OPPORTUNITY: HAF-1 DETAIL VIEW
Volunteer Role: Program Portfolio Advisor
Posting City: Cape Town
—– County: South Africa
—– Region: Africa
Reports to: Chief Operations Officer
- Child & Youth Empowerment
- Career & Leadership Development
- Urban Care Initiatives
- Disaster Response
- Kids Clubs, Sports
Working Language: English
Team Size: 12 FT, 40 Volunteer
Duration: 6-12 weeks
Prof. Skills Pri.: Marketing
—– Skills Sec.: Program Management
Donation Estimate: $6,500 CAD
Building young lives that will change a nation
World-class Leadership Influence
Detailed Role, Responsibilities & Outcomes
Skills / Knowledge
- Minimum five-seven years of leadership experience with national or international development organizations
- Advanced Project and Portfolio Management
- Thought leadership and current with best practices in one or more specific focus areas of global development that the HAF program portfolios encompass.
General Advisory Capabilities
- Highly goal-focused and plan-driven
- Passionate about advancing a cause
- Focused on task and follow-through to completion
- Structured and strategic thinker
- ability to consistently make good decisions through a combination of analysis, experience, and judgment;
- Strong organization, communication, problem-solving, and leadership skills.
- Strong presentation skills and the ability to teach
- capacity to achieve accountability through delegation and follow-up
Assist and Coach the Programs Director to achieve the following Outcomes
- Ensure that a Project Compendium is created, maintained, and updated for each specific project within all program portfolios. These compendiums contain:
- Core content related to the specific personal transformational journey and benefactor group the project focuses on (e.g. Shine, Strength, Sport Code, Accelerate). This should include all tools, templates, leaders guides, student workbooks, as applicable.
- Training materials (written/electronic; audio/visual) for use by HAF delivery personnel responsible to deploy and implement the programs across a range of benefactors and tailored to each location/community.
- An “A to Z” recipe of how to roll-out and implement the program so that it can be replicated as consistently as possible across multiple locations and that results take shape quickly and effectively.
- A framework of how to scale up/down a typical implementation of the program within a typical community and addresses the nuances and solutions as to how to tailor the programmatic content to meet specific demographics for each specific community (age, gender, cultural, language,
- Each program describes milestones as to how clients progress along their personal growth journey identifying who they are, how they relate to other people and how they relate to God. Milestones of achievement are qualified within each program and for each benefactor group so that they can be recognized for milestone achievement along their personal journey.
- A comprehensive budget that details the financial and non-financial resources required to implement the program across all locations in the HAF network.
- From time to time, compendiums are refreshed and updated through application of formal internal lessons learned, continuous improvement assessments and innovation workshops; as well as incorporating the latest views and trends of other thought leaders in the regional and global community of development organizations as they relate to HAF’s specific programs and causes.
- Seek out partnerships with other funding organizations to secure financial resources that will support the programmatic intents once implemented across the Hillsong location network. Once relationships are established and formalized, steward all such partner relationships including the submission of grant applications according to annual budgetary needs, reporting to support monitoring and evaluation required by the stakeholders.
- Design a decision matrix and assessment framework to be able to take a newly proposed program and determine whether it aligns with HAF’s strategic intents and purposes and if it does, to bring forward a recommended approach as to how such a new program could be incorporated into HAf’s existing program portfolio offerings.
- Seeks out and formalizes partnerships who assist HAF in delivering components of specific project offerings within a portfolio that work together synergistically to accomplish greater results than could have been accomplished by HAF working alone
- Sets annual individual goals for each Portfolio Lead.
- Manages, develops and reviews the performance of their team of Portfolio Leads to achieve the desired outcomes.
- Assures staff alignment to HAF policies, consistent policy implementation and reporting.
Mentor the Programs Director and other senior leaders of the HAF Executive in growing the following Key Competencies:
- Analysis and Reporting
- Building Strategic Working Relationships
- Communication – interpersonal
- Delegating Responsibility
- Developing Others
- Facilitating Change
- Formal Presentation
- Information Monitoring
- Leading Though Vision and Values
- Meeting Leadership
- Planning and Organizing
- Project / Program Management
- Strategic Decision Making
- Lead a strategic assessment of the medical center’s operations. Following broad acceptance by the Board of Trustees of the resulting recommendations, lead the implementation of multiple, end-to-end departmental transformations over a two-year period;
- Implemented comprehensive Human Resources policies, systems, and procedures spanning all aspects of talent lifecycle management for a 120 person organization (including medical and administrative positions);
- Implemented comprehensive Financial department services delivery: budget creation and stewardship, authority structures, automated GL and cost center management, performance reporting and analysis, AR/AP and cash flow management, and unqualified external audits 3 years running;
- Overhauled procurement and logistics processes, implementing enhanced sourcing, forecasting, and supplier relationship management;
- Enhanced the service delivery and reliability of Information Technology services (servers, databases, applications, networks, PC’s, security);
- Program Managed the successful implementation of a hospital-wide, electronic integrated patient records, pharmacy, laboratory and inventory management application system;
- Collaborated with my executive peers (Medical, Programs, and Executive directors) to transform the governance and leadership model for effective execution of the organization’s mission.
- Coached and mentored the growth of five senior management Malawian staff heading the Finance, Human Resources, Supply Chain, Facilities and Information Technology departments;
- Designed and implemented a client service excellence program that was delivered to all medical and facilities personnel of the medical center;
- Oversaw the successful implementation of several building expansion projects to enhance the facilities and infrastructure of the medical center; and
- Successfully transitioned the Operations Directorate leadership to a local Malawian executive leader,
I need to mention that my wife Sonya accompanied me on this posting and was instrumental in keeping me focused and encouraged when the challenges of taking on so much systems and process change would often overwhelm me, given the context of the day-to-day living challenges in this developing country coupled with my deep passion to grow senior leaders and pursue a legacy of excellence that would serve the mission of Partners in Hope to truly become a national leader in providing “Quality Healthcare for Everyone” (their vision statement).
My years of progressive senior and executive management of larger departments in national and global organizations gave me the business process acumen I needed to lead the policy and process redesign effort and pursue integrated, standardized systems that could scale with the growth vision of the organization.
The times spent coaching each of my five department heads of the Operations division of the medical centre were personally very gratifying. Being able to watch these junior leaders grow in confidence and competency over the space of three years was nothing short of amazing and also left me with wonderful friendships that we maintain through regular communication to this day. Some of my favorite resources that I used to feed into not only my direct reports but also other senior leaders from other divisions of the Centre were John Maxwell’s “21 Irrefutable Laws of Leadership”, Les Hewitt’s “The Power of Focus” and Stephen Covey’s “Seven Habits of Highly Successful People”. The 36 months provided many opportunities for “OTJ” mentoring and overall I believe that I was able to deposit leadership principles into the lives of these young leaders that will serve them and the organization very well for years to come. What a blessing and privilege to be a part of!
That’s really how I feel about the whole volunteer posting – a privilege and a blessing to have had the opportunity to combine my passion for helping make quality healthcare more accessible to every Malawian, to grow leaders, to transform teams towards their highest performance, with an organization that needed a “make-over” in their back office systems and processes so that they could continue to meet the growth challenges that would afford them to reach their vision.
Some of most rewarding moments I recall during my time with PIH, in addition to seeing transformation in my team’s leadership and competencies progressively get baked into the operational fabric of the organization, was to tag along occasionally on “house calls” out to rural areas surrounding Lilongwe with members of our medical staff and community outreach leaders. Whether going to the home of a single mom struggling with HIV or a child too sick with malaria to be transported to the medical centre, I saw competent medical care being served out with love and compassion. Not only was I able to see patients’ complete recovery in follow-up visits, I was able to see how strength built into the back office and customer service training with our front-line staff begin to pay off with proficiency of service delivery and the promise that we could continue to scale up medical services to take on hundreds and even thousands more needy patients and maintain the quality of care to the highest standard.
As I opened my story, my experience was the first under HFI of what I hope will be hundreds of other Christian professionals getting their hands and feet into action in volunteer service with other service delivery organizations like Partners in Hope, applying their deep business and technical experience and know-how with a personal passion to make a difference in a needy part of the developing world. So I don’t have any suggestions for improvements to HFI’s processes and approaches as they stand today, only to say that I, along with our Directors, have endeavored to take all the learning’s from my posting with PIH in Lilongwe, Malawi and incorporate them into what we hope to be a great launch of our excellent policies, processes, guidelines, templates. All for the purpose to help more people like you reading this story to make a difference like I did! Check out our Opportunities to serve with one of our Partners today!