs Development; 1: Unsatisfactory
Rating
Signature:
Date:
Executive’s Overall comment (The supervisor must provide comments verbally to the employee and in writing)
Click here to enter text.
Signature:
Date:
5
Attachment A
THE VALUES IN PRACTICE (VIP) CHART
VALUES IN PRACTICE: Innovation
We look for ways to continuously improve our services and skills. We are open to change and
new ideas from all sources.
This capability is about using political acumen & technical skills to work with each other as
members of one ACTPS executive to achieve the best outcomes for the community, government
and staff, and actively looking for & rewarding overall service to the community above selfinterest.
Capability: Achieves outcomes and seeks to innovate
Behavioural Indicators
Foundation
I make decisions and go about my work with a
view to leaving the Territory and the ACT Public
Service in a better place than when I arrived.
I am conscious that even short term goals must
contribute to a lasting legacy of improvement.
I deploy my skills and talents and for the
betterment of the Service as a whole, and not
merely to the advantage of myself or my
immediate area of responsibility.
I emphasize the need for a broad whole-ofGovernment focus with my staff. I am outcomesfocused, always bearing in mind that I am to use
the resources entrusted to me by the ACT
community efficiently, effectively and for its
overall benefit.
Accomplished
I am cognisant of that fact that my directorate’s
agenda must contribute to furthering the
Government’s priorities as a whole, and
therefore must work alongside other initiatives
across the ACTPS to achieve that aim.
I work to ensure that my directorate works to
complement and further other initiatives,
avoiding duplication and inefficiencies. I
encourage and reward a whole-of-Government
focus in my executive team.
I understand the unique and sometimes limited
influence the ACT has in dealings at a national
level and undertake my role accordingly.
I brief my portfolio Minister and participate in
Strategic Board taking a whole-of-Government
focus into clear consideration. While I am
aware of political considerations, I am mindful
that it is essential my directorate provides
frank, fearless, apolitical, evidence-based
advice and recommendations.
The outcomes of these behaviours are:
 Best practice and innovative services for the ACT Community
 The ACTPS and ACT is well-positioned to adapt and respond to change
 The ACTPS is an interesting and dynamic place to work.
6
VALUES IN PRACTICE: Integrity
We do what we say we’ll do, and respond appropriately when the unexpected occurs. We take
responsibility and accountability for our decisions and actions. We engage genuinely with the
community managing resources entrusted to us honestly and responsibly.
This capability is about making good decisions, promoting and complying with the law,
modelling ethical and responsible behaviour and meeting the commercial and social obligations
of government
Capability: Demonstrates leadership and models integrity
Behavioural Indicators
Foundation
Accomplished
As a senior executive in a model
organisation, I appreciate legal and ethical
considerations must underlie all decisions.
I recognise that I am responsible for my
directorate meeting its legal and ethical
obligations.
I am cognisant that I am responsible for
complying with all legal obligations, that I
am to make every effort to discover and
comply with them and quickly redress
omissions or mistakes, including informing
the relevant management or Government
members.
I will implement a culture of compliance
within my organisation and not tolerate
recklessness with regard to the law or
unethical behaviour.
I will assist my colleagues and the
community by promoting any obligations
for which my directorate is responsible and
helping them meet their responsibilities.
I will take into account that the ACT is a
human rights jurisdiction committed to
diversity and inclusion in making decisions
and going about my work.
I avoid actual or perceived conflicts of
interest. I recognise my role in fulfilling
obligations to staff including such as
privacy, work safety and as provided under
Agreements.
The outcomes of these behaviours are:
 Confidence in the ACTPS.
 Sound and ethical decisions.
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VALUES IN PRACTICE: Collaboration
We work openly and share information to reach shared goals. We take on board other views
when solving problems and welcome feedback on how we can do things better.
This capability is about working with other executives in a collegiate manner to plan and
implement strategies that have long term benefits for the ACTPS, Government and wider
community, and actively sharing these strategies as a vision and mission statements for staff.
Capability: Provides stewardship and collaborates effectively
Behavioural Indicators
Foundation
Accomplished
I understand that being an executive
means paying attention to all Government
priorities and not just my immediate work
environment.
I have primary responsibility for setting ‘the big
picture’ within the directorate and identifying
how our work relates to the broader
Government agenda and priorities.
While I am expected to achieve results in
my particular areas of responsibility, I
ensure that this is not at the expense of
the Government’s total agenda.
I demonstrate and encourage expansive thinking
in approaching problems, drawing in examples
of what has worked in other areas of the ACTPS
to inform possible solutions while taking into
account past practice.
To be fully effective, I must be aware of
what is happening in other areas of the
ACTPS and link relevant projects to my
specific areas of responsibility.
I am able to explain how the work of my
team fits into the Government priorities
and encourage staff to approach their
particular work with a broader perspective.
I grapple with complexity, explain the
issues and present possible solutions.
The work from my directorate illustrates that we
plan and research appropriately, engage
meaningfully with risk and provide options when
where there is a preferred course of action.
I provide clarification and direction to the extent
possible and sufficient warning of possible
problems and difficulties.
The outcomes of these behaviours are:
 Better outcomes and services for the ACT Community
 A One Service approach
 An efficient and effective ACTPS.
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VALUES IN PRACTICE: Respect
We take pride in our work. We value the contribution of others. We relate to clients in a fair, decent and
professional manner.
This capability is about demonstrating courage and integrity to inspire our people to follow us, including through
periods of change or uncertainty, and behaving in a way that is consistent with the Commissioner Code of Conduct,
particularly the Values and Signature Behaviours.
Capability: Builds strong relationships and treats staff and stakeholders with respect
Behavioural Indicators – Personal leadership and Valuing people
Foundation
I take the time to learn the culture and interests of my team
in order to inspire, motivate and enable staff to do the best
job possible.
I lead by example and consistently model the work ethic and
behaviours that I expect my staff to demonstrate.
I am resilient when facing adversity and achieve outcomes
even in difficult circumstances.
I am accountable for the outcomes and answerable for the
decisions in which myself and my team are involved.
I address issues adversely affecting my staff, whether they are
external or caused by colleagues.
I am clear in my expectations and share information
appropriately to enable others to understand my decisions.
I provide performance feedback to my team regularly and
appreciate that an important part of my job is to further their
development within the ACTPS.
Accomplished
I behave in a manner beyond reproach, conscious that I set
the tone for my directorate.
I demonstrate an open leadership style that encourages
feedback and contributions from all levels of the
organisation.
I support and protect my staff appropriately, and share
success with all those involved. When things go wrong, I
take care not to act defensively in order to encourage my
staff to take responsibility, learn from what has occurred
and use the opportunity to improve.
I manage change thoughtfully, but set clear expectations on
being agile and flexible in a small public service. I
emphasize the importance of performance discussions and
monitor its implementation in the directorate.
I take people management seriously and have a substantial
role in the development of executives across the ACTPS. My
discussions with (and instructions to) staff reflect the values
and signature behaviours.
My staff are able to see and understand how I demonstrate
the code of conduct and values.
I cultivate good working relationships with executives across
the ACTPS in related areas and seek out opportunities to liaise
with areas to inform and extend the reach of my work in line
with the Government’s agenda. I am aware of my
stakeholders and seek out their needs and views to inform my
work
I see myself as a member of the ACTPS.
The outcomes of these behaviours are:
 A positive work environment that is enjoyable, rewarding and productive.
 Members of the ACT community and our colleagues are satisfied with the way we interact
with them.
 Strong and positive relationships with our colleagues, clients and customers.
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