The performance, leadership and development of our most senior leaders are central to our sector delivering the best outcomes for the community of Western Australia.
While the details differ between the various groups of CEOs, the statutory obligation and general principles of performance planning and appraisal apply to each CEO.
Our approach aims to drive high levels of performance with clear accountability. It is underpinned by section 47 of the Public Sector Management Act 1994 (PSM Act) and Commissioner’s Instruction 30: Chief Executive Officer Performance Management.
Process
Every CEO performance management process follows the same main steps.
- The CEO prepares an agreement using the relevant template.
- The agreement is endorsed by board chair/s and/or Minister/s and the Public Sector Commissioner.
- Ongoing review and feedback are included during the period of the agreement.
- The CEO self assesses and reflects on their leadership performance and progress against the deliverables in the agreement.
- The board chair/s and/or Minister/s evaluate the CEO’s performance and endorse the assessment.
- The Public Sector Commissioner endorses the finalised assessment.
Discussions about a CEOs performance inform future expectations and leadership development for the next agreement.
Note: Acting CEOs and CEOs appointed part way through an agreement period should discuss their requirements with the Public Sector Commission by emailing the CEO Management team.
Contents of an agreement
A performance agreement sets out the outcomes and standards a CEO must meet during the term of the agreement and how their performance is assessed. Each agreement includes the following:
- Delivery of management requirements relating to the requirements of the PSM Act including public administration and management principles, human resource management, conduct of public sector bodies and public sector governance.
- Delivery of government priorities and initiatives to create value for the sector and better services for Western Australians. The 6 priorities of government are set out in Our Priorities for Government 2025-29.
- Delivery of election commitments, Minister and Board Chair priorities to meet key statutory and portfolio requirements. These priorities are negotiated between the CEO and responsible authority (or authorities).
- Delivery of effective leadership and leadership development as detailed in the Agency Leader or Statewide Leader context of Leadership Expectations and related leadership development plan.
Key information for Public Sector Leadership Council CEOs
Show moreAgreement term: 2 financial years from 1 July 2025 to 30 June 2027
Established by: 28 November 2025
End-of-cycle assessment finalised by: 31 October 2027
Template: Contact the CEO Management team for the current template.
Key features:
- 2 year period allowing for strategic priorities to be achieved.
- Feedback on CEO leadership from government and non-government stakeholders.
- Leadership self-assessment at start and end of agreement against leadership capabilities and mindsets required for effective public sector leadership.
- Development guarantee providing a commitment to staged and targeted development and learning over the first 5 years of CEO’s tenure.
Phases
| Phase | Activities |
|---|---|
| 1. Establishing the agreement | CEO considers performance against the previous agreement and areas where progress is expected for the next agreement. CEO populates agreement referencing letters of expectation where provided and in consultation with ministers and board chair where applicable. CEO undertakes an initial leadership self assessment and populates the new agreement. Where a leadership self assessment was undertaken at the end of the previous agreement cycle, CEO uses ‘on balance’ ratings to populate the new agreement. If required, the Commissioner meets with the CEO to discuss the draft agreement. |
| 2. Mid-cycle review | Commission gathers information about the CEO’s leadership through a 180-degree survey of nominated staff as well as a survey of peers from central agencies (Department of Treasury, Department of Finance, Department of the Premier and Cabinet, and Public Sector Commission) and/or line agencies. Survey results are provided in a report to the CEO. CEO reflects on this report, assesses their leadership performance and reviews their agreement. CEO meets with the Commissioner who considers the mid-cycle review documentation and provides feedback on the CEO’s leadership and performance. |
| 3. End-of-cycle assessment | Commission gathers information about the CEO’s leadership through an external validation survey of key stakeholders. Survey results are provided in a report to the CEO. CEO assesses their performance against deliverables in the agreement. CEO reflects on the external report (and mid-cycle feedback report) when assessing and evaluating their leadership performance against the agreement. Minister/s and/or board chair/s assess the CEO’s performance against their performance expectations. These assessments can be conducted concurrently, and assessment document can be split by the relevant responsible authority and responsible Minister. CEO receives feedback through either a joint meeting between all parties to the agreement or an individual meeting with the Commissioner. |
If amendments to the agreement are required during the 2-year agreement period, a supplement to the agreement is produced by the CEO and endorsed by the relevant parties to the agreement.
Reflection and self-assessment
Each phase includes the CEO reflecting on and assessing their performance. There is opportunity for ongoing feedback and discussion with the Commissioner throughout the agreement cycle. These discussions enable the Commissioner to develop a greater understanding of the context and challenges faced by the CEO.
Roles and responsibilities
| Role | Responsibilities |
|---|---|
| CEO's |
|
| Ministers and/or board chairs |
|
| Public Sector Commission |
|
| Public Sector Commissioner |
|
Key information for CEOs of other departments and SES organisations
Show moreAgreement term: one financial year from 1 July 2025 to 30 June 2026
Established by: 28 November 2025
End-of-cycle assessment finalised by: 31 October 2026
Template: Use the CEO Delivery and Performance Agreement for non-PSLC departments and SES organisations.
Phases
| Phase | Activities |
|---|---|
| 1. Establishing the agreement | CEO considers achievements of the previous agreement and areas where progress is expected for the next agreement. CEO initiates discussions with Minister/s and/or board chair/s to agree on key deliverables. A CEO reporting to more than one responsible authority ensures relevant priorities are agreed with each responsible authority. If required, the Commissioner meets with the CEO to discuss the draft agreement. |
| 2. Agreement assessment | CEO reflects on and assesses their performance against deliverables in Parts 1 to 3 of agreement. CEO assesses their progress against development goals in Part 4 of the agreement. CEO gathers information from a range of sources to inform their assessment of performance. Validating data may include agency performance data as well as external reviews, audits and evaluations. For sample questions that can be used to source internal and external feedback, please email CEOConnect@psc.wa.gov.au. Minister/s and/or board chair/s assess CEO’s performance of how they have met performance expectations. |
Reflection and self-assessment
The CEO reflects on and assesses their performance.
Roles and responsibilities
| Role | Responsibilities |
|---|---|
| CEOs |
|
| Ministers and/or board chairs |
|
| Public Sector Commission |
|
| Public Sector Commissioner |
|
Key information for CEOs of state training providers
Show moreAgreement term: One calendar year (Current cycle amended to 1 July 2025 to 31 December 2026)
Established by: 28 November 2025
End-of-cycle assessment finalised by: 31 March 2027
Template: Use the CEO of state training providers agreement template.
Phases
| Phase | Activities |
|---|---|
| 1. Establishing the agreement | CEO considers achievements of the previous agreement and areas where progress is expected for the next agreement. Commissioner pre-populates agreement with vocational education and training specific priorities, following consultation with Minister for Education and Training. |
| 2. Agreement assessment | CEO reflects on and assesses their performance against deliverables in Parts 1 to 3 of agreement. CEO assesses their progress against development goals in Part 4 of the agreement. The CEO gathers information from a range of sources to inform the assessment of their performance. Validating data may include agency performance data as well as external reviews, audits and evaluations. For sample questions that can be used to source internal and external feedback, please email CEOConnect@psc.wa.gov.au. |
Reflection and self-assessment
The CEO reflects on and assesses their performance.
Roles and responsibilities
| Role | Responsibilities |
|---|---|
| CEOs |
|
| Ministers and board chairs |
|
| Public Sector Commission |
|
| Public Sector Commissioner |
|
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