Executive Director – Cubango-Okavango River Basin (CORB) Fund

1 Background
The Cubango-Okavango River Basin (CORB) is a transboundary system that flows through Angola,
Botswana and Namibia. It emanates from the Angolan highlands and is drained by the Cubango
River (known as the Kavango in Namibia and the Okavango in Botswana) which forms the border
between Namibia and Angola, as well as by its main tributary, the Cuito, and flows 1,260 km
before spilling into the Okavango Delta in northern Botswana.
The CORB supports an astounding variety and abundance of terrestrial and freshwater animal
and plant life, and it is essential to the livelihoods of more than a million people who directly rely
on its natural resources and ecosystem services. The Basin is still relatively underdeveloped, yet
it faces many interrelated challenges: increasing water abstraction for commercial agriculture,
deforestation and forest degradation driven by commercial logging and charcoal production,
largescale hydropower infrastructure development, and the rapid growth of a population that
relies almost exclusively on subsistence resource-based livelihoods. These challenges are
exacerbated by the effects of climate change and result in deviations from historical flood-pulse
patterns. Loss of freshwater resources in the Basin will present a risk for both the people and the
unique but fragile ecosystems that depend on them.
The CORB Fund is a public benefit organisation was established as a Company Limited by
Guarantee in December 2019, to address the urgent challenges facing the Basin and to deploy an
alternative resilient development pathway. Angola, Namibia and Botswana are members of the
Fund and are represented by their respective Ministries in charge of Water. The Permanent
Okavango River Basin Water Commission (OKACOM) Secretariat is providing support to the Fund
as the Process Agent, The CORB Fund Board of Directors comprises seven members and
includes representation from all 3 Member States and independent members.
The Fund’s objective is to cover a multitude of areas at the intersection of livelihoods and
environment to ensure the preservation of the basin and its socio-economic development. A
detailed Value Proposition was developed in 2021 and demonstrates the relevance of the
proposed resilient development strategy, with a projected combined benefit-cost ratio of
livelihood and environmentally-focused interventions of nearly 7-to-1.
The Fund is entering into implementation phase and seeks an Executive Director to be based in
Gaborone, Botswana with the possibility of extensive travel.
2 Executive Director Role
The Executive Director is the Chief Executive Officer of the CORB Fund. She/he is responsible for
the overall leadership and management of the Fund’s operational and administrative functions.
Working under the guidance of the CORB Fund Board, the Executive Director defines the
organization’s strategic vision and is accountable for its implementation and the results
achieved.
The Executive Director maintains strong relationships with a diverse range of stakeholders,
including but not limited to Members of the Board, national government, development finance
institutions, NGO’s, implementation partners, Donor’s and Funders, that are important
collaborators in the CORB Fund’s mission and activities.
3 Duties and Responsibilities
The Executive Director reports directly to the CORB Fund Board. As head of the Secretariat, the
Executive Director works closely with the leadership of the Board and its standing Committees.
The Executive Director’s primary responsibilities are as set out below.
3.1 Managing Finances, People and Systems
The executive Director will:
3.1.1 Operational management
a. Ensure that the Fund’s organizational structure, operational policies and other business
processes are sound and be able to effectively deliver on the strategic objectives defined
by the Board;
b. Exercise authority over personnel and human resource matters and further strengthen
performance management by tracking key performance indicators across the
organization;
c. Management of the CORB Fund’s project pipeline and exercising authority through
performance management of projects under implementation by tracking key
performance indicators across the whole portfolio;
d. Maintain a positive work environment that facilitates collaboration and information
sharing and is conducive to attracting, retaining, and motivating diverse talent;
e. Lead the Secretariat’s internal management committees as the mechanism for ensuring
aligned internal leadership and implementation; and
f.
Effectively manage operational or financial matters to deliver on the mandate of the
CORB Fund, including by seeking additional authority from the Board as may be needed
to address risks that arise proactively and effectively.
3.1.2 Financial management
a. Present annual financial budgets for Board approval that link to the workplan, and more
routinely throughout the fiscal year, multi-year resource projections for the transparent
management of resources;
b. Ensure the overall transparent and effective financial and administrative functionality of
the CORB Fund and its assets;
c. Reporting to funders on project progress and financial expenditure; and
d. Oversee the management and implementation of all organizational contracts according
to corporate procurement systems and practices that deliver value for money and focus
on the primary work of the Fund.
3.2 Official Representation Partner Engagement
a. Represent the CORB Fund before any competent authority in liaison with the Chair of the
Board.
b. Build and maintain effective relationships and operational collaboration with public and
private partners, such as governments of implementing countries, United Nations
agencies, bilateral donors, non-governmental organizations, the business sector, civil
society actors, implementation partners, and communities;
c. Represent the Fund and its work with external stakeholders to build effective partnerships
with public and private entities to support the work of the Fund;
d. Interact with governments at the highest political level to advocate for an appropriate
level of national resources to be directed towards the Fund; and
e. Maintain effective communications with all stakeholders.
3.3 Strategic Leadership and Delivery
a. Lead in the implementation of the CORB Fund’s programme;
b. Develop, operationalize, lead and monitor the implementation of the CORB Fund’s
Strategy and ensure the effective implementation of new business models and
instruments to deliver on the strategic objectives;
c. Represent the CORB Fund Secretariat at the highest level, ensuring its role within the
basin is well understood, through direct engagement with policymakers and the
execution of an effective media/communications strategy;
d. In close collaboration with the relevant Committee(s) of the Board, ensure that there are
strong fiduciary controls in place to monitor the use of CORB Fund resources;
e. Effectively manage risk in the portfolio and the Secretariat’s operations, including, but not
limited to, the development of rigorous management and communications systems to
ensure the implementation of and strict adherence to Board decisions and other CORB
Fund policies in a timely manner; and
f.
Ensure meaningful monitoring and evaluation of, and learning from, CORB Fund
programs and performance and the provision of accurate analysis and routine reporting
on the impact and performance of the Fund’s portfolio.
3.4 Mobilizing and Sustaining Resources
a. Support the Board in its core function of mobilizing public and private sector funding to
support the mission of the CORB Fund and provide strategic guidance for resource
mobilization;
b. Oversee and advance the development of new funding streams for the Fund, broadening
the donor base and encouraging increased investment in programs from implementing
countries;
c. Lead in the development of funding concept notes, proposals and project preparation;
d. Ensure the highest level of confidence among public and private donors in the CORB Fund
operations and impact to support longer term predictable financing being contributed to
the Fund; and
e. Engage with other regional groups of implementing and non-implementing countries,
communicating the Fund’s purpose and aiming to secure their support.
3.5 Working with the Board
a. Report to the Board on the operational, administrative, and financial aspects of the CORB
Fund at each Board meeting;
b. Ensure that the Board is made aware, in a timely way, of key strategic and other material
operational challenges the Secretariat is encountering in the course of its work;
c. Represent the management of the Secretariat at Board Meetings, and ensure effective
and timely preparation and distribution of all materials in accordance with Board
mandated policies and procedures;
d. Participate in Committee meetings, and assist the Committees of the Board, and other
technical support structures;
e. Assist the Board Chair in evolving and strengthening the overall governance of the CORB
Fund; and
f.
Communicate Board decisions to the CORB Fund’s staff, and other relevant
stakeholders, where appropriate.
4 Skills and Qualifications
Suitable candidates for the role of Executive Director will be able to prove their:
• Advanced degree in Development Finance, Business Administration, Natural Resources
Management, Integrated Water Resources Management or similar;
• Track record of at least 7 years as a senior manager of complex and diverse organizations
within development finance;
• Track record in building and strengthening a strong aspirational organizational culture
based on the CORB Fund values;
• Experience in the mobilisation of resources and interacting with donors, and private
sector financiers;
• Experience working in funds similar to the CORB Fund and with the operationalization of
the same;
• Success as builders of mutually supportive multi-cultural teams;
• Leadership of organizations operating in changing regional/global contexts;
• Exposure to a range of partnership models in both financing and delivery of programs;
• Sensitivity to issues relating to HR management, diversity, gender equity, and human
rights internally and externally; and
• Fluency in English and experience of working in a multi-lingual environment.
It will be desirable for candidates to bring:
• Credentials in the creation and cultivation of successful partnerships with
governments, civil society actors, and the private sector;
• Substantive knowledge and experience in one or several of the following areas:
international development, integrated water resources management or natural
resources management; financing;
• Experience of working effectively in and/or with the riparian countries of the CORB Fund;
• Proficiency in English is required (oral and written) with proficiency in Portuguese, highly
desirable.
5 Competencies
The core competencies required for the role are:
5.1 Operational Management Skills
a. Exceptional management skills of people, finances and systems, with a proven capacity
to motivate and lead a multi-disciplinary management team to achieve organizational
goals according to a risk-aware implementation framework;
b. An energetic, hands-on and proactive approach to support the operationalization of the
CORB Fund;
c. Team-building ability, the capacity to instil a culture that values measurable
achievement, mutual support, and compliance with organizational processes;
d. A focus on sustainable results that deliver improved outcomes for affected populations;
e. A grasp of detail and an understanding of natural resources management and/or
development finance through grant and/or loan-making and grant/loan-management, or
comparable financing mechanisms, balanced by well-developed delegation and senior
team management skills;
f.
An ability to make difficult decisions when required on organizational development; and
g. A facilitative approach that enables effective delivery with and through partner
organizations.
5.2 Strategic Capability
a. A strong analytical mind and the ability to grasp the nature and direction of the Fund
strategy and help shape it in the future;
b. The capacity to work collaboratively with a large and complex Board in the development
and articulation of its vision and on its translation into tangible results and longer term
impact;
c. An appreciation of the issues facing partners in implementing countries and
opportunities that exist to alleviate barriers to successful implementation of programs;
d. A clear focus on organizational goals amid multiple competing risks and demands; and
e. The capacity to prioritize effectively in order to deliver results.
5.3 Advocacy and Representation Skills
a. Strong public-speaking and influencing skills;
b. Presence, gravitas, humility and empathy in dealings with partners from a variety of
backgrounds;
c. An ability to engage and operate effectively at the highest political levels; and
d. Understanding of and an ability to strategically lead on resource mobilization activities.