POSITION DESCRIPTION SENIOR BUSINESS ANALYST REGIONAL BRANCH/UNIT TEAM LOCATION CLASSIFICATION/GRADE/BAND POSITION NO. Financial Planning and Analysis Regional Finance Business Partnering Various TWL8 TBA ANZSCO CODE 221111 PCAT CODE TBA TAFE Website www.tafensw.edu.au 1. ORGANISATIONAL ENVIRONMENT TAFE NSW s purpose is to skill the workforce of the future. It is Australia's leading provider of vocational education and training with over 500,000 annual enrolments and a proud history for setting the benchmark for quality service. As the NSW public provider, it supports the NSW Government's priority to grow skills for the economy and jobs of tomorrow. Critically, TAFE NSW plays a vital role in providing vocational education in rural and regional NSW, and job training pathways for the most vulnerable in the community. TAFE NSW offers the best of campus-based delivery as well as flexible, online and work-based learning. The TAFE NSW values of Customer First, Collaboration, Integrity and Excellence guide our team in strengthening communities, delivering world-class training for our students and producing job ready graduates for employers. The operating environment for TAFE NSW is dynamic as we leverage our scale, expertise, passion and reputation to meet the rapidly changing VET landscape. TAFE NSW is committed to its students and customers and the role it plays in changing lives and opening up opportunities through learning. 2. POSITION PURPOSE The Senior Business Analyst, Regional is responsible for developing and producing region wide high quality and commercial reporting. A key liaison for disseminating systems and processes from the Financial Planning and Analysis branch within Finance functional centres of excellence, and effectively bring the regional subject matter expert for these systems and processes. This role integrates detailed performance reporting and planning with educational delivery performance across the Region s business units to support financial and commercial analysis and insights to assist business decision-making for the Region. Last Updated: February 2017 Version 1 Page 1 of 6
3. KEY ACCOUNTABILITIES 1. Develop educationally focused financial analysis and reporting that will inform regional educational planning, educational delivery and assistance in budget control, highlighting areas for intervention where required, for example, analysis of enrolment trends, course conversion rates, completion rates and other education reporting metrics. 2. Integrate financial performance and educational delivery data in the planning and reporting of business performance. 3. In collaboration with management accounting and analytics team, provide region wide, high quality analytical reports and commercial reporting on regional business performance, providing a holistic view of the Region s performance, to support key Regional stakeholders with planning and decisionmaking. 4. Prepare Financial modelling and feasibility assessments to provide support to the business on a range of specific matters requiring financial input and expertise such as funding options, commercial strategies, project costing and business case preparation. 5. Apply management reporting policies and procedures in respect of costing, business drivers and chart of accounts design and reporting processes to ensure high quality regional specific financial analysis. 6. Contribute to the regional finance team strategies for building financial management acumen and capability of business teams by coaching and assisting with training strategies on areas including financial analysis and reports interpretation, local planning and reporting tools and systems. 7. Reflect TAFE NSW s values in the way you work and abide by policies and procedures to ensure a safe, healthy and inclusive work environment. 8. Place the customer at the centre of all decision making. 9. Work with the Line Manager to develop and review meaningful performance. 4. KEY CHALLENGES Utilising and maintain finance reporting systems continuity across a number of different local legacy systems under a significant period of change and requiring innovative approaches and collaboration to maintain the delivery business performance information. Avoid the duplication of work, or creation of silos, between regional bespoke performance analysis and reporting and performance reporting and analytics prepared and developed by Management accounting team. The senior regional business analyst needs to work in collaboration with the Management Accounting and Analytics team. 5. KEY RELATIONSHIPS WHO WHY Internal Senior Finance Business Partner Receive leadership, direction and support. Financial Planning and Analysis and Financial Work closely with the team, use tools and specialist assistance from FPA and FCT team, utilise standard internal performance and month end Last Updated: February 2017 Version 1 Page 2 of 6
Control and Treasury Branch reports prepared by Finance and be the connection between the business and the rest of Finance. Finance Business Partner community Liaise to support consistent application and implementation of work activities, and share knowledge and skills. 6. POSITION DIMENSIONS Reporting Line: Senior Finance Business Partner Direct Reports: Nil Indirect Reports: Nil Financial delegation: TBA Budget/Expenditure: TBA Decision Making: Makes decision on complex and sensitive issues that have a high level of impact on the immediate work area and the potential to impact more broadly on agency operations and externally. Matters requiring a higher level of approval are referred to the Reporting Line Manager. 7. ESSENTIAL REQUIREMENTS 1. Tertiary qualifications and / or significant experience relevant to financial management in a large organisation. 2. Extensive experience of management accounting, performance reporting and processes. 3. High level planning and analytical skills and the ability to manage and standardised accounting processes and reporting. 4. Ability to address and meet focus capabilities as stated in the Position Description. 8. CAPABILITIES NSW Public Sector Capability Framework Below is the full list of capabilities and the level required for this role as per the NSW Public Sector Capability Framework. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities. Last Updated: February 2017 Version 1 Page 3 of 6
Capability levels are as follows and reflect a progressive increase in complexity and skill: Foundational > > > Advanced > Highly Advanced CAPABILITY GROUP NAME LEVEL Display Resilience & Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan And Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Management Project Management Foundational Foundational OCCUPATION/PROFESSION SPECIFIC CAPABILITIES FOR THE POSITION Capability levels are as follows and reflect a progressive increase in complexity and skill: Level 1 Level 2 Level 3 Level 4 Level 5 CAPABILITY DEFINITION LEVEL Management Accounting Finance Business Partnering Provide high quality analysis and evaluation of financial and operational performance to inform management decisions, and to underpin effective budget formulation, forecasting and projections Partner with key stakeholders and provide expert professional advice, coaching and consulting to enable the effective alignment of financial management strategies and organisational objectives Level 1 Level 2 FOCUS CAPABILITIES The focus capabilities for the Senior Business Analyst, Regional 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 position s key accountabilities. Last Updated: February 2017 Version 1 Page 4 of 6
NSW Public Sector Focus Capabilities NSW Public Sector Capability Framework Group and Capability Level Personal Attributes Manage Self Relationships Commit to Customer Service Relationships Work Collaboratively Results Deliver Results Results Think and Solve Problems Behavioural Indicators Look for and take advantage of opportunities to learn new skills and develop strengths. Show commitment to achieving challenging goals. Examine and reflect on own performance. Seek and respond positively to constructive feedback and guidance. Demonstrate a high level of personal motivation. 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. Encourage a culture of recognising the value of collaboration. Build co-operation and overcome barriers to information sharing and communication across teams/units. Share lessons learned across teams/units. Identify opportunities to work collaboratively with other teams/units to solve issues and develop better processes and approaches to work. Take responsibility for delivering on intended outcomes. Make sure team/unit staff understand expected goals and acknowledge success. Identify resource needs and ensure goals are achieved within budget and deadlines. Identify changed priorities and ensure allocation of resources meets new business needs. Ensure financial implications of changed priorities are explicit and budgeted for. Use own expertise and seek others' expertise to achieve work outcomes. Research and analyse information, identify interrelationships and make recommendations based on relevant evidence. Anticipate, identify and address issues and potential problems and select the most effective solutions from a range of options. Last Updated: February 2017 Version 1 Page 5 of 6
NSW Public Sector Capability Framework Group and Capability Level Business Enablers Finance Behavioural Indicators Participate in and contribute to team/unit initiatives to resolve common issues or barriers to effectiveness. Identify and share business process improvements to enhance effectiveness. Understand core financial terminology, policies and processes, and display a knowledge of relevant recurrent and capital financial measures. Understand impacts of funding allocations on business planning and budgets, including value for money, choice between direct provision and purchase of services, and financial implications of decisions. Understand and apply financial audit, reporting and compliance obligations. Identify discrepancies or variances in financial and budget reports, and take corrective action where appropriate. Seek specialist advice and support where required. Make decisions and prepare business cases paying due regard to financial considerations. Last Updated: February 2017 Version 1 Page 6 of 6