Senior Operations Officer, Jakarta (GG) World Bank Closing date: Monday, 16 March 2015 (added 25 February)

Closing date: Monday, 16 March 2015

Background / General description

THE 'SOCIAL, URBAN, RURAL AND RESILIENCE' (SURR) GLOBAL PRACTICE

Urbanization is occurring at an unprecedented pace. Cities generate 80% of global GDP and are key to job creation and the pursuit of shared prosperity. Yet one billion city residents live in slums today, and by 2030 one billion new migrants will arrive in cities. This concentration of people and assets will exacerbate risk exposure to adverse natural events and climate change, which affects the poor disproportionately. The absence of secure land tenure underpins deprivation and is a major source of conflict in the urban and rural space. One and a half billion people live in countries affected by repeated cycles of violence. In the absence of services, participative planning and responsive institutions, these trends will result in increased poverty, social exclusion, vulnerability and violence. Finally, avoiding a 4-degree warmer world requires drastically reducing the carbon footprint of cities.

The WBG is in a unique position to support national and sub-national clients to: harness urbanization and enable effective land management in support of both growth and poverty reduction; foster social inclusion of marginalized groups; support the responsiveness and fiscal, financial, and management capacities of local governments - cities, municipalities, and rural districts - to deliver local infrastructure and decentralized services; strengthen resilience and risk management related to natural disasters; reduce conflict and violence; scale-up access to finance for sub-national governments; and reduce the carbon footprint of cities. The WBG brings a combination of lending ($7-8 billion in annual lending to cities), analytical and advisory services (e.g., social inclusion flagship, urbanization reviews, Sendai dialogue), its growing portfolio of reimbursable advisory services, its convening power (e.g., understanding risk and the land conferences), its leveraging capacity (e.g., guarantees and risk mitigation), and its ability to work with the private sector to tackle the challenges at scale and to effect.

The GSURR covers a wide gamut

developing green, inclusive and resilient cities;
addressing the social inclusion of the poor, vulnerable and excluded groups through accountable institutions, and ensuring compliance with social safeguards;
enhancing urban and rural development through supporting and managing the urban-rural transition, assisting local development through developing land tenure, management and information systems; and
assisting in disaster risk management through issues of risk assessment, risk reduction (including flood management, urban drainage, coastal management, and retrofitting of infrastructure), disaster preparedness (including hydromet services, early warning systems, and civil defense), risk financing (including CAT-DDO), and resilient reconstruction (including post-disaster damage and loss assessment).

A key responsibility of the GP is to provide professional expertise and operational support to other GPs to implement the WBG social policies (the WB's safeguard policies and the IFC's Performance Standards) to deliver sustainable development results that ensure that any adverse impacts of WBG interventions are limited and mitigated.

REGIONAL CONTEXT

The East Asia and Pacific (EAP) Region presents a dramatic illustration of the global dynamics, opportunities and risks of the 21st century. After making the fastest progress in growth and poverty reduction of any region around the world in the last 15 years, some countries in the region - such as Mongolia - are poised to become middle-income, and some are preparing to join the small group of high-income countries. Such a rapid transformation is leading to the largest shift in rural-to-urban population in human history, generating rising inequality within and across countries, leaving individuals and regions behind in the dash for prosperity. Meanwhile, the uncertainty in the advanced economies clouds the prospects for countries across the region, forcing them to adjust to changing development prospects while addressing evolving impacts on macroeconomic stability, employment and poverty.

EAP serves 22 client countries with a total population of about 2 billion. Clients range from large IBRD countries such as China, Vietnam, Indonesia and the Philippines; to smaller IDA countries (or IDA/IBRD blend countries) such as Laos, Cambodia, Mongolia, Timor-Leste, Papua New Guinea, and several Pacific Island states. The Region is characterized by generally rapid growth, both sophisticated and low capacity borrowers, and some highly dynamic sectors. At the same time, EAP countries are faced with weak governance environments. The Bank's program in EAP is multi-faceted and has grown rapidly in recent years: lending in FY14 exceeded $7.5 billion; the portfolio consists of nearly 88 operations for about $6.5 billion; and the TF program is significant (with a portfolio of about $1.2 billion). EAP consists of over 1000 staff with 25% in Washington and 75% based in the country offices in the six CMUs.

COUNTRY/GLOBAL UNIT CONTEXT

Rebounding from the Asian crisis of the late 1990s, Indonesia has emerged as a vibrant and stable democracy and as a self-assured middle-income economy with a fast-growing private sector, and global and regional influence. A far-flung archipelagic country, Indonesia is the world's fourth most populous. The past decade saw robust economic growth as Indonesia benefited from a boom in commodity exports, increasing investor confidence and substantial capital inflows, as well as a strong demographic dividend. Output growth averaged over 5.5 percent per year during 2004 to 2013, on the back of strong domestic consumption and generally sustainable external balances. Strong economic growth supported gains in poverty reduction and contributed to a growing middle class. However, Indonesia still has a large population of poor (30 million live below the national poverty line, which is just below PPP$1.25 a day) and the pace of poverty reduction is slowing. An additional 65 million people above the poverty line are highly vulnerable, and inequality is growing. With Indonesia transitioned to a new government in October 2014, expectations for progress on reforms are high, but significant challenges remain.

A number of priorities are emerging in addition to the regular support and application of the Bank's current Safeguards policies. In response to a request from the CMU, planning is underway for a review of the compliance, effectiveness and implementation quality of Safeguards Policies across the Indonesia operational portfolio. A series of activities have been conducted and are planned in relation to the ongoing process of the review and update of the Environmental and Social Safeguard policies. Under the World Bank-Australia Safeguards Partnership Trust Fund, preliminary work was undertaken in 2012-3 on a potential '˜Centers of Excellence' approach, to better institutionalize local Safeguards capacity in Indonesia. This work is being picked up again in FY15, with some further background work on feasibility and options, which is expected to be taken forward in FY16.

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.

Duties and Accountabilities

The Senior Operations Officer (SOO) will be based in the World Bank Country Office in Jakarta, Indonesia, to head the PSF Secretariat team. Under the Joint Management Committee (JMC) and Technical Committee (TC) chaired by the National Development Planning Agency, the PSF Secretariat team is responsible for overall administration and oversight of the PSF portfolio and for the direct implementation of activities. The SOO will ensure that

(i) funds received from donors are administered in accordance with GOI procedures and World Bank guidelines for trust fund management; and

(ii) the team provides operational support/guidance and quality assurance on cross-cutting dimensions to the various task teams utilizing the PSF TF. The SOO will also play a key role in maintaining relationships with development partners, especially those that are members of the JMC and include GOI officials and donors. Additionally, the SOO will be responsible for maintaining up-to-date information on portfolio performance and collaborating with the Country Department and appropriate counterparts in Washington.

The Portfolio Management team supports the JMC and TC of the PSF to: (a) organize and minute meetings; (b) administer grant agreements and monitor and report on PSF activities; (c) prepare technical reviews; (d) develop monitoring and evaluation work; (e) prepare quarterly progress reports and monthly financial reports to the TC; and (f) provide annual narrative and financial reports to the JMC.

Specific duties include

Leading the Secretariat of the JMC. This will include, among other things, coordinating the preparation and ensuring the quality of proposals to be submitted to the JMC for decision making, preparing the Technical Committee meetings, monitoring the implementation of JMC-approved projects, preparing regular updates for JMC members with regard to the implementation of the PNPM program overall, and of the various PSF-funded initiatives in particular, and being responsible for the timely production of a high quality annual report for PNPM.
Ensuring the delivery and quality of various portfolio reports, including weekly reports for the EASID Leadership, monthly reports disseminated to EASID, the CMU, and Sector in Washington, quarterly reports which are posted on the PSF website for Government and donor partners, and annual progress report. Regularly monitor and facilitate meeting the deadlines on key deliverables for closing activities/projects (ICR), delivery of projects in the pipeline as well as regular Implementation Status and Results Reports (ISRs) and Grant Reporting and Monitoring reports (GRMs).
Monitoring progress against established work plans and assist the task teams in recommending remedial actions when activities are behind schedule.
Assuming TTLship of the PSF's program management and administrative trust fund. As part of portfolio management the SOO will be responsible for monitoring trust funded activities, to review their performance as part of the overall portfolio and also to track trust fund specific indicators, such as closing dates, and terms of administration agreements.
Providing, on a regular basis, timely operational support/guidance to project teams throughout the project cycle (identification, design, appraisal, implementation, and evaluation) to PCNs, QERs, ROCs, ICRs, AAAs, TFs, etc. Participate in meetings, facilitate and/or provide guidance to the teams regarding issues pertaining to the portfolio quality (e.g., lifting of suspension, closure of lapsed/overdue loans/TFs, etc.). Facilitate resolution of cross-department and cross-GP problems.
Provide inputs to or prepare diverse operational products/outputs (e.g., sector and country briefings, background reports, case studies, portfolio performance reviews, etc.).
Strengthening PSF's results management through the development/updating of a consolidated results framework for the facility and definition of key performance indicators for each activity with task teams.
Providing inputs to strategy documents (e.g., engagement strategies, idea/discussion notes etc.).
Monitoring progress against established work plans and assist the task teams in recommending remedial actions when activities are behind schedule.
Supporting the preparation and technical review of project proposals.
Responding to ad hoc information requests from internal and external parties.
Working closely with and mentoring junior staff on issues of portfolio management and monitoring.
Monitoring, together with the units RM Analyst, the utilization of BB and TF resources, including providing periodically updated information to TTLs for budget monitoring at task level. Monitor the utilization of sector resources during the FY.

This job is for someone who is very strong in operational work, likes new challenges, has strong inter personal skills, and thrives in a rapidly changing environment.

Selection Criteria

Minimum of Master's Degree in a relevant discipline and 8 years of relevant experience.
Demonstrated familiarity and experience in:
(i) Bank operations, policy and processes with a demonstrated ability to enhance quality as a part of project preparation and supervision; and

(ii) cross-sectoral operational issues, procurement, financial management, environment, social, and monitoring & evaluation aspects of projects.
Demonstrated ability to juggle numerous competing demands and priorities, respond quickly to management and client requests, and set priorities for self and others. Strong record of problem solving and innovation, and the ability to adapt to new challenges and to meet deadlines.
Excellent leadership and inter-personal skills, and a demonstrated ability to work cooperatively with clients, development partners and teams. Ability to balance flexibility, patience and good listening skills together with firmness and clarity of message, while operating in a sensitive environment.
Excellent written and verbal communications skills.

Competencies

Project Management - Demonstrates in depth knowledge and understanding of the project management concepts, as they relate to the implementation of complex, multi-functional projects in varied geographical and economic conditions
Bank Instruments, Policies, Procedures, and Systems - Recognized by peers and/or managers for providing high quality, pragmatic advice to teams on the appropriate use of Bank policies, procedures and instruments and financing mechanisms.
Portfolio Management (OS) - Leads the monitoring of country/sector strategy and work program; Flags implementation issues for attention of clients and Bank management and takes a leading role in resolving these.
Analytical and Technical Skills, Operational Strategy Development & Advice - Recognized by peers and/or managers for ability to identify and pro-actively solve operational issues and problems.
Lead and Innovate - Develops innovative solutions with others.
Deliver Results for Clients - Achieves results and identifies mission-driven solutions for the client.
Collaborate Within Teams and Across Boundaries - Initiates collaboration across boundaries and broadly across WBG, and brings differing ideas into the forefront.
Create, Apply and Share Knowledge - Creates, applies and shares knowledge from across and outside WBG to strengthen internal and/or external client solutions.
Make Smart Decisions - Recommends and takes decisive action.