Job Specification

Purpose of Position :

To lead activities that simplify and modernize the business processes and tools used to manage ministry programs. To lead the continuous improvement of the Operations Division's capacity to deliver programs and to implement new solutions.

The incumbent is responsible for project management, analysis/design tasks and for planning activities for implementation with a focus on achieving results. To lead the development and monitoring of strategies to improve business processes and planning. Provide support and guidance in interpretation and implementation of standards and guidelines to regional offices, and other ministry staff. To assist senior management in effective decision making, by providing tools, option papers, briefing notes, and presentations.

Duties / Responsibilities :

This position is located in the Business Improvement Unit, within the Operations Division which is responsible for diverse program delivery/support both directly and through transfer payment agencies within a large, complex, decentralized ministry. The position includes the following major responsibilities.

1. Provides leadership to the program evaluation and modernization roles of the division by:
• identifying opportunities for business improvement in service delivery, providing analysis of current practices and tools
• analyzing options for improvement and making recommendations for improvements in programs/business practices to achieve key ministry and divisional priorities and commitments
• providing project management to OPS and third party project teams, including development of detailed project work plans for achievement of deliverables, monitoring progress to meet goals within identified timelines and resources, identification of activities and tasks; negotiating task assignments; and monitoring and reporting on progress of project. Also provides leadership and guidance to other analysts
• assume a leadership role in applying and promoting best practice business improvement methodologies (e.g. Lean Six Sigma), change management and performance measurement tools across the division
• planning the implementation of:
• key/new program priorities, procedural guidelines and operational directives for program delivery;
• strategic information systems by analyzing proposed strategies, identifying implications, consulting with regional and corporate office staff and developing recommendations for consideration of management

2. Providing corporate direction and tools to support effective business practices by:
• undertaking divisional strategic planning activities both internally and in conjunction with ministry divisions and stakeholders
• designing and coordinating mechanisms to evaluate program effectiveness and divisional performance by analyzing financial, program and human resources data
• integrating divisional performance measurement with ministry/OPS reporting initiatives
• leading the communication and training to support divisional performance improvement strategies
• maintaining linkages and relationships with regional office contacts, other divisions and external groups to support the above activities and to develop and implement coordinated management responses

3. Represents the branch on ministry, inter-ministry, inter-governmental committees, task forces, work groups, project teams, advisory bodies, networks, etc. Develops and maintains relationships with colleagues in other ministries/branches (policy/program, finance, communications, legal, regions) and other ministries, establishing and maintaining effective communication channels in order to carryout responsibilities effectively.

4. Initiating and preparing correspondence, briefing notes, Cabinet/Management Board submissions, comprehensive reports, work plans, evaluation reports and internal working papers, providing critical analysis and advice to senior management to assist with decision making.

5. Participating on, facilitating and making presentations at ministry networks, focus groups, task forces and similar groups

6. Other duties as assigned

Knowledge :

The position requires a sound knowledge and experience in areas such as program evaluation and monitoring approaches and their application, business improvement and performance measurement methodologies and tools, public sector decision making and financial planning processes. Demonstrated knowledge of ministry financial practices and program requirements. Strong research, evaluation and problem solving skills to develop and recommend resolutions to complex problems and contentious issues. Strong conceptual, analytical and organizational skills and demonstrated experience in managing, collecting, interpreting and analyzing program data including performance measures for strategic and operational planning objectives. Excellent written and oral communication skills are required to prepare written documents, provide presentations and influence stakeholders. Highly developed interpersonal skills; project management, problem-solving and consultation skills; ability to lead a team, work both independently and as part of a team; ability to work under pressure within deadlines and competing priorities. Consensus building and promotional skills to ensure the understanding and cooperation of stakeholders in adopting new business improvement practices (e.g. Lean Six Sigma) are essential. A good understanding of ministry organizational structure, communication and management protocols, divisional decision-making processes and accountability structure. Knowledge of current and planned government policies which will affect social service programs. Knowledge of the use of technological aids and presentation media.

Judgement :

The incumbent works under the direction of the Manager of the Business Improvement Unit and work is guided by a broad framework of divisional and ministry policies, legislation and regulations, financial guidelines, ministry and divisional priorities and commitments. Considerable independent judgement is required to collect, analyze and use confidential information to identify options for program design and strategic/implementation planning. A high level of judgement is required to effectively manage sensitive issues and to ensure actions are consistent with ministry policies.
Sound judgement is required in assessing the impact of proposed initiatives and/or program changes on client groups, ministry and/or agency staff. Sound judgement and tact are required to ensure that appropriate information on the purpose, methods and outcomes of new initiatives are clearly communicated to staff. The incumbent must maintain the balance between the preservation of confidential information and appropriate information sharing; and in deciding on the suitable response to issues/questions, in a highly sensitive and political environment. Considerable tact, judgement, sensitivity and political acuity are required to deal with colleagues in other branches/ministries/regional offices and senior management and stakeholders.

Accountability - Programs :

Leadership and provision of sound and appropriate advice/recommendations to the divisional management, monitor and assess program delivery and policy implementation, identify and analyze issues and recommend management strategies; contribute to the development of new programs or initiatives, providing good customer and quality service. Coordinate and/or lead projects/task groups, training initiatives, and presentations to staff/senior management. Because this is a large, decentralized and highly sensitive program area and is subject to intense public scrutiny, the impact of errors is significant.

Accountability – Personnel :

Leads project teams including external vendors and provides assistance to junior policy analysts, interns and summer students, as required.

Accountability - Finance and Materials :

Development of costing and evaluation of various proposals tabled for financial feasibility, and has the ability to participate in the analysis of all financial aspects related to program delivery.

Accountability - Impact of Errors :

Errors in judgement could result in exposing the ministry to the possibility of criticism, faulty decisions and delays of programs to meet objectives. Failure of the incumbent to set appropriate schedules and/or meet deadlines could result in disruption of services to clients and lack of coordination with other divisional plans. Failure to resolve problems encountered in the delivery of existing programs will damage the credibility of the ministry's programs with other jurisdictions, and may affect delivery of services to persons in need.

Contact - Internal :

Regular contact with regional offices, colleagues in Policy, Legal Services, Human Resources, Information Technology cluster, communications and Finance. Frequently with senior ministry officials up to and including the Deputy/Minister's offices. Co-ordinates, leads and participates in ministry committees and task forces.

Contact - External :

Contact will be required with provincial organizations, delivery agents, other ministries, federal and provincial governments to respond to inquiries, coordinate inter-ministerial projects or program reviews, and support policy, when required to engage in joint planning and representation of Ontario in social services programs.