Closing Date 2024/11/26
Reference Number DBS241111-1
Job Grade 21
Job Type Classification Contract
Location - Town / City Gauteng
Location - Province Gauteng
Location - Country South Africa
JOB DESCRIPTION
The Infrastructure Fund (IF) announced by the President in September 2018 addresses the need for a dedicated blended financing facility for infrastructure programme projects. The IF aims to transform public infrastructure financial provisioning using “blended” finance - combining capital from the public and private sectors, and Development Finance Institutions (DFI’s)/Multilateral Development Banks (MDB’s). This will be dedicated to meeting the financing requirements for hybrid projects.
The mandate of the Infrastructure Fund has been captured in a Memorandum of Agreement (MOA) between the National Treasury, Infrastructure South Africa (ISA), and the DBSA entered on 17 August 2020.
ROLE SMMARY
The Head is responsible for formulating and implementing the origination, coverage and strategic partnership strategies in line with the vision, strategy and goals of the IF, resulting in bankable projects and programmes and significant crowding in the private sector.
The duties and responsibilities of the Head: Programme Management are detailed below.
KEY RESPONSIBILITIES
Strategic Direction and Outputs
1. Collaborate with the Chief Investment Officer: Infrastructure Fund, to set the strategic direction for the provision of Programme Management Services in alignment with the mandate and value chain of the Infrastructure Fund.
2. Contribute to the development and implementation of the programme management strategy and execution plan in alignment with the overall business objectives and strategy.
3. Cascade the execution plan to ensure direct reports manage their portfolios in line with the division's vision, strategy, and goals.
Stakeholder Management and Reporting
1. Implement effective measures in the identification and management of key stakeholders.
2. Ensure that mandatory periodic and/or ad-hoc reports are prepared and timely communicated to stakeholders.
Programme Management Activities and Outputs
1. Coordinate and manage a portfolio/pipeline of large-scale infrastructure projects and programmes involving multiple stakeholders from cradle to completion.
2. Oversee the design, development and management of complex project/programme plans, budgets, resources and dynamic scope and deliverables according to the clients' and funders' agreements. Effectively providing investor comfort that their investment in agreed projects/programmes will be successfully and timeously completed.
3. Identify and implement measures to prevent project/programme delays by actively engaging and managing multiple project/programme offices.
4. Facilitate project costing and cost control methodologies and procedures to ensure that projects/programmes are completed within budget and time.
5. Design and review the implementation of projects/programmes including:
1) the preparation estimates and detailed programme plans for all phases of the programme;
2) implementation plans with outputs, activities, responsibilities and time frames;
3) programme budget and report against budget;
4) resource plan and allocate responsibilities; and
5) supporting and aligning IF programmes and work plans.
6. Monitor project/programme progress.
7. Manage issues, risks and programme change requests to ensure successful and on-time program delivery.
8. Procure adequate resources to achieve programme objectives in planned timeframes.
9. Provide status reporting regarding programme milestones, deliverables, dependencies, risks and issues, communicating across leadership and identified stakeholders.
10. Manage programme scope and changes. Identify and implement expediting measures to prevent project delays by actively engaging and managing contractors/architects/service providers.
11. Build a database to record all projects/programmes. System to have the ability to collect data from various sources from internal and external to the DBSA. System to provide the capability to provide full data analysis and reports.
12. Where applicable manage and oversee the project programme contract management:
13. Implement contract management policy, practices, procedures and system.
14. Determine the appropriate execution and contract strategies in relation to known facts of the project and the maturity level of the projects in the Programme ensuring minimum risks to the programme.
15. Ensure implementation of safety, health and environmental standards by contractors in compliance with the requirements and guidelines of the DBSA.
16. Keep contractors fully informed of all changes or modifications to requirements regarding contracting, both legislative and those of the DBSA.
17. Follow up and ensure the resolution of contractual breaches / non-compliance.
Governance, Systems and Tools
1. Develop and facilitate the implementation of governance policies of the Programme Management Unit, practices and systems and the continuous improvement in governance.
2. Ensure business practices and policies/procedures meet regulatory requirements to enable the Infrastructure Fund to achieve material compliance with international, national, and local laws and regulations.
3. Develop and support the implementation including improvement of project management methodologies, tools and standards.
4. Ensure utilisation of project management methodologies and information systems.
People Management
1. Provide direction and management to the direct reports to enable the execution of the strategy and manage their portfolios effectively.
2. Attract, retain, and develop top-calibre talent. Develop and maintain sufficient depth in all critical functions, minimizing "key-man" risk.
3. Optimise skills usage within the unit and Division.
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. Develop the skills and abilities of all team members, with the result that they perform to at their highest potential and optimize their current and future job performance.
6. Proactively support diversity strategies and initiatives.
7. Contribute to building synergies and cooperation across functions in the IF.
8. Promote Teamwork values and a culture of High Performance within the Unit and IF.
Undertake ad-hoc duties as assigned, from time to time.
Key Measurements of Outputs
1. Successful oversight, management and implementation of agreed projects/programmes:
a) Percentage of performance targets met as per business plan.
b) Quality of delivery of projects/programmes.
c) Investor satisfaction of invested projects/programmes.
2. Quality of presentations and reports.
3. Clean audit.
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EXPERTISE & 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.
6. 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.
Minimum Requirements
1. Post-graduate qualification in Engineering, Finance, Business, or Economics.
2. Qualification in Project / Programme Management: Project Management Institute (PMI), Projects in Controlled Environments (PRINCE) and South African Council for the Project and Construction Management Professions (SACPCMP).
3. A minimum of 10 years project/programme management experience in the public infrastructure sector.
4. The experience must include a minimum of 5 years’ experience in a management position within a legal environment.
5. Extensive work experience across multiple areas of Government and comprehensive knowledge of the government system in South Africa.
6. Extensive experience in managing projects and programmes involving multiple stakeholders.
7. Proven ability to oversee and manage large-scale infrastructure projects and programmes, including Public-Private Partnerships (PPPs).
8. Demonstrated ability to work on new or innovative projects/programmes and the ability to bring ideas from conception to completion.
9. Comprehensive knowledge of the complex legal and regulatory environment for infrastructure and infrastructure procurement in South Africa including the PFMA.
10. Comprehensive knowledge of the complex regulatory environments of municipalities/metros, state-owned enterprises and other government entities in South Africa.
11. Proven track record of leading and preparing good quality reports, documents and presentations for Executive Management, Board and high-level stakeholders.
12. Demonstrated ability to manage teams with a proven track record of mentoring and developing direct reports.
13. Sound knowledge and a good grasp of the infrastructure landscape, financial markets political economics, macroeconomics as well as socio-economic, development issues, challenges and opportunities in South Africa and the rest of Africa.
14. Proven ability to put yourself in the client’s / funders' shoes and understand the motivations that underlie behaviours of interest.
15. Demonstrated ability to lead complex strategic initiatives and projects to successful execution.
REQUIRED PERSONAL ATTRIBUTES
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, and 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 based on 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 an 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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