The Africa Region, which is comprised of approximately 1600 staff members of whom around 60% are based in 38 field offices, is committed to helping Africa realize its considerable development potential, with a focus on employment generation. The core values guiding our work are passion for ‘bending the arc’ and boosting prosperity, with keen attention to quality and transformative impact. We put the needs of the client at the center of all our activities. We emphasize trust and respect, intellectual rigor and curiosity, honesty and integrity, teamwork, openness to learning and the courage to admit we do not always have the answer.
Until the onset of the global financial and economic crisis, Africa had been experiencing a period of sustained and widespread growth. In addition to the oil exporters, some 22 non-oil-exporting countries were experiencing better-than-four-percent growth for a decade and two third of the population lived in countries that had grown by between 5.9 and 8.1 percent per year. The sources of this growth were three-fold: (i) external resources—aid, debt relief, private capital flows and remittances were all increasing; (ii) strong commodity prices and a buoyant global economy; and (iii) improved macroeconomic policies, reflected for instance in the fact that the median inflation rate in the mid-2000s was about half that in the mid-1990s.
AFCF2 AND TOGO COUNTRY OFFICE
The AFCF2 Country Department has its hub office based in Abidjan where the Country Director overseas the Bank Group’s program for Côte d’Ivoire, Benin, Burkina Faso and Togo. The department includes country offices in Cotonou, Ouagadougou and Lomé, led by Country Managers. The Country Director and AFCF2 program is supported by Program Leaders based in Abidjan, representing the three thematic vice presidencies. A CMU anchor (AFCCI) is located in Washington which provides support to the AFCF2 team.
The Togo Country Manager and Country Office are supported by an Executive Assistant and a small team of ACS and drivers. The office counts about 15 staff members and consultants in total, including CMU, RM, fiduciary, GP and other support staff. This position would be based in the Country Office.
The Togo portfolio is composed of 13 active projects for a total commitment of US$184.24 million (IDA, Trust Funds and regional projects), of which $85.94 million is undisbursed. A number of operations closed in FY16 and a new pipeline is being developed with key new operations in FY17 in agriculture, transport and trade, social safety nets, youth employment and disease prevention.
The Bank Group has launched the preparation of a Country Partnership Framework for Togo (2017-2020) which will be the first full Bank Group strategy for Togo since the resumption of IDA cooperation in 2008. The CPF will be presented to the Board in 2017. It will propose a program based on a doubling of IDA resources under IDA 18 and using the new IDA architecture.
Togo is a Sub-Saharan West African country that shares borders with Ghana to the west, Burkina Faso to the north, and Benin to the east. It has an estimated population of 7.3 million inhabitants, with a demographic growth rate of about 3 percent. The tertiary sector (trade, commerce and services) accounted for 50 percent of GDP, followed by the primary (agriculture, mining) and secondary (construction) sectors at 30 percent and 20 percent of GDP in 2015, respectively. However, agriculture is the mainstay of the Togolese economy, employing about 65 percent of the active population. Togo has important phosphate, clinker, and other mineral reserves that could play an important part in the country’s future economic development. The country is well positioned to become a transport and commercial hub in the sub-region.
Real GDP growth is projected at 5.0 percent in 2016 and 2017, reflecting an initial economic slowdown as spending on large infrastructure projects slows, before gradually recovering by 2020. Improved productivity in agriculture, development of carbonated phosphate reserves, moderate levels of public investment, a stronger business-enabling environment, and improving transport services (including roads, ports, and airports) should underpin future growth. Togo’s business environment has been improving, with important reforms initiated over the past few years, including the preparation of a Doing Business roadmap, identifying key short term measures to improve Togo’s performance, the revision and adoption of the new investment code to better align it with international best practices,.
Togo has made modest progress in reducing poverty in recent years. Economic growth between 2011 and 2015 improved living conditions for most of the population, including those in the bottom 40 percent of the income distribution. However, poverty levels remain high, and GDP per capita in real terms has seen little improvement for many years. Poverty rates declined from 61.7 percent to 55.1 percent between 2006 and 2015. Togo’s ranking on the United Nations (UN) Human Development Index has fallen from 95th of 124 countries (the bottom 23 percent) in 1980 to 166th out of 187 countries (the bottom 10 percent) in 2013. The government is putting more emphasis on supporting social programs to improve livelihoods in 2017.
Note: If the selected candidate is a current Bank Group staff member with a Regular or Open-Ended appointment, s/he will retain his/her Regular or Open-Ended appointment. All others will be offered a 3 year term appointment.
Specific duties include:
Under the direction of the Country Manager, the Operations Officer will support all aspects of the World Bank Group program in Togo, including monitoring in-country developments and portfolio performance/implementation and coordinating with the Government and development partners in Togo: Duties will include:
• Portfolio performance monitoring and support: i) assisting task teams with supervision of individual projects (particularly problem projects), ii) ensuring quality control of the Monthly Portfolio Report prepared by the Abidjan-based operations analyst; iii) taking the lead on finding solutions to portfolio wide issues in coordination with government (particularly to help trouble shoot procurement, financial management and implementation issues); iv) supporting project preparation missions, project negotiations and following on project approval effectiveness; v) and participating in financing and ASA review meetings. Task Managing Country Portfolio Performance Reviews and leading the follow-up with the Government on recommendations, in particular on procurement, financial management, safeguards and M&E.
• Strategy and program support: Supporting the preparation/implementation of the 2017 Country Partnership Framework and Progress and Learning Report (anticipated in 2019) including through development of the ASA and financing programs and strengthening partnerships with stakeholders and clients. Supporting coordination with IFC and MIGA and the one World Bank Group approach.
• Communications support: Providing inputs for briefs and notes for management and Sr. Management (e.g. country briefings, background reports, case studies, portfolio performance reviews, etc.). Reviewing and clearing out-going correspondences for the country manager’s signature.
• Client relations support: Acting as the primary day-to-day working-level liaison with the Ministry of Planning, the core counterpart Ministry. Representing the Country Manager, as needed, at government-sponsored and development partners meetings, as well as at sector/thematic subgroup meetings.
• Management support: As a member of the AFCF2 department management team (DMT), participate in meetings and discussions and support the management of the program and country office, including helping mentor junior/ACS staff, as needed.
• Good understanding of Bank policies, procedures and system.
• Ability to function effectively in multi-disciplinary teams within a matrix environment.
• Demonstrates knowledge and understanding of the CMU’s annual reporting, budgeting, and business planning.
• Ability to advance and make substantive contributions to the country dialogue• Recognized by peers and/or managers for ability to identify and pro-actively solve operational issues and problems.
• Ability to coordinate mechanisms to ensure efficient and effective procedures for routine workflow in the County office.
• Identifies the needed resources to accomplish results involving multiple stakeholders and finds solutions to obstacles affecting key deliverables.
• Shows leadership in ensuring the team stays organized and focused, and actively seeks and considers diverse ideas and approaches.
• Shares best practice, trends, knowledge and lessons learned across units and with clients and partners, articulating ideas verbally and in writing in a clear and compelling way across audiences of varied levels.
• Ability to deal sensitively in multi-cultural environments and build effective working relations with clients and colleagues.
Excellent English and French writing skills are required; ability to communicate clearly and articulately both verbally and in writing with a broad range of counterparts.