Closing Date 2024/06/19
Reference Number DBS240530-1
Job Grade 18
Job Type Classification Contract
Location - Town / City Midrand
Location - Province Gauteng
Location - Country South Africa
JOB DESCRIPTION
The Head: PaD Programme is responsible to support the selected district municipal spaces by deploying integrated, innovative, customised and blended services to solution for specific district area priorities.
KEY RESPONSIBILITIES
Strategic Focus
1. Contribute to the development of the Division and Business Unit strategies implementation thereof.
2. Establish partnerships and continuously remediate and eliminate the partnership obstacles and inefficiencies.
3. Build relationships, networks and collaborate with internal and external key stakeholders and municipal clients to position the DBSA as the ‘go to’ Bank for integrated municipal support, especially infrastructure development, institutional and sector capacity support and infrastructure delivery opportunities.
4. Continuously research and analyse municipal clients’ business context, operations, infrastructure and financial performance in search of opportunities to be evidenced via a comprehensive execution plan.
5. Through an integrated programmatic approach, deploy integrated and blended services to solution for specific challenges that will see the DBSA achieving its mandate aspirations and development position of unlocking infrastructure, increase number and value of projects that are completed, improve the financial position of the municipal clients (audit opinion), number of jobs created via the LED programs and projects implemented.
6. Post confirmation of the selected district entities, prepare and present comprehensive baseline assessments/diagnosis of the municipalities in the participating districts in consultation with the district entities and partners.
7. Compile district-specific diagnostic reports and implementation plans based on outcomes of the diagnostic assessments.
8. Enter into partnership agreements for the parties to share information to facilitate proper assessments/diagnosis of the municipalities (information includes budgets, annual reports, District Development Model (DDM) one plans, state of local government reports, etc.
9. Develop credible process to leverage support and funding from the private sector, Development Financing Institutes (DFI’s)/Multi-lateral Development Banks (MDB’) and the public sector that is transparent and in line with PaD objectives and goals.
10. Develop the Programme Execution Plan (PEP) accompanied by a resource plan in consultation and agreement with the district entities and partners. Update the PEP on an annual basis taking into consideration actual levels of implementation of the prior year deliverables and/or any new/changing requirements.
11. Oversee and proactively manage the implementation of the PaD Programme in line with the agreed programme execution plans.
12. Manage challenges, risks and programme change requests within the scope to ensure successful and on-time programme delivery.
13. Develop a procurement strategy to ensure that the programme is adequately resourced with financial, human and other resources.
14. Reporting: Compile quarterly district programme execution progress reports and submit to the relevant DBSA structures and partners.
15. Compile district close-out and lessons learned reports.
16. Facilitate the preparation of management submissions/reports and present to Executive Committees, Boards and Stakeholders.
17. Prepare and submit any other reports as required.
Stakeholder Relations and Management
1. Develop and execute stakeholder management strategy.as part of the overall local government support strategy.
2. Conduct continuous stakeholder consultations within the framework of the governance structures to be established for the program and overall local government support.
3. Continuously broaden and conclude partnership agreements across private and public sector spectrum.
4. Map and develop a network of diverse stakeholders whose influence is critical to the achievement of PaD plans and objectives.
5. Develop management strategies for inter-governmental structures and communication schedule to update stakeholders on the progress of the development and implementation of PaD.
6. Manage stakeholder expectations for project deliverables, communications and implementing effective systems of project governance, within the team and with strategic partners, both internally and externally.
7. Coordinate the development and management of memorandum of understandings, contracts and agreements with stakeholders to achieve mutual understanding and commitment.
8. Create synergies and cooperation across functions namely, the DBSA and relevant stakeholders.
People Management
1. Fully resource the PaD Programme to ensure that there are adequate capacity/skills necessary to enable the PaD to fulfil its obligations as agreed with the DBSA Board & Exco.
2. Develop and maintain sufficient depth in all critical functions, minimizing "key-man" risk.
3. Provide direction and management to the direct reports to enable the execution and management of their portfolios effectively.
4. Oversee the management of programme resources to enable optimal usage of skills and capabilities.
5. Facilitate team development while holding teams accountable for their commitment to ensure strong team delivery.
6. Conduct performance management for all direct reports, managing their performance in relation to quality standards and agreed benchmarks and objectives, in line with sound performance management principles.
7. Promote DBSA values and a culture of High Performance within the areas of responsibility.
Key Measurements of Outputs
1. Number of projects executed to completion from the execution plans.
2. Number of jobs created from the various programs and initiatives including the LED initiatives and infrastructure implemented.
3. Value of infrastructure unlocked from the initiatives in the Execution Plans.
4. Improvement in the financial position of client municipalities, e.g audit opinions.
5. Growth in the number and value of projects funded by the DBSA and partners.
6. Growth in the number of projects unlocked from non-lending initiatives for institutional and sector specific capacity development geared for financing by the DBSA and private sector.
7. Successful execution of the PEP within time, quality, cost, and approval from key stakeholders.
8. Visible transformation and impact of sustainable development in the participating district spaces. Improvement in service delivery in the client municipalities measured by growth in the number of residents with access to services
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EXPERTISE & TECHNICAL COMPETENCIES
Minimum Requirements
1. Post graduate qualification in the Built Environment or Business Management (NQF 8).
2. A minimum of 10 years’ experience across multiple areas of Local Government operating at a senior management level.
3. A minimum of 8 years project / programme management experience.
4. Knowledge of the financial and regulatory environments within relevant sector and/or geography.
5. Proven track record of leading and preparing good quality reports, documents and presentations for Executive Management, Board and high-level stakeholders.
6. Demonstrated ability to manage teams with proven track record of mentoring developing direct reports.
7. Sound knowledge and good grasp of the infrastructure landscape, financial markets political economics, macroeconomics as well as socio-economic, development issues, challenges and opportunities in South African and the rest of Africa.
8. Strong understanding of the government planning cycle and processes.
9. Demonstrable track record of working with high level government stakeholders.
10. Good understanding of the provincial regulatory and national regulatory environment.
11. Comprehensive knowledge of the complex regulatory environments of municipalities / metros, state-owned entities and other government entities in South Africa.
12. Proven ability to put yourself in the client’s shoes and understand the motivations that underlies behaviors of interest.
13. Demonstrated ability to lead complex strategic initiatives and projects to successful execution.
Desirable Requirements
Understanding of the DBSA’s role in the infrastructure value chain.
Technical Competencies
Business Acumen
1. 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.
2. Understands the projected direction of the industry and how changes might impact the organisation.
3. Deep understanding of commercial drivers and can take decisions based on an assessment of alternatives concerning complex business situations.
4. Deep understanding of DBSA economic priorities and how they can be implemented to meet DBSA's strategic objectives.
5. Deep understanding of DBSA's core sector role in achieving DBSA's strategic objectives.
6. Deep understanding of the need to coordinate efforts with many government entities, private sector, community groups and individuals to ensure effective implementation of new policies and regulations.
Project Management
1. Ability to plan, initiate, execute, control and close projects related to a relevant function as well as to track and manage resources, timelines, costs, deliverables and performance, and implement contingency plans if necessary, to ensure projects are successfully.
2. 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.
3. Assembles and leads diverse and multi-disciplinary teams, ensuring maximum effective resource utilisation.
4. Successfully manages substantial project budgets and reports directly to senior managers on the progress and results of projects.
5. Identifies complex issues that need escalation and proposes appropriate corrective actions by maintaining a respected profile with relevant external organisations and the research community in general.
Strategic Planning
1. Ability to analyse business trends, implications and options to devise holistic and long-term strategic plans as well as execute the required change is essential to meet DBSA's objectives and future goals.
2. Develops long-term objectives, strategies, and goals. Orients to longer terms than day-to-day activities; determines long-term issues, problems or opportunities. 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.
Solutions Focused
1. Identifies complex problems based on a broad range of factors, many of which are ambiguous or difficult to define.
2. While remaining guided by organisational values, identifies optimal solutions, thinking first in terms of possible approaches and flexibilities in the system vs. blind adherence to rules or procedures.
3. Evaluates the effectiveness and efficiency of solutions after they have been implemented and identifies needed changes.
Planning and Organising
1. Coaches others on advanced planning and organising skills.
2. Plays a role in transferring advanced planning and organising skills and knowledge to others.
3. Identifies and acts on opportunities to partner with other units in the department to achieve desired results.
4. Develops partnership agreements that ensure win-win outcomes for all parties. Develops integrated plans for the work unit and others that interfaces with the function’s budget.
5. Uses effectively advance time management processes to deal with high workload and tight deadlines.
6. Organises, prioritises and schedules tasks so they can be performed within budget and with the efficient use of time and resources.
7. Achieves goals in a timely manner, despite obstacles encountered, by organising, reprioritising and re-planning
Detailed Oriented
1. Quickly identifies relevant and irrelevant information to support accurate decision making.
2. Maps out all the logistics and details of a situation to ensure smooth and flawless implementation.
3. Consistently identifies all relevant details that are not obvious in complex situations.
4. Requires the highest standards for accuracy and quality for their work.
5. Establishes processes to ensure accuracy and quality of services delivered by the team.
Reporting & Communication
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.
3. Is relied on by others to help them write complex technical and non-technical documents and briefs.
4. Can determine which aspects of this knowledge area need to be transferred to others in order to achieve organisational goals.
5. Coaches others and transfers communication skills and knowledge to others.
6. Able to communicate complex problems or concepts, by making them simple and understandable for others.
7. Adapts language to the level of the audience in order to ensure that the message has a positive impact and is interesting to the audience.
8. Is articulate, demonstrates a wide range of vocabulary, and is confident when talking to large/high level audiences.
Presentation Skills
1. Knows how to deliver arguments persuasively by employing a range of advanced presentation techniques (e.g. the appropriate use of body language, how to close a presentation so that the audience continues to think about the subject matter etc.).
2. Has knowledge of various feedback mechanisms to check levels of audience understanding.
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 behaviour; 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 behavioural rather than personal terms.
3. Reassures and/or expresses positive expectations for future performance when giving corrective feedback.
4. Gives individualised 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). Monitors progress and adapts the plan if necessary, to ensure optimal benefit to the business.
2. Makes decisions, sets priorities, or chooses goals on the basis of inputs and outputs: makes explicit considerations of potential profit, return on investment, or cost benefit analysis.
3. 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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