Director – ABP
Cluster
The Treasury
Agency
NSW Treasury
Division/Branch/Unit
NSW Treasury
Location
Sydney CBD
Classification/Grade/Band
Senior Executive Band 1
Senior Executive Work Level Standards
Work Contribution Stream: Service/Operational Delivery
Kind of Employment
Ongoing
ANZSCO Code
PCAT Code
TBC
Date of Approval
Agency Website
www.treasury.nsw.gov.au
Group overview
Detailed information about the structure and functions of NSW Treasury can be sourced on our website:
http://www.treasury.nsw.gov.au/organisation (please refer to “who we are” and “what we do”)
Primary purpose of the role
The Director has primary responsibility for managing NSW Treasury’s agency-facing functions relating to the agencies
within a Cluster and/or State Owned Corporations, and will lead the day-to-day operation of a team. This role is
responsible to lead and manage cross disciplinary/sector teams to deliver support across all agencies and clusters.
Key accountabilities
Core accountabilities:

Direct and lead the work of the branch and exercise delegated authority to:
o prepare, manage, and report on recurrent and capital budgets in the cluster, ensuring decisions are
based on relevant, timely and accurate data
o provide evidence-based, insightful and persuasive financial and economic advice on all matters in the
relevant sector, including policy and performance
o promote sound financial management to ensure fiscal sustainability, prioritisation of resources and
value for money for the taxpayers and residents of NSW

Lead a diverse high-performing professional team working in a complex, high-pressure and sensitive
environment, building a collaborative and dynamic working culture and supporting staff to build their skills and
experience

Build strong relationships with key stakeholders, including senior staff in the relevant cluster, other central
agencies, State Owned Corporations, Treasury colleagues, the Treasurer’s Office and experts outside the
sector and in other jurisdictions, to influence outcomes through effective communication, collaboration,
negotiation and advocacy, and represent the Branch or Treasury in key forums

Lead the delivery of accurate and timely financial and policy information and analysis in support of the budget
process in collaboration with Treasury colleagues

Drive significant budget and policy reforms, working with agencies and other stakeholders to identify
significant risks and opportunities in the sector, and to develop and implement strategies to deliver on key
economic, fiscal and service objectives
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
Support the Executive Director and contribute to the broader goals of the Division, Group and Treasury as
appropriate
Focus Accountabilities:

Manage the significant size and scope of public spending on the state budget, including recurrent and capital
spending, balance sheet and asset management

Lead significant, strategic or innovative economic policy, public finance, and stakeholder management issues,
including impact on the NSW economy and significant intergovernmental issues for national reform leadership

Driving complex policy and budget matters which may have accounting, financing or legal implications from a
cross cluster or whole-of-government perspective
Key challenges







Delivering results in a high-pressure operational environment with tight constraints on resources and
timeframes, many issues competing for attention, and changing priorities
Managing a diverse team through a period of change in Treasury and the public sector, with redefined roles
and responsibilities for managers and staff
Developing workable solutions to highly complex and sensitive issues, often in a context of imperfect
information and contested authority, with high risk of unintended consequences
Delivering results in a high-pressure environment with tight constraints on resources and timeframes
Proactively engaging with a wide variety of stakeholders with differing goals, perspectives and expectations,
and building partnerships to ensure the support of key stakeholders
Maintaining expert knowledge of contemporary approaches to public finance management, economic analysis
and policy to ensure well-informed advice
Leading virtual teams to work on complex projects and sustaining these in the light of competing demands
from business as usual activities
Key relationships
Who
Why
Ministerial

Provide accurate, high quality and timely advice

Think strategically and provide high quality advice

High level of integrity and professionalism

Manage deliverables efficiently and effectively

Escalate issues, keep informed, advise

Monitor and review performance, provide leadership and guidance,
foster ongoing professional development
Relevant Cluster assigned to Branch,
including CFO and senior executives

Develop and maintain effective relationships and open channels of
communication to foster liaison, consultation and engagement
Key external stakeholders, including
NSW Department of Premier and
Cabinet, other NSW Agencies, and

Provide opportunities for stakeholders to share their views and
expertise

Deliver timely advice to agencies particularly on policy, financial and
NSW Treasurer
Internal
Secretary / Deputy Secretary
Executive Director
Direct Reports
External
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Who
Why
other state treasuries
budget matters
Role dimensions
Decision making
The Director operates with considerable autonomy in the management of the Branch (or project team) and is fully
accountable for the quality, integrity and accuracy of outputs. The role prioritises, directs and integrates the work of its
direct reports and provides information and guidance to other executives and Ministerial staff.
The Director is responsible for leading and co-ordinating major projects assigned and for ensuring all projects are
sufficiently scoped, resourced and managed. The position directs and reviews projects, proposals and work to ensure
efficient and effective delivery of high quality outcomes and to monitor the progress of plans and achievements.
The Director acts within the standard Treasury delegated decision-making authority and refers decisions outside
scope of delegation to the Executive Director. The position makes recommendations to the Treasurer and Cabinet
through the Executive Director. In the absence of the Executive Director, this role will make decisions on behalf of the
group.
Reporting line
This role reports to the Executive Director for the Division
Direct reports
This role will have between 4-8 direct reports (or up to 8)
Essential Requirements

Extensive management experience in delivering organisational goals and influencing policy outcomes.

Thorough knowledge and understanding of public sector financial management

Appropriate tertiary qualifications or demonstrated relevant, equivalent professional experience
Capabilities for the role
The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework
is available at www.psc.nsw.gov.au/capabilityframework
This role also utilises an occupation specific capability set which contains information from the Skills Framework for
the Information Age (SFIA). The capability set is available at www.psc.nsw.gov.au/capabilityframework/ICT
Capability summary
Below is the full list of capabilities and the level required for this role. The capabilities in bold are the focus capabilities
for this role. Refer to the next section for further information about the focus capabilities.
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NSW Public Sector Capability Framework
Capability Group
Capability Name
Level
Display Resilience and Courage
Adept
Act with Integrity
Adept
Manage Self
Advanced
Value Diversity
Adept
Communicate Effectively
Highly Advanced
Commit to Customer Service
Adept
Work Collaboratively
Advanced
Influence and Negotiate
Advanced
Deliver Results
Advanced
Plan and Prioritise
Adept
Think and Solve Problems
Advanced
Demonstrate Accountability
Adept
Finance
Adept
Technology
Adept
Procurement and Contract Management
Adept
Project Management
Advanced
Manage and Develop People
Advanced
Inspire Direction and Purpose
Advanced
Optimise Business Outcomes
Advanced
Manage Reform and Change
Advanced
Focus capabilities
The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate
competence. The behavioural indicators provide examples of the types of behaviours that would be
expected at that level and should be reviewed in conjunction with the role’s key accountabilities.
NSW Public Sector Capability Framework
Group and Capability
Level
Behavioural Indicators
Personal Attributes
Adept
Be flexible, show initiative and respond quickly when situations
change
Give frank and honest feedback/advice
Listen when ideas are challenged, seek to understand the
nature of the criticism and respond constructively
Raise and work through challenging issues and seek
alternatives
Keep control of own emotions and stay calm under pressure
and in challenging situations
Highly Advanced
Articulate complex concepts and put forward compelling
Display Resilience and
Courage
Relationships
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NSW Public Sector Capability Framework
Group and Capability
Level
Communicate Effectively
Relationships
arguments and rationales to all levels and types of audiences
Speak in a highly articulate and influential manner
State the facts and explain their implications for the
organisation and key stakeholders
Promote the organisation’s position with authority and
credibility cross-government, cross-jurisdictionally and outside
of government
Actively listen, and identify ways to ensure all have an
opportunity to contribute
Anticipate and address key areas of interest for the audience
and adapt style under pressure
Adept
Take responsibility for delivering high quality customerfocused services
Understand customer perspectives and ensure
responsiveness to their needs
Identify customer service needs and implement solutions
Find opportunities to co-operate with internal and external
parties to improve outcomes for customers
Maintain relationships with key customers in area of expertise
Connect and collaborate with relevant stakeholders within the
community
Advanced
Drive a culture of achievement and acknowledge input of
others
Investigate and create opportunities to enhance the
achievement of organisational objectives
Make sure others understand that on-time and on-budget
results are required and how overall success is defined
Control output of business unit to ensure government
outcomes are achieved within budget
Progress organisational priorities and ensure effective
acquisition and use of resources
Seek and apply the expertise of key individuals to achieve
organisational outcomes
Adept
Assess work outcomes and identify and share learnings to
inform future actions
Ensure that actions of self and others are focused on
achieving organisational outcomes
Exercise delegations responsibly
Understand and apply high standards of financial probity with
public monies and other resources
Identify and implement safe work practices, taking a
systematic risk management approach to ensure health and
safety of self and others
Conduct and report on quality control audits
Identify risks to successful achievement of goals, and take
appropriate steps to mitigate those risks
Advanced
Prepare scope and business cases for more ambiguous or
Commit to Customer Service
Results
Deliver Results
Results
Demonstrate Accountability
Business Enablers
Behavioural Indicators
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NSW Public Sector Capability Framework
Group and Capability
Level
Project Management
People Management
complex projects including cost and resource impacts
Access key subject-matter experts’ knowledge to inform
project plans and directions
Implement effective stakeholder engagement and
communications strategy for all stages of projects
Monitor the completion of projects and implement effective
and rigorous project evaluation methodologies to inform future
planning
Develop effective strategies to remedy variances from project
plans, and minimise impacts
Manage transitions between project stages and ensure that
changes are consistent with organisational goals
Advanced
Promote a sense of purpose and enable others to understand
the links between government policy and organisational goals
Build a shared sense of direction, clarify priorities and goals
and inspire others to achieve them
Work with others to translate strategic direction into
operational goals and build a shared understanding of the link
to core business outcomes
Create opportunities for recognising and celebrating high
performance at the individual and team level
Work to remove barriers to achievement of goals
Advanced
Clarify purpose and benefits of continuous improvement for
staff and provide coaching and leadership in times of
uncertainty
Assist others to address emerging challenges and risks and
generate support for change initiatives
Translate change initiatives into practical strategies and
explain these to staff and their role in implementing them
Implement structured change management processes to
identify and develop responses to cultural barriers
Inspire Direction and
Purpose
People Management
Manage Reform and Change
Behavioural Indicators
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