| JOB NAME |
Head: Operations Evaluation Unit [Midrand]
POSTED BY: Development Bank of Southern Africa
REF:DBSA 322
Date Published:Monday, July 3, 2023
Date of Expiration:Saturday, December 30, 2023 EXPIRED
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| LOCATION OF THIS JOB |
 South Africa | MIDRAND in South Africa |
| INDUSTRY |
| DEVELOPMENT FINANCE INSTITUTIONS
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| JOB TYPE |
| Full-Time |
| MAIN JOB DESCRIPTION |
Closing Date 2023/07/10
Reference Number DBS230614-2
Job Title Head: Operations Evaluation Unit [Midrand]
Job Grade 18
Job Type Classification Permanent
Location - Town / City Midrand
Location - Province Gauteng
Location - Country South Africa
JOB DESCRIPTION
1. The Head: Operations Evaluations Unit (OEU) is responsible for managing and overseeing the monitoring and evaluation function of the DBSA.
2. Provide overall guidance, leadership, and oversight in monitoring and evaluation of development activities for the DBSA.
3. Determine and put in place the appropriate monitoring and evaluation (M&E) tools, systems, methods and
approaches to assess the development impact of DBSA activities/projects/programmes including
performance monitoring indicators, evaluation surveys and development benefit and cost benefit / cost
effectiveness analysis.
KEY RESPONSIBILITIES
Strategic Focus
1. Track, evaluate and report the activities, outputs, outcomes, and impacts of the development activities of the DBSA, inter alia, investments and projects, programmes. This includes the monitoring of the DBSA’s progress against agreed performance targets, sustainable development goals (SDGs) or other national measures of development success.
2. Ensure that each project/initiative has pre-identified measures and performance indicators captured in a Development Results Template (DRT) in order to assess the outputs and outcomes of development activities, as set out in the Development Results Framework.
3. Act as Chairperson of the Development Results Working Group (DRWG) where all DRT’s are approved for consideration at Investment Committee.
4. Monitor and evaluate, on a sample basis, the pre-determined development measures and indicators, the progress and achievement of each projects/programmes/initiatives to completion.
5. Track and evaluate the achievement of the project/programmes/initiatives during and post completion.
6. Continuously improve the quality and integrity of development indicators via the Development results working group.
7. Provide and /or establish a system to record lessons learnt emanating from the evaluations which can be shared and utilised by business.
8. Implement M&E Systems suitable for tracking whether DBSA operations adhere to, amongst others, governance, compliance and environmental standards and investments/projects/programmes (funds being used as provided for, interventions reaching the intended beneficiaries, participation of women and vulnerable groups).
9. Identify strengths and weaknesses, provide solutions for improvement and recommend adjustments to project/programme cycles where necessary.
10. Maintain and update the monitoring and evaluation process of the DBSA in accordance with its vision of the future, strategy, and goals in consultation with key stakeholders.
11. Manage and update the Monitoring and Evaluation Policies of the DBSA.
12. Identify and assess development trends in projects/programmes and inform management thereof.
Reporting
1. Provide the DBSA with thorough reports of evaluation results incorporating the lessons learned to determine the relevance and efficacy of development activities and to inform decision-making processes.
2. Disseminate evaluation results through the following mechanisms:
3. Distribution of evaluation reports to Divisions informing them about findings and lessons learned.
4. Prepare and present periodic reports for Exco, Board Committees providing a synthesis of findings, lessons learned, and recommendations.
5. Special communications with the Head: Portfolio Management concerning issues such as project sustainability and safeguarding of the Bank’s investments.
6. Contribute to the DBSA annual report and other reports, inter alia, DBSA’s contribution to development and poverty reduction.
People Management
1. Provide direction and management to the direct reports to enable the execution of the DBSA strategy and to manage their portfolios effectively.
2. Train and develop staff in the OEU in evaluation methodologies; showcasing good evaluation practices; and effective development results frameworks.
3. Attract, retain, and develop top-caliber talent. Develop and maintain sufficient depth in all critical functions, minimizing "key-individual" risk. Optimise skills usage within the unit.
4. Accountable for performance management of all direct reports, managing their performance in relation to quality standards and agreed benchmarks and objectives, focusing on all aspects of sound people management.
5. Proactively support the Bank's diversity strategies and initiatives.
Promote DBSA values and a culture of High Performance within the Unit.
Key measurements of outputs, inter alia;
1. Quality of the development activities/projects/programmes monitored and evaluated.Effectiveness of the M&D systems, tools and frameworks put in place. Annual approval/update of the Development Results strategy, framework, policies and frameworks and 100% implementation thereof.
2. Quality contribution to investment deals/programmes/projects/assignments in respect of DRT’s. Efficient chairing and organizing of the DRWG.
Quality of development results reports submitted and approved within the agreed timeframes (Exco, Board Committees & Manco)
3. Approval, implementation, and management of standards/ guidelines / toolkits developed to support development results reporting, monitoring and evaluation.
4. Approval, implementation, and management of key projects across DBSA relating to OEU.
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| REQUIREMENTS FOR THIS JOB |
EXPERTISE & TECHNICAL COMPETENCIES
Minimum Requirements:
1. Bachelors Degree in Development Finance or Development/Social Sciences.
2. At least 10 years working experience in similar role working in the financial services or DFI industries, 5 years of which must be at management level.
3. Demonstrable experience in development results or evaluations environment.
4. Understanding the global, regional and local evaluation standards and techniques.
5. Proven experience in stakeholder management/networking/relationship building in particular in terms of evaluations and development finance.
6. Solid knowledge and understanding of sustainable development, relevant legislation, regulations, policies, systems and procedures governing infrastructure planning and development finance environment.
7. Demonstrated understanding of the corporate lending process.
8. High level of competency required in MS Word, MS Excel, PowerPoint and MS Projects
9. Proven experience in implementing M&E Systems and Tools for an organisation.
10. Familiar with legislative frameworks like IFRS, GAAP, PFMA, King III, MFA etc.
11. Demonstrated experience in working with CEO’s, Executives, Board Committees, Management and Employees.
12. Experience in preparing comprehensive evaluation reports, management reports, presentations and recommendations for Exco, Board and business.
Desirable Requirements:
1. Infrastructure and development finance project experience.
2. Post graduate studies in Development Finance.
Technical Competencies:
Written and Verbal Communication
1. Is relied on by others to help them write complex technical and non-technical documents and briefs.
2. Is able to determine which aspects of this knowledge area need to be transferred to others in order to achieve organisational goals.
3. Coaches’ others and transfers communication skills and knowledge to others.
4. Able to write complex technical and non-technical documents and briefs.
5. Able to determine which aspects of this knowledge area need to be transferred to others in order to achieve organisational goals.
6. Able to communicate complex problems or concepts.
Business Acumen
1. Takes actions to fit business strategy.
2. Assesses and links short-term tasks in the context of long-term business strategies or perspectives.
3. Reviews own actions against the organisation's strategic plan; includes the big picture when considering possible opportunities or projects or thinks about long-term applications of current activities.
4. Anticipates possible responses to different initiatives.
5. Understands the projected direction of the industry and how changes might impact the organisation.
Project Management
1. Defines, plans and manages large and/or strategic projects, including those with a high degree of technical complexity, with impacts across the organisation and/or with national implications.
2. Assembles and leads diverse and multi-disciplinary teams, ensuring maximum effective resource utilization.
3. Successfully manages substantial project budgets, and reports directly to senior managers on the progress and results of projects.
4. Identifies complex issues that need escalation and proposes appropriate corrective actions.
Reporting
1. Designs, reviews and improves reporting processes and provides guidance.
2. Leads production of complex environment reports, takes an editorial role, determines content and level of detail, and ensures consistent messaging and branding.
Negotiation
1. Able to successfully conclude negotiations that require the development of an emotional as well as factual argument.
2. Able to develop mutually beneficial proposals and solutions.
3. Has an appreciation of cultural sensitivities and differences.
Effectively employs a variety of advanced behavioral/interpersonal competencies to control the negotiation situation.
4. Is able to take the lead in a variety of sensitive negotiation situations requiring high levels of tact and diplomacy.
5. Is able to place a discrete negotiation situation within the context of a broader long-term relationship and is not threatened by conceding ground to protect the longer-term interests of the organisation.
Development of Policies / Regulations
1. Specialist knowledge of the policy development work for a specific area (expertise).
2. Is relied on to help other develop complex new policies or regulations.
3. Ability to monitor the new policy and legislations against “ease of doing business index” in South Africa to determine effectiveness.
4. Understands how policy development impacts and relates to the South Africa Business Community and the economy as a whole.
5. Determine which aspects of policy development need to be transferred to others in order to achieve organisational goals and effectiveness.
Stakeholder Management
1. Actively engages partners and encourages others to build relationships that support DBSA objectives.
2. Understands and recognises the contributions that staff at all levels make to delivering priorities.
3. Proactively manages partner relationships, preventing or resolving any conflict.
4. Adapts style to work effectively with partners, building consensus, trust and respect.
5. Delivers objectives by bringing together diverse stakeholders to work effectively in partnership.
Strategic Planning
1. Develops long-term objectives, strategies, and goals. Orients to longer terms than day-to-day activities; determines long-term issues, problems or opportunities.
2. Develops and establishes broad scale, longer-term objectives, goals, or special projects (e.g., affecting a department, several departments or DBSA).
3. Develops a business strategy; assesses and links short-term, day-to-day tasks in the context of long-term business strategies or a long-term perspective; considers whether short-term goals will meet long-term objectives.
4. Ability to analyse complex economic trends and their impact on organisational strategy.
Required Personal Attributes
Leadership/Behavioural Competencies:
Leading & Empowering Others
1. Identifies long-term goals for the team and communicates them to team members, ensuring their buy in.
2. Sets a good example by personally exercising desired behavior, acts on values and beliefs.
3. Communicates a vision for the team and future success that inspires team members.
4. After assessing others’ competence, delegates authority and responsibility to others to do a task in their own way.
5. Ensures that competent employees are given opportunities to further their careers.
Leading & Managing Change
1. Anticipates the need for change when not obvious and influences others to gain support. Builds sustainable business and organisational capacity to embrace and thrive on change.
2. Re-engineers and aligns structures, processes and practices to support and sustain the desired change.
Strategic & Innovative Thinking
1. Understands connections and trade-offs of strategic choices to evaluate which ideas are practical and possible by considering business and/or scientific implications.
2. Develops innovative business and/or customer solutions that shape industry practices.
Teamwork & Cooperation
1. Acts to promote a friendly climate and good morale and resolves conflicts.
2. Creates opportunities for cross-functional working.
3. Encourages others to network outside of their own team/department and learn from their experience.
Developing Others
1. Gives specific positive or mixed feedback for developmental purposes.
2. Gives negative feedback in behavioral rather than personal terms.
3. Reassures and/or expresses positive expectations for future performance when giving corrective feedback.
4. Gives individualized suggestions to individuals for their improvement.
Driving delivery of results
1. Identifies and implements a business opportunity that will have a long-term impact on the business (which may include the organisation’s reputation or brand image).
2. Monitors progress and adapts the plan, if necessary, to ensure optimal benefit to the business.
3. Makes decisions, sets priorities, or chooses goals based on inputs and outputs and makes explicit considerations of potential profit, return on investment, or cost benefit analysis
4. Based on the cost-benefit analysis, makes decisions of entrepreneurial risk nature.
Decisiveness (High Performance, Service Orientation)
1. Makes timely decisions about complex issues even when some information is missing.
2. Makes decisions and stands by them even when they are controversial or unpopular. Grasps critical business opportunities when they arise by making timely decisions.
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English 
FRENCH
