Closing Date 2024/08/22
Reference Number DBS240806-2
Job Grade 21
Job Type Classification Contract
Location - Town / City Midrand
Location - Province Gauteng
Location - Country South Africa
JOB DESCRIPTION
The Infrastructure Fund (IF) announced by the President in September 2018 addresses the need for a dedicated blended financing facility for infrastructure programme projects. The IF aims to transform public infrastructure financial - combining capital from the public and private sectors, and Development Finance Multilateral Development Banks (MDBs). This will be dedicated to meeting the financing requirements for hybrid projects.
The mandate of the Infrastructure Fund has been captured in a Memorandum of Agreement (MOA) between the National Treasury, Infrastructure South Africa (ISA), and the DBSA entered into on 17 August 2020.
ROLE SUMMARY
The Head of strategic Partnerships and Origination is responsible for formulating and implementing the origination, coverage and strategic partnerships strategies in line with the vision, strategy and goals of the IF, resulting in bankable projects and programmes and significant crowding in the private sector.
KEY RESPONSIBILITIES
Strategic Outputs and Unit Management
1. Collaborate with the Chief Investment Officer to formulate and implement the strategic partnerships, coverage and origination strategy in line with the vision, strategy, and goals of the Infrastructure Fund.
2. Lead the implementation of the plans and process improvements and initiatives for the unit.
3. Monitor turnaround times and quality standards and resolve issues speedily with business to enhance service delivery and implement business improvement processes.
4. Monitor, evaluate and drive compliance with the respective organisational policies and procedures.
5. Manage and oversee the budget for the unit.
Strategic Partnerships and Origination
1. Manage the implementation of initiatives to increase the blended finance bankable programmes and projects to drive the highest impact development financing, whilst achieving financial sustainability.
2. Lead, initiate and develop new business strategies and opportunities to build a pipeline of development impact projects ensuring deal flow and bankability.
3. Lead the pipeline acceptance and approval process by relevant governance structures.
4. Oversee client relationships across all stages of IF involvement.
5. Drive sustainable advantage over competitors by deepening client relationships by providing innovative value added and strategic products to our key clients.
6. Work with the Chief Investment Officer: IF to collaborate with the key strategic partners within the infrastructure delivery ecosystem.
7. Partner with ISA to originate projects for infrastructure delivery and maintenance services.
8. Work with the Chief Investment Officer: IF, work with National Treasury to profile IF's projects and solicit funding.
9. Assist the Chief Investment Officer: IF to formulate and maintain strategic partnerships and enhance the mandate of the IF.
10. Collaborate with the Infrastructure Finance Unit, Legal and Project Management to:
1) Progress deals to financial close and disbursement.
2) Formalise client relationships and contracts for deals originated for the IF.
3) Monitor the progression of deals on an ongoing basis.
11. Work in tandem with the Project Preparation division to facilitate project preparation, scoping, feasibility studies and business plans to close investment deals.
12. Undertake continuous infrastructure research and provide recommendations on significant developments, emerging opportunities, and challenges in areas of responsibility.
13. Research and analyse the client's business context, operations and financial performance in search of new opportunities.
Stakeholder Relations and Partnerships
1. Build and maintain relationships, and networks with external stakeholders, partners, and clients to position IF as the 'go-to' financier for infrastructure development opportunities and to initiative viable programmes and projects.
2. Remediate and eliminate partnership obstacles and inefficiencies, through in-depth knowledge of all new products, structured products and services offered by competitors.
3. Build and maintain strong relationships with clients, and private businesses to facilitate the identification of opportunities to initiate viable projects.
4. Develop annual client plans for key clients in a business unit, including business development forecasts and key initiatives.
5. Network and maintain relationships with key internal and external stakeholders to enhance the mandate of the IF.
People Management
1. Provide direction and management to the direct reports to enable the execution of strategy and manage their portfolios effectively.
2. Manage and evaluate the performance of the direct reports against set targets, KPI's and metrics.
3. Define, cascade and monitor business and people performance objectives through direct reports.
4. Attract, retain, and develop high-calibre talent. Develop and maintain sufficient depth in all critical functions, minimizing "key-man" risk.
5. Optimise skills usage within the unit.
6. Accountable for performance management of all direct reports, managing their performance in relation to quality standards and agreed benchmarks and objectives, focusing on all aspects of sound people management.
7. Develop the skills and abilities of all team members, with the result that they perform to their highest potential and optimize their current and future job performance.
8. Proactively support the bank's diversity strategies and initiatives.
9. Contribute to building synergies and cooperation across functions in the DBSA.
10. Promote DBSA values and a culture of High Performance within the Unit.
11. Undertake other tasks as assigned by the line manager, from time to time.
Key Measurements of Outputs
1. Value and number of projects originated and approved into the IF pipeline.
2. Value and number of projects packaged and submitted for funding consideration for Government contributions for projects / programmes.
3. Value and number of project approvals, commitments and disbursements.
4. Value and number of projects prepared and committed for IF pipeline.
5. Value of private sector funding catalysed for approved projects / programmes.
6. Demonstration of thought leadership and a recognised expert in the area of responsibility.
7. Partnerships established to promote IF as a leader in infrastructure development and generate deal flow.
8. Clean Audit
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EXPERTISE & TECHNICAL COMPETENCIES
Minimum Requirements
1. A postgraduate qualification or equivalent in Business, Finance, Engineering or Economics (e.g., CA, CFA, MBA, MSc)
2. A minimum of 8 -10 years of demonstrable experience at a senior level in infrastructure deal origination, funding/financing, and development of strategic partnerships, including a minimum of 5 years, senior management experience.
3. Knowledge of investment products and services, e.g., balance sheet/corporate loans, project finance structures, early stage/venture investing
4. Evidenced experience in strategic planning and management.
5. Comprehensive knowledge of the South African financial and regulatory environments within relevant sectors.
6. In-depth knowledge and understanding of the infrastructure market, financial markets and the macro landscape.
7. Seasoned and well-networked 'Relationship Manager' with experience in building strong partnerships with external stakeholders, partners and investors in South Africa and Africa for business benefit.
8. Demonstrable experience in identifying client challenges and playing an active part in finding innovative solutions.
9. Experienced communicator and negotiator (expertise at senior level).
10. Strong negotiation skills with the ability to close deals.
11. Proven experience in working with senior stakeholders in highly political environments in South Africa.
TECHNICAL COMPETENCIES
Deal Origination
1. Identify, conceptualize and structure projects and opportunities and develop new and alternative financing mechanisms.
2. Formulate and develop new and alternative financing mechanisms and concepts that can be replicated elsewhere within and outside SA.
3. Conceptualise and develop innovative funding instruments (equity, venture capital, mezzanine, debt, securitisation of projects, etc.) to finance infrastructure that would otherwise not be possible relying on the market only to develop and propose these investment opportunities.
4. Proactively develop impact concepts to take to the market.
5. Leads and mentors project teams.
6. Formulate new products.
Negotiation Skills
1. Effectively employs a variety of advanced behavioural/interpersonal competencies to control the negotiation situation.
2. Is able to take the lead in a variety of sensitive negotiation situations requiring high levels of tact and diplomacy.
3. Is able to place a discrete negotiation situation within the context of a broader long-term relationship and is not threatened by conceding ground to protect the longer-term interests of DBSA.
Business Development
1. Takes overall lead for pro-active business development at national and international level.
2. Initiates, reviews and interprets competitor environment reviews and take actions accordingly.
3. Formulates and modify market approaches on the basis of competitor analyses.
4. Leads the formulation, development and implementation of the business development strategy to generate new business opportunities in public and private sector delivery of infrastructure.
5. Identifies and develop new markets, products and clients.
6. Leads the participation and presentation of an organisation at investment conferences and roundtable discussions.
7. Coordinates business activities to ensure that investment initiatives are in support of government BEE strategies, broader national and regional economic development strategies.
8. Promote compliance and alignment with the strategic imperatives of both individual clients and the organisation of investment and development interventions.
9. Builds capacity to coordinate, control and manage the activities and efforts required for the implementation of the plan.
10. Builds capacity to conduct project origination exercises.
Business Acumen
1. Deep understanding of commercial drivers and is able to take decisions based on an assessment of alternatives concerning complex business situations.
2. Deep understanding of economic priorities of South Africa and the Rest of Africa and how they can be implemented to meet an organisation strategic objective.
3. Deep understanding of the need to coordinate efforts with many government entities, private sector, community groups and individuals to ensure effective implementation of new policies and regulations.
4. Takes actions to fit business strategy.
5. Assesses and links short-term tasks in the context of long-term business strategies or perspectives.
6. Reviews own actions against the organisation's strategic plan; includes the big picture when considering possible opportunities or projects or thinks about long-term applications of current activities.
7. Anticipates possible responses to different initiatives.
8. Understands the projected direction of the industry and how changes might impact the organisation.
Strategic Planning
1. Ability to analyse business trends, implications, and options to devise holistic and long-term strategic plans as well as execute the required change is essential to meet an organisation's objective and future goals.
2. Establishes challenging, attainable goals and objectives based on a customer focus perspective.
3. Looks to the future with a broad perspective.
4. Ensures performances measures are in place to monitor progress and assess accomplishments and achievement of strategic goals and objectives.
5. Develops initiatives to achieve goals and objectives.
6. Articulates the vision and plans to others.
Project Management
1. Defines, plans, and manages large and/or strategic projects, including those with a high degree of technical complexity, with impacts across the organisation and/or with national implications.
2. Assembles and leads diverse and multi-disciplinary teams, ensuring maximum effective resource utilisation.
3. Successfully manages substantial project budgets and reports directly to senior managers on the progress and results of projects.
4. Identifies complex issues that need escalation and proposes appropriate corrective actions.
Financial Acumen
1. Makes sound financial decisions after having analysed their impacts on the organisation, partner agencies, and community.
2. Effectively prepares budgetary submissions and forecasts for own department.
3. Knows the internal and external factors that impact on resource and asset availability.
4. Is able to interpret management account reports in an operational/commercial context and take action as appropriate to maximize revenues and control costs.
Solutions Focused
1. Identifies complex problems based on a broad range of factors, many of which are ambiguous or difficult to define.
2. While remaining guided by organizational values, identifies optimal solutions, thinking first in terms of approaches and flexibilities in the system vs. blind adherence to rules or procedures.
3. Evaluates the effectiveness and efficiency of solutions after they have been implemented and identifies needed changes.
Planning & Organizing
1. Coaches others on advanced planning and organising skills.
2. Plays a role in transferring advanced planning and organising skills and knowledge to others.
3. Identifies and acts on opportunities to partner with other units in the department to achieve desired results.
4. Develops partnership agreements that ensure win-win outcomes for all parties.
5. Develops integrated plans for the work unit and others that interfaces with the function's budget.
Reporting & Communication
1. Designs, reviews and improves reporting processes and provides guidance.
2. Leads production of complex environment reports, takes an editorial role, determines content and level of detail, and ensures consistent messaging and branding.
3. Is relied on by others to help them write complex technical and non-technical documents and briefs.
4. Can determine which aspects of this knowledge area need to be transferred to others to achieve organisational goals.
5. Coaches others and transfers communication skills and knowledge to others.
6. Able to communicate complex problems or concepts, by making them simple and understandable for others.
7. Adapts language to the level of the audience to ensure that the message has a positive impact and is interesting to the audience.
8. Is articulate, demonstrates a wide range of vocabulary, and is confident when talking to large/high level audiences.
Presentation Skills
1. Knows how to deliver arguments persuasively by employing a range of advanced presentation techniques (e.g., the appropriate use of body language, how to close a presentation so that the audience continues to think about the subject matter etc.).
2. Has knowledge of various feedback mechanisms to check levels of audience understanding.
Risk Identification & Assessment Skills
1. Advises on applicable aspects of risk identification and assessment.
2. Assesses and links short-term tasks in the context of long-term business strategies or perspectives.
REQUIRED PERSONAL ATTRIBUTES
LEADERSHIP/ BEHAVIOURAL COMPETENCIES
Leading & Empowering Others
1. Identifies long-term goals for the team and communicates them to team members, ensuring their buy in.
2. Sets a good example by personally exercising desired behaviour; acts on values and beliefs.
3. Communicates a vision for the team and future success that inspires team members.
4. After assessing others' competence, delegates authority and responsibility to others to do a task in their own way.
5. Ensures that competent employees are given opportunities to further their careers.
Leading & Managing Change
1. Anticipates the need for change when not obvious and influences others to gain support.
2. Builds sustainable business and organisational capacity to embrace and thrive on change.
3. Re-engineers and aligns structures, processes and practices to support and sustain the desired change.
Strategic & Innovative Thinking
1. Understands connections and trade-offs of strategic choices to evaluate which ideas are practical and possible by considering business and/or scientific implications.
2. Develops innovative business and/or customer solutions that shape industry practices.
Teamwork & Cooperation
1. Acts to promote a friendly climate and good morale and resolves conflicts.
2. Creates opportunities for cross-functional working.
3. Encourages others to network outside of their own team/department and learn from their experience.
Developing Others
1. Gives specific positive or mixed feedback for developmental purposes.
2. Gives negative feedback in behavioural rather than personal terms.
3. Reassures and/or expresses positive expectations for future performance when giving corrective feedback.
4. Gives individualised suggestions to individuals for their improvement.
Driving delivery of results
1. Identifies and implements a business opportunity that will have a long-term impact on the business (which may include the organisation's reputation or brand image)
2. Monitors progress and adapts the plan, if necessary, to ensure optimal benefit to the business.
3. Makes decisions, sets priorities, or chooses goals based on inputs and outputs: makes explicit considerations of potential profit, return on investment, or cost benefit analysis.
4. Based on the cost-benefit analysis, makes decisions of entrepreneurial risk nature.
Decisiveness (High Performance, Service Orientation)
1. Makes timely decisions about complex issues even when some information is missing.
2. Makes decisions and stands by them even when they are controversial or unpopular.
3. Grasps critical business opportunities when they arise by making timely decisions.
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