JOB DESCRIPTION
To assist in the coordination of strategic and operations functions within the office of the CFO liaising and coordinating with all key stakeholders within the Finance division and outside the division. Strategically ensure synchrony amongst various functions within the CFO office.
KEY RESPONSIBILITIES
1. Strategic and Operational Planning Alignment
2. Assist in the coordination/preparation and alignment of the Divisional Balanced
3. Scorecard (BSC) and monitor implementation thereof.
4. Undertake project/programme management (BSC adhoc) initiatives as directed by the
Group Executive (operational, real project, “approach and discipline stream” within the Division in respect of projects).
5. Prepare and manage the budget of the Executive’s Office and serve as its budget controller in consultation with the Executive.
6. Coordinate the division’s submissions to Board and its committees and to management committees.
7. Manage the Executive’s correspondence with high level stakeholders, including Ministers” CEO’s etc.
8. Prepare and advise on the Executive’s interventions in workshops/conferences, meetings, speeches, etc and ensure the Executive is appropriately briefed.
9. Follow-up on key decisions from Board; Executive Management etc and ensure timely implementation thereof.
10. Ensure that the Executive is briefed and prepared in advance of meetings.
11. Participate in meetings and interactions in order to ensure the recording of decisions and follow-up.
12. Analyst and interpret data and/or reports to advise the Executive on appropriate way forward.
13. Monitor and report on divisional operational risks and mitigation thereof.
14. Direct human resources activities in conjunction with the Executive, including the approval of human resource plans and activities.
15. Assisting in special projects allocated from CFO, Head: Supply Chain Management and the Chief Information Officer with accountability, responsibility, quality and reliability.
16. Direct human resources activities in conjunction with the Executive, including the approval of human resource plans and activities.
17. Co-ordinate the division’s planning cycle synchronized with the DBSA planning cycle.
18. Negotiate or approve contracts and agreements with suppliers and distributors according to delegated authority level.
19. Participate in meetings and interactions in order to ensure the recording of decisions and follow-up.
20. Analyst and interpret data and/or reports to advise the Executive on the appropriate way forward.
21. Coordinate internal audit and review and monitoring activities, including periodic review of the Division, Clusters and units.
22. Undertake other tasks as assigned by the Executive, from time to time.
Office Administration
1. Management of the Group Executive’s office with specific reference to the following:
2. Assist in ensuring that the Group Executive’s office is appropriately and adequately staffed and equipped;
3. Ensure that the Group Executive is briefed and prepared in advance of meetings;
4. Participate in meetings and interactions in order to ensure the recording of decisions and follow-up;
5. Coordinate and assist in the preparation of Divisional submissions to Board, Business
6. Review, Management Committees, Adhoc Resolutions from Divisional specific committees (secretariat).
7. Compile all communication from the Office of the Executive.
8. Implementation of systems and processes to ensure the division functions more effectively and efficiently.
9. Procurement of professional services on behalf of the Group Executive by developing the relevant TOR’s and ensuring that procurement is performed according to the prevailing policy.
10. Quality assurance of documents and reports.
11. Compiling of operational (process) and content (strategic) reports as requested by the Group Executive.
12. Provide inputs on documents when requested by the Group Executive.
Key Measures/KPIs
1. Effectiveness and efficiencies in the Office of the Group Executive.
2. Quality of Reports.
3. Management of Budgets including operational expenses.
4. Risk Management with Finance or CFO.
5. Maintain and enhance Governance within Finance or CFO.
Stakeholder management for Finance Division.
|
EXPERTISE & TECHNICAL COMPETENCIES
A post graduate tertiary qualification or equivalent (finance related)
1. Postgraduate tertiary qualification (MBA/Masters) would be an advantage
2. Additional business qualifications would be an added advantage with experience in a banking and/or finance sector.
3. Strong Solutions Design and partnering experience at strategic level.
4. Strong Business Acumen and Strategic Advisory experience.
5. Minimum of 5 years’ experience in a similar role.
6. CA (SA) would be an added advantage.
Skills in strategy formulation and execution.
1. Skill in collecting and analyzing complex data, evaluating information and systems and drawing logical conclusions.
2. Extensive skills in terms of planning and project management and in maintaining composure under pressure while meeting multiple deadlines.
3. Ability to establish and maintain harmonious working relationships with co-workers, staff and external contacts and to work effectively in a professional team environment.
TECHNICAL COMPETENCY:
Written communication
1. Understands that different writing styles are required for different documents or audiences.
2. Write effective correspondence, prepares questions and reports, statements of circumstance and briefing notes.
3. Reviews others’ documents for clarity and impact.
4. Has a solid mastery of writing principles such as grammar, sentence construction etc.
Presentation skills
1. Can reinforce key presentation points with examples.
2. Is able to translate technical terminology into language understandable to the audience.
3. Has insight into the audience’s behavior and motivation and responds appropriately and professionally, adapting communication style as appropriate.
Reporting
1. Designs / customizes reports to meet user needs.
2. Prepares complex or tailored reports, gathers information from a variety of sources, analyses and includes in a report.
3. Keeps standard reports under review and proposes improvements to meet user needs.
Business acumen
1. Thinks and plans in future-oriented terms.
2. Develops annual business plans that take into account longer-term activities, issues, problems or opportunities.
3. Develops and establishes broad scale, longer-term objectives, goals or projects (e.g., affecting a business, department, or organisation).
Planning and Organising
1. Is relied on to helps other plan and organise their workload.
2. Uses effectively advance time management processes to deal with high workload and tight deadlines.
3. Organises, prioritises and schedules tasks so they can be performed within budget and with the efficient use of time and resources.
4. Achieves goals in a timely manner, despite obstacles encountered, by organising, reprioritising and re-planning
Financial Acumen
1. Makes sound financial decisions after having analysed their impacts on the organisation, partner agencies, and community.
2. Effectively prepares budgetary submissions and forecasts for own department.
3. Knows the internal and external factors that impact on resource and asset availability.
4. Is able to interpret management account reports in an operational/commercial context and take action as appropriate to maximize revenues and control costs.
Financial Analysis
1. Interprets, analyzes and/or evaluates compliance with applicable legislation, sound regulatory practices and procedures, generally accepted accounting principles, and other such rules and regulations.
2. Analyzes or interprets financial records and develops program procedures, financial models and databases.
3. Demonstrates a thorough knowledge and understanding of applicable regulations, rules, entity/company practices, concepts, and industry issues.
4. Demonstrates a thorough knowledge or experience working with legal and regulatory issues in their subject area.
5. Develops and maintains effective working relationships with regulated industries, government officials, administrators, and civic leaders.
REQUIRED PERSONAL ATTRIBUTES
behavioural competency
Customer Service Orientation
1. Tries to understand the underlying needs of customers and matches these needs to available or customized products and services.
2. Adapts processes and procedures to meet on-going customer needs.
3. Utilises the feedback received by customers, in order to develop new and/or improve existing services/ products that relate to their on-going needs.
4. Thinks of new ways to align DBSA’s offerings with future customer needs.
Self-awareness and Self Control
1. Withholds effects of strong emotions in difficult situations.
2. Keeps functioning or responds constructively despite stress.
3. May apply special techniques or plan ahead of time to manage emotions or stress.
Strategic and Innovative Thinking
1. Experiments with new approaches, tests scenarios, questions assumptions and challenges conventional thinking.
2. Creates new concepts that are not obvious to others, leveraging internal and external sources of information, to build incremental revenue and growth opportunities.
Driving delivery of results
1. Sets challenging goals that will have a significant impact on the business or support the organisational strategy.
2. Commits significant resources and/or time to ensure that challenging goals are achieved, while also taking action to mitigate risk.
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.
Information Seeking & Analysis
1. Identifies the cause-and-effect relationship between two aspects of a situation.
2. Separates situations into two parts: advantages and disadvantages.
Organizational Awareness
1. Recognises unspoken organisational limitations, what is and is not possible at certain times or in certain positions.
2. Recognises and/or uses the corporate culture (language, etc.) that will produce the best response.
3. Recognises and/or uses ongoing power and political relationships within the organisation (alliances, rivalries) with a clear sense of organisational impact.
|
English 
FRENCH
