Capability Framework

NSW Public Sector

The NSW Public Sector Capability Framework

Version 2: 2020
Publication and contact details
NSW Public Sector Capability Framework, 2020

Creative Commons
The owner of this copyright work is the State of New South Wales acting
through the Public Service Commission. This work is licensed under a Creative
Commons Australia Attribution 3.0 (creativecommons.org/licenses/by/3.0/au/
CC BY 3.0 AU) licence.

Further information
Further information about the NSW Public Sector Capability Framework is
available on the Public Service Commission website at www.psc.nsw.gov.au/
workforce-management/capability-framework/

Contact
For any enquiries or feedback relating to the NSW Public Sector Capability
Framework and other occupation-specific capability sets, reproduction and
rights, resources and information, please contact us at:

NSW Public Service Commission

Level 4, 255 George Street
Sydney NSW 2000
Telephone: +61 2 9272 6000
Email: [email protected]

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 2
Contents Personal Attributes
Display Resilience and Courage
Act with Integrity
10

11
12
Manage Self 13
Value Diversity and Inclusion 14

About the NSW Public Sector Capability

Framework 5
Relationships 15

Communicate Effectively 16
Commit to Customer Service 17
Work Collaboratively 18
Influence and Negotiate 19
Structure of the Capability Framework 6

Capabilities 6
Capability groups 6
Capability levels 6 Results 20
Behavioural indicators 6
The groups of capabilities 7 Deliver Results 21
How to read the capabilities 8 Plan and Prioritise 22
Occupation-specific capability sets 9 Think and Solve Problems 23
Demonstrate Accountability 24

Business Enablers 25

Finance 26
Technology 27
Procurement and Contract Management 28
Project Management 29

People Management 30

Manage and Develop People 31

Inspire Direction and Purpose 32
Optimise Business Outcomes 33
Manage Reform and Change 34

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 The NSW Public Sector Capability Framework
is a foundational tool that supports the
public sector to attract, recruit, develop and
retain a responsive and capable workforce.

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 About the NSW Public
Sector Capability
Framework
The NSW Public Sector Capability Framework (Capability Framework)
describes the capabilities and associated behaviours expected of NSW
public sector employees.

The Capability Framework gives the large • performance development practices

and diverse public sector a shared language that help managers and staff to have a
to describe the capabilities needed to clear and common understanding of role
perform work at different levels across expectations and areas for development
different occupation groups. • mobility, where common descriptions
The Capability Framework underpins of role requirements and capabilities
consistent practices across the public help staff move between roles
sector in all areas of workforce • learning and development activities
management, including: aligned to specific capabilities
• career planning conversations and
• standardised job design and role
activities that focus on developing
descriptions, where capability
capabilities to help staff progress
requirements align with the purpose,
to new roles
accountabilities and challenges of a role
• workforce planning by identifying
• recruitment practices that focus
current and future workforce
on assessing a person’s capabilities
capability needs and gaps.
at the level needed for a role

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Structure of Capability groups
the Capability
The capabilities are organised into five groups: Personal Attributes,
Relationships, Results, Business Enablers and People Management.

Framework
The capabilities in the Personal Attributes, Relationships and Results
groups apply to all roles.

The capabilities in the Business Enablers group are non-specialist

capabilities for Finance, Technology, Procurement and Contract
Management and Project Management. These apply to most roles.

Capabilities The capabilities in the People Management group are only for roles
with manager responsibilities.
Capabilities are the The capability groups work together to provide an understanding of
the knowledge, skills and abilities needed by public sector employees.
• knowledge (theoretical or practical understanding of a subject)

Capability levels
• skills (proficiencies developed through training, experience
or practice) and
• abilities (qualities of being able to do something)
Each capability has five levels that show a progressive increase in
needed to perform a role. complexity and skill. The levels are Foundational, Intermediate, Adept,
Advanced and Highly Advanced.

The cumulative nature of capability levels means a person should be

able to show the behaviours required at each level up to and including
The Capability Framework the capability level needed for their role.
has 20 capabilities that The five capability levels do not correspond to grades. The capability
describe the knowledge, level for each capability can vary depending on the functions of the role.
skills and abilities
commonly required in
NSW public sector roles.
Behavioural indicators
Behavioural indicators describe the types of behaviours (the ‘how’)
or actions that suggest effective performance at each capability level.
They are not an exhaustive list and not every indicator is relevant
to every role.

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The groups of capabilities
The NSW Public Sector Capability Framework describes 16 capabilities across The capability groups work together to provide an understanding of the
four core groups: Personal Attributes, Relationships, Results and Business knowledge, skills and abilities required by public sector employees.
Enablers. A further four capabilities within the People Management group
are for employees who manage people.

Capabilities required by the NSW public sector workforce

Personal Business People

Attributes Relationships Results Enablers Management

Display Resilience Communicate Effectively Deliver Results Finance Manage and Develop People
and Courage Communicate clearly, Achieve results through Understand and apply Engage and motivate staff,
Be open and honest, actively listen to others, and the efficient use of resources financial processes to and develop capability
prepared to express your respond with understanding and a commitment to achieve value for money and potential in others
views, and willing to accept and respect quality outcomes and minimise financial risk Occupation
and commit to change Specific
Inspire Direction
Commit to Plan and Prioritise Technology and Purpose
Act with Integrity Customer Service Plan to achieve priority Understand and use Communicate goals,
Be ethical and professional, Provide customer-focused outcomes and respond available technologies priorities and vision, and Occupation-specific
and uphold and promote services in line with flexibly to changing to maximise efficiencies recognise achievements capability sets describe
the public sector values public sector and circumstances and effectiveness specialised capabilities
organisational objectives Optimise Business for professional, technical
Manage Self Think and Solve Problems Procurement and Contract Outcomes or trade-related roles.
Show drive and motivation, Work Collaboratively Think, analyse and consider Management Understand Manage people and These can be used to
an ability to self-reflect and Collaborate with others and the broader context to and apply procurement resources effectively complement the
a commitment to learning value their contribution develop practical solutions processes to ensure to achieve public value Capability Framework
effective purchasing and where roles require
contract performance specialised capabilities.
Value Diversity Influence and Negotiate Demonstrate Accountability Manage Reform and Change
and Inclusion Gain consensus and Be proactive and responsible Support, promote and
Demonstrate inclusive commitment from for own actions, and adhere Project Management champion change, and assist
behaviour and show others, and resolve to legislation, policy Understand and apply others to engage with change
respect for diverse issues and conflicts and guidelines effective project planning,
backgrounds, experiences coordination and
and perspectives control methods

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How to read the capabilities
Capability name and descriptor
The name of the capability and an
explanation of what it covers.

Display Resilience and Courage

Be open and honest, prepared to express your views, and willing to accept and commit to change

Capability group
A set of related capabilities.

Foundational Intermediate Adept Advanced Highly Advanced Level descriptor

Be open to new ideas
and approaches
Be flexible and adaptable
and respond quickly when
Be flexible, show initiative
and respond quickly when
Remain composed and
calm and act constructively
Create a culture that encourages
and supports openness,
Shows the capability
Offer own opinion, ask
situations change situations change in highly pressured and
unpredictable environments
persistence and genuine debate
around critical issues level, with a
questions and make suggestions Offer own opinion and raise Give frank and honest feedback

Adapt well to new situations

challenging issues and advice Give frank, honest advice in Provide clear exposition and progressive increase
response to strong contrary views argument for agreed positions

Do not give up easily when

Listen when ideas are challenged
and respond appropriately
Listen when ideas are
challenged, seek to understand Accept criticism of own ideas
while remaining open to valid
suggestions for change
in complexity and skill
problems arise
Work through challenges
the nature of the comment
and respond appropriately
and respond in a thoughtful
and considered way Raise critical issues and make from Foundational to
Remain calm in tough decisions
challenging situations Remain calm and focused
in challenging situations
Raise and work through Welcome new challenges and Highly Advanced.
challenging issues and persist in raising and working Respond to significant, complex
seek alternatives through novel and difficult issues and novel challenges with a high
level of resilience and persistence
Remain composed and Develop effective strategies and
calm under pressure and show decisiveness in dealing with Consistently use a range of
in challenging situations emotionally charged situations and strategies to remain composed
difficult or controversial issues and calm and act as a stabilising
influence even in the most
challenging situations

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Behavioural indicators
Describe the types of behaviours expected at each
capability level. Used together, these provide a picture
of the capability required for the role.

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 Occupation-specific
capability sets
Occupation-specific capability sets describe
specialised capabilities for professional, technical
or trade-related roles.

These can be used to complement the Capability Framework

where roles require specialised capabilities. They should not
be used to replace the Capability Framework.

The Public Service Commission has coordinated the

development of a number of occupation-specific capability
sets for common sector occupations, such as Finance, Legal,
Human Resources and Procurement. The externally developed
Skills Framework for the Information Age is designated for use
with public sector ICT roles.

Agencies may also use their own internally developed

occupation-specific capability sets, or external frameworks
such as cross-jurisdictional standards or those offered by
professional associations.

Use the core capabilities from the Capability Framework

where there are overlaps with other frameworks.

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 Personal Attributes

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 Display Resilience and Courage
Be open and honest, prepared to express your views, and willing to accept and commit to change

Foundational Intermediate Adept Advanced Highly Advanced

Be open to new ideas Be flexible and adaptable Be flexible, show initiative Remain composed and Create a culture that encourages
and approaches and respond quickly when and respond quickly when calm and act constructively and supports openness,
situations change situations change in highly pressured and persistence and genuine debate
Offer own opinion, ask unpredictable environments around critical issues
questions and make suggestions Offer own opinion and raise Give frank and honest feedback
challenging issues and advice Give frank, honest advice in Provide clear exposition and
Adapt well to new situations response to strong contrary views argument for agreed positions
Listen when ideas are challenged Listen when ideas are while remaining open to valid
Do not give up easily when and respond appropriately challenged, seek to understand Accept criticism of own ideas suggestions for change
problems arise the nature of the comment and respond in a thoughtful
Work through challenges and respond appropriately and considered way Raise critical issues and make
Remain calm in tough decisions
challenging situations Remain calm and focused Raise and work through Welcome new challenges and
in challenging situations challenging issues and persist in raising and working Respond to significant, complex
seek alternatives through novel and difficult issues and novel challenges with a high
level of resilience and persistence
Remain composed and Develop effective strategies and
calm under pressure and show decisiveness in dealing with Consistently use a range of
in challenging situations emotionally charged situations and strategies to remain composed
difficult or controversial issues and calm and act as a stabilising
influence even in the most
challenging situations

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 Act with Integrity
Be ethical and professional, and uphold and promote the public sector values

Foundational Intermediate Adept Advanced Highly Advanced

Behave in an honest, ethical Represent the organisation Represent the organisation in an Model the highest standards Champion and model the
and professional way in an honest, ethical and honest, ethical and professional of ethical and professional highest standards of ethical
professional way way and encourage others to do so behaviour and reinforce their use and professional behaviour
Build understanding
of ethical behaviour Support a culture of integrity Act professionally and support Represent the organisation in an Drive a culture of integrity and
and professionalism a culture of integrity honest, ethical and professional professionalism within the
Follow legislation, policies, way and set an example for others organisation, and in dealings
guidelines and codes of Understand and help others to Identify and explain ethical to follow across government and
conduct that apply to your recognise their obligations to issues and set an example with other jurisdictions and
role and organisation comply with legislation, policies, for others to follow Promote a culture of integrity external organisations
guidelines and codes of conduct and professionalism within the
Speak out against misconduct and Ensure that others are aware organisation and in dealings Set, communicate and evaluate
illegal and inappropriate behaviour Recognise and report of and understand the legislation external to government ethical practices, standards and
misconduct and illegal and and policy framework within systems and reinforce their use
Report apparent conflicts inappropriate behaviour which they operate Monitor ethical practices,
of interest standards and systems and Create and promote a culture
Report and manage apparent Act to prevent and report reinforce their use in which staff feel able to report
conflicts of interest and misconduct and illegal and apparent breaches of legislation,
encourage others to do so inappropriate behaviour Act promptly on reported policies and guidelines and act
breaches of legislation, policies promptly and visibly in response
and guidelines to such reports

Act promptly and visibly

to prevent and respond to
unethical behaviour

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 Manage Self
Show drive and motivation, an ability to self-reflect and a commitment to learning

Foundational Intermediate Adept Advanced Highly Advanced

Be willing to develop and apply Adapt existing skills to Keep up to date with relevant Act as a professional role Promote and model the value
new skills new situations contemporary knowledge model for colleagues, set high of self-improvement and be
and practices personal goals and take pride proactive in seeking opportunities
Show commitment to completing Show commitment to achieving in their achievement for growth and new learning
assigned work activities work goals Look for and take advantage
of opportunities to learn new Actively seek, reflect and act Actively seek, reflect on and
Look for opportunities to learn Show awareness of own strengths skills and develop strengths on feedback on own performance integrate feedback to enhance
and develop and areas for growth, and own performance, showing a
develop and apply new skills Show commitment to achieving Translate negative feedback into strong capacity and willingness
Reflect on feedback from colleagues challenging goals an opportunity to improve to modify own behaviour
and stakeholders Seek feedback from colleagues
and stakeholders Examine and reflect on Take the initiative and act Manage challenging, ambiguous
own performance in a decisive way and complex issues calmly
Stay motivated when tasks and logically
become difficult Seek and respond positively Demonstrate a strong interest
to constructive feedback in new knowledge and Model initiative and decisiveness
and guidance emerging practices relevant
to the organisation
Demonstrate and maintain a high
level of personal motivation

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 Value Diversity and Inclusion
Demonstrate inclusive behaviour and show respect for diverse backgrounds, experiences and perspectives

Foundational Intermediate Adept Advanced Highly Advanced

Acknowledge and respect Be responsive to diverse cultures, Promote the value of Encourage and include diverse Create and drive a culture where
diverse cultures, backgrounds, backgrounds, experiences, diversity and inclusive practices perspectives in the development all staff practice inclusion and
experiences, perspectives, perspectives, values and beliefs for the organisation, customers of policies and strategies value the diversity of people,
values and beliefs and stakeholders experiences and backgrounds
Seek participation from others who Take advantage of diverse views
Seek and understand the may have different backgrounds, Demonstrate cultural sensitivity, and perspectives to develop new Take advantage of a diverse and
contributions and perspectives perspectives and needs and engage with and integrate approaches to delivering outcomes inclusive workplace to foster
of others the views of others innovation, drive change across
Be open to different perspectives Build and monitor a workplace the organisation and deliver
Be aware of own personal values and experiences in generating Look for practical ways to resolve culture that enables diversity business outcomes
and biases that may affect others ideas and solving problems any barriers to including people and fair and inclusive practices
from diverse cultures, backgrounds Drive the design of equitable
Contribute to a supportive and Adapt well in diverse and experiences Implement practices and systems workplace systems, policies and
safe working environment environments to ensure that individuals can practices that enable individuals
Recognise and adapt to participate to their fullest ability to contribute to their fullest ability
Respond constructively to individual abilities, differences
feedback regarding observations and working styles Recognise the value of individual Inspire others to become inclusive
of bias in language or behaviour differences to support broader leaders by modelling inclusive
Support initiatives that create organisational strategies behaviours in everyday actions
a safe and equitable workplace
and culture in which differences Address non-inclusive
are valued behaviours, practices and
attitudes within the organisation
Recognise and manage bias in
interactions and decision making Champion the business benefits
generated by workforce diversity
and inclusive practices

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 Relationships

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 Communicate Effectively
Communicate clearly, actively listen to others, and respond with understanding and respect

Foundational Intermediate Adept Advanced Highly Advanced

Speak at the right pace and Focus on key points and speak Tailor communication to Present with credibility, engage Articulate complex concepts and
volume for diverse audiences in plain English diverse audiences diverse audiences and test levels put forward compelling arguments
of understanding and rationales to all levels and
Allow others time to speak Clearly explain and present ideas Clearly explain complex concepts types of audiences
and arguments and arguments to individuals Translate technical and complex
Listen and ask questions and groups information clearly and concisely Speak in a highly articulate and
to check understanding Listen to others to gain an for diverse audiences influential manner
understanding and ask Create opportunities for others
Explain things clearly using appropriate, respectful questions to be heard, listen attentively Create opportunities for others to State the facts and explain their
inclusive language and encourage them to express contribute to discussion and debate implications for the organisation
Promote the use of inclusive their views and key stakeholders
Be aware of own body language language and assist others Contribute to and promote
and facial expressions to adjust where necessary Share information across teams information sharing across Promote the organisation’s
and units to enable informed the organisation position with authority and
Write in a way that is logical Monitor own and others’ decision making credibility across government,
and easy to follow non-verbal cues and adapt Manage complex communications other jurisdictions and
where necessary Write fluently in plain English and that involve understanding external organisations
Use various communication in a range of styles and formats and responding to multiple
channels to obtain and Write and prepare material that is and divergent viewpoints Anticipate and address key areas
share information well structured and easy to follow Use contemporary communication of interest for the audience and
channels to share information, Explore creative ways to adapt style under pressure
Communicate routine technical engage and interact with engage diverse audiences and
information clearly diverse audiences communicate information

Adjust style and approach

to optimise outcomes

Write fluently and persuasively

in plain English and in a range
of styles and formats

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 Commit to Customer Service
Provide customer-focused services in line with public sector and organisational objectives

Foundational Intermediate Adept Advanced Highly Advanced

Recognise the importance Focus on providing a positive Take responsibility for delivering Promote a customer-focused Create a culture that embraces
of customer service and customer experience high-quality customer-focused culture in the organisation and high-quality customer service
understanding customer needs services consider new ways of working across the organisation, ensuring
Support a customer-focused to improve customer experience that management systems
Help customers understand the culture in the organisation Design processes and policies and processes drive service
services that are available based on the customer’s point Ensure systems are in place to delivery outcomes
Demonstrate a thorough of view and needs capture customer service insights
Take responsibility for delivering knowledge of the services to improve services Engage and negotiate with
services that meet customer provided and relay this Understand and measure what stakeholders on strategic issues
requirements knowledge to customers is important to customers Initiate and develop related to government policy,
partnerships with customers standards of customer service and
Keep customers informed Identify and respond quickly Use data and information to to define and evaluate service accessibility, and provide expert,
of progress and seek feedback to customer needs monitor and improve customer performance outcomes influential advice
to ensure their needs are met service delivery
Consider customer service Promote and manage alliances Ensure that responsiveness
Show respect, courtesy and requirements and develop Find opportunities to cooperate within the organisation and to customer needs is central
fairness when interacting solutions to meet needs with internal and external across the public, private and to the organisation’s strategic
with customers stakeholders to improve outcomes community sectors planning processes
Resolve complex customer for customers
Recognise that customer service issues and needs Liaise with senior stakeholders Set overall performance
involves both external and Maintain relationships with key on key issues and provide expert standards for service delivery
internal customers Cooperate across work areas to customers in area of expertise and influential advice across the organisation and
improve outcomes for customers
monitor compliance
Connect and collaborate Identify and incorporate the
with relevant customers interests and needs of customers
within the community in business process design
and encourage new ideas and
innovative approaches

Ensure that the organisation’s

systems, processes, policies
and programs respond to
customer needs

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 Work Collaboratively
Collaborate with others and value their contribution

Foundational Intermediate Adept Advanced Highly Advanced

Work as a supportive and Build a supportive and cooperative Encourage a culture that recognises Recognise outcomes achieved Establish a culture and supporting
cooperative team member, sharing team environment the value of collaboration through effective collaboration systems that facilitate information
information and acknowledging between teams sharing, communication and
others’ efforts Share information and learning Build cooperation and overcome learning across the sector
across teams barriers to information sharing Build cooperation and overcome
Respond to others who need and communication across teams barriers to information sharing, Publicly celebrate the successful
clarification or guidance on the job Acknowledge outcomes that were and units communication and collaboration outcomes of collaboration
achieved by effective collaboration across the organisation and
Step in to help others when Share lessons learned across teams across government Seek out and facilitate
workloads are high Engage other teams and units and units opportunities to engage and
to share information and jointly Facilitate opportunities to engage collaborate with stakeholders
Keep the team and supervisor solve issues and problems Identify opportunities to leverage and collaborate with stakeholders to develop solutions across the
informed of work tasks the strengths of others to solve to develop joint solutions organisation, government and
Support others in issues and develop better processes other jurisdictions
Use appropriate approaches, challenging situations and approaches to work Network extensively across
including digital technologies, government and organisations Identify and overcome barriers
to share information and Use collaboration tools, Actively use collaboration tools, to increase collaboration to collaboration with internal
collaborate with others including digital technologies, including digital technologies, and external stakeholders
to work with others to engage diverse audiences Encourage others to use
in solving problems and appropriate collaboration
improving services approaches and tools,
including digital technologies

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 Influence and Negotiate
Gain consensus and commitment from others, and resolve issues and conflicts

Foundational Intermediate Adept Advanced Highly Advanced

Use facts to support claims Use facts, knowledge Negotiate from an informed and Influence others with a fair and Engage in a range of approaches
and experience to support credible position considered approach and present to generate solutions, seeking
Help to find solutions that recommendations persuasive counter-arguments expert inputs and advice to
contribute to positive outcomes Lead and facilitate productive inform negotiating strategy
Work towards positive and discussions with staff Work towards mutually beneficial
Contribute to resolving differences mutually satisfactory outcomes and stakeholders ‘win-win’ outcomes Use sound arguments, strong
with other staff or stakeholders evidence and expert opinion
Identify and resolve issues Encourage others to talk, Show sensitivity and to influence outcomes
Respond to conflict without in discussion with other staff share and debate ideas understanding in resolving
worsening the situation and refer and stakeholders to achieve a consensus acute and complex conflicts Determine and communicate
to a supervisor where appropriate and differences the organisation’s position
Identify others’ concerns Recognise diverse perspectives and bargaining strategy
Know when to withdraw from and expectations and the need for compromise Identify key stakeholders and
a conflict situation in negotiating mutually gain their support in advance Represent the organisation
Respond constructively to agreed outcomes in critical and challenging
conflict and disagreements Establish a clear negotiation negotiations, including those
and be open to compromise Influence others with a fair position based on research, that are cross-jurisdictional
and considered approach and a firm grasp of key issues, likely
Keep discussions focused sound arguments arguments, points of difference Achieve effective solutions
on the key issues and areas for compromise when dealing with ambiguous
Show sensitivity and or conflicting positions
understanding in resolving Anticipate and minimise conflict
conflicts and differences within the organisation and Anticipate and avoid conflict across
with external stakeholders organisations and with senior
Manage challenging internal and external stakeholders
relationships with internal
and external stakeholders Identify contentious issues,
direct discussion and debate,
Anticipate and minimise conflict and steer parties towards
an effective resolution

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 Results

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 Deliver Results
Achieve results through the efficient use of resources and a commitment to quality outcomes

Foundational Intermediate Adept Advanced Highly Advanced

Seek clarification when unsure Seek and apply specialist advice Use own and others’ expertise Seek and apply the expertise Use own professional knowledge
of work tasks when required to achieve outcomes, and take of key individuals to achieve and the expertise of others to
responsibility for delivering organisational outcomes drive forward organisational and
Complete own work tasks under Complete work tasks within set intended outcomes government objectives
guidance within set budgets, budgets, timeframes and standards Drive a culture of achievement
timeframes and standards Make sure staff understand and acknowledge input from others Create a culture of achievement,
Take the initiative to progress and expected goals and acknowledge fostering on-time and on-
Take the initiative to progress deliver own work and that of the staff success in achieving these Determine how outcomes will budget quality outcomes
own work team or unit be measured and guide others in the organisation
Identify resource needs and ensure on evaluation methods
Identify resources needed to Contribute to allocating goals are achieved within set Identify, recognise and
complete allocated work tasks responsibilities and resources budgets and deadlines Investigate and create celebrate success
to ensure the team or unit opportunities to enhance
achieves goals Use business data to evaluate the achievement of Establish systems to ensure all
outcomes and inform organisational objectives staff are able to identify direct
Identify any barriers to continuous improvement connections between their efforts
achieving results and resolve Make sure others understand and organisational outcomes
these where possible Identify priorities that need that on-time and on-budget
to change and ensure the results are required and how Identify and remove
Proactively change or adjust allocation of resources meets overall success is defined potential barriers or hurdles
plans when needed new business needs to achieving outcomes
Control business unit output
Ensure that the financial to ensure government outcomes Initiate and communicate high-
implications of changed priorities are achieved within budgets level priorities for the organisation
are explicit and budgeted for to achieve government outcomes
Progress organisational priorities
and ensure that resources are
acquired and used effectively

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 Plan and Prioritise
Plan to achieve priority outcomes and respond flexibly to changing circumstances

Foundational Intermediate Adept Advanced Highly Advanced

Plan and coordinate Understand the team and unit Consider the future aims and Understand the links between Establish broad organisational
allocated activities objectives and align operational goals of the team, unit and the business unit, organisation and objectives, ensure that these are
activities accordingly organisation when prioritising the whole-of-government agenda the focus for all planning activities
Re-prioritise own work activities own and others’ work and communicate these objectives
on a regular basis to achieve Initiate and develop team goals Ensure business plan goals are to staff
set goals and plans, and use feedback to Initiate, prioritise, consult on clear and appropriate and include
inform future planning and develop team and unit goals, contingency provisions Influence the organisation’s
Contribute to the development of strategies and plans current and potential future
team work plans and goal setting Respond proactively to changing Monitor the progress of initiatives role within government and the
circumstances and adjust plans Anticipate and assess the impact and make necessary adjustments community, and plan appropriately
Understand team objectives and schedules when necessary of changes, including government
and how own work relates policy and economic conditions, Anticipate and assess the impact Ensure effective governance
to achieving these Consider the implications of on team and unit objectives and of changes, including government frameworks and guidance enable
immediate and longer-term initiate appropriate responses policy and economic conditions, high-quality strategic corporate,
organisational issues and how on business plans and initiatives business and operational planning
these might affect the achievement Ensure current work plans and respond appropriately
of team and unit goals and activities support and are Consider emerging trends, identify
consistent with organisational Consider the implications of a wide long-term opportunities and
Accommodate and respond with change initiatives range of complex issues and shift align organisational requirements
initiative to changing priorities business priorities when necessary with desired whole-of-
and operating environments Evaluate outcomes and adjust government outcomes
future plans accordingly Undertake planning to help the
organisation transition through Drive initiatives in an environment
change initiatives, and evaluate of ongoing, widespread change
progress and outcomes to inform with consideration given to policy
future planning directions set by the government

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 Think and Solve Problems
Think, analyse and consider the broader context to develop practical solutions

Foundational Intermediate Adept Advanced Highly Advanced

Ask questions to explore and Identify the facts and type of data Research and apply critical- Undertake objective, critical Establish and promote a culture
understand issues and problems needed to understand a problem thinking techniques in analysis to draw accurate that encourages innovation and
or explore an opportunity analysing information, identify conclusions that recognise and initiative and emphasises the
Find and check information needed interrelationships and make manage contextual issues value of continuous improvement
to complete own work tasks Research and analyse information recommendations based
to make recommendations based on relevant evidence Work through issues, weigh up Engage in high-level critical
Identify and inform supervisor on relevant evidence alternatives and identify the most analysis of a wide range of
of issues that may have an impact Anticipate, identify and address effective solutions in collaboration complex information and
on completing tasks Identify issues that may hinder issues and potential problems with others formulate effective responses
the completion of tasks and find that may have an impact on to critical policy issues
Escalate more complex issues and appropriate solutions organisational objectives and Take account of the wider business
problems when these are identified the user experience context when considering options Identify and evaluate organisation-
Be willing to seek input from to resolve issues wide implications when
Share ideas about ways to improve others and share own ideas Apply creative-thinking techniques considering proposed solutions
work tasks and solve problems to achieve best outcomes to generate new ideas and options Explore a range of possibilities to issues
to address issues and improve and creative alternatives to
Consider user needs when Generate ideas and identify ways contribute to system, process Apply lateral thinking and
the user experience
contributing to solutions to improve systems and processes and business improvements develop innovative solutions
and improvements to meet user needs Seek contributions and ideas that have a long-lasting,
from people with diverse Implement systems and processes organisation-wide impact
backgrounds and experience that are underpinned by high-
quality research and analysis Ensure effective governance
Participate in and contribute systems are in place to
to team or unit initiatives Look for opportunities to design guarantee quality analysis,
to resolve common issues innovative solutions to meet user research and reform
or barriers to effectiveness needs and service demands

Identify and share business Evaluate the performance and

process improvements to effectiveness of services, policies
enhance effectiveness and programs against clear criteria

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 23
 Demonstrate Accountability
Be proactive and responsible for own actions, and adhere to legislation, policy and guidelines

Foundational Intermediate Adept Advanced Highly Advanced

Take responsibility for own actions Be proactive in taking Assess work outcomes and identify Design and develop systems Direct the development of effective
responsibility and being and share learnings to inform to establish and measure systems for establishing and
Be aware of delegations and act accountable for own actions future actions accountabilities measuring accountabilities and
within authority levels evaluate ongoing effectiveness
Understand delegations and Ensure that own actions and those Ensure accountabilities are
Be aware of team goals and their act within authority levels of others are focused on achieving exercised in line with government Promote a culture of
impact on work tasks organisational outcomes and business goals accountability with clear
Identify and follow safe work links to government goals
Follow safe work practices and take practices, and be vigilant about Exercise delegations responsibly Exercise due diligence to ensure
reasonable care of own and others’ own and others’ application work health and safety risks Set standards and exercise due
health and safety of these practices Understand and apply high are addressed diligence to ensure work health
standards of financial probity with and safety risks are addressed
Escalate issues when these Be aware of risks and act on public monies and other resources Oversee quality
are identified or escalate risks, as appropriate assurance practices Inspire a culture that respects
Identify and implement safe work the obligation to manage public
Follow government and Use financial and other practices, taking a systematic risk Model the highest standards monies and other resources
organisational record- resources responsibly management approach to ensure of financial probity, demonstrating responsibly and with the highest
keeping requirements own and others’ health and safety respect for public monies and standards of probity
other resources
Conduct and report on quality Ensure that legislative and
control audits Monitor and maintain regulatory frameworks are applied
business-unit knowledge of consistently and effectively across
Identify risks to successfully and compliance with legislative the organisation
achieving goals, and take and regulatory frameworks
appropriate steps to mitigate Direct the development of short-
those risks Incorporate sound risk and long-term risk management
management principles and frameworks to ensure government
strategies into business planning aims and objectives are achieved

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 24
 Business Enablers

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 25
 Finance
Understand and apply financial processes to achieve value for money and minimise financial risk

Foundational Intermediate Adept Advanced Highly Advanced

Understand that government Understand basic financial Understand core financial Apply a thorough understanding Advocate for committed outcomes
services budgets are limited terminology, policies and terminology, policies and of recurrent and capital financial to be considered in decision
and must only be used for processes, including the processes, and display knowledge terminology, policies and processes making for project prioritisation
intended purposes difference between recurrent of relevant recurrent and capital to planning, forecasting and budget and resourcing decisions
and capital spending financial measures preparation and management
Appreciate the importance Define organisational directions
of accuracy and completeness Consider financial implications Understand the impacts of funding Identify and analyse trends, and set priorities and business
in estimating costs and and value for money in making allocations on business planning review data and evaluate business plans, referring to key financial
calculating and recording recommendations and decisions and budgets options to ensure business cases indicators and non-financial
financial information are financially sound committed outcomes
Understand how financial Identify discrepancies or variances
Be aware of financial delegation decisions impact the overall in financial and budget reports, Assess relative cost benefits Anticipate operational and capital
principles and processes financial position and take corrective action of various purchasing options needs, and identify the most
appropriate financing and funding
Understand basic compliance Understand and act on Know when to seek specialist Promote the role of sound financial strategies to meet them
obligations related to using financial audit, reporting advice and support and establish management and its impact
resources and recording and compliance obligations the relevant relationships on organisational effectiveness Ensure that the organisation
financial transactions informs strategic decisions with
Display an awareness of Make decisions and prepare Obtain specialist financial advice appropriate advice from finance
financial risk, reputational risk business cases, paying due regard when reviewing and evaluating and risk professionals
and exposure, and propose to financial considerations finance systems and processes
solutions to address these Establish effective governance
Respond to financial and risk to ensure that financial resources
management audit outcomes, are used ethically and prudently
addressing areas of non- across the organisation
compliance in a timely manner

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 26
 Technology
Understand and use available technologies to maximise efficiencies and effectiveness

Foundational Intermediate Adept Advanced Highly Advanced

Display familiarity and Demonstrate a sound Identify opportunities to use Champion the use of innovative Support research and expert
confidence when applying understanding of technology a broad range of technologies technologies in the workplace advice on the application of
technology used in role relevant to the work unit, and to collaborate emerging technologies to achieve
identify and select the most Actively manage risk to organisational outcomes
Comply with records, appropriate technology for Monitor compliance with ensure compliance with cyber
communication and assigned tasks cyber security and the use security and acceptable use Ensure that effective governance
document control policies of technology policies of technology policies frameworks are in place to
Use available technology to efficiently and effectively apply
Comply with policies on the improve individual performance Identify ways to maximise the Keep up to date with emerging technology within the organisation
acceptable use of technology, and effectiveness value of available technology technologies and technology
including cyber security to achieve business strategies trends to understand how Establish effective governance to
Make effective use of records, and outcomes their application can support ensure organisational compliance
information and knowledge business outcomes with cyber security and acceptable
management functions Monitor compliance with use of technology policies
and systems the organisation’s records, Seek advice from appropriate
information and knowledge subject-matter experts on using Critically assess business cases
Support the implementation of management requirements technologies to achieve business supporting the introduction
systems improvement initiatives, strategies and outcomes of technology to improve
and the introduction and roll-out the organisation’s efficiency
of new technologies Actively manage risk of breaches and effectiveness
to appropriate records, information
and knowledge management Ensure that effective policy and
systems, protocols and policies procedures are in place for records,
information and knowledge
management to meet government
and organisational requirements

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 27
 Procurement and Contract Management
Understand and apply procurement processes to ensure effective purchasing and contract performance

Foundational Intermediate Adept Advanced Highly Advanced

Comply with basic ordering, Understand and comply with Apply legal, policy and Ensure that employees and Ensure that whole-of-government
receipting and payment processes legal, policy and organisational organisational guidelines and contractors apply government and approaches to procurement
guidelines and procedures relating procedures relating to procurement organisational procurement and and contract management are
Apply basic checking and quality- to purchasing and contract management contract management policies integrated into the organisation’s
control processes to activities policies and practices
that support procurement and Conduct delegated purchasing Develop well-written, well- Monitor procurement and
contract management activities in line with procedures structured procurement contract management risks and Ensure that effective governance
documentation that clearly sets out ensure that this informs contract processes are in place for the
Understand probity principles Work with providers, suppliers the business requirements development, management and organisation’s provider, supplier
relating to purchasing and contractors to ensure procurement decisions and contractor management,
that outcomes are delivered Monitor procurement and contract tendering, procurement and
in line with time and management processes to ensure Promote effective risk management contracting policies, processes
quality requirements they are open, transparent in procurement and outcomes
and competitive
Implement effective governance Monitor and evaluate
Be aware of procurement and arrangements to monitor compliance and the
contract management risks, provider, supplier and contractor effectiveness of procurement
and actions to manage or performance against contracted and contract management
mitigate risk in monitoring deliverables and outcomes within the organisation
contract performance
Represent the organisation in
Evaluate tenders and select resolving complex or sensitive
providers in an objective disputes with providers,
and rigorous way, in line suppliers and contractors
with established guidelines
and principles

Escalate procurement and

contract management issues,
where required

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 Project Management
Understand and apply effective project planning, coordination and control methods

Foundational Intermediate Adept Advanced Highly Advanced

Understand project goals, Perform basic research and Understand all components of Prepare and review project scope Ensure there are systems and
steps to be undertaken and analysis to inform and support the the project management process, and business cases for projects effective governance processes
expected outcomes achievement of project deliverables including the need to consider with multiple interdependencies in place for project management
change management to realise
Plan and deliver tasks in line Contribute to developing business benefits Access key subject-matter experts’ Make decisions on accepting
with agreed project milestones project documentation knowledge to inform project plans projects based on business cases
and timeframes and resource estimates Prepare clear project proposals and directions
and accurate estimates of required Use the historical, political and
Check progress against agreed Contribute to reviews of costs and resources Design and implement effective broader context to inform project
milestones and timeframes, and progress, outcomes and stakeholder engagement and directions and mitigate risk
seek help to overcome barriers future improvements Establish performance outcomes communications strategies for
and measures for key project goals, all project stages Obtain key stakeholders’
Participate in planning and provide Identify and escalate possible and define monitoring, reporting commitment to major project
feedback on progress and potential variances from project plans and communication requirements Monitor project completion and strategies, including cross-
improvements to project processes implement effective and rigorous organisational initiatives, and
Identify and evaluate risks project evaluation methodologies ensure ongoing communication
associated with the project and to inform future planning
develop mitigation strategies Ensure that project risks are
Develop effective strategies to managed effectively, and
Identify and consult stakeholders remedy variances from project appropriate strategies are in
to inform the project strategy plans and minimise impact place to respond to variances

Communicate the project’s Manage transitions between Drive the changes required
objectives and its expected benefits project stages and ensure that to realise the business benefits
changes are consistent with of the project
Monitor the completion of project organisational goals
milestones against goals and take Ensure that project
necessary action Participate in governance processes management decisions
such as project steering groups consider interdependencies
Evaluate progress and identify between projects
improvements to inform
future projects

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 29
 People Management

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 30
 Manage and Develop People
Engage and motivate staff, and develop capability and potential in others

Foundational Intermediate Adept Advanced Highly Advanced

Clarify the work required, and the Collaborate to set clear performance Define and clearly communicate Refine roles and responsibilities Ensure performance development
expected behaviours and outputs standards and deadlines in line roles, responsibilities and over time to achieve better frameworks are in place to manage
with established performance performance standards to achieve business outcomes staff performance, drive the
Clearly communicate team development frameworks team outcomes development of organisational
members’ roles and responsibilities Recognise talent, develop capability and undertake
Look for ways to develop team Adjust performance development team capability and undertake succession planning
Contribute to developing team capability and recognise and processes to meet the diverse succession planning
capability and recognise potential develop individual potential abilities and needs of individuals Drive executive capability
in people and teams Coach and mentor staff development and ensure effective
Be constructive and build on and encourage professional succession management practices
Recognise good performance, strengths by giving timely and Develop work plans that consider development and
and give support and regular actionable feedback capability, strengths and continuous learning Implement effective approaches
constructive feedback linked opportunities for development to identify and develop talent
to development needs Identify and act on opportunities Prioritise addressing and resolving across the organisation
to provide coaching and mentoring Be aware of the influences of bias team and individual performance
Identify appropriate learning when managing team members issues and ensure that this Model and encourage a culture
opportunities for team members Recognise performance issues approach is cascaded throughout of continuous learning and
that need to be addressed and Seek feedback on own the organisation leadership that values high levels
Create opportunities for all team work towards resolving issues management capabilities of constructive feedback and
members to contribute and develop strategies to Implement performance exposure to new experiences
Effectively support and manage address any gaps development frameworks to align
Act as a role model for inclusive team members who are working workforce capability with the Drive a culture of high
behaviours and practices flexibly and in various locations Address and resolve team organisation’s current and future performance and ensure
and individual performance priorities and objectives performance issues are
Recognise performance issues Create a safe environment issues, including unsatisfactory addressed as a priority
that need to be addressed and where team members’ diverse performance, in a timely and
seek appropriate advice backgrounds and cultures are effective way
considered and respected
Monitor and report on team
Consider feedback on own performance in line with
management style and reflect established performance
on potential areas to improve development frameworks

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 31
 Inspire Direction and Purpose
Communicate goals, priorities and vision, and recognise achievements

Foundational Intermediate Adept Advanced Highly Advanced

Assist team members Assist the team or unit to Promote a sense of purpose, Promote a sense of purpose and Champion the organisational
to understand understand organisational and help the team to understand enable others to understand vision and strategy, and
organisational directions directions and explain the the strategic direction of the the links between government communicate the way forward
reasons behind decisions organisation and the needs policy, organisational goals and
Ensure team members of customers and stakeholders public value Create a culture of confidence
understand the organisation’s Ensure that team and unit and trust in the future direction
policies and services objectives lead to the achievement Translate broad organisational Build a shared sense of direction,
of business outcomes that align strategy and goals into tangible clarify priorities and goals, and Generate enthusiasm and
Ensure team members understand with organisational policies team goals and explain the links inspire others to achieve these commitment to goals and
how their activities align with for the team cascade understanding
business objectives and the Ensure team members understand Work with others to translate throughout the organisation
organisation’s performance how their activities create value Ensure that team objectives strategic direction into operational
for the organisation, customers and outcomes lead to the goals and build a shared Communicate the parameters
Recognise and acknowledge and stakeholders implementation of government understanding of the link between and expectations surrounding
team members’ high-quality priorities and create value for these and core business outcomes organisational strategies
work and effort Encourage team members customers and stakeholders
to strive for ongoing Create opportunities for Celebrate organisational success
performance improvement Work to remove barriers recognising and celebrating high and high performance, and engage
to achieving goals performance at the individual and in activities to maintain morale
Recognise and acknowledge high team level
individual and team performance
Instil confidence, and cultivate an
attitude of openness and curiosity
in tackling future challenges

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 32
 Optimise Business Outcomes
Manage people and resources effectively to achieve public value

Foundational Intermediate Adept Advanced Highly Advanced

Keep team members informed Develop team and unit plans Initiate and develop longer-term Engage in strategic and operational Ensure that organisational
of the reasons for decisions so that consider team capabilities goals and plans to guide the workforce planning that effectively architecture is aligned to the
that this can inform their work and strengths work of the team in line with uses organisational resources organisation’s goals and responds
organisational objectives to achieve business goals to changes over time
Ensure that team members make Plan and monitor resource
effective use of resources to allocation effectively to achieve Allocate resources to ensure Resolve any barriers to Engage in strategic workforce
maximise business outcomes team and unit objectives the achievement of business recruiting and retaining planning and strategic resource
outcomes and contribute to people of diverse cultures, utilisation to ensure that the
Ensure that team members When planning resources, wider workforce planning backgrounds and experiences organisation’s aims and goals
understand and inform customers consider the attraction and and the government’s objectives
about processes, practices retention of people of diverse When planning resources, Encourage team members to can be achieved
and decisions cultures, backgrounds implement processes that take calculated risks to support
and experiences encourage the attraction innovation and improvement Align workforce
Ensure that team members and retention of people of resources and talent with
understand business principles Ensure that team members work diverse cultures, backgrounds Align systems and processes organisational priorities
to achieve work tasks effectively with a good understanding of and experiences to encourage improved
business principles as they apply performance and outcomes Set clear boundaries and freedoms
Ensure team goals and to the public sector context Ensure that team members for the organisation in risk taking
standards are met base their decisions on a sound
Participate in wider organisational understanding of business and Hold self and others accountable
workforce planning to ensure that risk management principles, for implementing and
capable resources are available applied in a public sector context maintaining inclusive workforce
management practices
Monitor performance against
standards and take timely
corrective actions

Keep others informed

about progress and
performance outcomes

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 33
 Manage Reform and Change
Support, promote and champion change, and assist others to engage with change

Foundational Intermediate Adept Advanced Highly Advanced

Support change initiatives Promote change processes and Support teams in developing Clarify the purpose and benefits Drive a continuous improvement
and assist team members communicate change initiatives new ways of working and of continuous improvement for agenda, define high-level
to understand their purpose across the team or unit generating innovative ideas staff and provide coaching and objectives and translate these into
and impact to approach challenges leadership in times of uncertainty practical implementation strategies
Accommodate changing priorities
Share information with team and respond flexibly to uncertainty Actively promote change processes Assist others to address emerging Build staff support for and
members to assist them and ambiguity to staff and participate in challenges and risks and generate commitment to announced
to understand and manage communicating change initiatives support for change initiatives change, and plan and prepare for
uncertainty and change Support others in managing across the organisation long-term organisational change,
uncertainty and change Translate change initiatives into with a focus on the wider political,
Recognise barriers to change Provide guidance, coaching practical strategies and explain social and environmental context
and support the team so they can and direction to others who are these to staff, and their role
better accept and facilitate change managing uncertainty and change in implementing them Create an organisational culture
that actively seeks opportunities
Engage staff in change processes Implement structured change to improve
and provide clear guidance, management processes to
coaching and support identify and develop responses Anticipate, plan for and address
to cultural barriers cultural barriers to change at the
Identify cultural barriers organisational level
to change and implement
strategies to address these

NSW PUBLIC SERVICE COMMISSION | NSW PUBLIC SECTOR CAPABILITY FRAMEWORK VERSION 2: 2020 34
NSW Public Service Commission

Level 4, NAB Building

255 George Street
Sydney NSW 2000
Australia

www.psc.nsw.gov.au