Peter Brook Email & Phone Number

Pretoria, Gauteng, South Africa

The Urban Resilience and Just Energy Programme will deliver inclusive, sustainable and climate resilient economic development in South African cities. Over the period of 3 years (August 2024 – July 2027) the programme will build local government capability for long-term infrastructure planning, finance mobilization and sustainable project delivery, and secure public and private investment to drive catalytic economic development.I look forward to working with teams of experts across the country to achieve the outcomes of this exciting programme.

Pretoria, Gauteng, South Africa

The Government Technical Advisory Centre (GTAC) provides management support, technical assistance and capacity building through a wide range of services to government departments. My role as a Long Term Advisor was partly focused on providing support to departments on infrastructure related issues whilst also providing support to a large number of departmental units in areas such as strategic planning, operational planning, business process mapping, programme and project management, leadership transition, diagnostic evaluation, organizational culture change and the facilitation of participatory planning workshops in any of these areas. My most recent project has been the mapping of the entire infrastructure delivery management process and the technical review of the infrastructure delivery management modules of the IDMS.

Pretoria, Gauteng, South Africa

The Technical Assistance Unit in National Treasury provides management support, technical assistance and capacity building through a wide range of services to government departments. My role as a Senior Technical Advisor was partly focused on providing support to departments on infrastructure related issues whilst also providing support to a large number of departmental units in areas such as strategic planning, operational planning, business process mapping, programme and project management, leadership transition, diagnostic evaluation, organizational culture change and the facilitation of participatory planning workshops in any of these areas. One of my internal responsibilities within the unit was to develop the facilitation practice area which meant developing material and providing training to other members of the unit on participatory facilitation methods and team development tools and techniques. My most recent project has been the project management of a team that has developed an Infrastructure Progression (maturity) Model to measure the capability maturity and associated performance of government departments to deliver infrastructure.

Pretoria, South Africa

As the programme manager of the IDIP I was responsible for the following:Overall programme management of the IDIP in a multi-disciplinary, multi-donor, multi-sectoral environment;Facilitating IDIP Team planning sessions to develop the IDIP Pilot Plan and the plan for the full roll-out of the IDIP including the IDIP LogFrame;Managing the integration of all activities of the programme management Unit (PMU) members and Technical Assistants (TAs) assigned to provincial departments to ensure the successful implementation of the IDIP Programme.Scope, Time and Quality Management of the IDIP;Human Resource, Communications, Risk and Procurement Management of the IDIP;Coordination of change management and capacity building interventions;Facilitating the process of obtaining solutions to technical challenges from sectoral National Departments. Eg. Norms & Standards for infrastructure planning, Asset Management, etc.Facilitating the development of a monitoring and evaluation framework for the IDIP.A highlight of this project was that I was instrumental in preparing a framework that proposes the solutions to some of the root problems influencing the delivery of infrastructure by provincial departments. The recommendations made in the framework were approved by Cabinet on 21st February 2007 and are captured in the following Cabinet Statement:"Cabinet approved a framework to align infrastructure delivery cycles with the MTEF budget cycle in order to improve planning, implementation and better cash-flow management that would, among other things, deal with the fourth quarter expenditure spike... Best practice approaches will be adopted to include budget cycles that commit funds for the duration of the project without leading to the so-called roll-overs. This framework will require the appointment of appropriately skilled built-environment professionals across all relevant departments, provinces and local government."

Pretoria, South Africa

This project entailed on-the-job capacity building and training of government counterparts in managing the Community Based Public Works Programme. This also included the development of a monitoring & evaluation system together with the key indicators for, and frequency & formats for reporting. The result was the successful implementation of a fully integrated electronic projects database.During the project a mid-term evaluation was undertaken which highlighted the need to refocus the project to ensure transfer of institutional capacity to the Expanded Public Works Programme (EPWP). This resulted in the integration of the EU technical assistance team into the EPWP senior management team responsible for the planning and establishment of the EPWP.Specific responsibilities included:Set-up and ongoing management of an electronic payment schedule and annual workplan management system to control and report on EU funds; Time schedule set-up and ongoing management thereof;Review and input to the terms of reference for mentorship of emerging contractors;Interaction with other departments and national treasury to ensure that EPWP monitoring indicators were built into the monitoring systems of those departments to ensure effective reporting.

B.Tech (Civil), Civil Engineering

Programme In Project Management