Treasury Board Staff Branch: Position: Performance Budgeting Office (PBO) Treasury Board Analyst Program The primary role of Treasury Board Staff (TBS) is to work with ministries, Crown corporations and agencies, and organizations in the Schools, Universities, Colleges and Health Authority (SUCH) sector to prepare the province s three-year fiscal plan and to provide strategic advice to Treasury Board. This includes forecasts and analysis of: the provincial economy; revenue, spending, debt and capital forecasts; annual estimates and other associated budget and fiscal documents. Throughout the fiscal year, TBS monitors the risks and opportunities affecting the three-year plan and recommends alternative fiscal management strategies and course corrections to the Chair of Treasury Board and Treasury Board. TBS promotes effective and efficient use of public resources and assets, and excellence in financial management and program delivery. TBS supports Treasury Board in fulfilling its responsibilities under the Financial Administration Act (FAA), the Budget Transparency and Accountability Act (BTAA), and the Balanced Budget and Ministerial Accountability Act (BBMAA). Treasury Board Staff is regularly tasked with converting Treasury Board s direction into strategic plans or projects and implementing them. In addition, TBS is responsible for developing the provincial Budget and Estimates and government's financial and economic plans and forecasts; financial management in government; and, recommending to Treasury Board the allocation of financial and other resources in government. This involves reviewing, monitoring and providing recommendations on course correction on ministry and office three-year budget proposals and related service plans and reports and their impact on government s strategic plan, goals and objectives. Purpose of Position Treasury Board Analysts of PBO provide leadership to a ministry or portfolio of ministries on all fiscal plan and associate policy issues and on technical or strategic crossgovernment initiatives. Treasury Board Analysts are required to be strong in the following competencies: analytical thinking, problem solving/judgement, communication, initiative, and relationship building. As the lead contact between their assigned ministry s executive and Treasury Board/Minister of Finance, the Treasury Board Analyst needs to build the confidence of both of these clients while maintaining objectivity, independence and displaying critical thinking. The work environment is dynamic and complex with demanding deadlines and workloads. Treasury Board Analysts work closely with their assigned ministry s executive, reviewing and providing advice on development of the ministry s operating and capital spending budgets and three-year plans, and bottom line implications under generally accepted accounting principles (GAAP). Treasury Board Analysts also identify and monitor risks and opportunities to these plans, and recommend corrective action to mitigate risks and strategies for taking advantage of opportunities, with a view to helping government achieve its fiscal objectives, service plan targets and government s strategic plan, goals
and objectives. This requires direct contact with executives and ministers while dealing with sensitive and highly confidential issues and providing options or recommendations that are not always immediately seen as acceptable to ministries. Treasury Board Analysts can be tasked by Treasury Board or the Minister of Finance to lead technical/strategic projects such as the approval process for changes to fees and licenses. Main Accountabilities Specific accountabilities include: The position is accountable, through the PBO Director, to the Deputy Secretary to Treasury Board, Minister of Finance and Treasury Board (including Cabinet; Cabinet subcommittees, Government Caucus Committees and deputy minister committees) to provide: Focussed, objective and timely analysis with recommendations for alternate course correction on the financial and policy issues generated by: - Ministry and office budget submissions and service plans; - Treasury Board/Cabinet submissions; - Requests for Legislation; - Emerging strategic policy issues which could impact ministry programs and/or revenues and expenditures; - Fiscal plan and other constraints; and - Technical/strategic government projects/initiatives. This includes reviewing strategic plans; assessing costs of ministry proposals; recognizing and assessing financial risks and opportunities; assessing service delivery/program implementation risks; identifying options to mitigate risk; identifying impacts on other ministries or programs; developing and evaluating and ranking alternatives to ministry proposals; working with ministry and Crown agency executive, promoting outcomes-based analysis and effectively communicating associated analysis and decisions to stakeholders. In addition the position is accountable, through the PBO Director, to the Deputy Secretary to Treasury Board to deliver the services identified above, plus: Leading on technical/strategic cross government issues such as fee policy on behalf of the Deputy Minister. Reviewing ministry budgets, financial plans, and monthly and quarterly forecasts for accuracy, completeness and timeliness. This includes identifying and monitoring risks or opportunities arising from in-year forecasts, regular reviews of high-risk areas; and developing management strategies to deal with risks or opportunities. Interfacing between Treasury Board and ministries and offices. This includes advising ministry deputy ministers and Executive Financial Officers on financial and policy issues, communicating TBS recommendations and Treasury Board decisions, and following up with ministries and agencies to monitor compliance with decisions.
Developing effective working relationships with ministries by spending a significant amount of face to face time in ministry program areas in order to learn their issues, anticipate potential problems, risks and opportunities and provide on-going consultation/advice to ministry contacts and the Deputy Secretary to Treasury Board. QUALIFICATIONS SUMMARY Education, Training, and Experience A university degree, with an emphasis in finance, business, or public administration, or an equivalent combination of education and advanced experience in the public sector. Demonstrated progressive experience in - providing strategic financial analysis, project management and advisory services, or strategic policy and planning advice, information, and support to senior government officials in the following areas; organizational mandates and governance; strategic planning; performance measurement/evaluation; risk assessment/management; finance and budgeting; capital policy; alternative service delivery; or cross-ministry issues and projects. - analysing complex financial and business issues and preparing high-level briefings, documents, and presentations for decision by senior government/public sector officials; and - building effective working relationships with senior government/public sector officials and working in a team-based environment. Prefer extensive, recent experience in the above areas and experience in a government central agency. Competencies (Minimum competencies required for TBA position) Competency Analytical Thinking Problem Solving / Judgement Initiative Relationship Building Competency Definition Analytical Thinking is the ability to comprehend a problem or situation by breaking it down into its components and identifying key or underlying issues in complex problems. Problem Solving/Judgement is the ability to analyze problems systematically, gather and organize relevant information, identify key factors, identify underlying causes and generate solutions. Initiative involves identifying a problem, obstacle or opportunity and taking appropriate and early action to address current or future problems or opportunities. As such, initiative can be seen in the context of proactively doing things and not simply thinking about future actions. Relationship Building is working to build or maintain ethical relationships or networks or contacts with people who are, or may be, potentially helpful in achieving work-related goals and establishing advantages.
Communication Communication expertise is required to keep all stakeholders, including supervisors and ministers, informed on key developments. In a policy environment, this requires tact and discretion and the ability to appropriately manage confidential or sensitive information. This competency also includes the ability to provide both very short and detailed briefings to ministry executive and the minister, in both oral and written form, and to write for public consumption in budget documents. Competencies (Preferred competencies for TBA position) Competency Decisive Insight Self Confidence Competency Definition Decisive Insight combines the ability to draw on one's own experience, knowledge and training to effectively problem-solve increasingly difficult and complex situations. It involves breaking down problems, tracing implications and recognizing patterns and connections that are not obviously related. It translates into identifying underlying issues and making the best decisions at the most appropriate time. At higher levels, the parameters upon which to base the decision become increasingly complex and ambiguous and may require new ways to think through issues. Self-Confidence is a belief in one's own capability to accomplish a task and select an effective approach to a task or problem. This includes confidence in one's ability as expressed in increasingly challenging circumstances and confidence in one's decision or opinions. Building Partnerships with Stakeholders Building Partnerships with Stakeholders is the ability to build long-term or on-going relationships with stakeholders (e.g. someone who shares an interest in what you are doing). Implicit in this competency is demonstrating a respect for and stating positive expectations of the stakeholder. Impact / Influence Impact and Influence is the ability to influence, persuade, or convince others to adopt a specific course of action. It involves the use of persuasive techniques, presentations or negotiation skills to achieve desired results. Leadership Leadership implies a desire to lead others, including diverse teams. The "team" here should be understood broadly as any group with which the person interacts regularly. Integrity Innovation Information Seeking Integrity refers to actions that are consistent with what one says are important. People with integrity "walk the talk" by communicating intentions, ideas and feelings openly and directly, and welcoming openness and honesty even in difficult negotiations. Innovation indicates an effort to improve performance by doing or promoting new things, such as introducing a previously unknown or untried solution or procedure to the specific area or organization. Information Seeking is driven by a desire to know more about things, people or issues. It implies going beyond the questions that are routine or required in the job. It may include "digging" or pressing for exact information and/or resolution of discrepancies by asking a series of questions. Expertise Strategic Orientation Expertise includes the motivation to expand and use technical knowledge or to distribute workrelated knowledge to others. Strategic Orientation is the ability to link long-range visions and concepts to daily work, ranging from a simple understanding to a sophisticated awareness of the impact of the world at large on strategies and on choices.
Long Term Focus Long Term Focus combines reasoned and realistic judgement and commitment to key outcomes. It demands a blending of visionary thought and drive with pragmatism and perseverance. Ability to maintain the commitment of others, and rely upon self-confidence and insight to meet individual, situational or organizational challenges. Service Orientation Teamwork and Cooperation Service Orientation implies a desire to identify and serve customers/clients, who may include the public, co-workers, other branches/divisions, other ministries/agencies, other government organizations, and non-government organizations. It means focusing one s efforts on discovering and meeting the needs of the customer/client. Teamwork and Co-operation is the ability to work co-operatively within diverse teams, work groups and across the organization to achieve group and organizational goals.