Deputy Director-General: State-Owned Companies (Soc), Governance Assurance And Performance (Gap)

Requirements

A qualification at NQF level 8 as recognised by SAQA in Transport Economics / Finance / Accounting / Auditing / Law / Risk Management / Economics / Business Management / Administration / Public Management with at least 8 years’ experience at a senior management level in an oversight of State- Owned Companies or Public Entities. Certificate of successful completion of the National School of Government’s Senior Management Service Pre-Entry 81 Programme. Knowledge and skills: Knowledge of legislative and policy prescripts relevant to the Department and its SOEs. Sound Knowledge of corporate governance as it applies to the public and private sector, as well as Company law. Knowledge and understanding of Enterprise Risk Management Concepts, Framework and methodologies. Knowledge in Company Law, King IV and Ethics. Knowledge of the Public services Anti-Corruption Strategy and measures. Knowledge and understanding of monitoring the performance of public entities. Knowledge of National Treasury Risk Management Framework. Knowledge of the financial and non-financial report writing. Knowledge of the Public Finance Management Act (PFMA). Knowledge of shareholder compact development, monitoring and evaluation. Knowledge of board governance, board charters, board committees and board performance processes.

Key Responsibilities

Direct the development and facilitate the implementation of government's overarching SOC Policy Framework for the Transport complex. Direct and initiate research projects to define the policy “gaps” affecting the optimal functioning of SOCs in the Transport Complex. Collaborate with SOCs, industry and research institutions in developing bridging strategies to enhance the operations of the SOCs in the complex. Lead consultation processes for the adoption of bridging strategies and policy instruments. Lead initiatives to facilitate alignment of the policy at a technical level and regulatory regime falling outside the mandate of the department. Direct and manage processes to facilitate the alignment of Shareholder Compacts for SOCs in the Transport complex. Coordinate input processes by various specialist teams in the Transport sector to identify the compact alignment requirements for SOCs in the complex. Lead and coordinate the development Investor briefs to the Minister and Cabinet on critical alignment requirements. Lead at a technical level interaction with the executive management of SOCs in the Complex to resolve alignment issues. Develop Compact documents for formal sign-off by the Minister and the relevant SOC Board. Monitor, evaluate and report on the impact made by the aligned compacts. Oversee the review and alignment of shareholder compacts, corporate plans, strategic plans and annual performance plans of transport SOCs. Ensure that shareholder compact targets are measurable, realistic, legally compliant and aligned with government priorities. Monitor the implementation of shareholder compact commitments and recommend corrective measures where performance gaps arise. Provide technical advice to the Minister and Director-General on shareholder compact negotiations and approvals. Direct and manage the initiation of research projects to enhance the business operations and performance of SOCs in the Transport complex. Direct and coordinate the initiation and delivery of specialist research projects to model the short-, medium- and long-term business enhancement prospects within the Transport complex. Coordinate and oversee the development and implementation of pipeline business enhancement strategies and instruments for the Transport complex. Establish multi-disciplinary specialist project teams to conduct due diligence and sustainability assessments on business enhancement models. Lead at a technical level consultation process to adopt the identified enhancement models by members of the complex. Lead and coordinate the development Investor briefs to the Minister and Cabinet on the implementation of enhancement models for approval. Lead at a technical level process to secure funding instruments for the implementation of adopted enhancement models. Monitor, evaluate and report on the impact made through the implementation of approved business enhancement models. Engage with policy and regulatory institutions at a technical level to mitigate risk in the regulatory regime with a possible impact on the implementation of business enhancement models. Develop and maintain strategic partnerships to enhance business opportunities and infrastructure development. Ensure the effective, efficient and economical utilisation of resources allocated to SOC governance assurance projects. Ensure the establishment and maintenance of Project Governance Instruments. Account for the utilisation of resources allocated to financial governance assurance projects. Lead the effective utilisation of resources to support the delivery of governance assurance priorities across transport SOCs. Provide strategic oversight on board governance, board charters, governance frameworks and shareholder expectations. Monitor the implementation of King IV governance principles across the transport SOCs. Advice on governance failures, board effectiveness concerns, conflict of interest and ethical risks. Lead the facilitation of board appointments, board performance processes and governance improvement initiatives. Manage the 82 Financial and Non-Financial Performance Oversight. Provide strategical oversight of financial statements, budgets, cash flow and funding requirements of SOCs. Manage financial sustainability, governance risks, service delivery performance of SOCs and on-going risk concerns. Monitor non-financial performance against APP targets. Oversee the turnaround plans, business enhancement models and reform proposals. Provide strategic evidence-based recommendations to the Executive Authority. Oversee the monitoring of audit outcomes, audit action plans and AGSA findings relating to transport SOCs. Manage the assessment of audit outcomes, audit action plans and remedial actions. Provide strategic direction of the monitoring and evaluation of quarterly and annual performance reports submitted by Transport public entities. Manage the analysis of financial and non-financial performance trends and identify key governance, operational and delivery risks. Coordinate performance review engagements with SOC Boards and executive management. Manage the resource of the Branch; Provide guidance and adequate support for and development of the staff; Authorise expenditure; Manage audit queries; Monitor quality control of work.

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