Chief Executive Officer Performance Agreement for TAFE Colleges 2018

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Managing Director
Name:
TAFE College:
Governing Council Chair (Responsible Authority)
Name:
Minister for Education and Training
Name: / Hon. Sue M Ellery MLC

The Chief Executive Officer (CEO) performance agreement is a requirement of section 47 of the Public Sector Management Act 1994, and is developed between the responsible authority of the TAFE college
(the Governing Council Chair), the Minister and the Managing Director to document Key Performance Indicators (KPIs) and priority goals for the 2018 calendar year. Input from the Public Sector Commissioner with respect to sector-wide initiatives has also been included.

The agreement also identifies measures for success that will be applied in assessing the achievement of agreed key deliverables and goals.

The Public Sector Commissioner may provide relevantinformation to the Minister to assist with completing the end of cycle assessment.

The agreement has three sections:

  1. Key priorities for the 2018 performance cycle
  2. Contribution to 2018 sector-wide initiatives
  3. Personal development

NOTE: Green textprovides examples to assist with development of the agreement, and should be deleted.

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CONFIRMATION OF PERFORMANCE AGREEMENT(Section 47(2) of the Public Sector Management Act 1994)

Once signed by the Managing Director, Governing Council Chair and Minister, the performance agreement should be submitted to the Public Sector Commission (PSC) byMonday30April 2018.

The signatures below confirm that the performance objectives, deliverables and measures included in this plan have been agreed by all relevant parties.
Signatory / Name / Signature / Date
Managing Director:
Governing Council Chair:
Minister: / Hon. Sue M Ellery MLC
Noted by Public Sector Commissioner:

END OF CYCLE ASSESSMENT

Once signed by the Managing Director, Governing Council Chair and Minister, the performance assessment should be submitted to the PSC by
Friday 1 March 2019.

Performance assessment
Managing Director’s signature:
Date of meeting with Governing Council Chair: / Governing Council Chair’s comments:
Governing Council Chair’s signature:
Governing Council Chair’s overall assessment of performance: / Outstanding
Highly Satisfactory / Satisfactory
Unsatisfactory
Date of meeting with Minister: / Minister’s comments:
Minister’s signature:
Noted by Public Sector Commissioner (signature and date):

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SECTION A: KEY PRIORITIES FOR THE 2018 PERFORMANCE CYCLE

It is recommended that a CEO hasa minimum of two to three high level key priorities. These should be developed collaboratively between the Governing Council Chair, Minister and the Managing Director through discussions that consider:

  • whole-of-government reform themes and relevant commitments
  • major service redesign or delivery requirements
  • agency planning and longer term strategic objectives
  • key strategic risks and opportunities that have been identified by the Governing Council Chair, responsible Minister or Managing Director.

Priority / Specific and measureable
KPIs for 2017/18 / End of cycle commentary
(including reasons for any significant variances) / End of cycle status
(Achieved; On track; At risk,
Not achieved)
Priority 1:
Priority 2:
Priority 3:
Priority 4:
Timely delivery of election commitments in training / e.g.
  • (Regional TAFE Colleges only) Implement a Regional Partnership Program to provide an opportunity for regional TAFEs to invest in new and innovative long term partnerships to create training and job opportunities in the community
  • Ensure training expenditure meets the economic objectives of WA’s plan for jobs

Priority 5:
Managing Director to demonstrate a commitment to the State Training Plan 2017-2020 /
  • e.g. Jobs & Skills WA

Priority 6: Collaboration
Managing Director to ensure collaboration within and between TAFEs, the Department of Training and Workforce Development, and Industry /
  • e.g. working closely with other TAFEs and DTWD on xxx (i.e. common or shared policy matters)

Priority 7: Reporting
Managing Director to ensure the Governing Council Chair and Minister are provided with relevant, accurate and timely:
  • responses to questions, enquiries and correspondence
  • reports on service delivery against agreed standards
  • briefings on issues and risks of strategic, financial and operational significance.

Priority 8: Governance
Managing Director will maintain high standards of corporate governance in the agency, and fulfil their functions as outlined under sections 29 and 30 of the Public Sector Management Act 1994.

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SECTION B: CONTRIBUTION TO 2018 SECTOR-WIDE INITIATIVES

Managing Directors will commit to a target contribution toward the sector-wide priority areas identified by the Public Sector Commissioner below. Managing Directors may consider the size, structure and functions of their agency when nominating sector-wide priorities to focus on (and in proposing the level and type of contribution to be made). Additional KPIs may be included.

Priority / Specific and measureable
KPIs for 2017/18 / End of cycle commentary
(including reasons for any significant variances) / End of cycle status
(Achieved; On track; At risk,
Not achieved)
Priority 1: Fiscal responsibilities
  1. Managing Director to manage the financial targets in their agency resource agreement, and demonstrate sound financial management of any deficit across the TAFE college
/
  1. Actual v budget figures for:
  • Total cost of services
  • Net cost of services
  • Total equity
  • Salary expense level
  • Borrowing limit (if applicable)
  • Working cash limit
  1. Strategies to manage deficit
/
  1. E.g. Actual financial figures were within budget, and are as follows:
  • Total cost of services $4,550,654
  • Net cost of services $5,433,199 etc
/ Achieved
  1. Managing Directormust demonstrate compliance with Public Sector Commissioner’s Circular: 2017-02 Workforce Management – Senior Executive Service and leave liabilityin regards to leave liability, and outline the strategies and policies to manage and reduce their agency leave liability
/
  1. Managing Director to maintain leave liability below $xxx cap set by Treasury.
  1. Outline strategies/policies to reduce leave liability
/
  1. E.g. Leave liability was $4.66M. It is expected that the Department’s leave liability will be below $4.65M by December 2018
/ On track
  1. In managing procurement, programs and projects, Managing Directors must consider thefindings and recommendations of the Service Priority ReviewandSpecial Inquiry into Government Programs and Projects, as appropriate
/ C. Insert relevant KPI
Priority 2: Building public trust in the conduct and ethical decision making capacity of the public sector
  1. Managing Director must demonstrate compliance with Commissioner’s Instruction No.8 – Codes of Conduct and Integrity Training
/
  1. State target number or % of employees to receive AEDM training

Priority 3: Digital security (Priority set by the Minister for Innovation and ICT)
  1. Managing Director to demonstrate measureable improvement in Information security
/
  1. xx% compliance with the Auditor General’s standard for information security as outlined in the Information Systems Audit Report by xx 2019

  1. Managing Director to implement the Office of the Government Chief Information Officer’s (GCIO)Digital Security Policy
/
  1. Commence implementation of the Western Australian Government’s Digital Security Policy by xx 2019
  1. Develop a digital strategy by xx 2019 to guide increased utilisation of digital and online platforms for improved service delivery, effectiveness and delivery.

Priority 4: Priorities of the Premier
  1. Managing Director to revolutionise government service delivery through the adoption of digital service provision and by working with other Directors General and Department of Finance to identify opportunities
/
  1. Develop a digital strategy in consultation with the GCIO by xx 2019

  1. Managing Director to support action to identify, develop and promote talented women
/
  1. Develop and promote strategies to remove barriers and encourage women to take up leadership roles by xx 2019

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SECTION C: PERSONAL DEVELOPMENT

In this section of the Performance Agreement, the Managing Director may identify initiatives that will be undertaken to facilitate his/her professional development and learning to enhance them in the role and their ability to support the WA public sector.

In considering these, the Managing Director may consider to the Public Sector Commission’s CEO Success Profile and initiatives of PSC to support CEOs and the public sector.

Expectation / Initiative to support / End of cycle commentary
(including personal and organisational benefits)
e.g. Mentor, coaching, leadership capability assessment, program offered to executives

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