Manager, Private Sector, FCI, IFC and MIGA Unit of IEG (IEGPS)

About the World Bank Group
 
Established in 1944, the World Bank Group (WBG) is one of the largest sources of funding and knowledge for developing countries; a unique global partnership of five institutions dedicated to ending extreme poverty and promoting shared prosperity. With 189 member countries and more than 120 offices worldwide, we work with public and private sector partners, investing in groundbreaking projects and using data, research, and technology to develop solutions to the most urgent global challenges.  For more information, visit www.worldbank.org.
 
The WBG consists of five specialized institutions: the International Bank for Reconstruction and Development (IBRD), the International Development Association (IDA), the International Finance Corporation (IFC), the Multilateral Investment Guarantee Agency (MIGA), and the International Centre for the Settlement of Investment Disputes (ICSID). The World Bank is organized into six client-facing Regional Vice-Presidencies, several corporate functions and Verticals to bring best-in-class knowledge and solutions to regional and country clients.
 
IEG’s Role
 
The Independent Evaluation Group (IEG) is responsible for the assessment of the relevance, efficacy, and efficiency of the WBG operational policies, programs and activities, and their contribution to development effectiveness. IEG’s evaluations aim to enhance accountability and learning to inform the formulation of new directions, policies and procedures, country and sector strategies, and programs for the WBG’s work.
 
IEG is directly responsible for:
 
•  Assessing whether the WBG Institutions’ operational policies, programs and activities are producing the expected results, including global, regional, and other programs in which the Institution(s) is (are) a participant.
•  Incorporating evaluation assessments and findings into recommendations designed to help improve the development effectiveness of the WBG’s programs and activities, and their responsiveness to member countries’ needs and concerns.
•  Appraising the Institutions’ self-evaluations of strategies and projects and attesting to their adequacy to the Boards.
•  Reporting periodically to the Boards on actions taken by the Institution(s) in response to evaluation findings, and on the measures being taken to improve the overall operations evaluation system including dissemination and outreach activities.
•  Identifying and disseminating evaluation findings and lessons to maximize contributions to the WBG’s learning and knowledge framework and reinforce learning and accountability within the World Bank Group in service of achieving its corporate goals.
•  Encouraging and assisting developing member countries to build effective monitoring and evaluation associations, capacities and systems.
•  Working closely with development partners among donors and developing countries in order to foster international evaluation harmonization, to develop evaluation capacity in developing countries, and to encourage best practice in international development evaluation.
 
Evaluation has an important role to play in the current evolution process of the WBG, not only in keeping the WBG accountable, but also to ensure that the way forward builds on evidence on what works and what doesn’t. This will require providing evidence both for the longer-term strategic direction but also shorter-term, real-time evidence to help the institution course correct, particularly in times of crisis. Consistent with the WBG 2016 Forward Look and subsequent discussions with stakeholders around the Evolution Roadmap, the focus will continue to be on poverty reduction and shared prosperity, while also addressing the interlinkages with global challenge programs. IEG has increasingly moved to a strategic selection process for its major evaluations to ensure greater influence of each individual evaluation, and of all of them collectively. IEG will also continue to place emphasis on (i) IEG’s value proposition as a contributor to the WBG’s development effectiveness through focused, timely, and impactful evaluative activities, (ii) IEG’s efficiency and value for money, and (iii) IEG’s effective engagement with WBG management and other stakeholders.
 
IEG operational departments
 
IEG is led by the Director General, Evaluation (DGE), who reports directly to the Board of Executive Directors through the Committee on Development Effectiveness (CODE). IEG’s organizational structure comprises two operational departments: Finance, Private Sector, Sustainable Development and Infrastructure (IEGSP) and Human Development and Economic Growth (IEGHE), which are responsible for leading the evaluation of WBG programs and projects, analytic and advisory products, country strategies, corporate evaluations, and sector, thematic or focused evaluations across the WBG. 
 
The IEGSP department comprises three units: IEGPS, IEGID, and IEGPL.
 
The IEGPS unit evaluates the work of the World Bank, the International Finance Corporation (IFC) and the Multilateral Investment Guarantee Agency (MIGA) on finance and private sector, including private sector development, aligned with the FCI department of the Prosperity Vertical and all IFC and MIGA work. In these areas, the IEGPS unit will be responsible for conducting both micro and macro work conducting validations and thematic evaluations as well as Synthesis evaluation products such as Evaluation Insight Notes, EIN; Project Performance Assessment Reviews (PPARs); and, Learning Engagements (LE), among others. The IEGID and IEGPL units are responsible for evaluating World Bank projects in both micro and macro for the Infrastructure and Digital Development Verticals and for the Planet Vertical, respectively. 
 
Macro work or thematic evaluations, under IEGPS work program are multi-level, multi-project evaluations which rely on mixed methods designs that usually combine synthetic analyses at the overall portfolio level with in-depth analyses at country, project or program levels. Within the framework of thematic evaluations, IEG employs a range of methodological approaches such as portfolio analyses, structured literature reviews, surveys and case study analyses.

Duties & Responsibilities

The IEGPS Manager reports to the IEGSP Director and is a member of IEGSP Leadership Team (IEGSP LT) as well as of IEG’s Extended Leadership Team (IEG ELT). The Manager is accountable for performing the responsibilities, modeling the behaviors, and maintaining the technical competencies listed below. Accountability means being answerable for managing quality, risks, results, institutional initiatives, and compliance with WBG policies and procedures. 
 
Specifically, the manager of IEGPS has the following responsibilities:
 
Business and Work Program Management
 
•  Leads development of the work program in IEGPS, identifying strategic priorities and deliverables that promote accountability and learning under the guidance of the IEGSP Department Director. 
•  Oversees and coordinates effective and efficient delivery of the Unit work program, including but not limited to thematic and sectoral evaluations, EINs, Learning Engagements, Sector Highlights, PPARs or micro product related work. 
•  Exercises quality control over such work, in line with IEG quality assurance standards and processes, including ensuring appropriate methods and data are used (in collaboration with the Methods Head) and reviewing outputs and providing feedback at appropriate stages of the evaluation process. 
•  Supports the IEGSP Director in making mid-course corrections of Departmental strategy and approaches, and refines and implements the Unit strategy and approaches, in line with IEG strategic directions and results framework, approved work program, and Board guidance. 
•  Is an active member of the IEGSP leadership teams. The IEGSP leadership team comprises the three managers of IEGSP and all the GHs in the department. In this role, IEGPS manager is expected to collaborate closely with all members of the IEGSP management and leadership teams and to take responsibility for selected cross-department activities, including for example leading the preparation of IEGSP inputs to IEG’s quarterly reports to the Board and the organization of department retreats.
•  Works regularly with the Managers of other IEG units outside of IEGSP to ensure coordinated delivery of the main responsibilities of IEG.
•  Provides intellectual leadership across IEG on the issues covered by IEGSP, including for example leading or assisting in the preparation of just in time notes for relevant stakeholders in the areas covered by the IEGPS unit and the IEGSP department.
•  Lead the implementation of 100% XPSR validations in the next few years in IEG.
•  Contributes to cross-IEG work and initiatives. 
 

People and Talent Management
 
•  Manages a team of approx. 17 professional evaluation staff, supported by more than three dozen consultants and various collaborators in various engagements. This includes work program assignment, recruitment of suitably qualified and experienced new team members, supervising and guiding teams, motivating, mentoring and coaching staff, managing performance and career and talent in accordance with WBG norms. 
•  Maintains the appropriate skills mix to lead IEG evaluations, through recruitment, retention and placements, and ensures balanced work loads of staff, while building a diverse and inclusive Unit where staff are motivated to deliver high quality and high-impact products.
•  Promotes a culture of staff learning, effective teamwork, client engagement, and synergy and collaboration with the other departments in IEG; promotes WBG core values within IEGSP.
•  Represents IEG on relevant World Bank FCI GP Talent Board

Resource Management

•  Helps plan Departmental budget and manages a $4 million budget efficiently and effectively, and in full compliance with IEG and WBG fiduciary standards and operating procedures.
• Ensures timely delivery of work within agreed budgets and timeframes.
 
Relationship Management
 
•  Maintains productive, responsive and trusting relationships and effective communication with the IEG leadership team, the WBG Board of Directors and the Committee on Development Effectiveness (CODE), World Bank, IFC and MIGA counterparts, including corporate departments as well as World Bank Global FCI GP and IFC and MIGA industry departments. 
•  Maintain a productive dialogue with other Development Finance Institutions (DFIs), private sector actors engaged in development, civil society organizations, think tanks and academic institutions. Maintains a relationship with Independent Evaluation Groups of other DFIs and private sector institutions as needed, including by sharing lessons and learning from their evaluation work.
 
Knowledge Sharing
 
•  Promotes timely, cost-effective, innovative and demand-driven learning and knowledge products and services to accelerate dissemination of best practices, lessons learned and recommendations. 
•  In collaboration with the IEG Knowledge and Communication (IEGKC) unit, promotes increased accessibility and usage of IEG knowledge, and innovative ways of using evaluation results to deepen the development effectiveness of WBG work.
•  Promotes “user-centric” approaches in the design of evaluation and learning work to deepen engagement and improve critical “touch points” between IEG and its counterparts.