Country Director - Tanzania, Burundi and Uganda

Innovation and partnership bond the five institutions of the World Bank Group (WBG): the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA), which together form the World Bank; the International Finance Corporation (IFC); the Multilateral Investment Guarantee Agency (MIGA); and the International Centre for Settlement of Investment Disputes (ICSID). The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. It uses financial resources and extensive experience to help poor nations reduce poverty, increase economic growth, and improve the quality of life. The World Bank Group’s work focuses on achievement of the eight Millennium Development Goals (MDGs). The goals call for eliminating poverty and achieving inclusive and sustainable globalization. The MDGs lay out a blueprint for the World Bank Group, setting its priorities and measuring its results. The World Bank is the world’s largest funder of education; the world’s largest external funder of the fight against HIV/AIDS; a leader in the fight against corruption worldwide; a strong supporter of debt relief; and the largest international financier of biodiversity, water supply, and sanitation projects.

Regional Context
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 our mission of sustainable poverty reduction with keen attention to quality and transformative impact, putting the needs of the client at the center of all our activities, trust and respect as a common currency, intellectual rigor and curiosity, honesty and integrity, teamwork, openness to learning and the courage to admit we do not always have the answer.
Sub-Saharan Africa has a population of around 800 million people in 47 countries, and is a vibrant and changing environment for development work. The last two decades of democratic elections and, in some countries multiparty systems has created a greater openness to pro-poor reforms. A vibrant civil society has become increasingly vocal on policy issues, and African citizens are more and more holding politicians accountable for their actions (although there are variations across countries). Regional institutions, such as AU/NEPAD are applying peer pressure on national leaders to improve their performance.
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.

While the overall business climate in Africa is the weakest in the world, several countries—including some fragile states—have made great strides in improving their environment for business. For example, Rwanda was the “reformer of the year” in the latest Doing Business Report. Similarly, after decades of neglect, Africans are making a concerted effort to increase agricultural productivity—and that effort is beginning to bear fruit. Some 13 African countries increased productivity faster than 3 percent a year for the last six years.
The overall policy environment in Africa, which had been improving until the recent crises, continued to improve during the crises. Some countries even accelerated their reform programs. What is emerging as a result is a growing region, with setbacks from time to time, that is increasingly seen as a destination for investment as much as for aid; and one where leaders are increasingly willing to address problems of misgovernance that harm development effectiveness. As a result it is possible that Africa is poised for a growth takeoff, much like India was 20 years ago and China 30 years ago.
The Africa Region plans to seize this unprecedented opportunity to better support our clients in realizing the dream of a continent free of poverty. The new Strategy, entitled “Africa’s Future and the World Bank’s Support to it” which was strongly endorsed by the Board on March 1, 2011, will guide its overall response these unprecedented opportunities and expectations over the next 5-10 years.
Unit Context
AFCE1 covers Tanzania, Burundi and Uganda. They are all IDA countries.
The Tanzania Country Office oversees a large and vibrant program, in one of the most active countries in the Africa Region. The Bank is engaged in 23 active projects in all major sectors with commitments of $1.6 billion. IDA provides on average roughly $500 million per year to Tanzania, close to half of which is in the form of budget support through the Poverty Reduction Support Credit (PRSC) instrument, with a common framework and joint review process supported by 14 donors. Partnership with government is strong, and Tanzania is widely highlighted as a showcase for harmonization with development partners.
Today, Uganda offers both promising and challenging times to work in. The overall macro-economic environment is stable with inflation in check, contained in single digit levels over the period. A sound balance of payments situation and foreign exchange reserves have been maintained for over ten years. Important improvements in key areas such as HIV/AIDS, primary education and access to primary health care and clean water have been registered. However, recent data suggest slippages in poverty reduction and a rise in income inequality, notwithstanding a well-articulated Poverty Eradication Action Plan (PEAP), and a plateau in growth. Uganda is facing a challenging next stage in its growth and poverty reduction strategy i.e. sustaining high rates of economic growth, reducing poverty and inequality while at the same time maintaining macroeconomic stability.
Since 2000, the Government of Burundi has implemented a program of financial and structural reforms to stabilize the economy and revive economic activity.
Successful implementation of the government’s economic reform program enabled Burundi to reach the Heavily Indebted Poor Country (HIPC) decision point in August 2005 and HIPC completion point in January 2009. Debt relief to Burundi under the enhanced HIPC Initiative will total about US$832 million in net present value (NPV) terms, with the International Development Association (IDA) contributing to more than half of it (US$425 million).


***The World Bank Group is committed to achieving diversity in terms of race, gender, nationality, culture, and educational background. Individuals with disabilities are equally encouraged to apply. ***

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 4 year renewable term appointment.

Business Management accountabilities:
• Manages the day-to-day operations of the country office.
• Leads or support the coordination and delivery of the Bank’s strategy and related work program.
• Manages the day-to-day dialogue with the Government on a broad range of policy and implementation issues
• Provides ongoing updates, guidance, advice and support on local political, social, economic and other relevant developments to the Country Director and country team members, including visiting missions as needed.
• Develops and implements the Country Assistance Strategy (CAS), with special attention to transformative non-lending and lending interventions at the sub-regional, country, sectoral and program levels that produce practical, visible and sustainable development results.
• Supports the development and monitors the implementation of high quality work programs and sector strategies that are based on the CASs and are attuned to client demand and country contexts.
• Provides oversight on portfolio (including trust fund) management and quality issues, working with clients and the country teams to provide timely and effective implementation support.

People/ Talent Management accountabilities:
• Leads and motivates the country teams with a focus on client orientation, development outcomes, strong cross-sectoral coordination and problem solving, and takes responsibility for achieving and communicating these outcomes with operational staff, sectoral technical staff, and the country management team.
• Manages the functioning of CMU and in partnership with Sector management, models integrity and inclusion, offers mentoring and development opportunities for local and international staff.
Resource Management accountabilities
• Ensures that deployment of Bank's resources are consistent with Resource Management rules, policies and internal controls
• Sets priorities and allocates budget within and across countries, in line with institutional priorities and a view to maximizing the impact and value-added of the Bank's activities.

Relationship Management accountabilities:
• Maintains strong partnerships with the governments concerned, development partners, civil society, media, the private sector, and other stakeholders to further the aid effectiveness agenda. Exercises courageous and transformative leadership in dialogue
• Leads or maintains and further strengthens the relationship and policy dialogue on a broad range of economic and sectoral issues with the Government and key stakeholders. This includes conveying government positions and concerns to the Country Director and Country Team; clarifying the Bank’s advice, perspectives, and policies/procedures as needed, helping both Government and the Country Team translate policy objectives into concrete development proposals.
• Works proactively and innovatively with IFC and MIGA to leverage World Bank financial and technical support, including with the private sector.
• Appreciates the complexities and relevance of political economy considerations on the Bank’s development effectiveness in (Country) and collaborates appropriately with (Region: i.e: Africa, MENA, etc…) Regional and sub-regional institutions and other partners to enhance such effectiveness.

Knowledge Management accountabilities:
• Embraces good corporate citizenship, including contributing to the development, implementation and communication of corporate policies, strategies and priorities (including ongoing reforms in investment lending, knowledge management, HR policies, and the “Global Bank”).
• Champions regional management initiatives.

Other:
• Takes the accountability for the safety and security of Bank personnel, recognized dependants and assets in the assigned region/duty station, and the continuity of the WBG's work program in compliance with WBG security and business continuity requirements
• Represents the Bank in the country-level UN security management system where appropriate

PhD or Master’s degree in relevant field/discipline and substantial professional experience (typically the successful candidate will have about 12 to 15 years of experience in positions of increasing complexity and responsibility).
• Relevant experience in achieving results on the ground in more than one world region (including pre-Bank experience and Bank experience). A corporate assignment may substitute for experience in a second world region.
• Strategic leadership capacity to steer the Bank’s agenda and intervention in a way which maximizes our impact in alleviating poverty in a comprehensive and sustainable manner;
• Proven track record of leading complex, innovative programs and policy dialogue, in the Bank, with clients, with donor partners and with other stakeholders.
• Strong abilities to work effectively across institutional and cultural boundaries. Ability to operate in a matrix management setting, relying heavily on teamwork within and across organizational boundaries; ability to lead through influence rather than dictate; ability to let others take the lead, proven ability to delegate and mentor;
• Results-oriented decision making abilities with an aptitude for developing practical solutions in the local context and for operational challenges;
• Strong diplomatic and communication skills and the ability to develop a close and effective working relationship with client and partner counterparts at the appropriate levels, demonstrated by a track record of developing and sustaining effective relationships with clients and stakeholders; empathy for the client, and appreciation of the cultural environment of the clients;
• Experience with complex donor coordination contexts; ability to be a credible leader and collaborative participants as needed for effective coordination, with the aim of strengthening country-led development processes;
• Operational experience, with a track record of successfully supervising projects and portfolios in challenging development environments
• Broad and deep understanding of the political economy, development policies, and of the full range of Bank Group financial and advisory tools, products, services, policies, and procedures???
• Results-oriented decision making abilities with an aptitude for developing practical solutions in the local context and for operational challenges;
• Proven ability to effectively implement complex change management initiatives;
• Experience in dealing with post-conflict country reconstruction
• Knowledge of French an advantage.
Standard Bank Managerial Competencies

 Focusing on the Big Picture and Overall Strategic Framework for Development: Identifies and pursues strategic initiatives which provide the greatest value and sustainable impact; balances long and short-term trade-offs; communicates clearly and precisely the development goals and the strategies for achieving them.

 Inspiring Trust & Passion in the Bank Group's Mission: Shows great drive and commitment to the World Bank Group’s mission; helps others understand how their daily work contributes to the Bank's mission and inspires others to proactively meet the Bank's development objectives in partnership with clients. Treats everyone fairly, consistently, and with respect. Maintains high standards of personal integrity.

 Promoting Client Orientation: Balances a responsive and proactive approach to meeting client needs; encourages staff to understand client needs and concerns; ensures provision of customized services and products as appropriate; Responds promptly and effectively to client needs.

 Driving for Results: Makes things happen; Is proactive; Balances "analysis" with "doing"; Sets high standards for self and others; identifies work objectives that are fully aligned with the Bank Group's mission and goals.

 Selecting, Coaching, Appraising & Developing Staff: Builds a team diverse in gender and nationality; appraises their ability and potential; gives candid and timely performance feedback; rewards desirable behavior; provides support for professional development efforts linked to business objectives; Coaches staff to help them perform effectively.

 Planning & Managing Staff to Achieve Quality Results: Develops realistic plans with available human resources; establishes high standards of performance and demonstrates a commitment to excellence; empowers staff by removing obstacles to achieve business goals; focuses on results and delivers what is promised, on time and within budget; accepts responsibility for successes and failures; does not blame others if things go wrong; holds others accountable; supports others to succeed and acknowledges their contributions.

 Encouraging Innovation in an Open, Team Based Environment: Creates an environment conducive to teamwork, continuous learning and innovation; Thinks beyond existing paradigms; builds alliances and promotes open communication and collaboration to achieve joint objectives.

 Creating an Environment that Supports Continuous Learning & Knowledge Sharing: Uses knowledge to equip clients and staff; promotes continuous learning environment; Shares knowledge and information; Builds partnerships and creates an environment for learning and knowledge sharing .

 Influencing & Resolving Differences Across Boundaries: Gains support and commitment from others even without formal authority; resolves differences by determining needs and forging solutions that benefit all parties; promotes collaboration and facilitates teamwork across organizational boundaries; Breaks down barriers between units.

 Promoting Diversity and Inclusion: Builds diverse teams and manages differences to achieve business results. Demonstrates commitment to D&I through staffing decisions (recruitment, promotion recognition, etc.). Respects and values differences; listens with an open mind and enables all staff to actively, visibly contribute. Challenges preferences in self and others that may affect workplace decisions. Models behaviors that promote a more inclusive organizational culture.

Country Director - Tanzania, Burundi and Uganda
Country Director - Tanzania, Burundi and Uganda Country Director - Tanzania, Burundi and Uganda Reviewed by Unknown on 5:47:00 AM Rating: 5

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