Position Profile

Job Title:  Director, Continuous Service Improvement

Ministry:  Alberta Treasury Board and Finance

Competition Number:  1041518

Date:  April 2017

Role Purpose


As a central agency within the Alberta government, the ministry of Alberta Treasury Board and Finance plays a key role in managing the government’s fiscal, financial and taxation policies. It reports on the province’s economic and fiscal plans and results to the public, prepares the provincial budget and quarterly fiscal and economic updates, and administers most of the province’s major tax statutes as well as a number of tax credit, incentive and benefit programs. The department also manages policy development and regulation for specific sectors such as financial services, insurance, pensions, capital markets, and gaming and liquor. The ministry also has oversight for banking, government accounting standards and financial management and control policies, and risk and debt management services for the broader public service.

In these challenging economic times, the government continues to take a prudent approach, controlling spending, protecting critical public services, and taking action to create jobs and diversify the economy. This economic environment requires a responsible, considered and balanced approach to making budget decisions.

In this context, the department requires a coordinated and disciplined approach to the management of government financial affairs. To achieve this goal, the department is examining the nature and scope of the economic, fiscal and financial analysis services it provides to other Alberta ministries and seeks to redefine the current model for delivery of those services. A new service delivery model may involve the streamlining, refinement, and expansion of the services the department currently provides to ministries across the government. It also includes enhancing the capacity of TBF and all ministries to provide effective fiscal analysis and advice to elected officials.

Successful service redefinition will require insight into how the department currently meets its clients’ needs and where improvements can take place. This is an opportunity for the department to examine basic assumptions about the types of services it offers and the types of clients served. However, the innovation undertaken must create tremendous value for the department, its clients, as well as all ministries across the Government of Alberta. The challenge of this role will be to provide the department with a systematic way to question basic assumptions about how services are defined and delivered and to articulate the opportunity to achieve dramatically better outcomes for the management of government expenditures.

Based on insight gathered from cross-ministry research, existing clients and the department of Treasury Board and Finance, this position will design a new service delivery model and prepare an implementation plan for the department in the scope of 1-2 years. Key deliverables include:

  • A new service delivery model that clarifies the core services to be offered by the department and key success indicators:
    • Identification of current processes within the ministry, assessing if they are adding value to the service provided, determining which processes and/or which point in the process requires enhancement or change;
    • Identification of opportunities for streamlining services, enhancing services, new services (e.g., development and provision of analytical tools/techniques, benchmark efficiencies, improve financial knowledge and literacy);
    • Identification of new clients, if appropriate;
    • Clearly defined client roles and responsibilities;
    • Clearly defined service provider roles and responsibilities;
    • Identification of service quality expectations as well as availability and timeliness of services.
  • A service delivery model that clarifies the accountabilities and responsibilities GoA ministries will be able to assume 
    • Consult with ministries to understand their capacity
    • Establish the need to provide accurate and concise financial information in order to understand the respective ministry’s financial challenges, budgetary challenges, and to identify existing gaps the new service delivery model can address and help mediate
    • Utilize the knowledge available within the Government of Alberta’s ministries to seek advice regarding policy and the development of streamlined processes to ensure fiscal responsibility
  • An implementation plan, which may include several phases, that examines how best to deliver services in a cost efficient manner in relation to the current capacity of the department:
    • Identification of resource requirements to implement, maintain, and continuously improve the new model (e.g., new skills sets, management model, additional resources (i.e. order of magnitude), internal reallocation of resources).
    • Identification of risks to successful implementation and risk mitigation strategies.

The successful candidate will be responsible for leading activities that include, but are not limited to:

  • Direct contact and working relationship with Service Alberta’s Enterprise Resource Planning team; limiting duplication of work, identifying similarities and differences, setting key milestones, and periodic lessons learned. The candidate must understand the importance of collaborating and creating a strong working relationship with the Enterprise Resource Planning team, and understand how the work of both teams tie in together.
  • Identifying and communicating with existing clients (senior and executive managers across the government) and staff in the department. The candidate must be able to facilitate workshops or sessions (either one-on-one meetings or small group discussions) in order to fully understand client needs.
  • A gap analysis which would include clarifying current service offerings. Conducting research into relevant public sector practices (e.g., a cross-jurisdictional scan).

Once successfully implemented, and a notable shift from the current state of service delivery to a new and improved service delivery model has taken place, the successful candidate will be responsible for ensuring continuous improvement is actively taking place and ongoing enhancements of the service delivery model are occurring.

  • Identifying and concentrating on previous oversights, changing needs, and greater efficiencies overall.

Key Accountabilities


Develop Treasury Board and Finance’s Service Delivery Improvement Program.


  • Work with Departments within Treasury Board and Finance, assess and determine the overall enterprise process management needs of Treasury Board and Finance and its clients (internal and external)
  • Consult with internal business units to develop requirements of the program delivery through promotion, concept development, process structuring, implementation strategy and work-plan development.
  • Collaborate with Service Alberta to align the Service Delivery Improvement Program with the current Enterprise Resource Planning
  • Through consultation and research, determine which process changes need to be identified and improved through the Service Delivery Improvement Program and which are deemed as priority
  • Review theoretical service delivery improvement models and best practices and adapt as required for Treasury Board and Finance’s delivery model.
  • Use strategic foresight in weighing various options and opportunities in program design and development
  • Continue to evolve the vision, mission, goals, and objectives of the service delivery improvement section
  • Develop strategic and operational project proposals and plans
  • Lead the team in the development of resources, tools and standards for use by service delivery improvement specialists and the program areas
  • Design a performance measurement and evaluation framework for the enterprise processes, using Treasury Board and Finance’s identified approaches for performance measurement and evaluation, and drive continuous improvement of the portfolio of processes
  • Lead the development of the Service Delivery Improvement Program’s process management charts, frameworks, schematics, and plans
  • Strongly establish the key indicators of shift between the current state of service delivery at Treasury Board and Finance and the improved future state after implementation has taken place.

Direct the initial implementation and delivery of the Service Delivery Improvement Program.


  • Determine resourcing and capacity requirement. Identify change agents within each branch as liaisons. 
  • Ensure staff have the competencies, resources, and skills to meet operational needs and deliverables through leading, coaching, mentoring and motivating, cross functional teams at all levels
  • Provide significant functional leadership, integration, professionalism and coordination to a group of professional staff and team leads of service delivery improvement projects
  • Direct staff to perform assessment towards service delivery process improvements or re-engineering opportunities to improve delivery effectiveness
  • Prioritize allocation of resources to address Ministry priorities
  • Ensure implementation practices are in line with those of the Enterprise Resource Planning program

Determine and manage the ongoing and continuous portfolio of key service delivery processes.


  • Work with Executive Directors and Directors across Treasury Board and Finance to identify the key cross ministry processes that drive successful completion of the Ministry’s priority initiatives and important ongoing work needed to continue in the improvement of the service delivery program
  • Engage with external stakeholders as necessary to address service delivery processes

Build service delivery engineering capacity in the Ministry.


  • Develop and implement an approach for strategically building process engineering capacity in the ministry to focus on continuous improvement; what may need to be produced throughout the process in order to meet the changing demands
  • Lead the process mapping involved in the development and delivery of training tools for the program areas
  • Promote service delivery process engineering through timely written communication, verbal presentations, information sessions and conversations throughout the ministry

Contribute to Treasury Board and Finance’s strategy setting and execution.


  • Contribute to the development of Service Delivery Improvement policies, processes, standard operating procedures, and strategic/operational plans, and the delivery of branch and divisional services by actively participating as a member of the branch
  • Identify areas of operational risk to the business due to the ineffective service delivery processes or lack of service delivery processes
  • Make recommendations for business priorities in terms of operational effectiveness and enhancements
  • Work with business areas, communications and other professionals to promote effective change management with the adaptation of the new service delivery processes.

Required Knowledge


This position requires knowledge of business management, public administration, business/service delivery process management, process improvement, as well as emerging trends and understanding of related information fields such as records management and information architecture and related tools, techniques and how these are applied to improve efficiency and effectiveness. Knowledge and understanding of Six Sigma or other process improvement techniques would be essential for process improvement.

This knowledge is gained through an undergraduate degree, diploma, or designation in a related field, such as: Economics, Fiscal and Financial Analysis, Financial Risk Assessment, Accounting, or Project Management.

Required Experience


A minimum of 7 years of directly related professional experience in organizational design, process mapping, and change management are essential to the programs successful design and implementation.

Experience with GoA and/or public service business, Westminister model of government, culture, operations, and policies are critical to the success of the program. This knowledge is required to ensure an effective and appropriate set of methods and program development goals are brought to the challenge of implementing the program.

This program is intended to provide a significant benefit across the department of aligning cross-functional process towards client needs and to provide a significant and overall increase in departmental level effectiveness and efficiency. Experience in developing and delivering Finance, Economic, and Corporate Service Models would be needed. They will apply this knowledge to define and lead the implementation, evaluation and continuous improvement of the service delivery improvement program. The work will involve establishing positive and trusting relationships with clients and service stakeholders.

Key Behavioural Competencies

  • Systems thinking
  • Building Collaborative Environments
  • Develop Networks

Key Technical Competencies

  • Service Delivery
  • Process Design
  • Consulting Skills
  • Organizational Design
  • Communication (oral and written)
  • Stakeholder Relations
  • Research/Data Analysis

Key Relationships/Org Structure and Purpose of Contacts


Reporting to the Senior ADM, this role will have regular contact with the Senior ADM, DMO, ADMs in the department, and staff in the Continuous Improvement work unit.  Contact with other ministry continuous improvement/process leads and SMEs across government to share information, develop understanding of best practices and create effective processes for TBF that connect to other government departments.

Issues/Problem Faced and Decisions Made (Authorities)


Managing expectations with multiple views on effective process design and delivery.  Managing change and resistance to new ideas.

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