POSITION DETAILS. ORGANOGRAM (Adjust as necessary. Include line manager, line manager s manager, all subordinates and colleagues. Include job grades)

Transcription

1 HR191 JOB DESCRIPTION NOTES Forms must be downloaded from the UCT website: This form serves as a template for the writing of job descriptions. A copy of this form is kept by the line manager and the job holder. Position title POSITION DETAILS Director: Strategy and Planning Job design an title (HR Practitioner to provide) Job grade (if known) 13-4 Academic faculty / PASS department Academic department / PASS unit Division / section ICTS Information & Communication Technology Services New division Date of compilation July 2015 ORGANOGRAM (Adjust as necessary. Include line manager, line manager s manager, all subordinates and colleagues. Include job grades) Executive Director Information and Communication Technology Services Director Systems Division PC 13-4 Director Strategy and Planning PC 13-4 Director Technical Suport Services PC13-4 Director Customer Services PC 13-4 Project Management Office Enterprise Architecture IT Security Governance, Risk and Compliance Strategy and Planning PURPOSE The main purpose of this position is to direct the strategic and operational work of the Strategy and Planning Division within ICTS. The UCT and ICT strategy for UCT informs Enterprise Architecture, IT Security, Governance, Risk and Compliance, Portfolio management and ICT Strategy and Planning and as such the incumbent acts in a role of senior advisor on these matters to the Executive Director for ICT during the strategy planning process. 17 July 2014 Page 1 of 8 HR191

2 JOB CONTENT Key performance areas (4 6) (What) % of time spent Activities / Objectives / Tasks (How) Results / Outcomes (Why) 1 Strategy development and governance, risk and compliance 40% ICTS Vision Contribute toward the definition of the ICTS vision. Communicate ICTS vision to internal and external stakeholders. The ICTS vision is communicated and understood by staff within division. The division s goals and objectives reference the ICTS vision. Development of Strategy Understand the University Strategy and its implications for ICT strategy. Remain current with relevant developments in existing, emerging and potential products, technologies and services. Read widely, and participate in peer and industry forums. Ensure cross functional integration of services within ICTS Ensure that team managers participate in and contribute to relevant forums and hence to the Division s strategy in their areas of responsibility. Use the above to contribute meaningfully to the development of the Departmental/ICT strategy and to develop a strategy for the division. A Divisional Strategy which aligns with and is encapsulated in Departmental/Institutional ICT Strategy, is developed. The Divisional Strategy is guided by the University Strategy, as well as relevant technology and industry trends and developments. The staff of the division, and its stakeholders are aware of the ICT Strategy, the ICT governance structures and processes and understand how to access and participate in them. Managers and Senior managers in the Division contribute to the development of the Divisional Strategy. Application of Strategy and governance Participate in or be represented by team managers on relevant committees and other governance structures in UCT to: Understand significant current and emerging stakeholder requirements. Design and propose technology solutions and services that fit the ICT strategy and architecture to address these requirements or improve service to stakeholders and the University in general. Ensure that proposals are coordinated so as to improve efficiency and avoid unnecessary duplication and complexity. Work within the governance structures to ensure that major work and deliverables of the division are identified, prioritised, scheduled and delivered in line with the ICT strategy and the institution s ICT ICT and applicable University-wide governance structures are understood, contributed to, and applied in planning and directing the work of the division. Managers within the division participate in relevant governance and related structures, and provide domainrelated expertise and recommendations. The aspects of the ICT architecture for which the Director is accountable are planned, designed and implemented in line with the ICT strategy, and according to the ICT governance structures and processes. Business and financial aspects of existing and future technologies are regularly evaluated The Director will maintain regular interactions with peers from external audit organizations, government regulators and related industry regulators 17 July 2014 Page 2 of 8 HR191

3 priorities. Set or contribute to agendas, meeting structure and meeting preparation within the ICT governance structure as appropriate. Develop and present business cases, policies, progress and other reports. ICT Architecture Provide EDICT and campus with Enterprise architecture consultancy. Design and develop the UCT Enterprise Architecture Work with the ICT Management Team to review, and evaluate emerging technologies related to current and potential future products, product direction and services relevant to the Department and the Division. Governance, Risk and Compliance Promote and support a culture of compliance, risk avoidance/mitigation and corporate accountability throughout the organization Identify opportunities to build governance, risk and compliance programs into daily operations of Information Technology Assist in the development of tools, training, policies, and procedures to support the programs Provide analytical support to the management team regarding governance, risk and compliance metrics, reporting and special projects Work with counterparts across all business lines to ensure policy/procedure and control standardization Work with service providers to ensure proper controls are in place. Work with auditors and technical subject matter experts to satisfy internal and external audit requirements and King III compliance Identify and implement opportunities for automation or efficiencies to improve governance/audit controls to determine which are obsolete or out of date Serve as a subject matter expert for governance and compliance frameworks and regulations Work with technical subject matter experts to identify, mitigate and manage risk. Review workflows, hand-offs, process steps and existing policies and procedures; analyse 17 July 2014 Page 3 of 8 HR191

4 areas for improvement and provide recommendations Identify and monitor non-compliance and escalate when appropriate. Incumbent should possess well-rounded knowledge of mainframe and distributed network information technology The incumbent will manage and maintain the UCT ICT policy register ICT Security management Act as an interface between strategic and process-based activities and the work of the technology-focused analysts, engineers and administrators in the IT organization Establish and maintain a UCT wide information security management program to ensure that information assets are adequately protected. Responsible for identifying, evaluating and reporting on information security risks in a manner that meets compliance and regulatory requirements, and aligns with and supports the risk posture of the enterprise Proactively work with business units to implement practices that meet defined policies and standards for information security Oversee a variety of ICT-related risk management activities Conduct regular security audits 2 Operational delivery 10% Direct and coordinate section activities: Develop an operational plan for the Division. Ensure that teams are suitably structured based on the services offered, are adequately resourced and that Managers have clear sets of responsibilities related to the operational plan. Allocate operational activities to team via Managers. Secure resources (internal and external) as needed. Monitor: Monitor team/section activities and progress via periodic reports from /meetings with Managers. Implement, apply and refine processes and technologies to manage operational delivery. Provide guidance and leadership as needed. Measure and report according to agreed SLA/ other agreements where relevant. Day-to-day activities run effectively and deliver the services for which the Division is responsible. Services are delivered according to understood and visible priorities, contracts or SLAs. Team Managers are responsible for identified services/activities. Progress is monitored and reported on, both internally and to stakeholders. Issues are identified and addressed promptly. 17 July 2014 Page 4 of 8 HR191

5 Communicate and inform: Ensure communication with stakeholders to elicit requirements, ensure appropriate prioritisation, report on progress and address issues. Consult with and keep other directors informed where activities impact these areas. Keep the EDICT informed of progress of important deliverables, and any issues requiring escalation Directors and the EDICT are aware of status/progress as needed, and are consulted and/or informed where necessary. 3 Project and programme management 25% Assume accountability for the Department s ICT project portfolio: Establish the ICTS Project Management Office and oversee all project managers Accountable for delivering all projects, with a portfolio, on schedule, within budget, and with customers expected deliverables deployed Create and present business cases. Implement &/or gain approval from governance structures. Secure funding and oversee expenditure. Source, allocate and coordinate project teams and resources. Set direction, deadlines and priorities, and remove stumbling blocks for the project teams. Engage regularly with relevant stakeholders. Ensure deliverables, outcomes and value. Produce &/or present reports. Develop project management capacity within the Division. Provide coaching and mentoring to project managers and project team members to adherence to standards, best practices and internal controls Portfolio of projects is appropriately prioritised. Projects are approved and funded. Project deliverables and value are accomplished, measured and reported on. Committees, users and stakeholders are consulted and kept informed. 4 Divisional leadership, human and financial resource management 10% Perform Executive Director:ICT duties as required: Attend management meetings on behalf of the Director. Commit to deliverables and delegate to ICTS divisions. Be fully informed of current ICTS activities and commitments and ensure delivery. Approve spending as per delegation of authority toward ensuring business continuity. Served as an effective 2ic to the ED:ICT as appropriate. Operational continuity for the Division and ICTS is maintained. ICTS has effective representation at all meetings. ICTS deliverables are prioritised and and accomplished through effective delegation. Human resource management Design, optimise and implement the Division s capabilities, functions and organisational structure. Build leadership capacity in the Division. The structure of the division is designed according to the services delivered and delivery model, and this structure is reviewed as necessary A fully trained 2ic is in place and other senior team 17 July 2014 Page 5 of 8 HR191

6 Coach and develop line managers to fulfil the role of the Division s Director. Recruit, select and see to the orientation of new staff in line with HR regulations and transformation objectives. Set clear goals and assess staff. Agree development plans with staff to meet the needs of the UCT, ICTS and staff aspirations Coach and mentor staff, providing them with continuous feedback. Provide technical leadership across the Division s domains of accountability. Incentivise and motivate staff. Multi-skill staff to minimize reliance on individuals. Create and sustain a healthy working environment and culture of continuous improvement which encourages others to provide the quality of service essential to high performance outcomes. Keep colleagues as well as staff involved and informed about developments in ICTS. members receive leadership training. All vacant posts are filled promptly in line with EE targets. New staff receive orientation and training. All staff goals and development plans are set and performance reviews are done in accordance with HR policies. Coaching and feedback is provided. Continuity is assured via cross-training. A team culture which encourages others to provide the quality of service essential to high performance is in place. The environment in the Division fosters team work and cooperation amongst divisions, teams and team members. Staff are involved and informed. Budget and expenditure management Assist the Executive to prepare the ICTS budget in accordance with UCT guidelines. Develop the Division s operational and staffing budgets. Develop budgetary plans for systems, platforms and/or ICT infrastructure, including life-cycle funding considering university wide requirements. Control expenditure against budget, according to needs and UCT priorities, in consultation with the EDICT. Implement initiatives to improve efficiency, to save or to generate alternative compatible income streams. Budget is formulated and approved, with a focus on cost saving and income generation. Expenditure is in line with budgets. 5 Relationship management 15% Manage the interface between the Division and other IT teams within and outside ICTS. Develop and sustain effective relationships with the Division s customers. Identify and build partnerships with key stakeholders to better understand, anticipate and respond to their requirements and concerns; assist them in developing ICT plans. Communicate ICT strategy and direction. Communicate regularly and effectively, keeping others informed. Internal and external relationships are appropriately positive, cooperative and productive. Presentations are delivered to audiences within ICTS, UCT, nationally and/or internationally Stakeholders are aware of ICT strategy and direction and receive the necessary guidance to build this into their own planning. ICTS has a good reputation. ICTS contractual agreements are well-managed and costeffective. Contributions are made within UCT and externally. 17 July 2014 Page 6 of 8 HR191

7 Promote ICTS as and where appropriate. Negotiate, manage and monitor ICTS contractual agreements with various sectors of the university and external vendors. Contribute to the broader university as an engaged member of senior management, as well as outside UCT. Establish highly productive mutual relationships with counterparts from other institutions and vendors. Engage in domain specific communities locally, nationally and/or internationally Do presentations and deliver papers. Participate in and contribute to regional, national or international bodies and their activities. Lead local, national or international initiatives. 17 July 2014 Page 7 of 8 HR191

8 Minimum qualifications Relevant qualification at NQF level 8 MINIMUM REQUIREMENTS Minimum experience (type and years) 10 years relevant experience, including at least 5 years in a senior managerial role in an ICT and customer service oriented environment COMPETENCIES Competence Level Competence Level Analytical thinking / problem solving 3 Resource management 3 Client / student service and support 4 Individual leadership 3 Communication 4 Facilitating change 3 People management 3 Building interpersonal relationships 3 University awareness 3 Building partnerships 4 AGREED BY PRINT NAME SIGNATURE CONTACT NO. DATE Job Holder Line Manager HOD 17 July 2014 Page 8 of 8 HR191