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Background / General description

The
Independent Evaluation Group (IEG) is the organizational unit in the World Bank
Group (WBG) providing evaluation and feedback on the development effectiveness
of Bank Group activities in client countries.   IEG is independent of WBG management and reports directly to the Board
of Executive Directors, with day-to-day oversight by the Board’s Committee on
Development Effectiveness (CODE).

IEG’s
mission is to improve development results through excellence in evaluation. IEG
is directly responsible for assessing programs and activities; making
recommendations to help improve the Bank Group’s development effectiveness;
appraising the Bank Group’s self-evaluation and development risk management
systems; cooperating with the evaluation heads of other international financial
institutions and development assistance agencies; and assisting developing
countries to build effective monitoring and evaluation capacities, systems, and
associations. IEG also aims to improving Bank Group’s work by identifying and
disseminating the lessons learned from experience.

IEG
is led by the Director General, Evaluation (DGE), who reports directly to the
Board of Executive Directors.  The organizational structure ensures
alignment with WBG priorities and global development challenges and comprises:

– Office of
the DGE;

– Human
Development and Economic Management Department;

– Financial,
Private Sector, and Sustainable Development Department; and

– Knowledge
and Communications unit.  

The
Human Development and Economic Management Department consists of approximately
40 staff and has an administrative budget of approximately $13 million. 
It serves as the lead interface with Country Programs, OPCS and the Global
Practices (GPs) and Global Teams focused on human development and economic
management, as well as gender.   It is responsible for delivering on
an annual basis the Results and Performance Report of the World Bank Group (a
flagship report that goes to the Board), about 5 major thematic and corporate
evaluations, 20 project-level evaluations, 17 CLR reviews for the Board, a
variety of learning engagements and about 95 ICR reviews of self-evaluations of
WBG projects and programs.

In
thematic terms, the four main areas of work are:

* Evaluations
and validation reviews of Economic Management programs (e.g. macro and
fiscal management, poverty reduction, shared prosperity, gender,
governance and development policy finance)

* Country
Program Evaluations either individually or in clusters by client group;
and validating 100% of Country Learning Reviews that go to the Board.

* Evaluations
and validation reviews of Human Development programs (e.g. health,
education, social protection)

* Corporate
evaluations (e.g. Program for Results, Self-Evaluation Systems, Citizens
Engagement, Data for Development); and mainstreaming Partnerships in IEG
evaluations.

Key
relationships include supporting the DGE in interfacing with the Board and its
Committee on Development Effectiveness; creating strong and constructive
working relationships with director level counterparts in Operations, both in
country offices and in the relevant Global Practices and Global Teams;
interfacing with stakeholders in client countries, donors and NGOs; and
maintaining strong contacts with professional evaluators in the MDBs and other
development agencies. 

Duties
and Accountabilities 

The
Director reports to the Director General, Evaluation and assists her in
carrying out the DGE Mandate.  IEG’s independent evaluation work
encompasses: (1) Evaluating operational programs and activities, and the
strategies, policies, and procedures that relate to them with particular
attention to the achievement of agreed objectives of the World Bank Group; (2)
Assessing the quality and usefulness of WBG evaluation processes and products,
participating in the formulation and continuous improvement of appropriate
evaluation policies, practices, and instruments; and (3) Identifying and
disseminating lessons and making recommendations drawn from evaluation findings
to contribute to improved operational performance, accountability for results,
and corporate transparency. 

Together
with the IEG Leadership Team and under the guidance of the DGE, the Director is
accountable for the strategic directions and overall results of IEG. Key
accountabilities include:

Business
Management

– Provide
intellectual and technical leadership related to Human Development and
Economic Management within the department and across IEG.

– Oversee the
development of the department work program, ensuring alignment with IEG
strategic priorities and its Results Framework.

– Oversee
effective, efficient, and timely delivery of department work program, in
line with approved work program.

– Oversee
quality assurance of department work program, in line with IEG quality
assurance standards and process, including ensuring appropriate methods
and data are used, in collaboration with the IEG Methods Adviser, and
providing feedback on products at appropriate stages of the process.

– Contribute
to IEG-wide work and initiatives, including, as needed, supporting IEG
Thematic Coordinators, the Management Action Record process, IEG’s
Evaluation Capacity Development work, and IEG-wide learning and knowledge
sharing. 

People
and Talent Management

– Provide
leadership, direction, coaching, and feedback to develop a high performing
and cohesive department leadership team.

– Nurture and
develop talent, with a focus on career and professional development of
department staff.

– Develop and
implement appropriate department staffing strategies, recruitment,
training and skills deployment, with a focus on diversity and effective
implementation of IEG’s strategic workforce planning.

– Promote a
culture of staff learning, effective teamwork, client engagement, and
synergy and collaboration with other departments in IEG.

Resource
Management

– Oversee and
lead resource management across the department, supported by the unit
managers who provide the day-to-day budget management with the RM
specialist and TTLs, and in full compliance with IEG and WBG fiduciary
standards and operating procedures.

– Set
priorities and allocate budget within department, in line with
institutional priorities and a view to maximizing the impact and value-add
of IEG’s activities.

Relationship
Management

– Contribute
to strong working relationships with Executive Directors and Board
Committees, in particular the Committee on Development Effectiveness.

– Engage with
WBG leadership to shape IEG’s evaluative work to maximize its contribution
to WBG effectiveness, coordinate the delivery of the IEG work program,
share evaluation knowledge, and obtain feedback of IEG products and
services.

– Serve as
lead interface with departments in WBG responsible for Human Development
and Economic Management, including ensuring representation of IEG on
relevant GP Practice Boards as needed.

– Develop and
maintain contacts with partner organizations and promote evaluation
partnership with other donors and member countries in relevant areas.

– Represent
DGE and IEG to external audiences as needed.

Knowledge
and Learning

– Promote
timely, cost-effective, and demand-driven learning and knowledge products
and services in department to accelerate dissemination of best practices
and lessons learned.

– Promote
increased accessibility and usability of IEG knowledge, and innovative
ways of using evaluation results in department to deepen the development
effectiveness of WBG work, in collaboration with the Knowledge and
Communications Department.

– Promote
“user-centric” approaches in the design of evaluation and learning work in
department to deepen engagement and improve critical “touch points”
between IEG and its counterparts, in collaboration with the Knowledge and
Communications Department.

– Encourage
and facilitate staff learning and knowledge sharing within department and
across IEG.

* Advanced
degree in economics, social development, political science, evaluation, or
another directly relevant area of expertise.

* Prior
experience, both operational and policy-related, in key sectors of
development; with a minimum of 15 years of relevant experience.

* Prior
experience in successfully managing a diverse group of highly skilled
professionals; capacity to motivate and develop teams.

* Strong
analytical aptitude, with a substantial background in development
evaluation or similar analytical work.

* Sound
knowledge and understanding of WBG or other international organization
operational strategies, processes, and instruments.

* Excellent
communication, diplomatic and negotiating skills, with demonstrated strong
personal maturity, balanced judgment, and a track record of building and
maintaining partnerships with colleagues and clients.

* Excellent
teamwork and interpersonal skills, and ability to operate collaboratively
across organizational boundaries.

* Proactive, inclusive,
and innovative, with an open and collegial work style and ability to
listen and integrate ideas from diverse points of view.

* Ability to
coach, mentor, develop and empower more junior staff, provide seasoned
advice to more senior staff and managers, and work collaboratively with
peers.

Job-Specific
Competencies: 

* Evaluation
Leadership:   High level of understanding of how to lead a large
team of skilled evaluators in the design and delivery of complex
evaluations, preferably in a multilateral development bank
context.   Understanding of relevant evaluation methods
(qualitative and quantitative) and their application in practice in a MDB
context, sufficient to provide intellectual leadership and quality
assurance in IEG.

* Deep
understanding of economic development, including direct experience of (at
least some) relevant sectors covered by the post – economic management,
policy and operations, gender, human development, country programs.

* Strong
understanding gained through direct interaction with country teams of how
the WBG country operational programs work, the SCD/CPF process and country
results frameworks.

* Engaging on
evaluations with operational teams:  strong practical understanding
of how to engage with operational teams effectively in the design and
delivery of evaluations, protecting independence and credibility while
promoting learning and ownership from operational staff.

World Bank Group Managerial Competencies