Team Administrators

Division/Department:

• Capital Programme Division / Public Transport (Light Rail) Capital Programmes
• Commercial Operations Division / Light Rail Network Management

Reporting to:

• Head of Light Rail Capital Programmes – Public Transport Capital Programmes
• Chief Engineer – Light Rail Network

General

Transport Infrastructure Ireland (TII) was set up to deliver and operate safe and efficient light rail and national road networks. TII’s mission is to deliver transport infrastructure and services that contribute to the quality of life of the people of Ireland and support the country’s economic growth.

TII’s ability to deliver and operate light rail and road networks efficiently is recognised, as evidenced by the portfolio of National Development Plan (NDP) 2021–2030 investments entrusted to TII and its partners to deliver.

Under the NDP there are three areas under the remit of TII which identify key priorities:

• Investment in public transport infrastructure to be delivered on behalf of the National Transport Authority (NTA) in line with the Transport Strategy for the Greater Dublin Area 2022–2042. This Strategy commits to the undertaking of appraisal, planning and design of Luas network expansion to Bray, Finglas, Lucan and Poolbeg. Importantly, the Plan also sets out a firm commitment to deliver a metro rail system known as MetroLink that will run from Swords to Charlemont, connecting Dublin Airport with the city centre and providing interchanges with other public transport services including Iarnród Éireann at Glasnevin, the DART at Tara Street and Luas at O’Connell Street and Charlemont. TII also delivers light railway infrastructure being planned in other cities. Currently, TII is working in partnership with the NTA on the planning and design of Cork Light Rail Transit.
• Investment in national roads, active travel and Greenway infrastructure will be delivered in accordance with the guiding principles of the Department of Transport, National Investment Framework for Transport in Ireland and the Strategy for Future Development of National and Regional Greenways. The major roads, active travel and Greenways projects to be delivered and funding provisions are set out in the NDP 2021–2030. TII also has a new function for the delivery of zero and low emission vehicle infrastructure (ZEVI) under the Road Traffic and Roads Act 2023.
• Investment in maintenance and renewal expenditure will need to increase over the lifetime of the NDP to meet the required investment levels for the current transport network and for new projects as they come into service.

TII’s ambitious plans for infrastructural delivery will drive Ireland’s long-term economic, environmental and social progress across all parts of the country over the next decade. The NDP, which is aligned with the delivery of the objectives of the National Planning Framework (NPF), sets out a roadmap and the level of investment which will underpin the NPF and drive its implementation over the next ten years.

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Background Information

To support the activities of two of our delivery business units, we are now recruiting one Team Administrator, Light Rail Network Management, who will report to the Chief Engineer – Light Rail Network Management, and one Team Administrator, Public Transport (Light Rail) Capital Programmes, who will report to the Head of Light Rail Capital Programmes.

The roles coordinate significant administrative and business management activity within the relevant business units and ensure that appropriate administrative supports, reporting arrangements and coordination processes are in place to support the effective management of the Luas network and of the light rail capital programmes (as applicable).

The Light Railway Capital Programme business unit (under the Capital Programmes Directorate) is responsible for delivering a portfolio of nationally significant light railway projects that support sustainable economic growth in Ireland and enable the National Strategic Outcomes and priorities of the National Development Plan.

The light railway projects under the remit of the Public Transport Capital Programmes business unit currently include:

• Luas Finglas, Luas Lucan and Luas Poolbeg, all of which are supported by the Greater Dublin Area Transport Strategy 2022–2042.
• Luas Cork, which is a circa 18km East–West Corridor, in line with the Cork Metropolitan Area Transport Strategy.

It is anticipated that further projects will also be initiated over the coming years to facilitate transport-orientated development in Dublin and some regional cities.

The Light Rail Network Management unit (under the Commercial Operations Directorate) is responsible for the operations and maintenance of the Luas Light Rail System. Luas is a vital component of Dublin’s transport system and carries significant passenger volumes (approximately 55 million passenger journeys in 2025), requiring ongoing asset management to maintain high standards of service, safety and reliability. The current network spans approximately 43km with 67 stops and TII is currently working on extending the network by a further approximately 30km (with an additional approximately 32 stops) as part of the Government’s NDP to connect the network to Finglas, Lucan, Poolbeg and Bray.

Both of these roles support the achievement of TII’s Light Rail objectives by enabling effective coordination, providing administrative and logistical support to key initiatives, and supporting budget oversight, contract administration and the maintenance of appropriate systems, controls and processes.

Roles and Responsibilities

The main responsibilities of the role include:

Governance and Business Coordination

• Establish and coordinate administrative workstreams, governance processes, meeting cycles and action tracking across Light Rail Network Management or Light Rail Capital Programmes, as applicable.
• Take minutes, maintain clear records of actions, decisions, deadlines and follow-up items, and support the timely escalation of issues where required.
• For the Team Administrator – Light Rail Capital Programmes, responsibilities also include running Steering Committee and Project Board meetings and managing agendas, minutes and action lists.
• Establish and maintain an effective document control system for both units.

Reporting, Assurance and Accountability

• Prepare reports, presentations, briefings, submissions and management information for senior management.
• Develop and maintain documentation required for risk, compliance, audit readiness and accountability processes, ensuring information is accurate, accessible and available when required.

Contract, Budget and Records Administration

• Provide detailed administrative support for contract management, budget tracking, purchase order documentation, filing systems and document control.
• Plan and drive the timely and accurate processing of contractual, financial and administrative information, liaising with relevant internal teams and external parties as necessary.

Stakeholder, Project and Process Support

• Manage and support, as appropriate, engagement with internal teams and relevant external stakeholders on administrative, operational and contractual matters.
• Provide administrative support to projects, initiatives and team priorities.
• Lead and implement improvements in templates, trackers, filing structures and ways of working.

Additional Duties

• Undertake other duties appropriate to the grade and in support of operational and administrative priorities, including:
• The two Team Administrators shall deputise for each other to provide resilience to the operation of the two business units.

All divisions within TII have interdependent responsibilities, and close cooperation and teamwork are required across the organisation.

Note: The functions and responsibilities assigned to this position are based on the current stated role and may be changed from time to time. The person appointed will be required to demonstrate the flexibility necessary to fulfil other roles and responsibilities at a similar grade within TII and may be assigned to other such roles as business needs arise.

Essential RequirementsCharacter

Each candidate must be of good character.

Health

A candidate for, and any person holding, the role must be fully competent and capable of undertaking the duties attached to the role and be in a state of health that indicates a reasonable prospect of providing regular and efficient service.

Education & Experience

The successful candidate will be required to demonstrate the key competencies for a Higher Executive Officer position as identified in TII’s Competency Directory, as well as the following job-specific requirements:

• Degree or third-level professional qualification (NFQ Level 7/8 or equivalent) is desirable.
• At least 5 years of relevant experience at a senior level, including project administration and coordination, governance, reporting, complex stakeholder engagement and operational oversight responsibilities.
• Strong command of digital reporting, business management and document control tools, with proven ability to use data and systems to support oversight, assurance and decision-making.
• Advanced experience with the Office 365 suite, including SharePoint, OneDrive and Copilot.
• Strong analytical and decision-making ability, with the capacity to manage complex workstreams and drive delivery across multiple priorities.
• Excellent communication (verbal and written) and influencing skills, with the ability to work confidently across functions.
• Strong numeracy skills and a good understanding of, and experience in, budget tracking and contract monitoring.
• Ability to direct governance, reporting and administrative delivery in support of departmental objectives.
• Fluency in the English language.

Note:

To assure the shortlisting panel that you satisfy these requirements, you must explicitly reference how you meet them in your application. Failure to demonstrate these may prevent your application from progressing to future shortlisting stages.

Candidates who come under consideration following the final selection stage will be required to provide documentary evidence of their eligibility, including qualifications and evidence of fluency in the English language.

Candidates who are unable to show that they hold the required qualifications may be withdrawn from the competition at any stage. An invitation to interview or any element of the selection process is not acceptance of eligibility.

Key Competencies for effective performance at Higher Executive Officer level have been outlined in Appendix A.

Principal Conditions of ServicePay

The scale of pay for Higher Executive Officer, effective from 1 June 2026, is as follows:

Personal Pension Contribution (PPC) Pay Scale

€60,029 – €76,546

This salary is payable to an individual who is required to make a Personal Pension Contribution (PPC) to their main pension scheme (generally those whose initial appointment to the Public Service was on or after 6 April 1995).

Non-PPC Pay Scale

€57,173 – €72,829

This salary is payable to an individual who is not required to make a Personal Pension Contribution (PPC) to their main pension scheme.

Note:

• Entry salary will be at the minimum point of the scale and will not be subject to negotiation.
• Different pay and conditions may apply if, immediately prior to appointment, the appointee is already a serving Civil Servant or Public Servant.
• The rate of remuneration may be adjusted from time to time in line with Government pay policy.

Tenure

Full-time, permanent position, subject to satisfactory completion of the probation period.

Annual Leave

The appointee will be entitled to 29 days annual leave, rising to 30 days after 5 years’ service. This leave is exclusive of public holidays.