General

• A Deputy Managing director is an upper-management position found within organizations across almost all industries. The primary job duties include planning, organizing, staffing, coordinating, leading, implementing, monitoring and evaluation, controlling program activities and overseeing all details of a company’s operation and programs. Monitor the budget, create corporate service programs, supervise other managers, and develop better business practices. 

• A Deputy managing director is responsible for leading and managing the setting up of the program through the delivery of the new capabilities and realization of benefits. 

• The Deputy managing director role involves proactive interventions and decision-making to ensure that the program implementation stays on track. The director will need the ability to work positively with the full range of individuals and groups involved in the program activities. Synergy is created when they are managed as a Program. 

• The Deputy managing director is responsible for providing leadership, management, coordination, and direction to teams delivering. The director should closely work with project managers, clients, and stakeholders to plan, prioritize, and resource the program.

Primary duties and responsibilities

A. Plan the company programs, missions, vision, goals and objectives

• Plan the delivery of the overall company program and its activities in accordance with the missions, vision, goals and objectives of the organization.

• Develop new initiatives to support the strategic plan direction of the organization.

• Develop and implement long-term goals and objectives to achieve the successful outcome of the program.

• Develop an annual budget and operating plan to support the program.

• Develop a program evaluation framework to assess the strengths of the program and to identify areas for improvement.

• Develop funding proposals for capital and operational program implementations to ensure the continuous delivery of services.

B. Organize the program, goals and objectives

• Ensure that program activities operate within the policies and procedures of the organization.

• Ensure that program activities comply with all relevant legislation and professional standards.

• Develop forms and records to document program activities.

• Oversee the collection and maintenance of records on the clients of the program for statistical purposes in accordance with the confidentiality/privacy policy of the organization.

C. Staff the program

• In consultation with the Managing Director, recruit, interview and select well-qualified staff.

• Implement the human resources policies, procedures, and practices of the organization.

• Ensure that personnel files for the program are properly maintained and kept confidential.

• Establish and implement a performance management process for all operational staff.

• Engage volunteers for appropriate operational activities using established volunteer management practices.

D. Lead the program

• Ensure all staff members receive orientation and appropriate training in accordance with organizational standards.

• Supervise support and operation staff by providing direction, input, and feedback.

• Communicate with clients and other stakeholders to gain institutional support for the program and to solicit input to improve the performances.

• Liaise with other managers to ensure the effective and efficient program delivery.

• Coordinate the delivery of services among different operational activities to increase effectiveness and efficiency.

E. Control the program 

• Ensure that the program operates within the approved budget.

• Monitor and approve all budgeted program expenditures.

• Monitor cash flow projections and report actual cash flow and variance to the Managing Director regularly (monthly/bimonthly)

• Manage all subsidiary organizations budgets in according to established accounting policies and procedures.

• Ensure that all financial records for the program are up to date.

• Ensure financial reports and supporting documentation for shareholders are prepared as outlined in agreements.

• Provide required information to have invoices generated and submitted to shareholders in according to the established timelines.

• Identify and evaluate the risks associated with program activities and take appropriate action to control the risks.

• Monitor the program activities regularly and conduct quarterly, semi and an annual evaluation according to the development and operational program evaluation framework.

• Report evaluation findings to the Managing Director and recommend changes to enhance the operation program activities, as appropriate.

3. Levels of Responsibility and Accountability

• General Management: - Sets organizational strategy governing the direction and conduct of programme management, including application of appropriate methodologies. Plans, directs, and co-ordinates activities to manage and implement complex programmes from contract/ proposal initiation to full integration with “business as usual”. Aligns the programme objectives with business objectives and authorizes the selection and planning of all related projects and activities. Plans, schedules, monitors, and reports on activities related to the programme, ensuring that there are appropriate and effective governance arrangements, supported by comprehensive reporting and communication.

• Project Management: - Takes full responsibility for the definition, documentation, and successful completion of complex projects (typically with significant business, political, or high-profile impact, and high-risk dependencies). Adopts and adapts project management methods and tools, selecting appropriately from plan-driven/predictive approaches or more adaptive (iterative and agile) approaches. Ensures that effective project control, change control, risk management and testing processes are maintained. Monitors and controls resources, revenue and capital cost against the project budget and manages expectations of all project stakeholders.

• Relationship Management: - Leads the development of comprehensive stakeholder management strategies and plans. Builds long-term, strategic relationships with senior stakeholders (internal and external). Facilitates the engagement of stakeholders and delivery of services and change projects, acting as a single point of contact for senior stakeholders, facilitating relationships between them. Negotiates to ensure that stakeholders understand and agree what will meet their needs, and that appropriate agreements are defined. Oversees monitoring of relationships including lessons learned and appropriate feedback. Leads actions to improve relations and open communications with and between stakeholders.

• Implementation Management: - Ensures that there is a business perspective on how any new technical capabilities will be integrated into the business, including planning around key business cycles, selecting appropriate customers for migration, etc. Initiates the business implementation plan, including all the activities that the business needs to do to prepare for new technical components and technologies. Ensures sites deliver site implementation plans that align with the plan. Tracks and reports against these activities to ensure progress.

• Benefits Management: - Promotes the change programme vision to staff at all levels of the business operation, brings order to complex situations, and keeps a focus on business objectives. Works with operational managers to ensure maximum improvements are made in the business operations as groups of projects deliver their products into operational use. 

• Responsibilities & Interfaces

                   1. Institutional Interfaces: - assessment of institutional effectiveness, regional accreditation, institutional planning, cultivation of alumni and other donors, and response to the institutional trustees and/or board of regents.

                   2. Profession-wide Interfaces: - Beyond involvement at the institutional level, the director must engage in multiple professional activities that assure understanding of the dynamics 

• High-level knowledge of the nature of accreditation standards,

• Effectiveness of new practice paradigms,

                   3. Community Interfaces: - 

• Provision of local or international service,

• Interaction with career development professionals 

• Mentorship of program issues 

• Creation of inter-institutional research initiatives that further the search for knowledge in the movement and behavioral sciences that underpin the profession. 

                  4. Regulatory Interfaces: - 

• To effect the regulatory interface, the director must communicate clearly, negotiate effectively, and understand the accountabilities demanded by government and its representatives. 

• Active involvement in developing legislative action 

                 5. Communication Interfaces: -

• Continuous monitoring of standards for accreditation and advocacy for those standards to be used as a vehicle for excellence rather than recognition of minimal acceptable performance.

                6. Knowledge, Skills, Abilities and other work requirements

A. Knowledge: - Advanced knowledge of:

• Minimum Master’s Degree in Social Sciences, Economics, Business Management, Developing Studies or related fields;

• Eight years and above experience in managerial position and leading diversified operation schemes.

• Excellent knowledge of Governance and Accountability progresses.

• Understanding of, or experience in, applicable federal, state, local laws, statutes, regulations, and guidelines

• Principles and practices of program planning, development, and implementation

• Social service administration principles, policies, practices, and techniques 

• Considerable knowledge of supervisory methods, practices, and procedures and management of a community or public service program

• Recognize Problems - Tell when something is wrong or is likely to go wrong

• Reason to Solve Problems - Apply general rules to specific problems to produce answers that make sense

• Reach Conclusions – Combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events)

B. Other Work Requirements

• Initiative - Demonstrate willingness to take on job challenges

• Leadership – Demonstrate willingness to lead, take charge, and offer opinions and direction

• Adaptability/Flexibility - Be open to change (positive or negative) and to considerable variety in the workplace

• Dependability - Demonstrate reliability, responsibility, and fulfill obligations

Job Requirements

Skills and Attributes Needed 

• Apply quality management principles and processes

• Apply risk assessment and management principles and processes

• Network effectively, negotiate well and influence people

• Negotiating relationships with stakeholders within and outside the programme

• Be aware of the broader perspective and how it affects the programme

How to Apply

Submit your CV via email: kabbaholding12@gmail.com