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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: IEGID, IEGPS, and IEGPL.
The IEGID unit evaluates the work of the World Bank on infrastructure and digital for the two Verticals. In these areas, the IEGID unit will be responsible for conducting both micro and macro work conducting validations of ICCRs 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 IEGPS and IEGPL units are responsible for evaluating World Bank projects in both micro and macro for the FCI GP, IFC and MIGA and for the Planet Vertical, respectively.
Micro work is very important for the IEGID unit as more than 150 ICCRs need to be delivered on an annual basis and this unit is in charge of both the ICR micro review taking place in coordination with OPCS from the Bank side and the DSO of IEG. In addition, the PPAR cluster champion is housed in this unit under the leadership of the IEGID manager. Macro work or thematic evaluations, under IEGID 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 IEGID 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 IEGID has the following responsibilities:
Business and Work Program Management
• Leads development of the work program in IEGID, 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 more than 100 ICCRs, ICR reform coordination, PPAR cluster coordination, thematic and sectoral evaluations, EINs, Learning Engagements, etc. .
• 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, IEGID 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 IEGID unit and the IEGSP department.
• Contributes to cross-IEG work and initiatives.
People and Talent Management
• Manages a team of approx. 13 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 IEGID work program, 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) and World Bank’s Infrastructure and Digital Verticals.
• 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.
