Benjamin B. King joined the World Bank in 1947 as an economist. He retired in 1981. During his long career he served in various parts of the Bank: the Economics Department (1947-1949, 1950-1952, 1965-1967), Office of the President (1949-1950), Europe, Africa & Australasia Department (1952-1957), Economic Development Institute (1957-1962), South Asia and Middle East Department (1962-1965), South Asia Department (1967-1970), Special Projects Department (1970-71), Economics Program Department (1971-1972),and Development Policy Staff (1974-1978). He completed his career as the Director, Development Economics Department, 1978-1981. From 1972-1974 King was seconded from the World Bank to serve as an adviser to the Canadian International Development Agency.

Prior to joining the World Bank, Ian Johnson, a British national, received a Bachelor of Science from the University of Wales and Masters' degrees from the University of Sussex and Harvard University. He subsequently spent five years in Bangladesh as a Program Officer for UNICEF working on rural development issues and one year as an economist in the British Government.

Johnson began his employment with the World Bank in 1980 as a Young Professional. In 1981 he joined the Europe, Middle East and North Africa (EMENA) Projects Department, Power and Energy Division (EMPPE) as an energy economist; he was subsequently promoted to Senior Economist. In 1987 he transferred to the EMENA Regional Office of the Vice President.

In April 1990, Johnson was named the Principal Sector Economist in the Policy, Research, and External Affairs Department (PRE). In April 1991, he became the Administrator of the newly created Global Environment Facility (GEF) where he played a key role in the structuring and first replenishment of the GEF. In September 1995, he was promoted to the position of Assistant Chief Executive Officer in the GEF Secretariat.

In 1997, Johnson was named the Senior Manager of the Environment Department and in 1998 he became the Vice President for Environmentally and Socially Sustainable Development (ESSD). On July 7, 2000, Johnson succeeded Ismail Serageldin as the Chairman of the Consultative Group on International Agricultural Research (CGIAR).

Johnson left the World Bank in 2006. He has subsequently served in various positions: as an advisor to the government of Chile; a member of the Swedish Commission on Climate Change and Development; as senior advisor to Global Legislators Organisation for a Balanced Environment (GLOBE) and chair of its Ecosystems Services Panel; as consultant to a number of other international organizations; and, beginning in 2010, as Secretary General of the Club of Rome.

Masood Ahmed was born and raised in Pakistan. He obtained graduate and post-graduate degrees from the London School of Economics.

Masood Ahmed's World Bank career began in the World Bank's Young Professionals Program (YPP) in 1979. After 1980, Ahmed served in numerous roles at the World Bank, including: Economist in the Energy Department (EGYDR), 1980-1981; Economist in the Energy Assessment Division (EGYEA), 1981-1982; Senior Economist in the Energy Assessment Division (EGYEA), 1983; Deputy Division Chief in the Energy Assessment Division (EYGEA), 1983-1985; Deputy Division Chief in the Energy Strategy and Pre-Investment Division I (EGYS1), 1985-1986; Deputy Division Chief in the Industrial Development and Finance Companies Division of the Europe, Middle East, and North Africa Projects Department (EMPID), 1986-1987; Division Chief in the Industry and Energy Operations Division of the Europe, Middle East, and North Africa Country Department II (EM2IE), 1987-1991; Division Chief in the International Economic Department Debt and International Finance Division (IECDI), 1991-1993; Director of the International Economic Department (IECDR), 1993-1997; and Vice-President in the Poverty Reduction and Economic Management Network (PREM), 1997-2000.

Ahmed's early Bank career included helping to manage and develop the Energy Sector Management Assistance Program (ESMAP), which provided technical assistance for energy development in low and middle income countries. From 1987 to 1991, Ahmed oversaw lending and advisory services for development projects in the Maghreb countries of Northwest Africa. From 1991 to 1993, as a Division Chief in the IEC, Ahmed took part in economic forecasting and policy development related to international capital flows and debt. As IEC Director from 1993 to 1997, Ahmed played a significant policy advisory role to develop the Joint International Monetary Fund and World Bank framework for the Heavily Indebted Poor Countries Initiative (HIPC). From 1997 to 2000, Ahmed participated extensively in the creation and implementation of the PREM Network, and continued to serve an important policy advisory role with the Bank's continued involvement with the HIPC Initiative. This includes his contribution in developing the Poverty Reduction Strategy Paper approach, which provided heavily indebted countries a comprehensive and country-focused plan in alleviating long-term debt.

Masood Ahmed left the World Bank in January 2000.

Shelton H. Davis, American anthropologist, was born in Pittsburgh, Pennsylvania in 1942. He received undergraduate degrees in Sociology and Anthropology from Antioch College (Yellow Springs, Ohio) in 1965, and a Ph.D. in Social Anthropology from Harvard University in 1970.

Prior to his employment at the World Bank, Davis followed academic pursuits, which included teaching Native American and Latin American anthropology undergraduate courses at Harvard University from 1971 to 1973. He additionally helped found the indigenous documentation center Indigena, Inc., in Berkeley, California from 1973 to 1975. In 1975, he established the Anthropological Research Center (ARC) in Boston, Massachusetts, which devoted its research to analyzing the effects of development policies on indigenous communities and the environment. In his time at ARC, Davis published one of his most influential works: Victims of the Miracle: Development and the Indians of Brazil (1977). From 1984 to 1986, Davis served as visiting scholar at the Organization of American States (OAS) Inter-American Commission on Human Rights.

In 1986, Davis began his career with the World Bank. He worked in multiple roles during his career at the World Bank, including: consultant in the Office of Environmental and Scientific Affairs, Operational Policies and Programs (OESA), 1986-1987; Senior Sociologist in the Regional Technical Department, Environment Unit, Latin America and Caribbean Region (LATEN), 1987-1991; Senior Sociologist in the Environment Department, Environmental Assessments and Programs Division (ENVAP), 1991-1992; Principal Sociologist for the Social Policy and Resettlement Division (ENVSP), 1993-1997; Principal Sociologist in the Environment Department, Social Development Department (SDV), 1997-1998; Sector Manager in the Environmentally and Socially Sustainable Development Unit , Latin America and Caribbean Region (LCSES), 1998-1999; and Sector Manager in the Social Development Unit, Latin America and Caribbean Region (LCSEO), 2000-2004. Davis retired from the World Bank in 2004, but continued to perform consultant work from 2004 to 2008.

His work at the World Bank focused on developing policies that safeguarded the rights of indigenous communities, protected biodiversity, and helped promote sustainable and responsible social development for Bank-funded projects. As a World Bank sociologist, Davis took part in assessments, and reviews of Bank-funded development projects and designed procedures, and methods to evaluate potential social and environmental impacts on indigenous and minority communities from modern development. He additionally helped review World Bank development policies and advised the Bank to include social impact considerations, and embed certain compliance mechanisms in policy to address challenges such as involuntary resettlement of indigenous peoples, conservation of biodiversity, and exclusion of indigenous peoples in development projects. In this regard, Davis played a key role in developing the operational directive "OD 4.20- Indigenous Peoples" adopted by the World Bank in 1991 and its successor "OP 4.10 - Indigenous Peoples" in 2005. He also organized numerous training sessions, conferences, and workshops related to indigenous rights, environment, and sustainability, including World Bank conferences: "Traditional Knowledge and Sustainable Development" (1994) and "Poverty Reduction and Social Exclusion" (1996). As Sector Manager in the Social Development and Environmentally and Socially Sustainable Development Units of the Latin America and Caribbean Region (LCSES AND LCSEO), Davis oversaw the compliance, enforcement, training, and implementation of the safeguards he helped to cultivate in World Bank development policy.

While employed at the World Bank, Davis published numerous books, articles, and reports on indigenous communities of Latin America, including: Protecting Amerindian Lands: A Review of World Bank Experience with Indigenous Land Regularization Programs in Lowland South America (1992) and The Maya Movement and National Culture in Guatemala (2004). He additionally taught at the Federal University of Rio de Janeiro, University of California, Berkeley, the Massachusetts Institute of Technology (MIT), Boston University, Clark University, the University of Massachusetts Amherst, and Georgetown University.

Shelton H. Davis passed away at the age of 67 in Arlington County, Virginia on May 27, 2010.

Moeenuddin (Moeen) Ahmad Qureshi was born in Lahore, Punjab, British India (now Punjab, Pakistan) in 1930. He received a Bachelor's of Arts (Honours) and a Master of Arts in economics from the University of Punjab. Qureshi also received a Ph.D. in economics from Indiana University, Bloomington, IN.

Prior to joining the World Bank, Qureshi was employed by the International Monetary Fund (IMF) in a variety of senior economic and operational adviser roles from 1958 to 1970. In 1970, Qureshi joined the WorldBank Group's International Finance Corporation (IFC), and served as an Economic Adviser until 1974. Qureshi's subsequent roles in the World Bank Group included:

• Vice President, IFC, 1974-1977;

• Executive Vice President, IFC, 1977-1979;

• Executive Vice President, IFC, and Vice President Finance, International Bank for Reconstruction and Development (IBRD), 1979-1980;

• Senior Vice President Finance, IBRD, and Executive Vice President, IFC, 1980-1981;

• Senior Vice President, Finance (SVPFI), 1981-1987; and

• Senior Vice President, Operations (SVPOP), 1987-1991.

In November 1991, Qureshi retired from the World Bank.

After his retirement from the World Bank, Qureshi co-founded the private equity firm Emerging Markets Partnership (now EMP Global LLC). From July to October 1993, Qureshi served as the interim Prime Minister of Pakistan. He then returned to the United States to continue as Chairman of EMP Global LLC. He died on November 22, 2016 at his home in Washington, D.C.

The Economic Policy Reform Sector includes those departments that were responsible for policy, review, and operational support functions related to the areas of macroeconomic growth, fiscal policy, international trade, structural adjustment, and debt management. These functions primarily lie in the Economic Policy Division (PRMEP) of the Poverty Reduction and Economic Management Network (PREM), as well as in related units such as the Heavily Indebted Poor Countries Unit (PRMHP) and the International Trade Department (PRMTR).

The creation of PRMEP occurred as part of a Bank-wide reorganization in 1997 that included the introduction of Bank networks and a simultaneous reorganization of the Development Economics Vice Presidency (DEC); the Bank's research and policy development group. As part of the latter, functions then maintained by DEC, such as research and policy work and operational support in fields related to economic policy reform as well as country strategy and adjustment operational review, were transferred into PRMEP. This move was made in order to promote greater collaboration between DEC, sector departments, Bank Regions, and other networks related to economic policy reform. Further, it was recognized that the country strategy and adjustment operations review functions were unsustainable in DEC and more appropriate in a sector department which offered closer proximity to staff and operational work in the Bank's regions and the ability to work across Bank operations as a network division.

During the DEC reorganization, three DEC units were terminated: the global economics research oriented International Economics Department (IEC); the development economics policy research oriented Policy Research Department (PRD); and the Development Policy Group (DPG), which was responsible for adjustment operations and country strategy review. Before its termination, IEC consisted of the following divisions: the International Trade Division (IECIT); the International Finance Division (IECIF); the International Economic Analysis and Prospects Division (IECAP); the Systems Division (IECSD); and the Socio-Economic Data Division (IECSE). PRD included the following divisions: the Environment, Infrastructure and Agriculture Division (PRDEI); the Finance and Private Sector Development Division (PRDFD); the Poverty and Human Resources Division (PRDPH); the Public Economics Division (PRDPE); the Trade Policy Division (PRDTP); and the Transition and Macro-Adjustment Division (PRDTM). DPG did not have subordinate units.

The functions and staff of IEC, PRD, and DPG were subsequently absorbed into the following new units: the Development Research Group (DECRG) and the Development Prospects Group (DECPG) in DEC, and the Economic Policy Division (PRMEP). DECRG absorbed the divisions, functions, and budget of PRD, and was established as the primary development economics policy research unit in Bank operations. The former IECIF, IECAP, and the subordinate Commodity Policy and Analysis Unit (IECCP) were merged to create the new DECPG,replacing IEC as the Bank's primary global economics and financial analysis policy research unit. The Economic Policy Division (PRMEP) absorbed economic research staff from both the PRD and IEC divisions. The DPG functions and staff were primarily mapped and absorbed into PRMEP, but other adjustment operations and country strategies review staff were also mapped into the other PREM divisions, including: the Gender Division (PRMGE); the Poverty Division (PRMPO); and the Public Sector Management Division (PRMPS).

PRMEP was responsible for coordinating World Bank strategy, knowledge management, quality enhancement, staffing and professional development, and partnerships related to economic policy. More specifically, PRMEP objectives included:

• preparing and maintaining a knowledge base in selected areas;

• coordinating Bank activities: Country Assistance Strategies (CAS), adjustment loans, technical assistance (TA) loans, economic sector work (ESW), seminars, workshops, local capacity building;

• building and maintaining data bases, analytical tools and other resource materials to reduce costs;

• improving consensus with partners by constructing a Bank view on relevant topics; and

• improving staff skills.

PRMEP supported operational and policy work in five thematic areas: development effectiveness; macroeconomic and financial management; growth and inequality; macroeconomic sustainability and creditworthiness; and trade and competiveness. The functions of PRMEP were undertaken in close collaborationwith DECRG and DECPG, the Bank regions, and the other departments of PREM.

PRMEP was governed by the Economic Policy (EP) Sector Board. The EP Sector Board main objectives included:

• strengthening the analytical underpinnings of Country Assistance Strategies (CASs);

• improving the quality of economic analysis and policy dialogue; and

• advising the Bank on strategic economic policy matters including adjustment lending operations.

The EP Sector Board consisted primarily of representatives from theabove mentioned units, and representatives from the Finance, Private Sector Development, and Infrastructure Network (FPSI). Many of DEC's representatives on the Sector Board served in a dual appointment within DEC units and PRMEP. This was done to promote greater synergy and cross-support between economic policy research and operational staff in DEC, PREM, and the Bank regions.

Homi Kharas assumed the role of Director for PRMEP in July 1997.

In 2000, the Heavily Indebted Poor Countries Unit (PRMHP) was established in PREM, following the termination of the Debt Initiative Group (AFTD1), which was focused on HIPC related issues and located in the Africa Vice Presidency (AFR). The HIPC Initiative, a joint program of the International Monetary Fund (IMF) and World Bank, was originally launched in 1996 and served as a comprehensive country debt relief program that worked in close collaboration with bilateral creditors, other multilateral banks, and representatives from civil society groups and non-governmentalorganizations (NGOs). At its inception, the AFTD1 was placed in the Africa Vice Presidency (AFR) primarily because most countries eligible under the HIPC program were located in Sub-Saharan Africa. AFTD1 was replaced by PRMHP, however, due to the raised profile of the program following the launch of the Enhanced HIPC Initiative in 1999 and an increasing number of eligible heavily indebted poor countries in other regions. PRMHP was created in order to serve as the main implementation unit in the Bank. PRMHP operated as a separate unit in PREM but coordinated closely with PRMEP in the area of debt management within the thematic area of macroeconomic sustainability and creditworthiness. PRMHP would later be merged in 2005, however, with PRMEP due to the growing demand of debt management advisory services in Bank operations. Axel von Trotsenburg, the former Manager of AFTD1, assumed the role of Senior Manager for PRMHP.

In 2000, Uri Dadush assumed the dual appointment of Director for PRMEP and DECPG.

In 2002, the international trade functions were transferred from PRMEP to a new International Trade Department (PRMTR) within PREM. Uri Dadush was appointed the new Director for PRMTR. With Dadush's new appointment, Yaw Ansu was named Director for PRMEP. The PRMEP was re-organized shortly thereafter to coordinate economic policy work in the following thematic economic policy areas:

• growth and labor markets;

• managing volatility;

• fiscal policy;

• subnational regional economies; and

• data and tools foreconomic analysis.

Operational and policy work focused on the following areas:

• macroeconomic management in the areas of economic growth, debt management, fiscal sustainability, managing volatility, and subnational economic management;

• integrative policy analysis; and

• country strategies.

PRMEP functions included: providing support to economic sector work (ESW) in the Regions; reviewing Country Assistance Strategies (CASs) and adjustment operations; preparing papers for the Executive Board; preparing policy notes on major country or global economic developments or issues; preparing briefs and speeches for senior management; and leading special task forces.

In 2004, PRMHP was mapped into the Debt Department (PRMDE) located in PREM. Around 2005, PRMDE was merged with PRMEP and renamed the Economic Policy and Debt Department (PRMED).

In 2005, Vikram Nehru replaced Ansu as Director of PRMED and in 2008, Carlos A. Primo Braga succeeded him.

As of 2014, PRMED continues to be responsible for the Bank's operational and policy work on macroeconomic management and growth, fiscal policy, and debt issues. It also continues to play a significant role in debt management activities. In addition to the HIPC Initiative, it is involved in coordinating: the multi-donor Debt Management Facility (DMF); the Debt Reduction Initiative; the Debt Reduction Facility (DRF) for IDA-Only Countries; the Debt Sustainability Framework (DSF); and medium-term debt management strategies (MTDS).

The Sector Policy and Research Vice Presidency (PREVP), later renamed the Sector and Operations Policy Vice Presidency (OSPVP), was established in May 1987, and reported to the Senior Vice President of Policy, Planning, and Research (PPRSV) or PPR Complex. The PREVP oversaw sector departments that were responsible for policy creation and analysis, support for operations, and sectoral research for emerging priority areas of the Bank. This fonds encompasses only the office of PREVP; see "Related units of description" section below for the location of records related to PREVP's subordinate sector departments.

The PREVP was created as part of the general Bank reorganization in 1987. It assumed some of the responsibilities previously located in the Operations Policy Vice Presidency (OPSVP) of the former Senior Vice Presidency of Operations (SVPOP). OPSVP's responsibilities had included overseeing a broad set of functions related to operations policy, country policy, sector policy, sector research, quality control, liaison, and operational support and advice. However, only the sector departments reporting to OPSVP that were responsible for sector policy creation and analysis, operations support, and sector research were transferred and placed under the oversight of PREVP. The remaining OPSVP functions were absorbed by the Central Operations Department (COD) and the Economic Advisory Staff (EAS) of the new Senior Vice President of Operations (OPNSV).

PREVP's primary functions were to lead, review, and disseminatethe policy and research work of the sector departments. Its responsibilities also included: advising the Senior Vice President, Policy, Planning and Research on Bank-wide sector strategies and objectives; strengthening the effectiveness of the Bank's policy advice to member countries; and maintaining strong links to the Operations Complex to ensure the operational relevance of its outputs.

The following sector departments reported to the PREVP: the Agriculture and Rural Development Department (AGR); the Environment Department (ENV); the Population and Human Resources Department (PHR), which absorbed the functions of the former Population, Health, and Nutrition Department (PHN) and the Education and Training Department (EDT); the Infrastructure and Urban Development Department (INU), which absorbed functions of the former Water Supply and Urban Development Department (WUD) and the Transportation Department (TRP); and the Industry and Energy Department (IEN), which absorbed the functions of the former Energy and Industry Vice Presidency (EIS).

The PREVP was led by Vice President Visvanathan Rajagopalan.

In January 1990, as part of restructuring the PPR Complex, the PREVP acronym was changed to PRSVP. The new PRSVP reported to the renamed Senior Vice President of Policy, Research, and External Affairs (PRESV).

In December 1991, President Lewis Preston's re-organization abolished all Senior Vice Presidencies. As a result, the PRESV and the subordinate PRSVP were terminated. The PRSVP was replaced by the short-lived Sector and Operations Policy Vice Presidency (OSPVP). The new OSPVP absorbed the sector departments responsible for sector policy, research, and operational support from the former PRSVP. It also absorbed some functions of the former Senior Vice President of Operations (OPNSV), including operations policy and procurement policy functions of the Central Operations Department (COD). It also absorbed the Secretariat of the Consultative Group for International Agricultural Research (CGIAR) from the former PRESV. The responsibilities of OSPVP included:

• ensuring Bank investment operations are guided by a robust and workable framework of guidelines, policies, and procedures;

• ensuring the Bank's sectoral and cross sectoral/functional expertise (e.g. project finance, economics, procurement) remains at the leading edge and incorporates lessons of the Bank's experience;

• supporting the achievement of quality assurance for Bank operations consistent with full accountability of the Regions for all operational decisions;

• enabling the Bank to investigate and evaluate the potential relevance of new lines of sectoral business; and

• ensuring sectoral policies are closely aligned with policies for macro-economic management.

The following departments reported to OSPVP: the Central Operations Department (COD); the Agriculture and Rural Development Department (AGR); the Environment Department (ENV); the Industry and Energy Department (IEN); the Infrastructure and Urban Development Department (INU); and the Population and Human Resources Department (PHR). The OSPVP Front Office included the following units: the Office of the Assistant to the VP (OSPAV); the Sector Library (OSPSL); the Secretariat of the Consultative Group on International Agricultural Research (CGIAR); and the Energy Sector Management Assistance Programme (ESMAP).

The OSPVP was led by Vice President Visvanathan Rajagopalan and supported by Director David Bock.

On January 1, 1993, as part of a larger initiative to align the Bank's organization with the priority areas of its poverty reduction effort, the OSPVP was terminated. The departments of OSPVP were divided between three thematic vice presidencies: the Human Resources Development and Operations Policy Vice Presidency (HRO); the Finance and Private Sector Development Vice Presidency (FPD); and the Environmentally Sustainable Development Vice Presidency (ESD).

Jean-Francois Rischard was born in Luxembourg in 1948. He holds graduate and post-graduate degrees in economics from the University of Aix-Marseille, a law doctorate from the University of Luxembourg, and a Master's in Business Administration from Harvard Business School.

Rischard joined the World Bank Group in 1975 as a Young Professional. In 1976 he became a project officer in the Industrial Projects Department (NDP/IPD/IND) and served in this position for six years. Rischard was responsible for a widerange of activities, including: conducting pre-investment studies; and project appraisal; providing operational support throughout negotiation and administration of loans and credits including procurement and staffing; supervising projects; and monitoring developments in the sector.

In 1982 he joined the Financial Policy and Analysis Department (FPA) as a Senior Financial Analyst; he worked in both the Financial Analysis Division (FPAFA) and the Financial Studies Division (FPAFS). In 1984 he was named theDepartment's division chief for the new Financial Management and Analysis Division (FPAMA). Created in 1980 within the reorganized Finance complex, the FPA was responsible for a variety of activities, including: performing analytical work on Bank financial policies; supporting the Senior Vice President, Finance, in activities such as IDA replenishment negotiations and IBRD capital increases; producing long-term financial projections; assessing and managing financial risks; and providing operational supportin areas involving financial analysis.

Rischard left the Bank in 1986 to join the Wall Street firm of Drexel Burnham Lambert as a Senior Vice-President for International Fixed Income markets.

Rischard rejoined the World Bank Group in 1989 and was appointed Director of the Investment Department (INV) in the Treasury Vice President (TREVP); the unit was responsible for managing the liquid assets of the International Bank for Reconstruction and Development (IBRD), International Finance Corporation (IFC), Multilateral Investment Guarantee Agency (MIGA), and the trust funds administered by the World Bank. The department included two divisions containing traders who invested in the securities of governments and their agencies, as well as in commercial banks. The department also contained a Systems Department responsible for facilitating the work of the department as well as a new department created by Rischard upon becoming Director that was responsible for developing new products and strategies in support of departmental trading.

In 1993, Rischard became Vice President for the Finance and Private Sector Development Vice Presidency (FPDVP) and oversaw the work of the Financial Sector Development (FSD), Private Sector Development (PSD), and Industry and Energy Sector departments (IEN). While serving as FPDVP, Rischard served as Chairman of the ESMAP Consultative Group, beginning in 1996. Following the Bank-wide reorganization of 1997-98, many of FPD's responsibilities were transferred to the Finance, Private Sector and Infrastructure Network (FPSI) which Rischard briefly led as Vice President of Head of Network.

In 1998, Rischard was named the new Vice President for Europe (EXTEU) which replaced the former Paris Office directorship. Rischard reported to the Vice President for External Affairs (EXT) and was responsible for representing the Bank in Europe and maintaining relationships with European country leaders, the European Union (EU), NGOs, and the private sector.

Rischard formally retired from the World Bank Group in 2005. Following his departure, he provided consultancy services to various units in the Bank, including the World Bank Institute (WBI). He has also been employed as a consultant to governments and companies around the world.

Between the years 1993 and 1997, the Education and Social Policy Department (ESP), Poverty and Social Policy Department (PSP), and Poverty, Gender, and Public Sector Management Department (PGP) were responsible for the functions of a number of different social- and poverty-focused sectors, including gender and development, poverty analysis and policy, and, temporarily, education. While the departments were organized into 'teams' or 'groups', activities often overlapped.

ESP was created as part of the Bank-wide 1993 reorganization. The Population and Human Resources Department (PHR) was terminated and its functions were split between two newly created departments: the Population, Health and Nutrition Department (PHN) and ESP. Both of these departments were placed in the Human Resources Development and Operations Policy Vice Presidency (HRO). ESP absorbed the functions of the following PHR divisions: Education and Employment Division (PHREE); the Women in Development Division (PHRWD); and the Poverty Analysisand Policy Division (PHRPA). ESP performed operational and analytical work in four main thematic areas:

• poverty analysis and social policy;

• labor markets and safety nets;

• women in development; and

• education and training.

The ESP Department was responsible for:

• formulating and disseminating policies and guidelines for its sectors;

• monitoring the effectiveness of policies and approaches;

• identifying and disseminating best practices and lessons of experience;

• liaising with external organizations and professionals in the field;

• assessing skills requirements and upgrading skills; and

• providing operational support to the Regions.

On July 1, 1995, HRO became the Human Capital Development and Operations Policy Vice Presidency (HCO), and ESP was terminated. The education team of ESP was moved into the newly established Human Development Department (HDD) of HCO. The remaining teams were moved into the new Poverty and Social Policy Department (PSP). PSP contained four groups:

• Gender Analysis and Policy;

• Poverty and Social Assistance;

• Labor Markets, Social Protection, and Public Sector Management;

• Participation and Non-Governmental Organizations.

On December 31, 1995, HCO was terminated, and replaced by the Human Capital Development Vice-Presidency (HCD). PSP remained in HCD.

As part of a Bank-wide reorganization in 1997, PSP sectors and functions were mapped into a new network-based structure. This process began in September of 1996 with a series of temporary relocations of PSP sectors. Labor Market and Social Protection activities were transferred to the Human Development Department (HDD) and then subsequently mapped into the new Human Development Network (HDN). The Participation and Non-Governmental Organizations team was transferred to the Environmental Social Policy and Resettlement Division (ENVSP) of the Environmentally Sustainable Development Vice Presidency (ESDVP). ENVSP was subsequently mapped into the Environmentally and Socially Sustainable Development Network (ESSD). In December 1996, the Human Capital Development Vice-Presidency (HCD) was terminated. The remaining PSP Groups of HCD were temporarily transferred to the Development Economics Vice Presidency (DEC) under the oversight of International Economic Department Director (IECDR) Masood Ahmed. While being overseen by DEC, the Gender Analysis and Policy Group, the Poverty and Social Assistance Group, and activities related to Public Sector Management temporarily became the Poverty, Gender, and Public Sector Management Department (PGP). The transition was finally completed in July 1997 when the sectors within PGP were individually mapped into the new Poverty Reduction and Economic Management Network (PREM).

The financial policy, planning, and budgeting function of the World Bank Group is, alongside Resource Mobilization, Controller, and Office of the Treasurer, one of the four components of the Bank's Finance Complex. The financial policy, planning, and budgeting function includes: managing the Bank's strategic capital adequacy with respect to IBRD capital subscription; coordinating and reviewing the planning and programming of World Bank Group activities from a financial perspective; supporting management and resource allocation decisions at both senior management and departmental levels; and instituting and implementing procedures for World Bank wide budgetary controls.

Responsibility for these functions have most often been maintained in the various iterations of the Planning and Budgeting Department and the Financial Analysis Department. At different times these units were combined or reported to or alongside one another. For the majority of their existence these units reported to the Finance Vice President, Finance Senior Vice President, or Chief Financial Officer.

1967-1980

During the World Bank's first two decades, the Bank was small and centralized enough that the institution could essentially be managed from the President's Office or by the President's closest deputies. Planning and budgeting oversight and review were carried out in a variety of World Bank departments and Vice Presidencies, including the Administration Department (ADM) and Controller's (CTR) which in turn reported to the President'sOffice. However, as Bank operations and budgets grew throughout the 1960s, a unit that centralized activities of financial policy, planning, and budgetary control was deemed necessary. This resulted in the creation of the Program Evaluation and Control Department (PEC) in February 1967, the first unit responsible for the systematic programming and budgeting function. PEC was established to improve the President's control over the use of the Bank's manpower and financial resources and his ability to monitorthe effectiveness of the Bank's programs. As such, PEC reported directly to the Office of the President (EXC). The Department's specific responsibilities included:

• making continuous reviews of the effectiveness of the Bank's major functions;

• analyzing financial and other implications in terms of human and material resources required;

• monitoring the efficiency and economy of the Bank's organizational structure, its operating procedures, and use of manpower;

• instituting procedures for effective budgetary control;

• preparing the annual budgets for the World Bank Group; and

• conducting internal audits and arranging external studies to determine whether accounts and records conform to established policies.

John H. Williams was named the Director of PECin 1967.

Following the appointment of Robert McNamara as World Bank Group President in 1968, PEC was terminated and replaced by the new Programming and Budgeting Department (PAB) and John H. Adler was named PAB Director. The focus of the new PABwas initially narrowed, as activities related to organizational structure monitoring were returned to ADM. However, PAB's remaining work was intensified, as it took on the responsibility for developing and evaluating the 5-year programs for the Bank as well as the review of Country Program Papers (CPPs), the Bank's annual country economic review and planning profile. And while the new PAB reported to the Finance Vice President Siam Alderwereld, it also became an important resource and tool of the new President, serving as a quasi-secretariat to the President and his Council.

During a significant reorganization of PAB in July 1971, the Department's activities relating to planning and financial policy were expanded considerably, as it was agreed that PAB should take the lead in modifying and improving the projection capabilities of the Bank. Most notably, some of the responsibilities of the Statistical Services Division (ECDSS) which had previously resided in the Economics Department (ECD), the Bank's research department, were transferred into PAB. ECDSS's Financial Projects Unit, which had been responsible for making projections of the Bank's cash flows and financial condition, became the new Financial Projections and Special Projects Division (PABFP) within PAB; Jean-Claude Dumoulin was named the first Chief of PABFP. ECDSS's other section, the External Debt Unit, was located for a short time in PAB as the Indebtedness Unit before being transferred to the Economic Programming Department (EPD) in the Bank's new research unit, the Development Policy Vice Presidency (VPD).

Following the 1971 reorganization, PAB consisted of formal divisions for the first time. In addition to PABFP, it consisted of: the Budget Division (PABBG); the Program and Operations Review Division (PABPO); and the nascent Operations Evaluation Department (OED, later the Independent Evaluation Group [IEG]).

In July 1973 the Operations Evaluation Division (PABOE) was terminated and its functions were reestablished in the new and independentOperations Evaluation Department (OED). In February 1974 the Program and Operations Review Division (PABPO) was split into a Country Program Review Division (PABCP) and an Operations Review Division (PABOR). In September of 1974 the new PABOR was terminated and its functions were integrated into the renamed Budget and Operations Review Division (PABBG).

On April 1, 1974 the Financial Projects and Special Studies Division (PABFP) was reorganized into the Financial Analysis Division (PABFA). Later that year, a new Loan Portfolio Analysis Unit (PABLP) was established in PAB to analyze the changing composition of the Bank's loan portfolio and the creditworthiness of borrowing countries and to determine effects on the Bank's financial position and standing in the financial markets.

A 1975 Organizational Manual Statement on the Programming and Budgeting Department (PAB) described the unit as "a support department responsible for coordinating and consolidating the plans, programs, and budgets of the Bank Group, and for providing related flows of information and analyses to the President, the President's Council and Departmental Managers."

In June of 1976, the various changes to the Programming and Budgeting Department (PAB) in previous years were clarified by the creation of two new Assistant Directors in the Department. John G. N. Blaxall, the new Assistant Director, Programming and Budgeting and CPP Review, was given responsibility for the Budget and Operations Review Division (PABBG) and the CPP Review Division (PABCP) as well as a Systems Development Unit and an Overseas Mission Unit. The responsibilities of these units included:

• coordinating and consolidating the five-year plans, work programs, and administrative budgets of the Bank Group within the framework of Bank Group financial policies and constraints; and

• undertaking such reviews and analyses as are necessary to ensure the effective and efficient execution of the Group's plans, work programs, and budgets.

D. Joseph Wood was named the new Assistant Director, Financial Analysis, and was made responsible for the Financial Analysis Division (PABFA) and the new Financial Studies Division (PABFS). The responsibilities of the PABFA included:

• analyzing the Bank Group's financial position;

• making appropriate medium- and long-term financial projects;

• and preparing financial policy recommendations for review by senior management.

The PABFS's responsibilities included:

• analyzing the implications of changes in the international financial environment of Bank Group financial policies and on the access to capital, both private and official, by the Bank and its borrowers;

• recommending policies, programs, and strategies that will enable the Bank and its borrowers to secure the finances they require;

• and providing related flows of information and analyses to the President, the President's Council and Departmental Managers.

The two Assistant Directors worked in close coordination on financial policy implications for Bank operating programsand budgets.

Note that, while the PABFA provided support for IDA replenishment negotiations since 1974 and were given greater responsibility in this area in 1976, this arrangement was temporary. In 1987, support of IDA replenishment negotiations was moved into the new Resource Mobilization Department (FRM). IDA replenishment support has since been grouped alongside trust fund and cofinancing support and administration as part of the Bank's Resource Mobilization function.

On January 1, 1977, K. Georg Gabriel took over as the Director of PAB for John H. Adler, who had served in the role for over eight years.

1980-1983

In 1980, the financial policy functions located in the Financial Analysis Division (PABFA) and the Financial Studies Division (PABFS) were removed from the Programming and Budgeting Department (PAB). A new independent unit, the Financial Policy and Analysis Department (FPA), was created and began reporting directly to the new Senior Vice President, Finance (SVPFI). This upgrade to anindependent department was in response to the increased importance of the financial policy function in an environment of greater financial resource constraints. D. Joseph Wood was named the first Director of the new FPA. As in its PAB iteration, the new FPA consisted of a Financial Analysis Division (FPAFA) and Financial Studies Division (FPAFS). Together their responsibilities included:

• performing analytical work on Bank financial policies, and supporting the Senior Vice President, Finance in such keyactivities as IDA replenishment negotiations, IBRD capital increases, and analyzing the financial impacts of new initiatives;

• producing long-term financial projections and plans beyond a one-year horizon;

• assessing and managing financial risks; and

• providing support to Operations in areas involving financial analysis.

The Programming and Budgeting Department (PAB) had, since its creation in 1968, reported directly to the Vice President, Finance (VPF). However, amidst the various organizationalchanges of 1980, PAB reported to the new Vice President, Programming and Budgeting, Pension Fund (PBPVP) which, in turn, reported to the Senior Vice President, Finance (SVPFI). For the next three years PAB reported to the PBPVP alongside the new Staff Retirement Plan Office (SRP). Heinz Vergin led the PAB during this period. PAB's 1980 reorganization was the beginning of a move towards decentralization of the programming and budgeting function, as the Bank's operational units and Accounting Department weregiven greater roles in determining and creating budgets; the overall effect for the central PAB unit was that it was significantly weakened.

1983-1987

In 1983, the financial policy unit and planning and budgeting unit were reunited. However, instead of a reporting relationship, the two now coexisted within the new Financial Policy, Planning and Budgeting Vice Presidency (FPBVP). The objective of reintegrating the activities of the Financial Policy and Analysis Department (FPA) and the Planning and Budgeting Department (PBD) under one senior manager was to strengthen the Bank's capacity for prospective analysis and to implement a Bank-wide strategic planning initiative and an even more decentralized planning and budgeting process. FPBVP was led by D. Joseph Wood and reported to the Senior Vice President, Finance (SVPFI).

At the point that the FPA began reporting to the new FPBVP in 1983, D. C. Rao was named D. Joseph Wood's replacement as Director of FPA. The FPA consisted of the Financial Analysis Division (FPAFA) and the Financial Studies Division (FPAFS). A Policy Analysis Division (FPAPA) was established soon after. In February 1984, the Financial Analysis Division (FPAFA) and the Policy Analysis Division (FPAPA) were replaced by the Financial Management and Analysis Division (FPAMA) and the Financial Policy and Planning Division (FPAPP), respectively.

During the 1983 reorganization the PBD underwent restructuring in order to implement the more decentralized programming and budgeting process envisioned by new Bank President Alden W. Clausen. The Department took on most of the functions of its prior iteration, but within a system that decentralized more programming and budgeting responsibilities to the Bank's individual vice presidencies, thus allowing PBD to focus more broadly on the Bank as a whole. As such, the Department was responsible for:

• coordinating and supporting the Bank's planning and resource allocation processes, including the formulation of budgetary policies, to ensure the efficiency and effectiveness of resource utilization; and

• monitoring and supporting the country assistance planning and programming process, including standards employed in the analyses of country creditworthiness and IBRD portfolio risk.

At the time of its establishment, the PBD consisted of the following divisions: the Programming and Budgeting Division (PBDPG); the Country Program Review Division (PBDCP), and the Management Systems Division (PBDMS). In April 1984, the Department was realigned. PBDMS was terminated and the division's staff were assigned to the newly-established Institutional Planning Division (PBDIP) and were charged with setting up a Bank-wide institutional planning process and providing staff support for the "Future Role of the Bank" exercise. At the same time, the Programming and Budgeting Division (PBDPG) was renamed the Budget Policy and Review Division (PBDBP). In August of 1984, an Institutional and Financial Systems Unit (PBDIF) was established in the Department's Front Office.

Heinz Vergin continued to lead PBD until 1984 when he was replaced by Shinji Asanuma.

1987-2003

A 1987 Bank-wide reorganization separated the financial policy function and the planning and budgeting function; they would not be reunited again until 2003. The history of each function is presented separately during this period.

Financial Policy (1987-2003)

As part of the 1987 reorganization, the Financial Policy, Planning and Budgeting Vice Presidency (FPBVP) that consisted of the Financial Policy and AnalysisDepartment (FPA) and the Planning and Budgeting Department (PBD) was terminated. The Financial Management and Analysis Division (FPAMA) and the Financial Policy and Planning Division (FPAPP) of FPA were reorganized into the Risk Management and Financial Policy Department (FRS), which was led by D. C. Rao. The Financial Studies Division (FPAFS), which provided support for IDA replenishment negotiation, was absorbed by the new Resource Mobilization Department (FRM); note that FRM was responsible for overseeing policy development related to IBRD capital subscription during this period. Together the FRS and FRM reported to the new Vice President of Financial Policy and Risk Management (FPRVP), which reported to the new Senior Vice President of Finance (FINSV). D. Joseph Wood was named Vice President of the new FPRVP.

The new FRS was responsible for identifying and managing financial risks to the World Bank in order to maintain and promote the Bank's financial viability to effectively serve the long-term development objectives of its members. It was also responsible for evaluating country creditworthiness, advising Senior Management on strategies for managing risk in individual countries, and analyzing the portfolio risk implications of Bank lending programs. FRS consisted of three divisions: Financial Policies and Projections (FRSFP); Risk Management and Financial Policy (FRSDR); and Country Creditworthiness (FRSCR). Note that from this point, risk management and assessment is a predominant aspect of the financial policy function. Activities supporting this function were undertaken over the course of the previous decades, but with the creation of the FPRVP, it was prioritized. The four major types of financial risk relevant to the Bank were: country credit risk, or loan portfolio risk; market risk (i.e. interest rate and exchange rate); liquidity risk; and operational risk.

FRS underwent no significant changes in its organization or reporting relationship until 1996. Everardus J. Stoutjesdijk took over as Director of FRS in 1990. Mieko Nishimizu replaced him in late 1991 or early 1992 and Brian Wilson replaced Nishimizu in 1995.

In 1996 the Vice President of Financial Policy and Risk Management (FPRVP) was terminated when the Resource Mobilization Department (FRM) was removed and combined with the Cofinancing and Project Finance Department to form the new Resource Mobilization and Cofinancing Vice Presidency (RMCVP). The financial policy and country creditworthiness and risk functions of the former Risk Managementand Financial Policy Department (FRS) were relocated along with the Institutional Change and Strategy Department (ICD) into the new, but temporary, Financial Policy and Institutional Strategy Vice Presidency (FPIVP), the Bank's organizational planning unit.

In 1997 a new Vice Presidency, Financial Policy and Risk Management (FPRVP) was created. It maintained a divisional structure consistent with its recent predecessors, consisting of a Country Creditworthiness and Risk unit and a Financial Policy and Projects unit. FPRVP was led by Brian Wilson and reported to Managing Director Jessica Einhorn.

In 1999, responsibilities of the FPRVP were reorganized into the new Corporate Finance (FIN) unit that reported to the restored Senior Vice President and Chief Financial Officer (CFO) alongside the Offices of the Treasury (TRE) and Controller (CTR). The Corporate Finance unit temporarily consisted of four units: Corporate Finance (FINCF); Credit Risk (FINCR); Risk Management (FINRM); and Financial Products and Services. At some point towards the end of 2000 or beginning of 2001, the Financial Products and Services unit was removed.

Planning and Budgeting (1987-2003)

Following the termination of the Financial Policy, Planning and Budgeting Vice Presidency (FPBVP) in 1987, the Planning and Budgeting Department (PBD) was removed from the Finance Complex and transferred to the new Policy, Planning and Research Complex (PPRSV) alongside such vice presidencies and departments as the Development Economics Vice Presidency (DECVP), the Sector Policy and Research Vice Presidency (PREVP), and the Strategic Planning and Review Department (SPR). Robert Piciotto was named Director of the PBD. The aim of consolidating these various units beneath a single umbrella was to systematize and strengthen the Bank's strategic planning process by integrating the previously fragmented research, policy and strategic planning functions. The central planning and budgeting function of PBD was strengthened somewhat and its analytical functions began to recover.

Not all of PBD's functions were maintained following its transfer to the PPRSV. The Institutional and Financial Systems Unit (PBDIF) was transferred to the front office of the Senior Vice President, Finance (FINSV) and the activities of the Institutional Planning (PBDIP) and Country Program Review (PBDCP) Divisions were integrated with those of the new Strategic Planning and Review Department (SPR). PBD emerged from the 1987 reorganization with divisions for Budget Policy and Review (PBDPR) and Budget Planning and Systems (PBDPS). In September 1988, these two remaining divisions were restructured into the Budget Formulation and Review (PBDFR) and the Budget Planning and Policy (PBDPP) Divisions, respectively.

Significant change again occurred with regard to the Bank's Planning and Budgeting function in January 1990. The Planning and Budgeting Department (PBD) was terminated and its functions were subordinated to the new Vice President, Corporate Planning and Budgeting (CPBVP), which reported directly to the Office of the President (EXC). The CPBVP also consisted of an Organization Planning Staff unit (ORG) and the Internal Auditing Department (IAD). Robert Piciotto was elevated to CPB Vice President; PBD did not have a Director for the following year.

In June of 1990, the Planning and Budgeting Department (PBD) was reconstituted within CPBVP. At this point it regained responsibilities for program review and institutional planning. The functions of the reorganized PBD included:

• designing and operating a collaborative and integrated process of setting goals, priorities, programs and budgets throughout the Bank;

• producing annual plans and budget documents submitted to the Board for review and approval;

• advising senior management on resource allocation issues;

• supporting other Bank units in preparing plans, programs, and budgets and in evaluating performance; and

• identifying opportunities for improvement in Bank-wide planning, budgeting and implementation processes, enhancing transparency, effectiveness, and efficiency of resource allocation processes, and monitoring of resource use.

In 1991 Richard B. Lynn was named Director of the Planning and Budgeting Department (PBD).

In the summer of 1992, the CPBVP was terminated and the Planning and Budgeting Department (PBD) was returned to the Financial Complex (FINSV). However, it was placed in the Vice President and Controller (CTRVP) alongside its Accounting (ACT), Loan (LOA), and, later, Internal Auditing (IAD) departments. PBD's responsibilities did not change significantly, as reflected in the title of its three divisions: Budget Policy and Systems; Corporate and Budget Planning; and Program and Budget Review. However, PBD's role during this period was essentially subsumed within the Controller's function of financial administration, as it oversaw budget processes and served as a data manager, while program and budget decisions were made by executive fiat based on PBD analysis.

The organizational components and reporting relationship of PBD remained unchanged from 1992 until 1996 when it was removed from the CTRVP. It appears that, through 1996 and early 1997, PBD reported directly to the Office of the President (EXC). In 1997 it was placed in the new Strategy and Resource Management Vice Presidency (SRMVP) along with the Strategy, Change and Partnership Groups that had previously been located in the Financial Policy and Institutional Strategy Vice Presidency (FPIVP). The SRMVP reported to Managing Director Sven Sandstrom. This reorganization was motivated by a need for a top-down review and change program focusing on the Bank's budget; this undertaking took the form of the Strategic Compact (1997-1999). The Strategic Compact, a senior management review, focusedon: strategic priorities and selected efficiencies based largely on PBD advice; the Bank's top-down resource allocation and business planning process; and analytical capabilities with an emphasis on productivity.

Achim von Heynitz replaced Richard B. Lynn as Director ofthe Planning and Budgeting Department (PBD) in 1997. In 1998 the Planning and Budgeting Department was renamed the Corporate Resource Management Group (CRM). The SRMVP was led first by Mark Baird from 1997 to 1999 and then by Anil Sood from 1999 to 2003.

2003-2006

In 2003 the financial policy and planning and budget functions were reunited in the form of the Strategy, Finance, and Risk Management Vice Presidency (SFRVP). The reunion of these functions acknowledged the dependency between those responsiblefor articulating the Bank's strategy and programming and those responsible for ensuring that proposed business models are funded sustainably. It was also acknowledged that, while the units of the new SFRVP support and work closely with units throughout the Bank, such as operations, organizational planning, and treasury, they also had a strong business reason to remain independent from them.

SFRVP's functions were carried out in four departments. The Corporate Strategy and Integrated Risk Management Department (SFRSI) provided independent, Bank-wide perspective on the strategic and financial aspects of the Bank's business, combining the elements of corporate strategy, risk management, financial policy, and budget management. The Corporate Resource Management Department (SFRRM), or budget department, aligned resources to strategy, operations, and other programming. The Corporate Finance Department (SFRCF) supported the Bank's senior management, the Board, and the institution as a whole by providing review ofcapital deployment and ensuring the Bank's standing as a AAA-rated institution. Finally, the Credit Risk Department (SFRCR) analyzed and managed the Bank's credit risk exposure.

John Wilton was named Vice President of SFR.

2006-2009

In 2005 a Budget Reform process was initiated in order to make the budget process more efficient, less complex, and more results- and performance-based. One of the results of this Reform was the 2006 termination of the SFRVP and the separation of financial policy and risk management functions from the planning and budgeting functions. Functions related to the former were placed in the Office of the Chief Financial Officer; units included the Corporate Finance Department (FINCF) and the Credit Risk Department (FINCR). Planning and budgeting activities related to strategic allocation of resources were once again placed alongside the Bank's Accounting and Loan Departments in the new Controllers, Strategy and Resource Management Vice Presidency (CSRVP). As in its previous iteration within the Controller Vice Presidency (1992-1996), the planning and budgeting function was reduced in scope, as it appears to have provided only budget process supervision and support. Fayezul Choudhury led the CSRVP.

2009-2016

With the creation of the Corporate Finance and Risk Management Vice Presidency (CFRVP) in 2009, the model for finance management from 2003 to 2006, including policy, risk management, and budget planning, was restored. The objective was that, by restoring the higher level of management, oversight of risk management and supervision of financial activities would be strengthened. Three departments similar to those that made up the earlier Strategy, Finance, and Risk Management Vice President (SFRVP) were created: Corporate Planning and Analysis Department (CFRPA); Corporate Finance Department (CFRCF); and Credit Risk Department (CFRCR). The priorities of the department were, as they were from 2003 to 2006, to manage risk from the balance sheet perspective, maintain a sustainable financial framework, and manage administrative expenditures. CFR Vice President Fayezul Choudhury reported to the Chief Financial Officer (CFO).

In 2010 the World Bank President announced the creation of the World Bank Group Chief Risk Officer (CRO). Reporting to the Chief Financial Officer (CFO) and supplementing the risk management work of the FINCR, the CRO was responsible for:

• assessing risks across the World Bank Group including possible interactions among types of risk;

• benchmarking existing riskmanagement practices against major financial institutions;

• ensuring consistency of World Bank Group risk management activities with best practice; and

• considering unique risks that are specific to multilateral development banks and international financial institutions.

Robert Kopech was named the first Chief Risk Officer in January 2011. Kopech was replaced by Lakshmi Shyam-Sunder in 2014; she continues to report to the World Bank Group Chief Financial Officer (CFO) as of 2016.

In 2013 Managing Director and Chief Financial Officer (CFO) Bertrand Badre reorganized the various policy, risk management, and budget planning functions within the Bank's Finance Complex. A new Budget, Strategic Planning, and Performance Review Vice Presidency (BSPVP) was created which included the Budget Department as well as the Resource Management Network and General Services Department. Pedro Alba was named Vice President for BSPVP. The BSPVP is still operational as of 2016.

Also in 2013, a new Financial Strategy Group (FSG) was created that pulled together corporate finance, organizational modeling, and financial analytics functions from across the World Bank Group, including the International Finance Corporation (IFC) and the Multilateral Investment Guarantee Agency (MIGA). FSG was responsible for developing a business model and identifying options for strengthening the financial sustainability and delivery capacity of the IBRD, IDA, IFC, and MIGA. FSG was co-led by Lisa Finneran and Avi Hofman.

The following year, the Financial Strategy Group (FSG) joined the Concessional Finance and Global Partnerships Vice Presidency (CFPVP), formerly responsible for IDA replenishment, trust fund, and cofinancing related functions, to form the Development Finance Vice Presidency (DFiVP) led by Joachim von Amsberg. Financial management-related activities formerly located in the FSG were placed in the IBRD Corporate Finance Department (DFiCF) alongside the World Bank Trust Funds and Partnerships Department (DFPTF), IDA Resource Mobilization (DFIRM), and Development Partner Relations Department (DFDPR). DFiCF supports senior management and the World Bank Board in IBRD's financial management by recommending and facilitating policies and strategies related to medium-term capital planning, overall balance sheet management, and annual decisions on loan terms and income allocation. Activities include:

• monitoring the Bank's income and balance sheet variables and key sensitivities over the near-term and the medium-term;

• managing the Bank's strategic capital adequacy and developing strategies for optimal use of capital;

• determining balance sheet management approaches that support the development mission and the institution's financial strength; and

• assuring capacity to understand and resolve issues of income allocation, financial product pricing, and capital structure and adequacy.

Axel van Trotsenburg replaced Joachim von Amsberg as Vice President of the Development Finance Vice Presidency (DFiVP). The Vice Presidency continues to report to the World Bank Group Chief Finance Officer (CFO) as of 2016.

Geoffrey Lamb, an Irish national, was born in Boksburg, South Africa in 1944. He earned a Bachelor's of Arts in economics and political science from Witwatersand University (Johannesburg, South Africa) in 1963. Soon after graduation, he was forced out of South Africa as an anti-apartheid political exile and obtained Irish citizenship soon thereafter. In 1966, he received a Master of Arts in African studies from the University of Sussex (Brighton, East Sussex, UK), and later obtained a Doctorate in Philosophy in political science from the University of Sussex in 1970.

Prior to joining the Bank, Lamb served as Deputy Director and Fellow at the Institute of Development Studies at the University of Sussex. He also served as a Research Fellow for the School of African Studies and Asian Studies at the University of Sussex and the Royal Institute of Public Administration (RIPA) in London. He additionally served as Visiting Professor and Research Fellow at the University of London, the University of Nairobi, the University of Dar es Salaam, Addis Ababa University, and the University of the West Indies.

Geoffrey Lamb's employment at the World Bank began as an Economist for the Development Research Center (DRC) of the Development Policy Vice Presidency (VPD) from August 1980 to January 1982. He served in numerous roles thereafter, including:

• Economist for the Development Research Department (DRD) of the Economic and Research Vice Presidency (ERS), January 1982 to March 1982;

• Institutional Development Specialist for the Project Policy Department (PPD) of the Operations Policy Vice Presidency (OPS), April 1982 to May 1983;

• Public Sector Management Adviser for the Public Management Unit (PPDPS) of the Operations Policy Vice Presidency (OPS), October 1983 to May 1987;

• Adviser for the Strategic Planning Division (SPRSP) of the Strategic Planning and Review Department (SPR), July 1987 to May 1990;

• Adviser for the Policy Development Unit (PRDPD) of the Policy and Review Department (PRD), July 1990 to May 1991;

• Unit Chief for the Public Sector Management Unit (EMTPM) within the ECA/MENA Technical Department of the Europe and Central Asia Vice Presidency (ECA), December 1991 to May 1992;

• Manager for the Public Sector Management Unit (EMTPM) within the ECA/MENA Technical Department of the Europe and Central Asia Vice Presidency (ECA), January 1993 to May 1994;

• Resident Representative for the U.K. and Ireland External Affairs Department (EXTLD), July 1994 to June 1996;

• Senior Adviser for the External Affairs Vice Presidency (EXTVP), January 1997 to May 1997;

• Director for the Trust Fund and Co-financing Department (TFC) of the Resource Mobilization and Co-financing Vice Presidency (RMCVP), November 1997 to January 1999; and

• Director for the Resource Mobilization Department (FRM) of the Resource Mobilization and Co-financing (RMCVP), July 1999 to July 2002.

In 2003, Lamb was appointed the Vice President for Resource Mobilization and Co-financing (RMCVP), later renamed the Vice President for the Concessional Finance and Global Partnerships (CFPVP). In this role, he led international negotiations on the replenishment of funding for the International Development Association (IDA) and financing for the Multilateral Debt Relief Initiative (MDRI). He additionally led financing efforts for the International Finance Facility (IFF), the Advanced Market Commitments (AMCs), and the funding of the Global Environment Facility. Geoffrey Lamb retired from the World Bank in 2006.

Upon retirement, Lamb served on the Board of Directors for the International AIDS Vaccine Initiative (IAVI). He additionally joined the Bill and Melinda Gates Foundation as a Senior Fellow for Global Development. He would go on to act in other roles in the Foundation, including: Managing Director for Public Policy, President of the Global Policy & Advocacy Division, and Chief Economic and Policy Advisor.

The International Bank for Reconstruction and Development (IBRD) established a centralized files system on September 30, 1946 with the issuance of Administrative Order No. 3, "Organization of the Communications and Records Services". Initially reporting to the Bank Vice President, the Communications and Records unit was responsible for opening and routing all incoming written official wire, mail, and other communications, dispatching all outgoing written official communications, and maintaining the centralfiles location of official correspondence created by Bank departments and offices.

According to the 1947 Administration Manual, "each office and department will forward Bank records received or created by it, as soon as they cease to be working papers" to the General Files. Initially only the Secretary's Department, Treasurer, Loan, Research, and Legal Departments were authorized to maintain their own files outside of the General Files. Executive Directors' minutes, agenda, and similar documents were also excluded from the centralized files, except those distributed by the Secretary for filing.

Beginning in 1948 through the next decade, file collections from Loan, Economics (formerly Research), Legal, and Technical Operations Departments as well as the Economic Development Institute were incorporated into the Central Files. As the Bank grew to include the International Finance Corporation (IFC) in 1956 and International Development Association (IDA) in 1960, the Central Files included records of those entities as well.

The centralized files were organized according to a Bank-wide classification system and files were traditionally divided into four groups: general files (or non-regional files); operational files (country-specific or regional files) generated mostly by the Loan and Economic Departments; membership, bond and finance files; and official documents mostly legal in nature including loan agreements.

The Communications and Records unit succeeded by the Central Files Section (ADMCF), theGeneral Files Section (ADMGF) and the Records Management Section (later under the Information Solutions Department) were responsible for classifying and maintaining official files from 1946 to 1987. In practice however, official files were incomplete and fragmentary, as departments often kept their own files for convenience or did not forward official correspondence to Central Files once it was no longer required for business.

By the 1960s the maintenance of a central filing system had become progressively cumbersome as the growth of Bank Group operations had resulted in an increasingly large volume of files. As a result, decentralization of some department files began occurring in 1960 with the Legal Department. By late 1967, other departments considered to be specialized including Treasurer, Economic Development Institute, and the Personnel Division of the Administration Department were also authorized to keep their own files.

The physical relocation of Central Files from the Bank's main complex tothe tenth floor of the G Street building in May 1970 also led to the sharp decrease in the use of Central Files and an increase of duplicate sets of working files in the divisions and departments throughout the Bank. In response to this problem, Central File Stations were created and located in close physical proximity to their primary users, although the files remained under the administrative control of the Records Management Section. The IFC Files Station was the first to become a satellite file stationin June 1971 followed by the Bank Administration and Policy (BAP) Central Files Stations (1972 - 1974). These were renamed BAP Central Records Stations (1975 - 1977) and then the Non-Regional Information Centers (NRIC, 1978 - 1987). From 1972 to 1987 these satellite records stations served Administration, Operations Policy, Economic Research and External Relations Vice Presidencies, among other non-regional departments.

As a result of the Bank's July 1987 reorganization of the records management function, Non-Regional Information Centers were closed and recordkeeping responsibilities were turned over to the records-creating offices.

Sector departments were created as part of a World Bank-wide reorganization in 1972. The sector departments were responsible for improving and maintaining the quality of Bank lending and related operations through activities such as: sector policy and guideline development; support and review of operations; recruitment assistance; staff development and training; and liaison with external organizations. Although some departments like the industry sector initially had operational responsibility to identify, prepare, appraise, and supervise projects until a Bank-wide 1987 reorganization, sector departments were generally not responsible for leading project lending operations and member country relations. The Bank's projects and member country relations were the responsibility of Regional Vice Presidencies (RVPs). See the related units of description note below for the location of records relating to World Bank operations and the RVPs.

The Bank's industry sector work began in the Economic Department (createdApril 19, 1948 to September 1952) and the Technical Operations Department (TOD) (September 1952 to January 18, 1965). These departments had similar responsibilities for operational and sector work, providing expertise and assistance for projects and studies. TOD was organized functionally, with sub-units for industry, agriculture, power, transportation and so on. The Bank's industry sector included both manufacturing and mining.

The Bank's first loan supporting industry was a component in the Bank's first loan to France for reconstruction in May 1947. The loan funded the modernization of the steel industry including importing equipment and coal mining equipment. Subsequent industry sector loans in the late 1940s and 1950s were strictly for importing or constructing manufacturing machinery and parts and mining equipment to increase a plants' production output. The Bank did not lend for industrial development projects in the public sector until the late 1960s. Loans were either provided to large private enterprises through the Bank's sister organization, the International Finance Corporation (IFC, established in 1956), to intermediary institutions such as development banks and development finance companies (DFCs) for smaller and medium enterprises, or program loans for financing industrial imports.

The first standalone mining industry projects, Lota Coal Mine Modernization, P006582 and Schwager Coal Mine Modernization, P006583 were approved in July 1957, financing the development of mining facilities in Chile that would reduce costs of production.

1965 - 1972

A reorganization of TOD created the Projects Department (PRJ) on January 18, 1965. PRJ was responsible for the identification, appraisal, and supervision of projects, as well as policy formulation, research, and advice in support of the operational activities of the area departments. A separate industry sector unit, Industry Division (PRJIN), was first articulated in the Bank's organizational chart as a lower division of PRJ. Other divisions subordinate to PRJ were: Agriculture Division (PRJAG); Education Division (PRJED); Transportation Division (PRJTP); and Public Utilities Division (PRJPU). The Industry Division was transferred to IFC on April 19, 1965, and an IFC Engineering Department (FEN) was created, bringing together most Bank division staff connected with industry to join IFC engineers to support IFC projects for industrial enterprises in the private sector, and provide technical advice to the Bank on state-owned industrial projects, as few as they were at that time.

In late 1968, Bank Group President McNamara implemented a significant change in the Bank's lending policies to permit lending to publicly controlled industrial enterprises and DFCs. A year later, the new policy resulted in the transfer of industrial project activities from IFC back to the Bank, which hadbeen providing most of the Bank Group's financing for DFCs. The Bank's Industrial Projects Department (NDP) was created on October 2, 1969, and Hans Fuchs, who previously led the IFC Engineering Department, was appointed director. The department was responsible for expanding Bank lending in the industrial sector and advising developing countries on how to best accelerate their industrial growth. At the time of its creation, NDP had two divisions based on geographical regions: Division I - Asia and Latin America (NDPD1) and Division II - Africa, Europe and Middle East (NDPD2). In February 1972, a third division was created, and all divisions were reorganized along functional lines. The new divisions were: Division I - Economic and Sectoral (NDPD1); Division II - Projects, Mining and Mechanical (NDPD2) and Division III - Projects, Chemical (NDPD3).

In April 1972, the Industry Sector working paper was published, announcing a projected increase in direct financing of manufacturing projects to government owned or controlled companies. The paper also announced the Bank's move into new fields of activity, particularly for "non-industrial" countries: assisting small-scale industry; supporting extension services; and giving technical advice on sector priorities and project identification. The Bank would also plan to concentrate financing to "semi-industrialized" and "industrializing" countries where the infrastructure was sufficiently developed, and the manufacturing sector was sizeable enough to produce external economies. The report outlined the contributions that industrialization could make to economic development, but cautioned that industrialization, especially a concentration on heavy industry, by itself is insufficient, in that in some cases it could aggravate the problem of unemployment by penalizing the farmer, redistributing incomes in favor of manufacturing, and encouraging a mass departure from rural to urban areas.

1972 - 1986

In the October 1972 Bank-wide reorganization, most of the Projects Department staff were dispersed to regional projects departments in newly established Regional Vice Presidencies (RVPs) to more effectively fuse country knowledge and sector skills. With the bulk of operational project work responsibility transferred to the RVPs, this left five departments in the new Central Projects Staff (CPS), the departments of Education, Transportation, Public Utilities, Development Finance Companies, Urban Projects, with a core staff of advisors responsible for operational and development policy, research, operational support and quality control of project and sector work. However, some sectors were too small to decentralize to the Regions and continued to have full responsibility for all operational lending services to the RVPs in addition to the aforementioned activities. These units, known as the central operating project departments (COPDs) of CPS initially included NDP (still the Industrial Projects Department), Population, Tourism, African Development Finance Companies, and Agriculture. NDP was responsible for identifying, preparing, appraising, and supervising projects involving direct loans or credits to large-scale industrial enterprises. Lending to medium and small industries was undertaken through local financial intermediaries and managed by the Industrial Development and Finance Divisions in the regional offices. NDP retained its previous divisions. In July 1974, a Fertilizer Unit (NDPFU) was established in the department to coordinate planning of the Bank's technical and financial assistance for the improvement of supply and use of fertilizer in developing countries and for liaison with related external organizations.

In July 1977, the Bank's Board of Executive Directors approved an expansion of lending for developing fuel and non-fuel mineral resources in developing countries. A detailed five-year program for non-fuel minerals was formulated, identifying priorities for lending and sector work. To implement this program, a Mining and Non-Ferrous Metals Division (IPDD1) was created within the department. This division was focused on hard-rock mining and processing including coal, lignite, and oil shale. The department was given a new acronym, IPD, and by mid-1978, its other divisions were renamed accordingly: Fertilizer, Refining and Other Chemical Industries (IPDD2); Mechanical and Other Industries (IPDD3); Wood Processing, Textiles and Other Industries (IPDD4); and Fertilizer Unit (IPDFU).

During the 1970s and 1980s, the number of large-scale industry projects assisted by IPD increased substantially. Among the most common were manufacturing industry loans for fertilizer, steel, or forest products (pulp and paper) projects; mining of fuel minerals (coal, lignite) and non-fuel minerals (iron ore, coal, phosphate, lignite); and lending for exploration and engineering as prerequisites for mining activities.

In March 1982, the Central Projects Staff (CPS) was restructured into the new Operations Policy (OPS). Within the OPS complex, a vice presidency for Energy and Industry Staff (EIS) was established. EIS combined the two closely related sectors for which private sources of financing were of greater importance. The Energy Department (EGY) and a newly created Industry Department (IND) were led by separate directors that reported to the Office of the Vice President, Energy and Industry (EISVP). Senior Vice President, Operations Policy (SVPOP) Ernest Sternserved as acting vice president, EISVP until fall 1983 with the appointment of Jean-Loup Dherse. Hans Fuch continued as director of IND throughout this period.

IND absorbed the functions of the previous IPD and the Industrial Development and Finance Department (IDF), as well as the Telecommunications Division (TWTTL) of the former Transportation, Water, and Telecommunications Department (TWT). Some staff from the Office of the Vice President, Development Policy (VPD) was also transferred to IND to strengthen its policy and research functions. IND continued to operate as a central operating projects department (COPD), providing the full operational tasks of identifying, preparing, appraising and supervising projects in the industrial sector and telecommunications. Additionally, like other sector departments, it was also responsible for policy formulation and research of industrial and financial sector policy, and sector work.

IDF, created in March 1977 under CPS and formed from the previous Development Finance Companies Department (DFC, 1972 - 1977), had led the Bank's efforts in refocusing industrial economic and sector work on the problems of creating employment and income opportunities in member countries. Its previous responsibilities, now transferred to IND, included: industrial sector work and policy; lending to DFCs; all lending activities and operations to foster the development of small-scale enterprises; creating employment and income opportunities for the non-farming poor; and coordinationof the Bank's cooperative program with the United Nations Industrial Development Organization (UNIDO).

At the time of its creation in 1982, IND was comprised of the following divisions: Mining and Non-Ferrous Metals (INDD1); Fertilizer, Refining and Other Chemical Industries (INDD2); Construction Materials and Mechanical Industries (INDD3); Wood Processing, Textiles and Other Industries (INDD4); Telecommunications, (INDD5); Policy Analysis Division (INDPA); and Operations Country Support Division (INDSU). The Fertilizer Unit (INDFU) was terminated later in July 1982, its functions transferred to INDD2 and a fertilizer adviser in the Director's Front Office (INDDR). By October 1982, INDPA and INDSU were merged into the Industrial Strategy and Policy Division (INDSP). A small unit, the Incentives and Comparative Advantage (INCA) unit, that was initially established as an applied research project by the Research Committee within IDF was incorporated into INDSP at this time. INCA's responsibilities were to:undertake applied research, including for the development of operational tools; support policy related studies; provide technical assistance and support to the regional operating units of the Bank; and work with the Regions, research institutions or other organizations in member countries to build local capabilities to undertake INCA analysis.

In July 1983, the responsibilities for divisions 3, 4, and 5 were redefined. Project and sector work on construction materials, mechanical, wood processing, and textiles industries were consolidated into Division 3 - Manufacturing Industries and INDD5 became Division 4 - Telecommunications, Electronics and New Technology (INDD4). In addition, two new units were created, one for Energy Conservation (INDEC) which had responsibility for developing a project pipeline in this emerging field, and one for Financial Development (INDFD) which was created in the context of the 1980s debt crisis and turmoil in developing nations' financial sectors and institutions. INDFD carried out policy, research, and review work concerning the financial sector, and coordinated work with financial intermediaries with other sectors, and with other Bank units, IFC, and International Monetary Fund (IMF).

On July 1, 1984, an Industrial Restructuring Unit (INDRE) was established. By January 1985, INDRE and INDEC were merged into the Industrial Restructuring and Efficiency Unit (INDRE) because both units had developed a common multi-industry focus which would make combining their resourcesmore efficient. The Word Processing Unit (INDWP) was also created at this time.

On July 1, 1985, INDRE and INDFD were both upgraded from units to divisions and by December 1985, INDRE's name was shortened to Industrial Restructuring Division. At the start of the following fiscal year, Division 2 - Fertilizer, Refining and Other Chemicals was changed to Fertilizer and Chemical Industries (INDD2).

By 1986, IND consisted of seven divisions. The Mining and Non-Ferrous Materials (INDD1), Fertilizerand Chemical Industries (INDD2), Manufacturing Industries (INDD3), and Telecommunications, Electronics, and New Technology Development (INDD4) divisions were managed by the assistant director, operations while an assistant director, policy presided over the following divisions: Industrial Strategy and Policy (INDSP); Financial Development (INDFD) and Industrial Restructuring (INDRE).

1987 - 1996

On July 1, 1987, a Bank-wide reorganization resulted in the termination of almost all organizational units. The industry and mining sectors were relocated into the newly created Sector Policy and Research Vice Presidency (PRE, then PRS). As a result of the reorganization, PRE had no responsibility for managing operational activities. The vice presidency focused on operational support, the formulation of Bank-wide sector policies, and overseeing the ex post evaluation of Bank-wide sector work and lending. The units within the vice presidency concentrated on policy creation and analysis, support for operations, and sectoral research for emerging priority areas of the Bank such as the environment, women in development, and private sector development. Within the PRE Vice Presidency, the energy and industry sectors were merged into the Industry and Energy Department (IEN), led by Director Anthony Churchill. The operational functions of the previous IND were transferred to the regional Technical and Country Departments. The staff and functions of INDFD were transferred to the Financial Policy and Systems Divisionlocated in the Country Economics Department (CECFP) of the Development Economics Vice Presidency (DEC).

IEN divisions included: Industry Development (IENIN); Energy Development (IENED); and Energy Strategy, Management and Assessment (IENES).

On December 1, 1991, as part of President Lewis Preston's first reorganization, which abolished all Senior Vice Presidencies, the new Sector and Operations Vice Presidency (OSP) was created, and adopted functions previously supervised by senior vice presidents.

Following the 1991 reorganization, the Industry and Energy Department maintained two previously created divisions, Industry Development (IENIN) and Energy Development (IENED).

The department was responsible for:

• formulating policies in the energy and industry sectors;

• developing research priorities and conducting background research necessary to support policy development;

• strengthening the Bank's intellectual leadership in the sector;

• providing advice to the regions for the design of country strategies and sector operations;

• disseminating research results;

• conducting an annual review of Bank operations in the sector;

• developing and maintaining contact with the external community on industry and energy matters.

At some point in 1992, an Industry Sector Board was formed to: discuss issues of concern to the sector and raise attention to management as necessary; and serve as a network for better communications among staff across the Bank Group working in the sector. Sector Board membership consisted of senior staff including regional advisers, division chiefs including IEN, and representatives from the Operations Evaluation Department (OED) and IFC.

On January 1, 1992, as part of a larger initiative to align the Bank's organization with the priority areas of its poverty reduction effort, the Sector and Operations Policy Vice Presidency was terminated. All research activities were removed from the departments in the Central Vice Presidencies, including IEN, and were consolidated under the Chief Economist and Vice President for Development Economics (DECVP). The Policy Research Department (PRD) under DECVP became the principal research arm of the Bank; IEN was no longer responsible for energy or industry sector research.

OSP was replaced by three new thematic vice presidencies: Human Resources Development and Operations Policy (HRO), Finance and Private Sector Development (FPD); and Environmentally Sustainable Development (ESD). At the time of its establishment FPD had three subordinate departments:

Financial Sector Development Department (FSD);

Private Sector Development Department (PSD); and

Industry and Energy Department (IEN).

Each Sector Department was responsible for the following:

• prepare policies, guidelines, standards, handbooks and analytical tools relevant to the sector;

• identify, codify and disseminate best practices and lessons of experience, and evaluate weaknesses;

• provide advice to the regions as needed;

• monitor and track work in the sectors assigned to identify generic issues and identify, evaluate and influence trends and patterns;

• perform surveys of experience and practice within the Bank and elsewhere, and develop innovative approaches;

• participate in Bank-wide efforts to assess skill requirements, and to upgrade skills through recruitment, training, orientation, seminars, newsletters, etc.;

• represent the Bank to external communities of interest;

• maintain an awareness of relevant external practices and viewpoints.

The reorganization created five divisions within IEN: Power Development, Efficiency and Household Fuels (IENDP); Energy Policy and Strategy (IENEP); Oil and Gas (IENOG); Industry and Mining (IENIM); and Telecommunications and Informatics (IENTI). IENIM was responsible for mineral resource and industrial development issues including assisting client countries to attract private mining investment based on sound legal and fiscal frameworks, and to develop a modernand environmentally sustainable mining industry. Other assistance strategies emphasized development of modern geological databases, privatization of state mining enterprises, and regularization of small-scale and artisanal mining. IENTI was the technical arm of the Bank responsible for issues related to information infrastructure, which entailed: assisting countries with reforms to promote private investment; ensuring application of infrastructure such as distance education or health service delivery; providing connectivity to the poor, particularly rural and peri-urban areas; and technology for government service. Responsibilities of the energy sector units are outlined in the Energy Sector fonds.

Key initiatives of the industry units in the early to mid-1990s included the policy paper, Fundamental Issues and Policy Approaches in Industrial Restructuring published in 1992 and the jointly sponsored Conference on Development, Environment and Mining held in Washington, DC in June 1994. The conference, organized in partnership with the International Council on Metals and the Environment, United Nations Environment Programme (UNEP) and the United Nations Conference on Trade and Development (UNCTAD), was organized to discuss how mining could contribute to economic development and be compatible with environmentally sustainable development in unison. Two years later, in June 1996, a Bank roundtable on the Clean Coal Initiative for industry and governments was hosted by IENIM. The roundtable concluded with the aim of building a global partnership with client countries and public and private stakeholders to support and stimulate reforms to improve the efficiency and environmental performance of coal by studying the coal-energy chain in coal-dominant countries and mechanisms for financing.

1997 - 2014

Three years later, in 1997, the thematic Vice Presidencies were reorganized by World Bank Group President James D. Wolfensohn to strike a better balance between country focus and sectoral excellence. To facilitate sharing of expertise and knowledge, the Bank established Networks that linked Bank-wide communities of staff working in the same field across organizational boundaries and with external partners. The networks formed a virtual overlay on the existing Bank organization and were intended to link staff working in the same sectors throughout the Bank, whether the staff was in the Regions, in the Central Vice Presidencies' Sectoral Departments, or other vice presidencies.

Each of the three thematic Central Vice Presidencies were transformed into the central units, or anchors, of each Network and were embodied in the existing Sector Departments. On a Bank-wide basis, sector specialists were grouped into regional sector units or into central Sector Departments which worked with country departments in a matrix relationship.

Each Network Anchor had a Network Council to oversee the entire network, and sector boards covering the individual sectors within a network. The Network Council was composed of the top network managers from each region and was responsible for setting the overall agenda for the network and for promoting the effective deployment of skills across network units. Sector Boards brought together the sector leaders from each region and from the Central Vice Presidencies. Staff from the central Sector Departments could becomepart of the regional operational teams when their sectoral expertise was required. The work programs of network staff focused on:

• global knowledge - putting the best development knowledge in the hands of Bank task teams; ensuring that the knowledge base was accessible to external clients; and contributing to the growth of the knowledge base;

• enhanced skills - developing and providing content to training courses; establishing professional and technical standards for professional development;

• shared strategies - assisting regional and central units to develop a common sector agenda and ensuring that skills are effectively deployed across the entire network. Network leadership assumed responsibility for global programs, sector strategy development and evaluation, strategic partnerships, and learning and dissemination;

• best teams and best practices - improving the Bank's flexibility and mobility by building stronger task teams and delivering higher quality products;

• institutional initiatives - providing substantial support for new Bank-wide initiatives, such as Social Development, Rural Development, Financial Sector, Anti-corruption, Human Resources, and Knowledge Partnerships.

The next five years following the Bank-wide 1997 reorganization were marked by a series of Bank Group organizational changes and transfers of certain sectors and subsectors. As part of the 1997 reorganization, FPD was terminated and replaced with the Finance, Private Sector Development and Infrastructure Network (FPSI). The FSD, PSD and IEN departments were transferred to FPSI, joining the new Transportation, Water, and Urban Development Department (TWU). James Bond was appointed IEN director and chair of the Energy and Mining Sector Board. By January 1998, IEN units were each led by a manager and included: Energy (IENDP), Industry and Mining (IENIM), Oil and Gas (IENOG), and Telecommunications and Informatics (IENTI). The ESMAP and InfoDev programs were also functional responsibilities of IEN, and each led by a manager. IEN's name changed to Energy, Mining and Telecommunications Department in late 1997 or early 1998 but its acronym did not change to EMT until several months later.

In early 1999, President Wolfensohn announced the need for greater integration of Bank operations and its IFC affiliate, which specialized in private sector development advisory and investment services. As a result, in February 1999, FPSI was terminated in place of the joint World Bank and IFC Private Sector Development and Infrastructure Development Vice Presidency (PSIVP). Functions and staff from PSD, EMT, and TWU departments of FPSI were transferred to the new PSIVP and the Project Finance and Guarantees Department (PFG) was also mapped in to PSIVP. EMT industry and mining functions were organized into the Industry and Mining Unit (EMTIM) alongside the Energy Unit (EMTEG), Oil and Gas Unit (EMTOG), Telecommunications and Informatics (EMTTI), Information for Development Administration (EMTIN), and ESMAP (EMTES), all reporting to the Office of the Director (EMTDR).

In January 2000, to improve the effectiveness of private sector development work, IFC and Bank departments were combined in selected global industry product groups. PSD and parts of EMT were mapped into the newly established product groups, or joint departments, that integrated Bank and IFC business activities. For the first time since 1982, the sectors of industry, mining, and telecommunications and informatics that had remained together under the same department or division, became separate departments. The joint Bank/IFC departments reported to both PSIVP and IFC Vice President, Operations and included the following units: Private Sector Advisory Services (PSAS); Small and Medium Enterprise Department (SME); the Oil, Gas, and Chemicals Department (COC); the Global Information and Communications Technologies Department (CIT); and the Mining Department (CMN).

In 2002, CMN was merged with COC to form the new Oil, Gas, Mining, and Chemicals Department (COC) in PSIVP as an efficiency and cost-saving measure. COC continued to be led by Director Rashad-Rudolf Kaldany under the previous reporting structure. COC comprised the following six units each headed by a manager: IFC Oil and Gas Division (COCD1); Investment Division (IFC Mining, [COCIN]); IFC Chemicals Division (COCD2); Portfolio and Credit Review Division (COCCP); Policy Division, IBRD Oil and Gas (COCPO); and Policy Division, IBRD Industry and Mining (COCPD). In May 2003, a subsequent reorganization terminated PSIVP and split its functions and staff among the new joint IFC and World Bank Private Sector Development Vice Presidency (PSDVP) and the Bank's Infrastructure Network (INF). COC, CIT, EWD, and TUD were mapped into the Bank's INF Network. By 2005, COC units were: Mining (COCIN); Chemicals (COCD2); Portfolio and Credit Review (COCCP); and Policy Division, IBRD Oil, Gas and Mining (COCPO).

In the early 2000s, the joint Bank Group units participated in a major initiative concerning extractive industries. In June 2000, at the Annual Meeting in Prague, President Wolfensohn responded to criticism from the nongovernmental community about Bank Group involvement in extractive industries with a pledge to review the Bank Group's role in this sector. The Extractive Industries Review (EIR) was initiated in July 2001 with the appointment of Dr. Emil Salim, former minister of the Environment for Indonesia, to lead the review. EIR examined Bank Group activities in the oil, gas, and mining sector, collaboration betweensister organizations, and whether the Bank Group's involvement in the extractive industries was consistent with its goals of alleviating poverty through sustainable development. Activities of the review included multi-stakeholder consultations across broad groups worldwide, regional workshops, six research projects, project site visits, information consultations, and attendance at conferences. The final report of the review was published in December 2003 under the title, "Striking A Better Balance: The World Bank Group and Extractive Industries". The report reaffirmed the mandate for Bank Group activities in these sectors with recommended measures to implement and enhanced focus on community development. As the EIR report was being prepared, the Extractive Industries Transparency Initiative (EITI), was launched in 2003. A year later, an EITI multi-donor trust fund was set up to help countries align their systems with the requirements of EITI and was managed by COC.

In June 2006, President Wolfowitz announced the consolidation of the former ESSD and INF Vice Presidencies into the Sustainable Development Network (SDN) with the objective of mainstreaming environmental issues, improving synergies, better integrating core operations, and strengthening focus on sustainability. SDN was operational on January 1, 2007. The aim of the network integration in relation to the energy sector was to:

• treatwater issues more broadly by building water resource management strategies that cover agriculture, rural and urban dimensions, while linking these with energy and environment concerns;

• integrate more systematically rural development approaches in energy, transport, or ICT projects;

• develop a holistic approach to climate change mitigation and adaptation, expanding the work on the clean energy investment agenda.

At this time, energy and water functions were combined with the transport sectorto form the Energy, Transport and Water Department (ETW) in the new SDN. The energy units from the previous reorganization remained in ETW and only reflected a change in acronym: Energy Unit (ETWEN) and ESMAP (ETWES). COC was also moved to SDN. By September 2008, the four units under COC were: Chemicals, and Oil and Gas (COCD2); Mining (COCIN); Policy and Reform, Oil, Gas and Mining (COCPO); and Portfolio and Credit Review (COCCP).

In September 2010, restructuring of SDN separated the energy function from transport and water. SDN departments were as follows: Sustainable Energy (SEG); Transport, Water, and Information and Communication Technologies (TWI); Environment Department (ENV); Agricultural and Rural Development Department (ARD); Concessional and Sub-National Finance (CSF); Finance, Economics and Urban Development (FEU); and Social Development (SDV);

SEG was led by Director Subramaniam V. (Vijay) Iyer, appointed in 2011. The priorities of the director were to: (i) provide strategic leadership and direction for the Bank Group's newly integrated sustainable energy and mining practice; (ii) provide leadership for the World Bank Group's Sustainable Energy Strategy, which will support access to clean, efficient, reliable and affordable energy; and (iii) in the context of the emerging global Bank, enhance the alignment of the SDN network to support the green growth and knowledge agenda, skills and mobility of staff and the development of a strong energy and mining practice, well integrated with other sectors. Subordinate units of SEG included: Energy Unit (SEGEN), Oil, Gas, Mining Division (SEGOM), ESMAP (SEGES), and Extractive Industries (SEGEI). SEGOM was reorganized from the former COCPO, no longer a formal joint Bank/IFC unit, although "dotted line" links in the organization chart remained with the IFC oil and mining group.

A key publication of SEGOM during this period was a study titled "Increasing Local Procurement by the Mining Industry in West Africa". The study, published in February 2012, established that raising the share of local procurement by mining companies would spread the benefits of mining more evenly across a country's economy, creating jobs and stimulating the sustainable development of local enterprises.

2014

On July 1, 2014, a Bank-wide reorganization introduced by President Jim Yong Kim restructured the Bank into fourteen Global Practices (GPs) and five Cross-Cutting Solution Areas (CCSAs). Sector staff from theRVPs were removed and placed in the GPs or CCSAs. The GPs were responsible for each of the major thematic areas that the Bank supports through projects. Each GP also functions as a vertical pillar of technical expertise. Responsibilities of the GP include:

• defining the strategic direction and the Bank's work in the energy and extractives sectors;

• providing reliable electricity to the unserved and inadequately served people of the world;

• developing and deploying expertise globally;

• delivering comprehensive solutions to client countries through environmentally and socially sustainable approaches;

• capturing and leveraging knowledge in the energy and extractives industry.

SEG, established from the 2010 restructuring, now became Energy and Extractives Global Practice or EEX GP (GEEDR) reporting to the Sustainable Development Practice Group Vice Presidency (GGSVP), along with the GPs of Agriculture, Environment and Natural Resources, Social, Urban, Rural and Resilience, and Transport and ICT.

Anita M. George was appointed senior director, EEX GP and Charles M. Feinstein, director. The senior director continued to lead the Sector Board. EEX GP practice managers reporting to the director were responsible for the following units divided into Energy GP Africa 1 (GEE01), Energy GP East Asia and the Pacific (GEE02), Energy GP Europe and Central Asia (GEE03), Energy GP Latin America and Caribbean (GEE04), Energy GP MNA (GEE05), Energy GP South Asia (GEE06), GP Africa 2 (GEE07), Energy and Extractives Department 1 (GEED1), Energy and Extractives Department 2 (GEED2), Energy and Extractives, and Energy Sector Management Assistance (GEEES).

Past sector directors or leaders:

1969 - 1983 Hans Fuchs (director, NDP later IPD, IND)

1983 - 1984 Chauncey F. Dewey (acting)

1984 - 1987 Amnon Golan (director, IND)

1987 - 1993 Anthony A. Churchill (director, IEN)

1993 - 1997 Richard D. Stern (director, IEN)

1997 - 2000 James P. Bond (director, IEN later EMT)

2011 - 2014 Subramaniam V. (Vijay) Iyer (director, SEG)

2014 - 2016 Anita M. George (senior director, EEX GP)

2016 - 2020 Riccardo Puliti (senior director, EEX GP)

Joint IFC/World Bank Department directors:

2000 - 2002 James Bond, director, Mining Department (CMN)

2002 - 2007 Rashad-Rudolf Kaldany, director Oil, Gas, Mining and Chemicals Department (COC)

2007 - 2010 Somit Varma, director COC

An American national, Don Conrad was an executive in the energy and insurance sectors, specifically with Exxon Co. from 1957 to 1970 and Aetna Life & Casualty Co. from 1970 to 1988.

Conrad arrived at the World Bank Group (WBG) in December 1995. He was initially recruited by President Wolfensohn to conduct a review of the Bank's investment lending procures, which he submitted to Wolfensohn on December 26, 1995. He would subsequently advise the president on a range of topics through 1998, with emphasis on private sector development (PSD) and the Multilateral Investment Guarantee Agency (MIGA). In the PSD sector, Conrad worked closely with Managing Director Richard Frank. Other areas on which Conrad focused included: staff compensation; the vision of the WBG; and the Strategic Compact.

Conrad's time at the WBG appears to have concluded in December 1998.

The operations function of the World Bank has, in one form or another, been organized by geographic region throughout the Bank's history. While the units responsible for World Bank lending and technical assistance have changed frequently in name and status since the Bank began operations in 1946, the Africa Region (AFR) has remained relatively constant. One exception is the permanent transfer of responsibility for Northern African countries (specifically, Egypt, Libya, Morocco, Tunisia, and Algeria) from AFR to the Middle East and North Africa Region (MNA) in 1968. Thus, from 1968 to the present the Bank's Africa Region consists exclusively of sub-Saharan African countries. Another exception was the separation of AFR into Eastern and Western African regions between 1968 and 1987.

1946 - 1952

Of the twenty-eight original International Bank of Reconstruction and Development (IBRD, also known as the World Bank) Articles of Agreement signatories, only three were African: South Africa, Ethiopia, and Egypt. While the Bank engaged with and, in a few instances, offered loans to non-member African countries over the next two decades, no other African countries joined the World Bank again until 1957 when the removal of colonial powers from the continent had begun.

Upon the Bank's opening in 1946, operational lending was executed out of the Loan Department (LOD). The LOD was responsible for developing loan operation policy, receiving and investigating loan inquiries, presenting loan inquiries to Bank management forconsideration, and negotiating loans. The organizational structure of LOD fluctuated over its seven year history but was, for the majority of the time, organized geographically. The Bank's focus in these early years was on post-World War II reconstruction - particularly in Europe - and this is reflected by the initial divisional organization of the LOD. Of the seven original divisions, four dealt with Europe and two with the Western Hemisphere. One division was responsible for the two continents of Asia and Africa: the Asiatic-African Division.

In 1948, the seven divisions were briefly consolidated into two (the European and United Kingdom Division and the Latin American, Asiatic and African Division). Then, in November of 1948, divisions were abolished altogether, as loans were assigned to loan officers on an ad hoc basis. In 1950, LOD was again divided into three geographical areas: Latin America Division; Asia and the Middle East Division; and European Division. Noticeably, the African region was not represented at this time.

Parallel to the LOD was the Economic Department (ECD) which conducted sector analysis and research work. Between 1946 and 1952, the ECD was responsible for both functional and geographic analyses, i.e. general economic studies and country specific studies. ECD supported the LOD and its loan administration and advised member countries on their economic and sector development plans. The ECD also liaised with international organizations on economic research. It alsoprovided staff forBank staff missions from the Bank's DC headquarters to countries to conduct both economic and project-focused research. Like the LOD, the organization of the ECD reflected the Bank's focus on post-war Europe. The Department initially consisted of three area divisions (with Africa located in its "Development Areas Division" alongside Latin America, the Middle East, and South Asia) and an Economic Technology Division responsible for specialized sector studies. In August 1948 a new organizational structure featuring two area divisions was installed. Area Division I was responsible for Europe and Area Division II was divided into four sections of which Africa and the Middle East was one. In March 1950 another reorganization divided the Department into an advisory staff and an area staff, the latter consisting of three divisions of which Europe and Africa was one.

While much of the Bank's initial attention was focused on post-war countries in Western Europe and the developing nations of South America, the Bank investigated possibilities for investment in Africa immediately upon beginning operations. The first mission to African countries occurred in March of 1950 when Vice President Robert Garner visited South Africa and Southern and Northern Rhodesia. That same month, the Bank sent a mission to Ethiopia to evaluate an application for funding. This six-week mission resulted in the first funding for an African country. Ethiopia received loans for two projects: Loan 0031 Highway Project (01) included $5 million for rehabilitation and maintenance of road system and Loan 0032 Development Bank Project included $2 million for a new development bank. World Bank loans for South Africa, the Democratic Republic of Congo, and Southern Rhodesia followed in 1951 and 1952.

1952 - 1972

Largely due to an expansion in operations in less developed countries, a Bank-wide reorganization took effect in September of 1952. The new operational structure endured for the next twenty years. LOD staff were combined with the country-related staff from the ECD to form three distinct geographical Area Departments: Western Hemisphere (WHM); Europe, Africa and Australasia (EAA); and Asia and Middle East (AME). These units were primarily responsible for World Bank-member country relations. Functions included: loan policy and plan development; country development program appraisal and review; preparation of proposed loans; and country economic monitoring.

There was no formal divisional structure within EAA. The Department was led by A. S. G. Hoar between 1952 and 1955. Sydney Raymond Cope became Department Director in June of 1955. All three Area Departments reported to Vice President Robert Garner from 1952 to 1956. After Garner became President of the new International Finance Corporation (IFC) in 1956, the Area Departments reported to J. Burke Knapp and William Iliff.

As part of the1952 reorganization, the sector-oriented staff of the former ECD formed the Technical Operations Department (TOD) in the new Area Departments and was placed in charge of project appraisal and supervision. Specifically, the TOD was responsible for: the appraisal of proposed projects; advising Area Departments on proposed projects and assisting in negotiations; supervising approved projects and assisting borrowers in procurement efforts; and monitoring and reporting on member countries' sector economies.

Bank operations in Africa continued to expand in subsequent years. In September 1953 the Bank's first General Survey Mission to an African country - Nigeria - was undertaken. In March 1955, funding for the first regional project in Africa was agreed upon. "Loan 0110 Railways and Harbours Project": http://www.worldbank.org/projects/P000620/railways-harbours-project?lang=en financed harbor improvement of multiple ports on the east coast of the continent as well as four railway lines in the region. In 1960, the position of Special Representative for Africa was announced. The position, initially held by Henry R. Labouisse but replaced soon after by Leonard Rist, was responsible for maintaining liaison with governments, keeping the Bank informed about developments in Africa and recommending approaches to be taken.

As African countries began to achieve independence in the 1950s, the Bank enjoyed a dramatic increase in membership by African countries beginning in 1957. Between 1957, when there were still only two sub-Saharan members, and 1967, 32 African countries joined the World Bank. By 1962, this increase of member countries in Africa, together with the attendant increase in lending activities, necessitated the split of the EAA. Two new departments were created out of the former EAA: the Department of Operations - Europe (EUP) and the Department of Operations - Africa (AFR). Pierre L. Moussa was named department director of AFR.

In the early 1960s, the Bank received requests from the governments of Nigeria and Sudan for a Bank-sponsored consortium focused on pledging amounts of aid that could be provided by donor members. The Bank and its aid-providing members recommended that a consultative group was the appropriate mechanism for coordinating external aid to each of the countries. The group would meet informally as particular needs arose and provide a forum in which members could discuss the assistance they were considering, and recipient countries could keep the other members informed about development plans, policies and projects. The Nigeria Consultative Group was formally established in April 1962 and the Sudan Consultative Group was convened on November 27, 1963.

Most of the functions involved in the operation of a consultative group were already carried out by Bank department staff in its relations with countries, however they would perform these functions "more intensively or more frequently" when sponsoring groups. The operations of the groups varied according to its different circumstances but in most cases the Bank's responsibilities were, as defined in 1965: providing periodic, comprehensive reports on the country's development possibilities, problems, and performance as a basis for the consultative group's deliberations; analyzing the country's aid requirements and problematic debt commitments, and recommending types and terms of aid; assisting the recipient government to prepare or revise a development program or advise on problems in its implementation; assisting in identifying projects and other technical assistance and arranging for feasibility studies; and advising participants on which sectors and projects deserve priority for external funding. The role of the group's chairman, typically the Area or Country Director, encouraged dialogue at meetings and coordinated donor efforts to meet the country's financing needs. The department also drafted the minutes or summary of proceedings and the list of delegates of group meetings. These functions essentially remained unchanged through 1999.

Resident country and regional missions were also established in Africa beginning in 1964. That year, the World Bank opened its first African Resident Mission office in Ethiopia. An office in Nairobi, Kenya followed in 1965. In 1965 a West African office in Abidjan, Ivory Coast, was opened; an East African office in Nairobi, Kenya, opened the following year. The principal function of these regional offices was to assist these new members with the identification and preparation of development projects.

In 1965 the World Bank implemented a major reorganization of country groupings in its regional departments. AFR was not effected with the exception that northern African countries (including Egypt, Libya, Algeria, Tunisia, and Morocco) were moved into the Europe and Middle East Department (EME). Note that these countries have since remained in regional units responsible for Middle East countries. In 1965 the Department of Operations - Africa was also renamed the Africa Department (AFR). Abdel G. El Emary served as Department Director from 1965 to 1968.

In October 1968, due to the increased volume of lending operations anticipated over the next several years, the World Bank executed a major reorganization of its regional departments. Due to the rapid increase in African member countries in the 1960s, AFR was divided into two separate departments: Eastern Africa Department (EAF) and Western Africa Department (WAF). The functions of the two units remained unchanged from their predecessor. Each new department was composed ofseveral divisions. EAF contained three divisions upon its creation and had increased to five by 1972. WAF contained five divisions during this period. EAF was led by Abdel G. El Emary from 1968 to 1970 and Michael L. Lejeune from 1970 to 1972. The Director of WAF was Roger Chaufournier from 1968 to 1972.

1972 - 1987

From the time he became World Bank president in 1968, President Robert McNamara led the Bank towards an increased focus on extreme poverty and an emphasis on the agricultural, rural, and transportation sectors. The agriculture sector had always been the primary focus of investment for the Bank in Africa, but in the 1970s this investment grew significantly. The types of agriculture, rural development, and transportation projects were also altered in terms of scope and scale. Whereas in the past many projects aimed to provide local and small-scale lending, in the 1970s lending began to support regional development projects, focusing on fertilizer use, the expansion of rural road networks, and agricultural research (often through the Consultative Group on International Agricultural Research [CGIAR]).

McNamara's vision for the Bank was manifested in a massive, Bank-wide reorganization completed in 1972. As part of the reorganization, the geographic organization of the Regional units was again altered. The seven departments that made up the Area Departments were elevated to five Regional Vice Presidencies (RVP). The organization of Africa into two separate units was maintained in the form of the Eastern Africa Vice Presidency (EAN) and the Western Africa Vice Presidency (WAN). All RVPs reported to the new Senior Vice President, Operations (SVPOP).

A more significant aspect of the reorganization, however, was the integration of the former Technical Operations Department (renamed the Projects Division [PRJ] in 1965) with the new RVPs. The period between 1952 and 1972 had been characterized by frequent reorganizations of the geographically-based area units responsible for country liaison and loan policy and negotiation. However, the division of responsibility between these units and TOD/PRJ was maintained. But in 1972, in an attempt to more effectively fuse country knowledge and sectoral skills, the reorganization removed most of the Bank's operational project work from the Projects Department to the five new Regional Vice Presidencies. Staff from the former PRJ were distributed into the Regional Vice Presidencies and were organized into sector-oriented Project Departments and were known as Central Projects Staff. Thus, rather than one Projects Department that supported projects in countries on an ad hoc basis, each RVP would maintain its own projects staff. Each RVP was, in turn, given "line authority" to analyze, decide and act on country development operations. Each RVP was responsible for planning and executing IBRD/IDA development assistance programs subject to the overall framework of Bank policies, priorities, and operating procedures. The RVPs created regional plans and budgets, ensured the effective implementation of approved plans, created country economic and sector reports, and developed and implemented loan, credit, technical assistance, and other forms of development projects. The RVPs were also responsible for maintaining sound relations with governments of assigned countries and with aid organizations and donors involved in those countries.

Upon the completion of the 1972 reorganization, EAN and WAN consisted of two Country Program Departments in addition to the new Projects Department. TheCountry Program Departments were staffed by country economists and loan officers whose primary responsibilities were: conducting area reviews of Bank activities and countries' economic and political developments; formulating country lending and economic and sector work programs and implementing country programs; and reviewing loan applications, negotiating loans, and administering loans.

The Projects Department provided technical assistance and advice to members and borrowers on sectoral issues, countrypriorities, and project development from identification through implementation and review. It consisted of economists, financial analysts, and sector specialists, and was specifically responsible for: creating sector policies; assisting countries with the identification and preparation of projects; appraising potential projects and assisting the Country Program Departments in loan negotiation and credit agreements; and helping borrowers manage consultants and procurement. Both EAN and WAN's Project Departments were initially divided into four sector-based divisions: Agriculture; Education; Public Utilities; and Transportation. Over the next fifteen years, new divisions were created for sectors such as energy, water, telecommunications, industry, finance, and urban.

Note that not all staff and operational responsibility was transferred from the former PRJ to the RVPs. Staff in sectors too small to decentralize to the five regions continued to provide a complete "operational package" of technical services to the regions. These units, such as the Population and Nutrition sector and Urban Projects sector, were known as Central Operating Projects Departments and were located in the newly formed Vice President, Central Projects (CPSVP) which, like the RVPs, reported to the SVPOP. In addition, those former PRJ units which had their operational functions dispersed to the RVPs still maintained a core staff in the CPSVP with responsibility for policy and advisory work only.

Throughout the 1970s, Bank lending to Africaincreased, particularly in the agriculture and rural development sectors, but also in the urban development and industry sectors. However, by late in the decade many in the Bank and in member countries grew increasingly frustrated due to a lack of growth in many African countries. In 1979 the Bank's African governors asked for a special report describing the challenges of the region and the Bank's proposed solutions. In response the Bank published Accelerated Development in Sub-Saharan Africa: An Agenda for Action in August 1981. The report discussed factors that led to slow economic growth in Africa in the recent past, analyzed policy changes and program orientation needed to promote faster growth, and concluded with a set of recommendations to donors, including doubling aid to the continent and increased reliance on structural and sectoral adjustment lending.

In order to achieve the increase in investment prescribed by the 1981 report, the Bank integrated alternative ways to raise and inject funds into the region. This involved a greater reliance on cofinancing to the point that, by the middle of the decade, more than half of Bank-financed projects in Africa included cofinancing. A Special Facility for Sub-Saharan Africa meeting was also convened in Paris in January 1985 where over a billion dollars was raised for the provision of fast-disbursing and untied (i.e procurement is not contingent upon the purchase of goods and services from the donor country) financing for the continent. In 1987 the Special Program of Assistance to Africa (SPA) was launched. Its objectives included: mobilizing resources and coordinating support for economic reforms in Africa; streamlining donor procedures; and monitoring adjustment programs for efficacy.

Roger Chaufournier continued to serve as head of the new WAN following the 1972 reorganization and would do so until 1980. He was succeeded by A. David Knox, from1980 to 1984, and Wilfried A. Thalwitz, from 1984 to 1987. Bernard R. Bell was named the Regional Vice President of EAN in 1972. He was succeed by S. Shahid Husain, from 1974 to 1976, and Willi A. Wapenhans, from 1977 to 1984. In 1985, due to shifts in country memberships, EAN was renamed the Eastern and Southern Africa Vice Presidency (ESA). The division of African countries between WAN and the new ESA did not change. Edward V. K. Jaycox served as Vice President of ESA from 1985 until 1987.

1987 - 1996

While the composition of the Country Program Departments and Projects Department changed between 1972 and 1987 (most notably with a considerable increase in the number of Projects Department sector divisions), the organization and functions of the RVPs was consistent until 1987. In July of 1987, however, a Bank-wide reorganization under President Barber Conable altered the structure of the RVPs considerably. The changes were brought on by a desire to strengthen the Bank's country focus by making the Country Department the basic program and budget unit.

The new Country Departments that replaced the Country Program Departments combined the macro-economic work of the former Country Program Departments and the sector work of the former Regional Projects Department. Each Country Department would consist of a Country Operations Division (COD) as well as multiple Sectoral Operations Divisions (SOD) made up of staff from the former Regional Projects Departments. The COD was composed of lead, country, and specialized economists as well as country officers and was responsible for: liaising with state governments and developing knowledge of issues in the country; preparing and supervising the country's aid strategy; and providing full responsibility for certain country-wide operations such as Structural Adjustment Loans and country economic work. SODs were responsible for overall sectoral strategy and for planning, programming and implementing development activities for the countries in their respective sectoral specialties; this would include the provision of full lending project management as well as lending and sector evaluation work.

Not all staff was moved from each Region's Project Department into the Country Departments' SODs. Those remaining formed a new Regional Technical Department within each RVP. It was responsible for higher level knowledge collection, assessment, and dissemination. The Technical Department, which was organized into sector-focused divisions, was to stimulate innovation in operational work and undertake strategic thinking by providing advice, operational support, regional studies, staff training and the dissemination of materials to Bank staff, donors, and other institutions outside the Bank. The Department would continue to offer operational help in the form of task management, task support, and advice. They would also work closely with Policy, Planning and Research (PPR) staff in conducting regional studies and reviews and advising on sector policy and research priorities.

A subsequent reorganization in 1993 strengthened the Country Departments' SODs through unit reorganization and a transfer of staff from the Regional Technical Departments to the SODs. The Technical Departments were greatly reduced in size and were restructured to reflect the emphasis on sectoral and thematic responsibilities of the SODs. The Technical Departments operational support function was consequently reduced.

During the 1987 reorganization the number of RVPs was decreased from six to four. This involved the merger of the Eastern and Southern Africa Vice Presidency (ESA) and the Western Africa Vice Presidency (WAN) into a single Africa Vice Presidency (AFR). AFR initially contained six Country Departments and a single Technical Department. Another reorganization of the Bank's RVPs occurred in 1991 and involved the expansion of the four RVPs into six. However, AFR was not affected by the change. Edward V. K. Jaycox assumed the role of Vice President of AFR until 1996. Jean-Louis Sarbib replaced him in 1996.

1996 - 2014

In November 1996 the World Bank released Taking Action to Reduce Poverty in Sub-Saharan Africa. The document reported on the Africa Region's Poverty Task Force. It also outlined specific actions that the Bank should take, suggesting an intensified emphasis on poverty reduction in Bank programming and lending, and the establishment of stronger partnerships for poverty reduction.

Another reorganization in 1996-97 modified the changes made to the RVPs in 1987 and 1993. The RVP continued to be responsible for all aspects of country development assistance for its member countries, including: country assistance strategy; lending operations; technical assistance operations; and economic and sector work. However, the primary objective of the reorganization was to deepen the country focus and responsiveness to client needs. This was accomplished in a number of ways. The most striking changes concerned the new Country Management Units (CMUs) which replaced the former Country Departments. The CMUs were smaller than their predecessor (that is, each was responsible for a smaller number of countries) while their number correspondingly increased. The internal reorganization of AFR resulted in an increase from five Country Departments in May 1996 to sixteen CMUs in November of the same year.

In addition, an increased decentralization of CMU staff and country directors from Bank headquarters in Washington to locations within client countries was undertaken. At the same time, a strengthening of authority with regard to strategy and budget was given to the country directors. The CMUs continued to be responsible for overall preparation and supervision of the country's assistance strategy, full lending project management, and evaluation of lending and sector work.

During the reorganization, the former Technical Departments were changed into Sector or Technical Families. The role of the Technical Families, which consisted of sector and project economists and selected specialist staff, was to formulate knowledge on technical subjects and best practice and to suggest innovation through research and development. A Technical Families group was placed alongside a number of CMUs within each Regional Vice Presidency.

As part of the 1996 reorganization, Edward V. K. Jaycox was replaced by two co-Vice Presidents for the Africa Region: Jean-Louis Sarbib and Callisto E. Madavo. This new arrangement effectively split the region into West Africa and Eastern and Southern Africa with one new VP responsible for each. This arrangement lasted until 2000, when Sarbib became the new Regional Vice President of Middle East and North Africa (MNA), leaving Madavo as the sole VP for AFR. Madavo was subsequently replaced by Gobind Nankani in 2004. Obiageli Ezekwesili was appointed to the position in 2007 and was replaced by Makhtar Diop in 2012.

2014 - Present

In order to stimulate the sharing of knowledge and best practices across the Bank, President Jim Kim introduced a Bank-wide reorganization in 2014 that removed sector staff from the Regional Vice Presidencies and placed them in one of fourteen Global Practices (GPs) or five Cross-Cutting Solution Areas (CCSAs). The GPs are responsible for each of the major thematic areas that the Bank supports through projects, such as agriculture, water, and education. Each GP functions as a vertical pillar of technical expertise and is responsible for: defining the strategic direction and the World Bank's activity in their respective sector; developing and deploying expertise globally; delivering integrated solutions to client countries; and capturing and leveraging knowledge in their respective fields. The CCSAs, on the other hand, serve as horizontal pillars providing leadership in areas such as climate change, gender, and public-private partnerships and focusing on Bank-wide strategic goals and directions.

After the 2014 reorganization, the Regional Vice Presidencies exclusive function became the overall client engagement. Specifically, each RVP: sets and drives regional strategic direction; offers development solutions to clients; agrees on work program and budget with GPs and recruits expert GP staff to meet client needs; manages corporate and other stakeholder relationships; and oversees country programs. Each RVP retained multiple Country Management Unit (CMUs) responsible for one or more countries. The CMU is the primary interface with the country and is responsible for ensuring global solutions areapplied to the local context. Specifically, the CMU: identifies client challenges and opportunities; sets country strategy and manages selectivity; develops work programs and provides solutions; manages client and stakeholder relationships; and manages the country office.

The number of RVPs did not change as a result of the 2014 reorganization nor did the country make-up of each RVP. Makhtar Diop served as Vice President of the Africa Region throughout the reorganization.

James David Wolfensohn was named the World Bank Group's ninth president on March 16, 1995; he officially took office on June 1, 1995. Wolfensohn, who was born in Sydney, Australia in 1933 but became a naturalized U.S. citizen in 1980, led a varied and accomplished life prior to joining the Bank Group. After moving to America in 1959 to attend Harvard Business School, he was employed by a series of firms and investments banks in Sydney, London, and New York before creating his own investment firm in New York in 1981. An accomplished athlete (he was a member of Australia's 1956 Olympic fencing team), he also had a passion for the arts, serving as chairman of New York's Carnegie Hall (1980-1991) and the John F. Kennedy Center for the Performing Arts in Washington, DC (1990-1995).

Wolfensohn and Bank Operations

Wolfensohn arrived at the World Bank Group (WBG) during a period when the institution was under intense scrutiny. Upon his arrival, the institution was facing questions from both governments and nongovernmental organizations (NGOs) about debt, project effectiveness, corruption, the Bank Groups' budget, and the impact of its projects on the environment. Protests had taken place at the WBG/International Monetary Fund's (IMF) Annual Meetings the previous year and questions about the institution's continued effectiveness and relevance were being openly discussed.

While Wolfensohn's efforts to revitalize the Bank Group were wide-ranging, his immediate and overarching priority was to refocus the institution on poverty. Over the previous 15 years, the Bank Group had increasingly emphasized governance and financial policy reforms (expressed most prominently in an increasing reliance on structural adjustment loans [SALs]) as the most important tool for economic growth in developing countries. Wolfensohn's immediate objective was to reorient the Bank Group's efforts towards poverty alleviation through projects and other initiatives that would most directly and efficiently impact the world's poorest.

To this end, debt relief was identified as the most urgent issue. Wolfensohn used his first address to the WBG and IMF Board of Governors at the 1995 Annual Meetings to discuss the impact of high levels of debt on member countries and the limits it imposed on their capacity for economic growth. The following year, the WBG and the IMF, with the support of NGOs and wealthier member governments, joined forces to launch the Debt Initiative for Heavily Indebted Poor Countries (HIPC). HIPC initially allocated $500 million for a debt relief trust fund that affected about thirty member countries. The initiative would be enhanced and expanded in 1999.

Wolfensohn subsequently turned his attention to transparency and accountability in Bank Group operations and the use of its funds by member countries. In his speech at the 1996 Annual Meetings, he famously addressed the "cancer of corruption" prevalent in the finances of many developing countries, describing it as "a major barrier to sound and equitable development." The Bank Group offered its assistance to governments to implement national programs to discourage corrupt practices and set up an internal task force, the Corruption Action Plan Working Group, to develop a systematic framework for addressing corruption as a development issue. At Wolfensohn's urging, the Bank Group's Board of Executive Directors formally approved an anti-corruption strategy in September 1997. A number of other initiatives were undertaken and reports published over the next decade that would maintain focus on corruption. The first Annual Report on Investigations and Sanctions of Staff Misconduct and Fraud and Corruption in Bank-Financed Projects was published in February 2005.

In 1997, Wolfensohn and his staff introduced the "Strategic Compact", an institutional renewal effort focused on the administration, organization, and operations of the World Bank Group. The initiative was intended to help theinstitution respond faster and more effectively to client needs and development opportunities. Initially communicated by Wolfensohn to Bank Group staff in a January 1997 memo, the Board of Executive Directors agreed to fund the compact at $250 million over three years beginning in April 1997.

The compact had four main programs: to provide better services to the Bank Group's clients; to refocus the development agenda to include greater attention to human development, environment and institutions; to provide better knowledge management; and to overhaul the institution's operations by cutting back management and decentralizing functions and responsibilities to the field. The compact included funding to support the continuation and expansion of a Bank-wide reorganization that had already begun in 1996. The reorganization involved the creation of smaller Country Management Units (CMUs) to replace the existing Country Departments while accelerating decentralization of CMU staff and country directors to locationsin client countries. Funding for the compact was also used for investment in technology enhancement and staff training.

This decentralization of staff and decision-making was a primary feature of the compact. By the end of the compact's implementation period, the Bank's Operations Evaluation Department (OED) report titled Assessment of the Strategic Compact reported that the number of country directors located outside Washington, DC had risen from 3 in FY97 to 29 in FY02 and that functions carried out in the country offices had expanded in areas such as project supervision, procurement, and financial management. The number of staff stationed in client countries increased from 1700 in 1995 to 4500 when Wolfensohn ended his second term as president in 2005.

Arguably the most ambitious reorientation of the Bank Group's approach to supporting the economic development of member countries was launched in 1999. The Comprehensive Development Framework (CDF) was introduced to Board members and some senior staff in January 1999, endorsed by the Board on March 11, 1999, and piloted by Bolivia, beginning in June of the same year. The framework was based on four interdependent principles: a long-term holistic vision of development; country ownership of the development strategy; ensuring that development assistance is a country-led partnership; and a focus on results. A key element inthe introduction of the CDF was encouraging member country governments to develop a long-term vision for the country's economic development by authoring a Poverty Reduction Strategy Paper (PRSP), a review of its macroeconomic, structural, and social policies and programs over a three-year or longer horizon.

Wolfensohn's tenure was also notable in that the institution, under Wolfensohn's direction and example, increasingly engaged with external entities, including civil society and NGOs. Much of the criticism directed towards the WBG in the years prior to Wolfensohn's arrival had been leveled by these increasingly vocal and influential groups. From the onset of his presidency and throughout his ten years leading the Bank Group, Wolfensohn met with and, to a degree unprecedented in the history of the institution, involved these outside voices. Wolfensohn also developed strong relationships with other multilateral organizations, including IMF, United Nations (UN), and World Trade Organization (WTO), as well asleaders in the corporate world.

During his decade at the World Bank Group, Wolfensohn directed an impressive program of varied approaches to poverty alleviation. His tenure at the institution was characterized by a more holistic conception of development and an expansive approach to how the institution could support developing countries. Some of the more prominent of these initiatives included:

• Reconstruction - The Bank Group returned to the institution's original focus of support for countries following conflict and natural disasters. Instead of waiting for the UN and other aid agencies to address the most urgent needs of countries in distress before providing support, the Bank Group under Wolfensohn became involved much sooner. Examples of Bank Group lending for reconstruction include the Balkans, Timor-Leste, Afghanistan, and Iraq following military conflict and Indonesia following the December 2004 tsunami.

• HIV/AIDS - While the Bank Group had been involved in HIV/AIDS funding since the late 1980s, during Wolfensohn's tenure it intensified its fight against the virus while working in collaboration with other organizations. In the fall of 1999, the Bank Group launched an HIV/AIDS strategic plan and in January 2000, Wolfensohn spoke on the issue to the UN Security Council, focusing in particular on the virus's devastating impact on Africa's people and its development prospects.

• Environment - During Wolfensohn's terms as president the Bank Group adopted its first comprehensive strategy for the environment and development and launched a fund for reducing greenhouse gas emissions.

• Marginalized people - Wolfensohn identified marginalized communities, including the Roma, youth, and people with disabilities, for potential Bank Group support. In June 2002, the Bank Group hired Judith Heumann to serve as the institution's first Disability Adviser.

• Other themes and initiatives introduced or emphasized by the Bank Group under Wolfensohn's leadership include: utilizing technology in Bank Group project design and implementation; outreach to the private sector and development of micro-credit facilities; gender inclusivity with respect to Bank Group operations and staffing; support for the cultural heritage sector in developing countries; and establishing the role of the World Bank Group as a development knowledge hub.

By the end of his two terms as president of the World Bank Group, Wolfensohn had become the most traveled of Bank Group presidents. From the beginning of his tenure, he prioritized developing relationships with Bank Group clients and first-hand review of the projects it funded. Within 15 daysof joining the Bank Group, Wolfensohn left for his first overseas trip, visiting five countries in the African Sahara. By the end of his time at the Bank Group, he had visited over 120 countries.

In March 2005, Wolfensohn announced that he would not seek a third term as president of the World Bank Group. Wolfensohn left the Bank Group on May 31, 2005, becoming only the third World Bank Group president to serve two terms.

Organization of the Office of the President

The Office of the President (EXC) provides support to the WBG president who: is responsible for the overall management of the WBG; represents the WBG to the world at large; formulates policies and programs for approval by the Board of Executive Directors, and; more generally, carries out the purposes of the institution in accordance with the Articles of Agreement and the wishes of its shareholders. The Office of the President maintains information on the president's speeches, interviews, and travels and manages and allocates funds within the office via the budgeting function.

The organization of the Office of the President was relatively consistent throughout President Wolfensohn's tenure as WBG president. It consisted of a Front Office, Middle Office, Budgeting Office, Correspondence Unit, and a Scheduling Unit.

The Front Office supported the WBG president by managing aspects related to correspondence, communication, and travel. Specifically, it:

• Managed correspondence by mail, email, and fax;

• Maintained a rolodex of contact information;

• Created and maintained a daily telephone log book;

• Arranged all travel logistics and partially maintained a travel schedule in cooperation with the Middle Office and the Scheduling Unit;

• Assisted in ad hoc personal projects and aspects of the president's life.

The Middle Office was led by the president's chief of staff. The Middle Office managed and advised the president on all matters related to trips, meetings, speeches, and relationships with outside partners, affiliate institutions,member governments, and vice presidential units. The office's functions specifically included:

• Management of the president's travel, external meetings and appearances. This included confirming trip dates, planning trips, and planning briefing books and pre-trip briefings;

• Support of the president's speeches and press conferences, including speechwriting, and planning speeches and other appearances;

• Receiving and managing photographs, press clippings, and other memorabilia.

The Budgeting Office allocated and reported on funds used for EXC activities and received and reviewed requests and progress reports for the president's Contingency Funds and Ideas Fund for Simplification.

The Correspondence Unit managed the in/out of EXC correspondence, averaging between 8,000 and 10,000 pieces of correspondence annually. This involved: managing EnCorr, the database registry system, to log the correspondence; sending correspondence to assignees (vice presidencies or managing directors) to assign or prepare a response; conducting audits of the EnCorr system to identify overdue correspondence; and making regular transfers of correspondence to the WBG Archives.

The Scheduling Unit was responsible for managing President Wolfensohn's briefings and appearances, including receiving requests for meetings and internal speaking engagements, negotiating date and time of the events, and issuing event/meeting confirmation notices. The unit also managed the president's official calendar, using the personal information software system, ECCO.

Managing Directors and Advisers

When he arrived in 1995, Wolfensohn inherited the senior management organization implemented by his predecessor, Lewis Preston. This consisted of three managing directors (MD) that reported directly to Wolfensohn. Each MD was responsible for a group of areas and each vice president that was responsible for one of those areas reported to that MD.

In addition to the MDs, the senior vice president and general counsel (LEGVP) and the senior vice president and chief economist (DECVP) also reported to the president. The vice president, External Affairs (EXTVP) had a dual-reporting relationship to the president and to one of the MDs.

The following managing directors served during Wolfensohn's tenure as World Bank Group president:

• Sven Sandstrom (December 1991 - December 2001; appointed during Lewis Preston's presidency): Initially, led human and information resources and management services. In January 1999, he was given leadership over finance and resource mobilization. He would also provide overall guidance for the International Development Association (IDA) and HIPC.

• Richard H. Frank (February 1995 - July 1997; appointed during Lewis Preston's presidency): In charge of the Bank Group's private sector development strategy.

• Gautam S. Kaji (December 1994 - December 1997; appointed during Lewis Preston's presidency): Responsible for the Bank Group's operations, policies, and programs.

• Caio Koch-Weser (January 1996 - April 1999): Responsible for the Bank Group's operations, policies, and programs.

• Jessica Einhorn (January 1996 -August 1998): The WBG's first woman MD, Einhorn was responsible for finance and resource mobilization.

• Shengman Zhang - (December 1997 - January 2006): Elevated from vice president and corporate secretary (SEC) to managing director and corporate secretary. In addition to the Bank Group's corporate secretary, he also oversaw Human Resources (HR), Information Solutions Group (ISG), General Services Department (GSD), the Internal Audit Department (IAD), Inspection Panel, and Administrative Tribunal. In October 2001, Zhang was asked to lead regional operations and relationships with other multilateral development banks (MDBs).

• Peter Woicke (January 1999 - January 2005): Managing director and executive vice president of the International Finance Corporation (IFC).

• Jeffrey Goldstein (September 1999 - October 2004): Responsible for internal and external affairs and liaison with client governments. In October 2001, became responsible for the Bank Group's banking and finance sectors and directing the institution's finance and resource mobilization activities. He was also given oversight of the Poverty Reduction and Economic Management (PREM) Network. In May 2003 he was named chief financial officer in addition to his role as MD.

• Mamphela Ramphele (January 2001 - June 2004): Oversaw the Bank's activities in health, education, and social protection. In October 2001, the external relations portfolio was given to Ramphele. After relinquishing her duties as MD in June 2004, Ramphele remained at the Bank in the role of senior adviser to the president.

The Consultative Group on International Agricultural Research (CGIAR) formed on May 19, 1971 is an informal organization of countries, international development agencies and private foundations that cooperate in underwriting a network of more than a dozen independent, international agricultural research institutes. The co-sponsors of the Group are the World Bank, the Food and Agriculture Organization, the United Nations Development Program, and the International Fund for Agricultural Development. The Bank hosts the executive secretariat and provides the chairman of CGIAR. The FAO staffs the secretariat of the Science Council, an independent panel of scientists and research managers who advise the Group on program and scientific matters. The records in this fonds are those of the executive secretariat.

The origins of the Development Committee are found in a recommendation of a committee of the Board of Governors of the International Monetary Fund on the reform of the international monetary system. This Committee of Twenty, as it was known, recommended in October 1974 that a joint ministerial committee of the Fund and the World Bank be established to give positive encouragement to the net flow of real resources to developing countries. The Boards of Governors of the Bank and the Fund then approved parallel resolutions for the establishment of that committee.

The mandate of the Development Committee is, according to the publication The Development Committee: Its Origins and Achievements, 1974-1990, is to:

• provide a focal point in the structure of international economic cooperation for the formation of a comprehensive overview of diverse international activities in the development area, for efficient and prompt consideration of developmental issues;

• coordinate international efforts to deal with problems of financing development;

• maintain an overview of the development process; and

• advise and report to the Boards of Governors of the bank and the Fund on all aspects of the broad question of the transfer of real resources to developing countries and make suggestions regarding the implementation of its conclusions.

The Committee was specifically charged to give "urgent attention" to the problems of the least developed countries and to those developing countries most seriously affected by balance of payments problems. Over the years, the Development Committee has interpreted this mandate to include trade and global environmental issues, in addition to traditional development matters.

The Committee is advisory and not operational. It serves "as a unique forum of ministers concerned with finance and development," providing them "an opportunity for constructive and orderly dialogue among groups of countries at various stages of development."

The members of the Development Committee are chosen by each member government of the Bank or the Fund that appoints an executive director or by a group of members that elects an executive director. Usually the members are ministers of finance or development, and the term of office is two years.

The chairman of the Committee is selected from among its members, traditionally from among the developing countries. The Chairman meets with the President of the Bank and the Managing Director of the Fund to plan the program; this group is informally known as the "Troika."

The chairman is assisted by a small secretariat, located in the World Bank, headed by an executive secretary. The Executive Secretary is elected by the Committee and is traditionally a national of a developed country. The Executive Secretary at times has simultaneously held another position within the World Bank.

The Committee meets twice a year, once during the annual autumn meetings of the Bank and the Fund, and once in the spring. Many organizations participate in these meetings as observers, and a representative of the Group of 24 (a body consisting of African, Asian, and Latin American finance ministers) usually addresses the meeting. Papers to be discussed at each session are distributed in advance, and a communique is issued following each meeting. The Committee also presents an annual report to both Boards of Governors.

Past Development Committee Chairmen:

Henri Konan Bedie, 1974 - 1976

Cesar E. A. Virata, 1976 - 1980

David Ibarra Munoz, 1980 - 1982

Manuel Ulloa Elias, 1982

Ghulan Ishaq Khan, 1982 - 1986

Bernard T. G. Chidzero, 1986 - 1990

Alejandro Foxley, 1990 - 1992

Ricardo Hausmann, 1992 - 1993

Rudolf Hommes, 1993 - 1994

M'Hamed Sagou, 1994

Mourad Cherif, 1994 - 1995

Mohamend Kabbaj, 1995 - 1997

Driss Jettou, 1997 - 1998

Anwar Ibrahim, 1998

Tarrin Nimmanahaeminda, 1998 - 2000

Yashwant Sinda, 2000 - 2001

Trevor Manuel, 2001 - 2005

Alberto Carrasquilla, 2005 - 2007

Agustin Carstens, 2007 - 2009

Ahmed bin Mohammed Al Khalifa, 2009 - 2011

Marek Belka, 2011 - present

Past Development Committee Executive Secretaries:

Henry J. Constanzo, 1974 - 1976

Sir Richard King, 1976 - 1980

M. M. Ahmad, 1980 - 1981

Hans E. Kastoft, 1981 - 1984

Fritz Fischer, 1984 - 1987

Yves L Fortin, 1988 - 1991

Peter Mountfield, 1992 - 1996

Alexander Shakow, 1996 - 2000

Thomas A. Bernes, 2000 - 2005

Kiyoshi Kodera, 2006 - 2010

Jorge Familiar, 2010 - present

The Office of the Historian was established effective January 1, 1993 as part of the Personnel and Administration Vice Presidency and disestablished in 1998. Its mission was to develop and maintain an authoritative record of events, policies and the activities of, and major developments related to the World Bank Group, and maintain a running narrative of them; prepare such background papers on events, policies and developments as may be required; prepare ad hoc histories of particular episodes, trends or policies in the evolution of the Bank Group that may be of significance to the understanding of its work; advise the Archivist on the collection and preservation of records considered of lasting significance; manage an oral history program; and select and prepare records for publication, according to the Office's terms of reference (January 21, 1993; File #30190066). The Historian's Office also played an important role in managing the Bank's relationship with the Brookings Institution, which was commissionedto write a history of the Bank. In 1998 the continuing functions of the Office of the Historian, including the oral history program and the maintenance of a chronology of Bank activities, were transferred to the World Bank Group Archives.

The Loan Committee was responsible for reviewing all IBRD and IDA adjustment operations, debt operations, and Expanded Cofinancing Operations which provided policy-based quick-disbursing assistance to borrowing countries. In addition, a regional vice president could request that the Loan Committee review and provide guidance on any investment operation with exceptional or unusual features. The Loan Committee was replaced in January 1996 by the Operations Committee and that Committee's mandate was changed to concentrate on the review of Country Assistance Strategies and on select operations which warranted Bank-wide attention because of their policy implications, risks, innovative nature, etc.

Orvis A. Schmidt was an economist who specialized in South American economics, with an emphasis on Brazil. He received his M.A. degree from the Department of Sociology and Economics of Tufts College in 1935 with a thesis titled "The examination of the international trade of Brazil, 1926-1934, with special reference to forces operating during boom and depression". He then enrolled as a Ph.D. candidate in economics at the University of Chicago with a proposed thesis on the history of Brazilian monetary policy, working under Jacob Viner. Despite a nearly completed draft, he did not finish the dissertation.

In 1936 the United States Department of the Treasury hired Schmidt, and he was stationed in Brazil during 1937-1938. He then returned to the US and worked in the Treasury's international financial field, including six months as the acting director of the Division of Monetary Research, which became the Office of International Finance. According to an oral history interview with Schmidt, he attended some of the early inter-American financial conferences, particularly the First Meeting of the Ministers of Finance of the American Republics. During the Second World War he worked on foreign funds control and attended the Bretton Woods conference as the secretary to Commission III.

Schmidt joined the World Bank in November of 1947, shortly after John J. McCloy became President. He initially served in the Loan Department as chief of its western European subdivision and then as the assistant to the loan director. In 1951 he became Assistant Director of the Western Hemisphere Department and in 1956 he became its Director. Described by William Bennett as one of the ablest people the Bank had, Schmidt became Special Adviser to the President in 1964. He died in November 1967 at the age of 55.

Davidson Sommers was born on February 15, 1905, in St. Paul, Minnesota. He received an undergraduate degree from Harvard University in 1926 and later graduated from Harvard Law School in 1930. After his graduation, Sommers practiced law for the firm of Parker and Garrison in New York City from 1930 to 1937 and later served as the Assistant Corporation Counsel for the City of New York from 1937 to 1939. Sommers also worked for the firm Parker and Duryee in New York City between 1939 to 1942, before enlisting in the US Army Air Corps in the Spring/Summer of 1942.

During the Second World War, Sommers served as a US Air Corps officer in the Office of Assistant Secretary of War for Air from 1942 to 1944. After becoming a civilian, Sommers joined the Office of US Assistant Secretary of War as John Jay McCloy?s Special Assistant to the Secretary of War from 1944 to 1946.

On November 7, 1946, recruited by the World Bank?s (Bank) first General Counsel Chester McClain, Sommers?s appointment in the Office of the General Counsel, IBRD, was confirmed. On November 18, 1947, he joined the Bank?s Legal department as an attorney. He also served as Assistant General Counsel from 1948 to 1951 and then as the General Counsel from 1951 to 1956 during the presidencies of John Jay McCloy and Robert Eugene Black. Additionally, he served as General Counsel for the International Finance Corporation (IFC) from 1956 to 1958 and as Vice President and General Counsel for the World Bank?s Office of the President from 1956 to 1960. On January 29, 1960, Sommers retired from the World Bank.

Three years later, on November 14, 1963, arrangements to appoint him as a consultant for the Bank was confirmed. He continued to serve as a consultant for the Office of the President, and later for the Office of the Vice President, the Administration Organization and Personnel Management (VPAOP), and the Pension Finance Committee, between 1963 and the 1980s during Robert McNamara?s presidency.

After retiring from the World Bank in 1960, Sommersserved as Chairman, Senior Vice President, and General Counsel for the Equitable Life Assurance Society from 1960 to 1982.

He died in Washington, D.C. on December 17, 2000.

Sector departments were created as part of a World Bank-wide reorganization in 1972. The sector departments were responsible for improving and maintaining the quality of Bank lending and related operations through sector policy and guideline development; support and review of operations; recruitment assistance; staff development and training; and liaison with external organizations. Sector departments were generally not responsible for leading project lending operations and member country relations, although some sector departments, including the water sector, were involved in the administration of global program projects. The Bank's projects and member country relations were instead the responsibility of regional vice presidencies (RVPs). See the Related Units of Description for more information.

The World Bank's (Bank) projects and studies on water resource development, control, and use began in the Economic Department (which existed between April 19, 1948 and September 1952) and the Technical Operations Department (TOD) (which existed between September 1952 and January 18, 1965). These departments had similar operational and sector work responsibilities, providing expertise and assistance for projects and studies. Departments were structured geographically; there were no specific units assigned to different sectors.

The Bank's first development credit for water was in 1961: first to the Republic of China on September 6, 1961 and second to Jordan on December 22, 1961. The development credit to the Republic of China, funded by the International Development Association (IDA), financed part of the cost of the Taipei Regional Water Supply Project (P003659), i.e., the expansion and improvement of water supply facilities in the city of Taipei and surrounding suburban communities. The development credit to Jordan was IDA's first operation in Jordan; the purpose of the Amman Water Supply Project (P005239) was to assist in financing the cost of expanding and improving the water supply system in Amman.

1965 - 1971

Functional responsibility for water-related activities was first articulated in the Bank's organizational structure on January 18, 1965 with the reorganization of TOD into the new Projects Department (PRJ). The Projects Department was responsible for the identification, appraisal, and supervision of projects, as well as policy formulation,research, and advice in support of the operational activities of the area departments. The Projects Department initially had five subordinate divisions: Agriculture Division (PRJAG); Education Division (PRJED); Transportation Division (PRJTP); Public Utilities Division (PRJPU); and Industry Division (PRJIN). Water supply staff was briefly located in the Industry Division, but after the Industry Division's transfer to the International Finance Corporation on April 19, 1965, a new and separate division was created in the Projects Department called the Water Supply Division (PRJWS). Soon after, on January 1, 1967, the Water Supply Division was merged into the Public Utilities Division of the Projects Department (PRJPU).

On November 1, 1968, PRJ was terminated, and the subordinate divisions were upgraded to the department level. One of these departments was the Public Utilities Projects Department (PBP), led by Director Mervyn L. Weiner from 1969 to 1972, which maintained responsibility for the water sector from the last division. PBP continued to carry out the full range of activities related to the water sector, specifically:

• providing advice, conducting research, and monitoring developments in sector issues;

• carrying out sector studies to identify projects and determine priorities within sectors;

• preparing policy papers outlining the basic principles and approaches of the Bank relating to project and sector work;

• preparing guidelines and standards;

• appraising proposed projects and supervising projects in execution;

• assisting in the identification and preparation of projects;

• providing operational support in the negotiation and administration of loans and credits; and

• cooperating with other international agencies on programs of common interest.

PBP comprised the following divisions: Power Division I (PBPP1); Power Division II (PBPP2); Power Division III (PBPP3); Water Supply Division I (PBPW1); and the Telecommunications Division (PBPTE). In addition, in or around January 1970, another Water Supply Division II (PBPW2) was established in the department.

In October 1971, the World Health Organization (WHO) and the Bank signed an agreement to formalize the cooperation for pre-investment activities in the fields of water supply, waste disposal, and storm drainage: IBRD (International Bank for Reconstruction and Development)/WHO Cooperative Program in Water and Wastes (Cooperative Program). This stemmed from more than six years of informal collaborative arrangements, which began in late 1964. The types of work under the Cooperative Program included:

• sector studies and sector reconnaissance;

• project identification;

• project preparation;

• UNDP project formulation;

• participation in Bank economic, project appraisal, and project supervision missions (in support of IBRD staff);

• sub-sectoral studies on water supplies, sewerage, drainage, sanitation, and pollution control;

• studies and technical assistance for all aspects of water and waste management and operations; and

• project revision.

1972 - 1986

In the October 1972 reorganization, most PBP staff were dispersed to regional projects departments in newly established regional vice presidencies to fuse country knowledge and sector skills more effectively. This left PBP with a core staff of advisors responsible for operational and development policy, research, operational support, and project and sector work quality control. Led by Director Yves Rovani, PBP was contained within the Central Projects Staff Vice Presidency (CPSVP; also created in 1972) and was composed of the following divisions: Power Division I (PBPP1); Power Division II (PBPP2); Power Division III (PBPP3); Water Supply Division I (PBPW1); and the Telecommunications Division (PBPTE).

The primary responsibility of the Public Utilities Department's Central Projects staff was to improve and maintain the quality of Bank lending and related operations through formulating policies, methodology and guidelines; providing operational support and advice; and through related programs of recruitment assistance, staff development and education. They were also responsible for: reviewing operational documents and providing guidance and advice to regional offices; developing systems to monitor the project cycle; developing analytical tools such as appraisal and forecasting models; and liaising with relevant external organizations. In addition, their role was to advise, guide, cross-fertilize among regions, train, evaluate, and provide intellectual leadership. Additionally, in the case of the decentralized sectors (Public Utilities, Education, Transportation, and non-African Development Finance Companies), specialized personnel assigned to Central Projects staff were temporarily assigned to the regions to work under the full operational control and direction of the appropriate regional division chief and mission leader for the duration of the assignment.

On April 1, 1976, the Public Utilities Projects Department was renamed Energy, Water, and Telecommunications Department (EWT) to clarify its functional responsibilities. No structural changes accompanied the renaming of the department. Also, around this period, specifically between 1975 and 1977, PBP (later EWT) collaborated with the Urban Poverty Task Group for the Urban Poverty Program. The Task Group was established after President McNamara's address to the Board of Governors in July 1975, and it was charged with implementing the Bank Group's Urban Poverty Action Program to address the issues of poverty and insufficient resources, such as public water supply and sewerage services, in urban environments. PBP, then called EWT, created statements or papers designed to complement the Task Group's preliminary report to President McNamara.

In 1978, the United Nations Development Programme (UNDP) and World Bank created a formal partnership to establish the UNDP-World Bank Water and Sanitation Program (UNDP-World Bank WSP). The UNDP-World Bank WSP launched the Global Project (GLO/78/066) to examine their research findings onwater from previous years, transform it into projects, and develop and test cost-effective technologies and models for providing safe water and sanitation to low-income economies. Because of the project's success, GLO/78/066 expanded in 1982 and was renumbered and renamed Development and Implementation of Low-Cost Sanitation Investment Projects (INT/81/047). In addition, the UNDP-World Bank WSP grew to include other initiatives. This included the International Training Network (ITN) for Water and Waste Management, developed in response to and in support of the United Nation's International Drinking Water Supply and Sanitation Decade (IDWSSD) that ran from 1981 to 1990. IDWSSD focused on field-based learning to support international partners.

The core budget for the UNDP-World Bank WSP was supplied primarily by UNDP, while secondary financial support came from the Bank, government agencies, and multilateral organizations. The Bank was the executing agency. Projects and administrative activities (e.g., personnel recruitment) were managed through various iterations of the water sector departments in the Bank, such as the Water Supply and Urban Development Department (WUD) and the Technology Advisory Group (TAG). By the end of the 1990s, the UNDP-World Bank WSP had split its activities between field projects in regions across the world and evaluation of efforts to address the issue of small-scale successes that were often difficult to replicate on a national scale. In 2000, the program shortened its name to theWater and Sanitation Program (WSP), and in 2001 it adopted a charter that established a Water and Sanitation Program Council (WSPC).

On July 1, 1979, EWT was terminated after the energy functions were upgraded to an independent Energy Department (EGY). The water supply and telecommunications functions were transferred to the Transportation Department (TRP) to form the new Transportation, Water and Telecommunications Department (TWT).

The telecommunications function of the Transportation, Water, and Telecommunications Department (TWT) was moved to the newly established Industry Department (IND) in March 1982, after which the department included only Transportation and Water (TWD). Subsequently, on July 1, 1983, the independent Urban Projects Department (URB) merged with the Water Sector to form the Water Supply and Urban Development Department (WUD). Part of this reorganization involved the removal of the transportation function from the previous Transportation and Water Department and the re-creation of an independent Transportation Department (TRP). WUD continued as a sector department responsible for operations and development policy formulation, research, operational support, and quality control for project and sector work.

1987 - 1996

On July 1, 1987, a Bank-wide reorganization resulted in the termination of almost all organizational units. A new department, the Infrastructure and Urban Development Department (INU, later INF), absorbed the previous Water Supply and Urban Development Department (WUD) and Transportation Department (TRP) and was placed in the Sector Policy and Research Vice Presidency (PRE, then PRS). The PRE had no responsibility for managing operational activities but focused on operational support, formulating Bank-wide sector policies, and overseeing the ex-post evaluation of Bank-wide sector work and lending. The units within PRE concentrated on policy creation and analysis, support for operations, and sectoral research for emerging priority areas of the Bank.

The Infrastructure and Urban Development Department was responsible for:

• developing, in consultation with the Regions, priorities for research and policy on key issues in water, sanitation, and waste management;

• conducting policy analyses, research, external liaison, operational support, and related quality enhancement activities on various economic, technical, environmental, institutional, and management issues;

• advising on water, sanitation, and waste management issues in the design of country strategies andstructural adjustment and sector operations;

• providing operational support to strengthen links among research, policy, and projects;

• reviewing the annual performance of Bank operations in the water, sanitation, and waste management sector;

• disseminating research results and policy studies for the sector and organizing and conducting appropriate training seminars on emerging issues in the sector; and

• managing the joint UNDP/World Bank Water and Sanitation Program, including reporting responsibility to UNDP and other donors.

On December 1, 1991, President Lewis Preston's first reorganization abolished all Senior Vice Presidencies. The new Sector and Operations Policy Vice Presidency (OSP) was created and adopted functions previously supervised by Senior Vice Presidents, including the Infrastructure and Urban Development Department, which continued to maintain responsibility for water sector functions. On January 1, 1993, as part of a larger initiative to align the Bank's organization with the priority areas of its poverty reduction effort, OSP was terminated. All research activities were removed from the departments in the Central Vice Presidencies, including INF, and were consolidated under the Chief Economist and Vice President for Development Economics (DECVP). The Policy Research Department (PRD) under DECVP became the principal research arm of the Bank. OSP was replaced by three new thematic vice presidencies: Human Resources Development and Operations Policy (HRO), Finance and Private SectorDevelopment (FPD), and Environmentally Sustainable Development (ESD).

The water function was placed in the newly created Transportation, Water, and Urban Development Department (TWU). The department was organized within the Environmentally Sustainable Development (ESD) Vice Presidency alongside three other sector or thematic departments: the Agriculture and Natural Resources Department (AGR), Environment Department (ENV), and the Consultative Group for International Agricultural Research (CGIAR) Secretariat. At the time of the creation of the Transportation, Water and Urban Development Department, it had the following divisions: the Transportation Division (TWUTD), the Urban Development Division (TWURDS), the Water and Sanitation Division (TWUWS), and the UNDP/World Bank Water and Sanitation Program (TWUWU).

Each Sector Department was responsible for the following:

• prepare policies, guidelines, standards, handbooks, and analytical tools relevant to the sector;

• identify, codify, and disseminate best practices and lessons of experience, and evaluate weaknesses;

• provide advice to the Regions as needed;

• monitor and track work in the sectors assigned to identify generic issues and identify, evaluate, and influence trends and patterns;

• perform surveys of experience and practice within the Bank and elsewhere, and develop innovative approaches;

• participate in Bank-wide efforts to assess skill requirements and to upgrade skills through recruitment, training, orientation, seminars, newsletters,etc.;

• represent the Bank to external communities of interest; and

• maintain an awareness of relevant external practices and viewpoints.

1997 - 2000

Four years later, in 1997, the thematic Vice Presidencies were reorganized to strike a better balance between country focus and sectoral excellence. In addition, to facilitate sharing expertise and knowledge, the Bank established networks that linked Bank-wide communities of staff working in the same field across organizational boundaries and with external partners. The networks formed a virtual overlay on the existing Bank organization and were intended to link staff working in the same sectors throughout the Bank, whether the staff was in the Regions, in the Central Vice Presidencies' Sector Departments, or in other Vice Presidencies.

Each of the three thematic Central Vice Presidencies was transformed into each network's central units or anchors and consisted of the existing sector departments. On a Bank-wide basis, sector specialists were grouped into regional sector units or central sector departments that worked with country departments in a matrix relationship. Staff from the central sector departments could become part of the regional operational teams when their sectoral expertise was required.

Each Network Anchor had a Network Council to oversee the entire network and sector boards covering the individual sectors within a network. The Network Council was composed of the top network managers from each Region and was responsible for settingthe network's overall agenda and promoting the effective deployment of skills across network units. Sector boards brought together the sector leaders from each Region and the central vice presidencies.

The work programs of network staff focused on:

• global knowledge - putting the best development knowledge in the hands of Bank task teams; ensuring that the knowledge base was accessible to external clients; and contributing to the growth of the knowledge base;

• enhanced skills - developing and providing content to training courses; establishing professional and technical standards for professional development;

• shared strategies - assisting regional and central units to develop a common sector agenda and ensuring that skills are effectively deployed across the entire network. Network leadership assumed responsibility for global programs, sector strategy development and evaluation, strategic partnerships, and learning and dissemination;

• best teams and best practices - improving the Bank's flexibility and mobility by building stronger task teams and delivering higher quality products; and

• institutional initiatives - providing substantial support for new Bank-wide initiatives, such as Social Development, Rural Development, Financial Sector, Anti-corruption, Human Resources, and Knowledge Partnerships.

The result of the 1997 restructuring was four networks: the Environmentally and Socially Sustainable Development Network (ESSD); the Finance, Private Sector Development, and Infrastructure Network(FPSI); the Human Development Network (HDN); and the Poverty Reduction and Economic Management Network (PRM). The Transportation, Water, and Urban Development Department (TWU) retained its name and component parts and was situated within FPSI. In 1999, FPSI became the Private Sector Development and Infrastructure (PSI) Network. TWU remained in the newly named network.

2001 -2013

By April 2000, the water function was situated under the Infrastructure and Urban Development Department (INF) led by Director Frannie Leautier, still reporting to PSIVP. INF comprised the following units, each led by a manager: Energy (INFEG), Transport (INFTD), Urban (INFUD), and Water and Sanitation (INFWS).

INF was soon dissolved following another reorganization effective July 1, 2001 that created the Energy and Water Department (EWD), led by Director Jamil Saghir, and the Transport and Urban Development Department (TUD). EWD contained the following units: Energy Unit (EWDEN), ESMAP (EWDES), Water and Sanitation Unit (EWDWS), Water Supply and Sanitation Program (EWDWP), and four Water and Sanitation Program units based on regions. This department remained intact through the network's renaming and reorganization in 2003, when it became the Infrastructure Network (INF).

In June 2006, President Wolfowitz announced the consolidation of the former ESSD and INF Vice Presidencies into the Sustainable Development Network (SDN) to mainstream environmental issues, improve synergies, better integrate core operations, and strengthen the focus on sustainability. SDN was operational on January 1, 2007. The aim of the network integration concerning the water sector was to treat water issues more broadly by building water resource management strategies that cover agriculture, rural, and urban dimensions while linking these with energy and environmental concerns.

At this time, energy and water functions were combined with the transport sector to form the Energy, Transport and Water Department (ETW). This department was moved to the Sustainable Development Network (SDN).

In 2009, the Water Partnership Program (WPP) was launched. It was one of the Global Programs and Partnerships (GPPs) in SDN; specifically, WPP was a partnership between the World Bank and the governments of the Netherlands, Denmark, and the United Kingdom. It was a multi-donor trust fund that aimed to support water resource management and water supply in all World Bank regions and water sub-sectors.

On September 17, 2010, the restructuring of SDN separated the energy function from transport and water, and the following SDN departments were created: Environment Department (ENV); Agricultural and Rural Development Department (ARD); Concessional and Sub-National Finance (CSF); Finance, Economics and Urban Development (FEU); Sustainable Energy (SEG); Social Development (SDV); and Transport, Water, and Information and Communication Technologies (TWI).

2014

On July 1, 2014, a Bank-wide reorganization introduced by President Jim Yong Kim restructured the Bank into fourteen Global Practices (GPs) and five Cross-Cutting Solution Areas (CCSAs). Sector staff from the regional vice presidencies were relocated to the GPs or CCSAs. The GPs were responsible for each major thematic area, which the Bank supports through projects and functions as a vertical pillar of technical expertise. To achieve the United Nation's Sustainable Development Goals in the water sector (i.e., SDG 6: Ensure availability and sustainable management of water and sanitation for all), the responsibilities of the World Bank Water Global Practice (Water GP) include:

• defining the strategic direction and the Bank's work in the water sector to support countries in ensuring safely managed sanitation services, water security, sustainable and healthy ecosystems, and economic growth;

• developing and deploying expertise globally;

• delivering integrated solutions to client countries; and

• capturing and leveraging knowledge in the water sector.

Jennifer J. Sara was appointed global director of the WaterGlobal Practice in 2014. The following units in the Water Global Practice were formed after the 2014 reorganization: Water Department - Global Practice (GWADR); Water East Africa Region (GWA01); Water East Asia & Pacific Region (GWA02); Water Europe and Central Asia (GWA03); Water Latin America & Caribbean (GWA04); Water Middle East & North Africa Region (GWA05); Water South Asia Region (GWA06); Water West Africa Region (GWA07); Water Europe & Central Asia Region 2 (GWA09); Water Global Programs (GWAGP); Water Global Solutions (GWAGS); and Water Global Partnership Program (GWAWP).

Past water sector directors are as follows:

1972 - 1979: Yves Rovani (director, Public Utilities Projects Department-PBP; director, Energy, Water & Telecommunications Department-EWT)

1979 - 1983: Christopher R. Willoughby (director, Transportation, Water, and Telecommunications Department-TWT; director, Transportation and Water Department-TWD)

1983 - 1986: Anthony A. Churchill (director, Water Supply and Urban Development Department-WUD)

1986 - 1987: Ping-Cheung Loh (director, Water Supply and Urban Development-WUD)

1987 - 1995: Louis Y. Pouliquen (director, Infrastructure & Urban Development Department-INU; then Transportation, Water & Urban Development Department-TWU)

1995 - 1999: Anthony Pellegrini (director and chair, Sector Board, Transportation, Water & Urban Development Department-TWU)

2000 - 2001: Frannie Leautier (director, Infrastructure and Urban Development Department-INF)

2000 - 2010: Jamal Saghir (director, Infrastructure and Urban Development Department - Water and Sanitation-INFWS ; then Energy and Water Department-EWD; then Energy, Transport and Water Department-ETW)

2014 - 2022 : Jennifer J. Sara (global director, Water Global Practice)

2022 - present: Saroj Kumar Jha (global director, Water Global Practice)

Prior to 1983, public sector management or activities aimed specifically at reforming public sector institutions and entities within developing countries remained virtually absent from World Bank operations. In the late 1970s and early 1980s, however, the economies of many Bank member countries were increasingly perceived as being overburdened with large, wasteful, and inefficient public sector entities that hindered economic development. Public sector reform was sought to reduce wasteful spending, limit public sector growth, and create a different balance between the public and private sectors in developing countries.

In 1983, the Bank responded to the public sector reform demand by establishing the Public Sector Management Unit (PPDPS) located in the Projects Policy Department (PPD). PPDPS was given the responsibilities of research, operational support, and developing strategies for improving the management of governments and government-controlled enterprises. The PPDPS focused on areas of civil servicereform, and privatization of selected public services to improve balance of the public and private sectors. Arturo Israel was named Chief for PPDPS.

Around 1987, the Bank established its first Regional Technical Department devoted to Public Sector Management in the Africa Regional Vice Presidency (AFR). Like other sector-oriented units in the Technical Department, the Public Sector Management Division (AFTPS) was responsible for region-and country- specific knowledge collection, assessment and dissemination through regional sector studies and planning, operational support, staff training, and the provision of advice and materials to Bank staff, clients, and donors. Through PPDPS and the Regional Technical Departments, public sector reform was addressed through the utilization of a variety of lending instruments, including: structural adjustment and credits; public enterprise reconstruction loans and credits; and freestanding technical assistance loans and credits for public sector management.

As part of the 1987 Bank-wide reorganization, the PPD was terminated. The functions and staff of the PPDPS were transferred to the newly established Public Sector Management and Private Sector Development Division (CECPS) located in the Country Economics Department (CEC) of the Development Economics Vice Presidency (DEC). CECPS was created in July 1987 with five other CEC divisions, including: the Trade Policy Division (CECTP); the Debt and Macroeconomic Adjustment Division (CECDA); the Public Economics Division (CECPE); the Financial Policy and System Division (CECFP); and the Special Studies Division (CECSS). CECPS responsibilities included:

• providing intellectual leadership;

• advising on Bank policy;

• participating in missions to prepare and appraise projects and advise governments;

• acting as a liaison with other agencies active in public sector management and private sector development;

• developing and implementing training courses for Bank staff; and

• promoting research in the areas of public sector management and private sector development.

CECPS combined private sector development and public sector management focuses to help foster a better balance of private and public sectors within member countries. Specific CECPS activities included advising on privatization of state-enterprises, performing private sector assessments, and improving the relations between the public and private sector through regulatory reform. Arturo Israel assumed the role as Division Chief for the newly established CECPS.

TheLatin America debt crisis of the 1980s, the collapse of the Soviet Union in 1991, and the World Bank Report Sub-Saharan Africa: From Crisis to Sustainable Growth: A Long-Term Perspective Study:http://documents.worldbank.org/curated/en/1989/11/439705/crisis-sustainable-growth-sub-saharan-africa-long-term-perspective-study published in 1989 prompted renewed interests in public sector management related activities in World Bank operations, and also marked a shifting point in re-defining public sector management within the World Bank. Public sector management services were in demand to stabilize rapid decentralization and for limiting growing fiscal deficits in Latin America. The fall of the Soviet Union also created an immediate demand for public sector management services to help decentralize, reduce, and modernize the large and overburdened Central and Eastern European governments of the former Soviet Union. The Sub-Saharan publication detailed the systematic failure of many governments and public sector institutions in Sub-Saharan Africa member countries. It additionally introduced the topic of "good governance" in relation to public sector management.

The World Bank responded by increasing and enhancing public sector management activities and staff in the existing Public Sector Management Division in the Africa Technical Department (AFTPS) and, in 1991, establishing similar Public Sector Management Technical Advisory Divisions in the Latin America and Caribbean Regional Vice Presidency (LACVP) and the Europe and Central Asia Regional Vice Presidency (ECAVP).

A governance task force was also launched in 1991 in response to the Sub-Saharan Africa publication. Two reports were subsequently published: the Governance and Development:http://documents.worldbank.org/curated/en/1992/04/440582/governance-development report published in 1992, and the Governance: the World Bank's Experience:http://documents.worldbank.org/curated/en/1994/05/698374/governance-world-banks-experience report published in 1994. The reports built on the good governance topic introduced in the Sub-Saharan Africa publication and articulated a World Bank specific governance definition: "Governance is the manner in which power is exercised in the management of a country's economic and social resources for development" (Governance and Development, World Bank, 1992, pgs. 1-2). Three aspects of governance were outlined:

• the form of the political regime;

• the process by which authority is exercised in the management of a country's economic and social resources for development; and

• the capacity of governments to design, formulate, and implement policies and discharge functions.

The reports additionally broke down governance into four dimensions: public sector management; accountability; transparency and information; and legal framework for development. These reports incorporated public sector management into the broader definition of governance, and marked a change in Bank-wide policy towards public sector management.

As part of the Bank-widereorganization that took effect in January 1993, CECPS was terminated, and its staff and functions were transferred to different newly created units. Most private sector development (PSD) oriented staff were transferred to the new Private Sector Department (PSD) located in the new Finance and Private Sector Development Vice Presidency (FPDVP), and other PSD research staff were transferred to the new Finance and Private Sector Development Division (PRDFD) located in the Policy and Research Department (PRD) of the Development Economics Vice Presidency (DEC). Public sector management oriented staff and functions were transferred to the Public Sector Management Unit located in the new Operations Policy Group (OPRPG) of the Operations and Policy Review Department (OPR). OPR was located in the new Human Resources Development and Operations Policy Vice Presidency (HRO), and was created alongside the Population, Health, and Nutrition Department (PHN) and the Education and Social Policy Department (ESP). The responsibilities of Public Sector Management Unit within OPRPG included:

• providing leadership in dealing with pressing issues in the public sector managemnt area, particularly in the field of public expenditure management, budget reform, and civil service reform;

• providing advice, support, and training to operational staff, and through identification and dissemination of best practice; and

• providing leadership in the area of governance in relation to public sector management.

The Public Sector Management Unit in OPRPG was short lived, however, with the reorganization of HRO in July 1995.

On July 1, 1995, HRO became the Human Capital Development and Operations Policy Vice Presidency (HCO). At this time, the Public Sector Management Unit staff and functions were transferred from OPRPG to the new Poverty and Social Policy Department (PSP) of HCO. PSP replaced the former the Education and Social Policy Department (ESP) of HRO. The Public Sector Management Unit was merged into the following PSP group: Labor Markets, Social Protection, and Public Sector Management. This group was established alongside three others, including: Gender Analysis and Policy; Poverty and Social Assistance; and Participation and Non-Governmental Organizations. Alberto de Capitani assumed the role as Manager of the Public Sector Management Unit within the Labor Markets, Social Protection, and Public Sector Management group.

On December 31, 1995, HCO was terminated, and replaced by the Human Capital Development Vice-Presidency (HCD). PSP remained in HCD. Jane Armitage later replaced Alberto de Capitani as Public Sector Management Unit Manager in 1996.

In the fall of 1996, events helped change the course and raise the profile of public sector management and governance activities within the World Bank. The first of these events occurred in October 1996, when President James D. Wolfensohn delivered his "Cancer of Corruption" speech at the World Bank/ IMF Annual Meeting, which outlined corruption as a major impediment to development, and called for greater action by World Bank operations to combat corruption. This speech launched the Corruption Action Plan Working Group to explore ways to improve the strategic framework for anti-corruption measures in World Bank operations. As part of this new push, the public sector reform activities of public sector management and governance units of the Bank received renewed focus and anti-corruption was subsequently linked to public sector management and governance.

Around this same time, President Wolfensohn initiated a Bank-wide reorganization. As part of this reorganization, PSP sectors and functions were mapped into a new network-based structure with a series of temporary relocations. In December 1996, the Human Capital Development Vice-Presidency (HCD) was terminated. In January 1997, the Public Sector Management Unit was transferred to the Development Economics Vice Presidency (DEC) under the oversight of International Economic Department Director (IECDR) Masood Ahmed , along with the Gender Analysis and Policy Group and the Poverty and Social Assistance Group. The Public Sector Management Unit and these two groups were then temporarily organized into the Poverty, Gender, and Public Sector Management Department (PGP). In July 1997, PGP sectors were officially mapped into the Poverty Reduction and Economic Management Network (PREM).

At its establishment, the Poverty Reduction and Economic Management Network (PREM) consisted of four departments: Economic Policy Division (PRMEP); Gender Division(PRMGE); Poverty Division (PRMPO); and Public Sector Management Division (PRMPS). The functions and staff of the former Public Sector Management Unit of PGP were mapped into PRMPS. The responsibilities of the PRMPS included:

• improving the understanding and expertise of Bank staff in the area of public sector reform;

• expanding opportunities and incentives for the development of knowledge and the sharing of insights and experiences both inside and outside the Bank; and

• strengthening the positive impact of Bank interventions on the functioning of public sector institutions in borrowing countries.

The major activities of PRMPS focused on the following areas: public sector strategy; public finance; governance and accountability mechanisms (e.g. anti-corruption, legal and judicial strategy, civil service reform); decentralization; public enterprise reform; and technical assistance. A Public Sector Board (PSB) was also established to coordinate the functions and activities to PRMPS. Cheryl Gray assumed the role of Director and PSB Chair for PRMPS in 1997.

In 2002, Sanjay Pradhan succeeded Cheryl Gray as PRMPS Director and PSB Chair. In 2003, PRMPS was renamed the Public Sector Governance Department, but retained its acronym.

In 2007, the World Bank pursued a governance and anti-corruption (GAC) strategy, which was articulated in the report Strengthening World Bank Group Engagement on Governance and Anticorruption. PRMPS played a key role in developing the new strategy.

In 2009, Deborah Wetzel succeeded Sanjay Prahan as Director and PSB Chair for PRMPS.

Omer Hursit Calika was born in Kayseri, Turkey, in 1918. He studied economics at Istanbul University and worked for the Turkish Ministry of Finance in various posts from 1940 to 1953. From 1953-1954 he was the Alternate Governor for Turkey for the World Bank.

Calika joined the World Bank in 1954, serving as an economist in the Department of Europe, Africa, and Australia. In 1957 he became the division chief for the United Kingdom and Dependencies in the same department, serving until 1963. He then moved to the Africa Department where he was division chief for East and Central Africa during 1964-1965 and assistant to the director of the department from 1966-1968. Calika joined the Education Project Department in 1968 where he served as deputy director until 1972.

As part of the general reorganization of the Bank in November 1972, Calika became the assistant to the director of the Latin American and Caribbean Projects Department. In 1974 he became the chief of the Caribbean Division of the Latin American andCaribbean Projects Department, and in 1977 he became the assistant to the director of the country programs department for Latin America. He retired in 1980.

Omer Hursit Calika died on 15 March 2014.

The Financial Sector Vice Presidency (FSEVP) was launched in July 1999. FSEVP replaced the short lived Financial Operations Vice Presidency (FIOVP). FSEVP oversaw the following FIOVP departments: the Financial Sector Development Department (FSD); the Financial Sector Practice Department (FSP); the Capital Markets Development Department (CMD); and the Special Financial Operations Department (SFO). In addition, Banking and Financial Institutions Department (BFI) was created and placed in FSEVP. The joint IMFand World Bank Financial Sector Assessment Program (FSAP) pilot was also launched in 1999 as a response to the East Asia Financial Crisis, and was designed to rapidly assess and respond to financial sector crises. The FSP department assumed FSAP responsibilities, and FSEVP representatives also sat on the joint IMF and Bank Financial Sector Liaison Committee (FSLC) which oversaw implementation of FSAP missions and reviewed subsequent policy development and lending. Other responsibilities of FSEVP included:

• providing support to the Bank's client countries in the area of financial sector reform;

• supporting countries goals to reduce vulnerabilities in their financial sector and make financial systems stable and efficient;

• administering the Financial Sector Assessment Program jointly with the International Monetary Fund;

• providing advice and technical assistance to crisis countries;

• working with regional departments to formulate financial sector strategies for the systematically important countries;

• generating knowledge in the financial sector, providing research and policy notes on key topics and emerging trends; and

• promoting stability in financial systems by working closely with international standard setting bodies in updating and revising standards in the areas of banking, securities markets, insurance, and payment systems.

In 2001, the FSEVP was restructured to three departments, including: the Financial Sector Strategy and Policy Department (FSP); the Financial Sector Development Department (FSD); and the Banking and Financial Restructuring Department (BFR). FSEVP was restructured again in 2003, at which point it included: the Global Partnerships Program; the Financial Market Integrity and Money Laundering Program; the Financial Market Integrity Group (FSEFI); the FIRST Trust Fund Initiative (FSEFT); the Financial Sector Strategy and Policy Department (FSEGP); and the Financial Sector Operations and Policy Department (OPD).

In 2006, the FSEVP was terminated and its functions were transferred to the new joint Bank and IFC Financial and Private Sector Development Vice Presidency (FPDVP). The FSEVP departments and units were merged with the departments and units of the joint Bank and IFC Private Sector Development Vice Presidency (PSDVP) to form the new FPDVP.

The Environmentally Sustainable Development Vice Presidency (ESD) was one of three vice presidencies created during Bank President Lewis Preston's reorganization of January 1, 1993. Following the abolishment of all senior vice presidencies on December 1, 1991, Preston initiated a larger reorganization in 1993 that aligned the Bank's organization with the priority areas of its poverty reduction effort. The result was three new thematic vice presidencies: the ESD; Finance and Private Sector Development (FPD); and Human Resources Development and Operations Policy (HRO).

The vice presidencies were responsible for:

• Providing operational support to the Regions through participation in Sector Operations Division (SOD) task teams, undertaking specialized assignments for the Regions, providing ad hoc advice, distilling lessons of operational experience and disseminating best practices, and definition of sector and operational policies;

• Assisting in identifying and addressing the Bank's skills mix and training needs;

• Providing information and intellectual support to interested actors outside the Bank;

• Liaising with the UN and other official and private organizations;

• Delivering complete products to the country directors in the 'clustered' subsectors, where the small number of expert staff can most efficiently be located in the central Vice Presidency.

At the time of its establishment, ESD had the following subordinate departments: the Agriculture and Natural Resources Department (AGR); the Environment Department (ENV); and the Transportation, Water and Urban Development Department (TWU). It was also responsible for the Secretariat of the Consultative Group for International Agricultural Research (CGIAR). Each sector department maintained the following functions:

• prepare policies, guidelines, standards, handbooks and analytical tools relevant to the sector;

• identify, codify and disseminate best practices and lessons of experience, and evaluate weaknesses;

• provide advice to the Regions as needed;

• monitor and track work in the sectors assigned in order to identify generic issues and identify, evaluate and influence trends and patterns;

• perform surveys of experience and practice within the Bank and elsewhere, and develop innovative approaches;

• participate in Bank-wide efforts to assess skill requirements, and to upgrade skills through recruitment, training, orientation, seminars, newsletters, etc.;

• represent the Bank to external communities of interest; and

• maintain an awareness of relevant external practices and viewpoints.

In 1997, the thematic vice presidencies were reorganized to strike a better balance between country focus and sectoral excellence. To facilitate sharing of expertise and knowledge, the Bank established networks that linked Bank-wide communities of staff working in the same field across organizational boundaries and with external partners. Each of the three thematic central vice presidencies was transformed into the central units, or anchors, of each network and consisted of the existing sector departments. The result of the 1997 restructuring was four networks: the Environmentally and Socially Sustainable Development Network (ESSD); the Finance, Private Sector Development, and Infrastructure Network (FPD); the Human Development Network (HDN); and the Poverty Reduction and Economic Management Network (PRM). The former sector departments of ESD were placed in different networks. ENV, AGR (as the Rural Development Department [RDV]), and the CGIAR Secretariat were placed inESSD while TWU was placed in FPD.

The poverty analysis and policy sector functions in the World Bank evolved from the Living Standards Measurement Study (LSMS) research project launched in 1980 by the Development Research Center (DRC) located in the Development Policy Staff (DPS). The LSMS was developed to improve the quality of collection of household data. In turn, this data was used to monitor progress of living standards; identify consequences of government policies on households; and to improve exchange of data between survey statisticians, analysts, and policy makers. LSMS efforts were overseen by DRC from 1980 to 1982. In March 1983, DRC was replaced by the Development Research Department (DRD). The DRD was located in DPS successor Economics and Research Staff (ERS). A Living Standards Measurement Unit (DRDLS) was established in DRD to oversee LSMS research projects. Dennis N. de Tray was appointed the Head of DRDLS.

In June 1987, DRD was terminated. LSMS functions were transferred from DRDLS to the new Welfare and Human Resources Development Division (PHRWH) located in the Population and Human Resources Department (PHR). Jacques van der Gaag was appointed Chief of PHRWH. The transfer of LSMS functions from DRDLS to PHRWH changed LSMS focus from a long-term research project to a permanent means of data collection, monitoring, and policy analysis within Bank operations. In 1990, the working paper entitled Improving data on poverty in the Third World: the World Bank's Living Standards Measurement Study documented this shift. LSMS additionally served as a tool for PHRWH's broader functions focused on poverty analysis and policy. PHRWH functions focused on: expanding the Bank's knowledge base regarding the causes and consequences of poverty; and providing operational and analytical support to the Regions in the design and evaluation of poverty reduction interventions. Activities undertaken in support of these functions included:

• designing and validating development policies that benefit the poor, with emphasis on the human capital formation of the poor;

• designing and validating anti-poverty strategies that target the poor;

• researching the impact of the education and training services;

• implementing the Living Standards Measurement Study (LSMS) surveys as a core basis for sector work and design of projects for poverty alleviation; and

• researching the response of households to changes in their economic environment.

In January 1992, PHRWH was closed and its functions were transferred to the Population and Human Resources Poverty Analysis and Policy Division (PHRPA). PHRPA functions included:

• research and policy analysis (including LSMS);

• monitoring poverty trends and policy implementation;

• operational support; and

• dissemination and training.

PHRPA, however, was terminated along with PHR in December 1992.

As part of the reorganization that took effect in January 1993, PHR was split between two newly created departments: the Population, Health and Nutrition Department (PHN) and the Education and Social Policy Department (ESP). Both of these departments were placed in the new Human Resources Development and Operations Policy Vice Presidency (HRO). The LSMS related functions of PHRPA were transferred to the Poverty and Human Resources Division (PRDPH) of the Policy Research Department located in the Development Economics Vice Presidency (DEC). ESP absorbed the functions of PHRPA, as well as a number of other social sectors. ESP performed work in four main thematic areas: Poverty analysis and social policy; Labor markets and safety nets; Women in Development; and Education and Training. The ESP Department was responsible for:

• formulating and disseminating policies and guidelines for its sectors;

• monitoring the effectiveness of policies and approaches;

• identifying and disseminating best practices and lessons of experience;

• liaising with Bank-external organizations and professionals in the field;

• assessing skills requirements and upgrading skills; and

• providing operational support to the Regions.

On July 1, 1995, HRO became Human Capital Development and Operations Policy (HCO). The education team was removed from ESP and placed in the newly established Human Development Department (HDD) of HCO. ESP was terminated, and the remaining teams were moved into the new Poverty and Social Policy Department (PSP). PSP contained four thematic Groups: Gender Analysis and Policy; Poverty and Social Assistance; Labor Markets, Social Protection, and Public Sector Management; and Participation and Non-Governmental Organizations. PSP's work was focused on different social sectors, but had a particular poverty reduction emphasis. Responsibilities included:

• performing analytical work covering the three elements of the Bank's poverty reduction strategy: (i) encouraging policies conducive to labor-absorbing growth; (ii) promoting human development through the provision of social services, especially primary education, primary health care, and family planning; and (iii) designing and implementing safety nets to protect vulnerable groups in society when necessary;

• providing support in preparation of poverty assessments;

• monitoring Country Assistance Strategies (CAS) to ensure poverty is at the center of the strategy; and

• preparing an annual progress report on poverty.

On December 31, 1995, Human Capital Development and Operations Policy (HCO) was terminated, and replaced by the Human Capital Development Vice-Presidency (HCD). PSP remained in HCD.

In December 1996, the Human Capital Development Vice-Presidency (HCD) was terminated. The PSP Groups of HCD were transferred to the Development Economics Vice Presidency (DEC) under the oversight of International Economic Department Director (IECDR) Masood Ahmed. The Gender Analysis and Policy Group, the Poverty and Social Assistance Group, and the Public Sector Management Group temporarily became the Poverty, Gender, and Public Sector Management Department (PGP) in January 1997. These PGP sector groups were then mapped into independent units in the new Poverty Reduction and Economic Management Network (PREM) launched in July 1997.

The new PREM Poverty Division (PRMPO) launched in July 1997 absorbed the functions of the Poverty and Social Assistance Group of PGP. The objectives of PRMPO included:

• to develop approaches to country assistance strategies that are firmly grounded on analysis and determinants of poverty, with the participation of the poor;

• to foster implementation and monitoring of poverty-focused strategies through sharing and documentation of good practices;

• to strengthen understanding of how public policy can lead to the poor expanding their capabilities and managing risks they face;

• to deepen understanding of the links between patterns of development and poverty reduction, and implications for assistance strategies;

• to deepen the Bank's understanding of the linkages between poverty and social exclusion, post-conflict situations, gender, and violence;

• to develop a program of analytical work and a broad consultative process to build up to the WDR 2000 on poverty;

• to develop practical approaches for evaluating the impact of interventions on poor households, controlling for general patterns of change;

• to support a shift in project work to greater use of feedback, evaluation and redesign of interventions and institutions to increase gains for the poor;

• to strengthen in-country capacity to generate and use data for the monitoring and diagnosis of poverty;

• to make both data and analyses widely and regularly available, within and, especially, outside the World Bank; and

• to assess the progress of the World Bank in supporting strategies, policies, and projects to reduce poverty.

In June 2001, PRMPO was closed and was replaced by the Poverty Reduction Group in the PREM Network (PRMPR). Sometime after 2005, the Poverty Reduction Group was renamed the Poverty Reduction and Equity Department (PRMPR).

The President of the International Bank for Reconstruction and Development is selected by the Board of Executive Directors. Although there is no formal rule, the elections have generally followed the nomination of a candidate by the U.S. government. The initial term for the President is five years; succeeding terms can be five years or fewer. There is no mandatory retirement age. The President is supported by staff members in the Office of the President.

The mandate for the President of the World Bank is contained in Section 5 of Article V of the Articles of Agreement for the International Bank for Reconstruction and Development. The President of the Bank is also the ex officio Chairman of the Board of Directors of the International Finance Corporation (Article IV, Section 5, of the Articles of Agreement of the IFC), the ex officio President and chief of the operating staff of the International Development Association (Article VI, Section 5, of the Articles of Agreement of the IDA), the ex officio Chairman of the Board of the Multilateral Investment Guarantee Agency (Chapter V, Section 32, MIGA Convention), and the ex officio Chairman of the Administrative Council of the International Centre for Settlement of Investment Disputes (Article 5, Section 2, ICSID Convention). The Executive Vice Presidents of IFC and MIGA report to the President of the World Bank Group.

The specific activities of each President have varied with each incumbent, reflecting his vision of the Bank as a development institution, his management style and the senior management structure he chose.

From its establishment to 1956, the President managed the Bank with a single vice president to whom all department directors officially reported. In practice, the Bank was still a small enough institution for all senior managers to have regular, direct access to the President on an informal basis. This arrangement held through the presidencies of Eugene Meyer and John McCloy and the vice presidencies of Harold Smith and Robert Garner. In 1956 Eugene Black appointed three vice presidents, initiating the management structure of multiple vice presidencies that has continued to the present.

George Woods expanded the immediate Office of the President in 1963 by appointing two Special Advisers and, shortly thereafter, a Personal Assistant to the President. Today's office staff, including assistants, counselors, schedulers, and advisers, traces its development back to Woods' staffing changes.

As the Bank grew more complex, the need for coordination grew. Woods established the President's Council in 1964, consisting of the three vice presidents, the two special advisers, and the general counsel. A similar senior management structure, under varied names and with various functions and authorities, has existed since that time. On occasion the managing body has established subcommittees for areas such as finance or personnel.

The Bank reorganization of 1972 marked the beginning of a system of Senior Vice Presidents to whom vice presidents reported. The reorganization of 1987, while significantly changing the internal structure of the Bank, continued the organization of the president's office, the system of senior vice presidents and (under a new name) the senior management body. In September 1991 Lewis Preston established three managing directors, who in effect served as general vice presidents with authority to make any decisions that did not require a decision by the president himself. Since 1991 the number of managing directors has varied from one to five.

The term of an incoming president has usually begun on the day following the end of his predecessor's term of office. The first transition, between Eugene Meyer and John J. McCloy, was, however, difficult. Meyer resigned abruptly in December 1946, and Harold Smith, the vice president who became acting president, died in January 1947. John J. McCloy was elected by the Board of Directors in February 1947 and took office in March, marking the end of uncertain transitions. By contrast, during the illness of LewisPreston in 1995, the Bank immediately named an acting president, Ernest Stern, who served until James Wolfensohn took over as president.

The presidents and their tenures are:

Eugene Isaac Meyer 1946-06-06--1946-12-18

John Jay McCloy 1947-03-17--1949-06-30

Eugene Robert Black 1949-07-01--1962-12-31

George David Woods 1963-01-01-1968-03-31

Robert Strange McNamara 1968-04-01-1981-06-31

Alden Winship Clausen 1981-07-01-1986-06-30

Barber Benjamin Conable, Jr. 1986-07-01-1991-08-31

Lewis Thompson Preston 1991-09-01-1995-05-04

Ernest Stern (Acting) 1995-02-01-1995-05-31

James David Wolfensohn 1995-06-01-2005-05-31

Paul Dundes Wolfowitz 2005-06-01-2007-06-30

Robert Bruce Zoellick 2007-07-01-2012-06-30

Jim Yong Kim 2012-07-01-2019-02-01

David Robert Malpass 2019-04-09-2023-06-01

Ajay Banga 2023-06-02-

Moeen Qureshi, the Senior Vice President Operations, set up the Task Force on Local Cost Financing under Adjustment Operations in May 1990 to review the appropriateness of financing local costs from the proceeds of adjustment loans and credits, and defining the limits on such financing where that was found appropriate. The Task Force contained representatives of the Legal Department, the Country Economics Department, the Central Operations Department, and the four Regional Offices.

In March of 1982, at the request of the Vice President of External Relations (EXT), a task force composed of senior Bank officers was established to define the Economic Development Institute's (EDI) longer-term objectives and develop specific proposals for achieving them. The EDI task force was to review the objectives of EDI to identify the measures which need to be taken both in EDI and within the Bank to improve the services which the Institute is providing to Bank member countries. To accomplish this the task force conducted extensive consultations with the Bank and EDI staff, EDI Fellows, and governmental representatives from various regions.

The task force was chaired by Shahid Husain and L. Peter Chateney, who was then the EXT Advisor for the International Relations Department (IRD), was named the secretary of the task force. Later in 1982 Chateney was named the acting director of IRD, and Kreszentia Duer replaced him as secretary. The report of the task force was presented to the Managing Committee of the Bank in late 1982 and to the Board of Executive Directors in 1983.

Lewis Thompson Preston (1926-1995) became the eighth World Bank Group President in 1991. A former Marine in the Second World War and a Harvard graduate (1951), Preston was employed by J.P. Morgan Bank for nearly forty years prior to joining the Bank. Entering J.P. Morgan as a trainee in 1951, Preston rose to executive vice president for international banking in 1968 and, finally, chairman and chief executive in 1980. He would hold the latter position until stepping down in 1989.

Early in Preston's tenure, the Global Environment Facility (GEF), an effort initiated by Preston's predecessor, Barber Conable, was formally established. A cooperative program among the World Bank Group, the United Nations Development Program (UNDP), and the United Nations Environment Programme (UNEP), GEF functioned as a trust fund intended to assist in the protection of the global environment and to promote sustainable environmental development. The Bank under Preston continued with other efforts related to the environmental sector, including the implementation of environmental policies in Bank projects.

In response to criticism of the Bank's performance on resettlement and treatment of indigenous peoples, a major review of resettlement activities was undertaken during Preston's time as Bank President. In addition, programs were established to create partnerships between international organizations, governments, non-governmental organizations, and indigenous organizations to improve the conditions of indigenous populations.

Theindependent Inspection Panel was created in 1993. The Panel was modeled on the Morse Commission, which had investigated the controversial Sardar Sarovar (Narmada) project in India and whether or not the Bank Group had followed its own policies and guidelines on resettlement and environmental issues. The Panel was given the mandate to receive and investigate complaints that the Bank had not followed its policies and procedures with respect to the design, appraisal or implementation of development projects. The first panel members were appointed in April 1994.

Owing to the opening up of Eastern Europe, Preston oversaw one of the most dramatic increases in membership in World Bank Group history. International Bank for Reconstruction and Development (IBRD) membership increased by 24 countries and International Development Association (IDA) membership increased by 20 countries. The International Finance Corporation (IFC) and the International Centre for Settlement of Investment Disputes (ICSID) increased by 23members and 21 members respectively. Multilateral Investment Guarantee Agency (MIGA) experienced the largest growth, from 66 members when Preston assumed the presidency, to 129 members at the close of his tenure - almost doubling in size. Many of these new members received their first financing from the World Bank Group during Preston's presidency. In addition to new involvement with Eastern European countries, Preston also oversaw the resumption of lending to Vietnam and post-apartheid South Africa and a program of support for the West Bank and Gaza.

In 1991 Preston instituted a reorganization of the Bank's structure that fine-tuned the changes implemented by Conable. The management structure was streamlined by the removal of senior vice presidencies and by the implementation of a more simplified budgeting process. During Preston's tenure the Bank also increased its presence in member countries by establishing a number of new resident missions.

In February 1995, Lewis Preston announced that he had been diagnosed with cancer. He died three months later. Managing Director Ernest Stern was appointed acting president in his absence.

The position of Director-General, Operations Evaluation (DGO), was established in 1975. To ensure impartiality, the DGO is appointed by the Executive Directors to renewable five-year terms and reports to the Board through its standing Committee on Development Effectiveness (CODE), which oversees the operations evaluation system of the Bank and IFC. Upon completion of assignment, the DGO may not return to the service of the Bank. The DGO maintains contact with the Executive Directors by attending all meetings of the Board and of CODE. While the independent evaluation function reports to the Board, it is administratively linked to the President. The DGO has the rank of a Vice President and participates in senior management meetings involving Vice Presidents. The performance review of the DGO is conducted by the President.

The DGO's responsibilities are discharged, for the World Bank, through the Operations Evaluation Department (OED) and, for the IFC, through functional oversight of the IFC Operations Evaluation Group (previously, the Operations Evaluation Unit).

The DGO is directly responsible to the Executive Directors of the Bank for:

• assessing whether the Bank's programs and activities are producing the expected results;

• incorporating OED's assessments and findings into recommendations that will help improve the efficiency and effectiveness of the Bank's programs and activities, and their responsiveness to member countries' needs and concerns;

• appraising the Bank's operations evaluation system and reporting on its adequacy for use within the Bank and by member governments;

• encouraging and assisting member countries to develop their own operations evaluation system;

• reporting periodically on actions taken by the Bank in response to evaluation findings and presenting an overall assessment of the effectiveness of the feedback system to the Executive Directors and the President;

• cooperating with the evaluation heads of other international financial institutions and development assistance agencies.

Tim Campbell, an American national, was employed by the World Bank from 1988 to 2005. Campbell earned a B.A. in Political Science from U.C. Berkeley in 1966, a Masters in City and Regional Planning from U.C. Berkeley in 1970, and a Ph.D. in Urban Studies and Planning from Massachusetts Institute of Technology (M.I.T.) in 1980. Prior to joining the Bank, Campbell worked for more than thirteen years both as private consultant for a variety of clients including the United Nations, World Bank, Inter-American Development Bank (IDB), USAID, other governments, private organizations and companies, and as an instructor and researcher at Stanford University and U.C. Berkeley. He also served as a Peace Corps Volunteer for two years.

Campbell joined the World Bank in May of 1988 in the Latin America and Caribbean Technical Department (LAT) as Senior Urban Planner in the Infrastructure and Energy Division (LATIE). LATIE was one of five Technical Departments which supported LAT Country Departments (CDs) by developing regional sector knowledge and policies. Among other projects, Campbell initially participated in the preparation of a proposed Guatemala Municipal Strengthening Project and in the appraisal of a proposed loan for a water and sewage project in Brazil. Campbell briefly held the position of Chief, Urban and Water Unit, from April, 1992, until December, 1992.

The Bank's 1993 reorganization terminated most of the Technical Departments in the LAT including the LATIE. Campbell was retained in the new Advisory Group (LATAD) as the Principal Urban Sector Specialist.

Campbell transferred from LAT to the Global Urban Unit of the Transportation, Water and Urban Development Department (TWUGL) in September of 1997; he later moved to TWU's Urban Development Division (TWURD) in July of 1999. Campbell remained in TWURD through 2001. However, the Division itself was moved into the Infrastructure Development Department (INF) in 2000 and the Transport and Urban Development Department (TUD) in 2001. During these years, Campbell served as the head of the Urban Partnership, whose objective was to develop a new urban and local government strategy and formulate city assistance strategies. To meet this objective, the Urban Partnership facilitated: city assistance strategies; city advisory services; research studies; information dissemination; and mayors' colloquia. Campbell also pioneered and served as the Bank-wide coordinator for the Bank's city development strategies (CDS), a new analytical tool focusing on cities as the unit of analysis in national development.

In 2001, Campbell moved to the World Bank Institute (WBI), the Bank's capacity development branch. He served as the head of the WBI Urban Team until his retirement from the Bank in December of 2005. The Urban Team was located in WBI's Finance and Private Sector Development division (WBIFP).

In the years following his retirement, Campbell regularly worked as a consultant for the World Bank in a variety of departments: WBIFP, Independent Evaluation Group (IEG), East Asia and Pacific Regional Office (EAP), and two different Latin American and the Caribbean Sector units (LCS).

Campbell has authored a number of books during and after his time at the World Bank. These include: The Quiet Revolution (2003); Leadership and Innovation in Subnational Government: Case Studies from Latin America (editor, 2004); and Beyond Smart Cities?How Cities Network, Learn, and Innovate (2011).

L. Peter Chatenay began his World Bank career in the Administration Department in July 1961 and served there until June 1969 when he transferred to the European Office. During the remainder of his Bank career, he served as the Deputy Special Representative for United Nations Organizations, 1971 - 1974; Senior International Relations Specialist, September 1974; an External Relations Adviser and later Senior Adviser in the International Relations Department, 1974 - 1983. He ended his World Bank career as the World Bank Representative to U.N. Organizations in Geneva, 1983 - 1985.

Syed Shahid Husain was born in the Bahir region of northeast India in 1931. In 1948, Husain emigrated with his family to Karachi, Pakistan. He studied at the University of Karachi and later finished his Bachelor of Science in economics at the London School of Economics on an unknown date. In 1961, Husain returned to Pakistan to serve as an Assistant District Officer in southern Pakistan, and later as the Deputy Secretary of Planning and Development in West Pakistan. In 1963, he completed a Master of Arts in Development Economics from Williams College (Williamstown, MA).

Husain's World Bank career first included a brief position as an Economist in the Economics Department (ECD) in 1963. In 1969, he returned to serve as the Division Chief for the Western Hemisphere Department (CAC) from 1969 to 1970. His career at the World Bank included numerous positions thereafter, including: Division Chief for the South America Department, Division E (SAMDE) from 1970 to 1971; Deputy Director for the Eastern Africa Department (EAFDR) from 1971 to 1972; Program Director for the Eastern Africa Department (EA2DR) from 1972 to 1974; Vice President for the Eastern Africa Region from (EANVP) from 1974 to 1976; Vice President for the East Asia and Pacific Region (AENVP) from 1977 to 1982; Vice President for the Operations Policy Staff (OPSVP) from 1983-1987; Chairman for the Consultative Group on International Agricultural Research (CGIAR) from 1984-1987; Vice President for the Latin America and the Caribbean Region (LACVP) from 1987 to 1994; and Vice President for Management and Personnel Services (MPSVP) from 1994 to 1995. Husain retired from the World Bank in 1995.

Geoffrey Lamb, an Irish national, was born in Boksburg, South Africa in 1944. He earned a Bachelor's of Arts in economics and political science from Witwatersand University (Johannesburg, South Africa) in 1963. Soon after graduation, he was forced out of South Africa as an anti-apartheid political exile and obtained Irish citizenship soon thereafter. In 1966, he received a Master of Arts in African studies from the University of Sussex (Brighton, East Sussex, UK), and later obtained a Doctorate in Philosophy in political science from the University of Sussex in 1970.

Prior to joining the Bank, Lamb served as Deputy Director and Fellow at the Institute of Development Studies at the University of Sussex. He also served as a Research Fellow for the School of African Studies and Asian Studies at the University of Sussex and the Royal Institute of Public Administration (RIPA) in London. He additionally served as Visiting Professor and Research Fellow at the University of London, the University of Nairobi, the University of Dar es Salaam, Addis Ababa University, and the University of the West Indies.

Geoffrey Lamb's employment at the World Bank began as an Economist for the Development Research Center (DRC) of the Development Policy Vice Presidency (VPD) from August 1980 to January 1982. He served in numerous roles thereafter, including:

• Economist for the Development Research Department (DRD) of the Economic and Research Vice Presidency (ERS), January 1982 to March 1982;

• Institutional Development Specialist for the Project Policy Department (PPD) of the Operations Policy Vice Presidency (OPS), April 1982 to May 1983;

• Public Sector Management Adviser for the Public Management Unit (PPDPS) of the Operations Policy Vice Presidency (OPS), October 1983 to May 1987;

• Adviser for the Strategic Planning Division (SPRSP) of the Strategic Planning and Review Department (SPR), July 1987 to May 1990;

• Adviser for the Policy Development Unit (PRDPD) of the Policy and Review Department (PRD), July 1990 to May 1991;

• Unit Chief for the Public Sector Management Unit (EMTPM) within the ECA/MENA Technical Department of the Europe and Central Asia Vice Presidency (ECA), December 1991 to May 1992;

• Manager for the Public Sector Management Unit (EMTPM) within the ECA/MENA Technical Department of the Europe and Central Asia Vice Presidency (ECA), January 1993 to May 1994;

• Resident Representative for the U.K. and Ireland External Affairs Department (EXTLD), July 1994 to June 1996;

• Senior Adviser for the External Affairs Vice Presidency (EXTVP), January 1997 to May 1997;

• Director for the Trust Fund and Co-financing Department (TFC) of the Resource Mobilization and Co-financing Vice Presidency (RMCVP), November 1997 to January 1999; and

• Director for the Resource Mobilization Department (FRM) of the Resource Mobilization and Co-financing (RMCVP), July 1999 to July 2002.

In 2003, Lamb was appointed the Vice President for Resource Mobilization and Co-financing (RMCVP), later renamed the Vice President for the Concessional Finance and Global Partnerships (CFPVP). In this role, he led international negotiations on the replenishment of funding for the International Development Association (IDA) and financing for the Multilateral Debt Relief Initiative (MDRI). He additionally led financing efforts for the International Finance Facility (IFF), the Advanced Market Commitments (AMCs), and the funding of the Global Environment Facility. Geoffrey Lamb retired from the World Bank in 2006.

Upon retirement, Lamb served on the Board of Directors for the International AIDS Vaccine Initiative (IAVI). He additionally joined the Bill and Melinda Gates Foundation as a Senior Fellow for Global Development. He would go on to act in other roles in the Foundation, including: Managing Director for Public Policy, President of the Global Policy & Advocacy Division, and Chief Economic and Policy Advisor.

The operations function of the World Bank has, in one form or another, been organized according to geographic region throughout the Bank's history. While the units responsible for World Bank lending and technical assistance have changed frequently in name and status since the Bank began operations in 1946, the East Asia and Pacific Region has been remained relatively constant. The exception has been the Region's periodic combination with South Asian countries to form a single Asia Region. Generally speaking, the East Asia and Pacific Region has consisted of countries east and south of China and Myanmar, inclusive. (Note that Myanmar was located in the South Asian Region until 1987).

1946 - 1952

Upon the Bank's opening in 1946, operational lending was executed out of the Loan Department (LOD). The LOD was responsible for developing loan operation policy, receiving and investigating loan inquiries, presenting loan inquiries to Bank management for consideration, and negotiating loans. The organizational structure of LOD fluctuated over its seven year history but was, for the majority of the time, organized geographically. The Bank's focus in these early years was on post-World War II reconstruction - particularly in Europe - and this is reflected by the initial divisional organization of the LOD. Of the seven original divisions, four dealt with Europe and two with the Western Hemisphere. One division was responsible for the two continents of Asia and Africa: the Asiatic-African Division.

In 1948, the seven divisions were briefly consolidated into two (the European and United Kingdom Division and the Latin American, Asiatic and African Division). Then, in November of 1948, divisions were abolished altogether, as loans were assigned to loan officers on an ad hoc basis. In 1950, LOD was again divided into three geographical areas, of which the Asia and the Middle East Division was one.

Parallel to the LOD was the Economic Department (ECD) which conducted sector analysis and research work. Between 1946 and 1952,the ECD was responsible for both functional and geographic analyses, i.e. general economic studies and country specific studies. Its workECD supported the LOD and its loan administration and advised member countries on their economic and sector development plans. The ECD also liaised with international organizations on economic research and provided staff for Bank missions. Like the LOD, the organization of the ECD reflected the Bank's focus on post-war Europe. The Department initially consisted of three area divisions (East Asia and Pacific being located in its "Development Areas Division") and an Economic Technology Division responsible for specialized sector studies. In August 1948 a new organizational structure featuring two area divisions was installed. Area Division I was responsible for Europe and Area Division II was divided into four sections of which Asia was one. In March 1950 another reorganization divided the Department into an advisory staff and an area staff, the latter consisting of three divisions of which Asia was one.

While much of the Bank's initial attention was focused on post-war countries in Western Europe and the developing nations of South America, the Bank did begin looking toward East Asia almost as soon as it began operations. Bank representatives visited the Philippines in 1947 and then the Philippines, again , as well as Thailand, in 1949. The first funding to the region was Loan 0029 to Australia in 1950 (Agriculture, Industry, Transport, and Mining - P037342). Thailand's first loan (Irrigation project - P004650) followed in 1950. The Bank's first mission to Japan took place in October of 1952 and its first loan to the country (Kansai Power Project - P037421) was provided the following year.

1952 - 1972

A sizable reorganization that took effect inSeptember of 1952 created an operational structure that would endure for the next twenty years. LOD staff were combined with the country-related staff from the ECD to form three distinct geographical Area Departments: Western Hemisphere (WHM); Europe, Africa and Australasia (EAA); and Asia and Middle East (AME). AME contained four divisions, with the Far East countries making up Division IV. These units were primarily responsible for World Bank-member country relations. Functions included: loan policy and plan development; country development program appraisal and review; preparation of proposed loans; and country economic monitoring.

AME had two Department Directors between 1952 and 1957: Joseph Rucinski (22 September 1952 - 10 February 1953 and 11 May 1955 - 1 April 1957); and Francois Didier-Griegh (10 February 1953 - 11 May 1955).

As part of the 1952 reorganization, the sector-oriented staff of the former ECD formed the Technical Operations Department (TOD) in the new Area Departments and was placed in charge of project appraisal and supervision. Specifically, the TOD was responsible for: the appraisal of proposed projects; advising Area Departments on proposed projects and assisting in negotiations; supervising approved projects and assisting borrowers in procurement efforts; and monitoring and reporting on member countries' sector economies.

In 1957 a reorganization of AME created an autonomous East Asia unit for the first time. Growing membership and operational responsibility in the Middle East andAsia was the main reason for the division of AME into two new and separate departments: the Department of Operations - South Asia and Middle East (SME) and the Department of Operations - Far East (FEA). Note that during this period Ceylon (Sri Lanka) and Burma were located in FEA. Martin M. Rosen was named FEA Department Director in 1957 and was succeeded by I. P. M. Cargill in 1961.

In 1965 and 1966, the Bank established and chaired the first consultative groups in the region to coordinate external financial assistance for Malaysia, South Korea and Thailand. The groups would meet informally as particular needs arose and provide a forum in which members could discuss the assistance they were considering, and recipient countries could keep the other members informed about development plans, policies and projects.

Most of the functions involved in the operation of a consultative group were already carried out by Bank department staff in its relations with countries, however they would perform these functions "more intensively or more frequently" when sponsoring groups. The operations of the groups varied according to its different circumstances but in most cases the Bank's responsibilities were, as defined in 1965: providing periodic, comprehensive reports on the country's development possibilities, problems, and performance as a basis for the consultative group's deliberations; analyzing the country's aid requirements and problematic debt commitments, and recommending types and terms of aid; assisting the recipient government to prepare or revise a development program or advise on problems in its implementation; assisting in identifying projects and other technical assistance and arranging for feasibility studies; and advising participants on which sectors and projects deserve priority for external funding. The role of the group's chairman, typically the Area or Country Director, encouraged dialogue at meetings and coordinated donor efforts to meet the country's financing needs. The department also drafted the minutes or summary of proceedings and the list of delegates of group meetings. These functions essentially remained unchanged through 1999.

In 1966, following a small departmental name change the previous year (from the Department of Operations - Far East to the Far East Department), the FEA was merged with the South Asia Department (SAS) to form a single Asian operational unit: Asia Department (ASI). There was no change in functions or reporting responsibilities. FEA's former Director, I. P. M. Cargill, was named ASI Department Director.

This reorganization of the regional operations units did not last long. In October 1968, due to the increased volume of lending operations anticipated over the next several years, the World Bank executed a major reorganization of its regional departments. One of the results was that ASI was again divided into two separate departments: South Asia Department (SAS) and East Asia and Pacific Department (EAP). Raymond J. Goodman was named Director of EAP while Cargill moved to SAS as Director.

1972 - 1987

While projects funded by the World Bank in the East Asia and Pacific Region from the Bank's inception through the 1960s focused primarily on infrastructure projects like transportation and energy, in the 1970s a shift towards agriculture, rural development and the social sectors occurred. This shift mirrored a more general trend in the Bank and, generally, in development dialogue at the time.

As part of a massive 1972 reorganization, the geographical organization of the Regional units was again altered. The seven departments that made up the Area Departments were elevated to five Regional Vice Presidencies (RVP). As a result, SAS and EAP were again combined to form a single Regional Vice Presidency: the Asia Vice Presidency (ASN). The RVPs reported to the new Senior Vice President, Operations (SVPOP).

A more significant aspect of the 1972 reorganization, however, was the integration of the former Projects Division with the new RVPs. The period between 1952 and 1972 had been characterized by frequent reorganizations of the geographically-based area units responsible for country liaison and loan policy and negotiation. However, the division of responsibility between these units and the TOD (renamed the Projects Division [PRJ] in 1965) was maintained. But in 1972, in an attempt to more effectively fuse country knowledge and sectoral skills, the reorganization removed most of the Bank's operational project work from the Projects Departments to the five new Regional Vice Presidencies. Each Region's Projects Department staff was organized into sector-oriented departments and were known as Central Projects Staff. Thus, rather than one Projects Department that supported projects in countries on an ad hoc basis, each RVP would maintain its own projects staff. Each RVP was, in turn, given "line authority" to analyze, decide and act on country development operations. Each RVP was responsible for planning and executing IBRD/IDA development assistance programs subject to the overall framework of Bank policies, priorities and operating procedures. The RVPs created regional plans and budgets, ensured the effective implementation of approved plans, created country economic and sector reports, and developed and implemented loan, credit, technical assistance, and other forms of development projects. The RVPs were also responsible for maintaining sound relations with governments of assigned countries and with aid organizations and donors involved in those countries.

Upon the completion of the 1972 reorganization, ASN was divided into two Country Program Departments in addition to the new Projects Department. The countries overseen by the former EAP constituted Country Program Department 1. The Country Program Departments were staffed by country economists and loan officers whose primary responsibilities were: conducting area reviews of Bank activities and countries' economic and political developments; formulating country lending and economic and sector work programs and implementing country programs; and reviewing loan applications, negotiating loans, and administering loans.

The Projects Department provided technical assistance and advice to members and borrowers on sectoral issues, priorities, and project development from identification through operation. The Projects Department, consisting of economists, financial analysts, and sector specialists, was specifically responsible for: creating sector policies; assisting countries with the identification and preparation of projects; appraising potential projects and assisting the Country Program Departments in loan negotiation and credit agreements; and helping borrowers manage consultants and procurement. ASN's Project Department was initially divided into five sector-based units: Agriculture; Development Finance Companies; Education; Public Utilities; and Transportation.

Note that not all operational responsibility was transferred from the former PRJ to the RVPs. Staff in sectors too small to decentralize to the various regions continued to provide a complete "operational package" of technical services to the regions. These units, such as Population and Nutrition and Urban Projects, were known as Central Operating Projects Departments and were located in the newly formed Vice President, Central Projects (CPSVP) which, like the RVPs, reported to the SVPOP. In addition, those former PRJ units which had their operational functions dispersed to the RVPs still maintained a core staff in the CPSVP with responsibility for policy and advisory work only.

I. P. M. Cargill served as the Regional Vice President of ASN from 1 October 1972 to 30 June 1974. In 1974, the Asia Vice Presidency was again divided into separate Vice Presidencies: the South Asia Vice Presidency (ASN) and the East Asia and Pacific Vice Presidency (AEN). Bernard Bell was named Regional Vice President of AEN; he was succeed by S. Shahid Husain in 1977 and Attila Karaosmanoglu in 1983.

1987 - 1997

While the make-up of the Country Program Departments and Projects Department changed between1972 and 1987 (most notably with a considerable increase in the number of Projects Department sector divisions), the organization and functions of the RVPs was consistent until 1987. In July of 1987, however, a Bank-wide reorganization under President Barber Conable altered the structures of the RVPs considerably. The changes were brought on by a desire to strengthen the Bank's country focus by making the Country Department the basic program and budget unit.

The new Country Departments that replaced the Country Program Departments combined the macro-economic work of the former Country Program Departments and the sector work of the former Regional Projects Department. Each Country Department would consist of a Country Operations Division (COD) as well as multiple Sectoral Operations Divisions (SOD) made up of staff from the former Regional Projects Departments. The COD was composed of lead, country and specialized economists as well as Country Officers and was responsible for: liaising with state governments and developing knowledge of issues in the country; preparing and supervising the country's aid strategy; and providing full responsibility for certain country-wide operations such as Structural Adjustment Loans and country economic work. SODs were responsible for overall sectoral strategy and for planning, programming and implementing development activities for the countries in their respective sectoral specialties; this would include the provision of full lending project management as well as lending andsector evaluation work.

Not all staff was moved from each Region's Project Department into the Country Departments' SODs. Those remaining formed a new Regional Technical Department within each RVP. It was responsible for higher level knowledge collection, assessment, and dissemination. The Technical Department, which was organized into sector-focused divisions, was to stimulate innovation in operational work and undertake strategic thinking by providing advice, operational support, regional studies, staff training and the dissemination of materials to Bank staff, donors, and other institutions outside the Bank. The Department would continue to offer operational help in the form of task management, task support, and advice. They would also work closely with Policy, Planning and Research (PPR) staff in conducting regional studies and reviews and advising on sector policy and research priorities.

A subsequent reorganization in 1993 strengthened the Country Departments' SODs through unit reorganization and a transfer of staff from the Regional Technical Departments to the SODs. The Technical Departments were greatly reduced in size and were restructured to reflect the emphasis on sectoral and thematic responsibilities of the SODs. The Technical Departments operational support function was consequently reduced.

During the 1987 reorganization the number of RVPs was decreased from six to four. This involved the merger of ASN and AEN in the formation of a single Asia Regional Office (ASI). Attila Karaosmanoglu was named Regional Vice President of ASI. ASI initially contained five Country Departments and a single Technical Department.

This internal organization was maintained through 1991 when the four regional Vice Presidencies were again expanded to six and ASI was divided into two separate Vice Presidencies: East Asia and Pacific Vice Presidency (EAP) and South Asia Vice Presidency (SAS). However, the two new reformed Vice Presidencies continued to share a single Technical Department (AST) until 1997. Gautam S. Kaji was named EAP Vice President. He was succeeded by Russell J. Cheetham in December of 1994.

Note that when ASI was arranged into five Country Departments between 1987 and 1991, Country Department 1 contained those countries that had typically been located in the various incarnations of the South Asia Region. The lone exception was Myanmar, which was placed in Country Department 2 with other EAP countries. Subsequently, when ASI was divided into SAS and EAP in 1991, Myanmar was officially removed from SAS and has since been located in EAP ever since.

1997 - 2014

A 1996-1997 reorganization modified the changes made in 1987 and 1993. The RVP continued to be responsible for all aspects of country development assistance for its member countries, including: country assistance strategy; lending operations; technical assistance operations; and economic and sector work. However, the primary objective of the reorganization was to deepen the country focus and responsiveness to client needs. This was accomplished in a number of ways. The most striking changes concerned the new Country Management Units (CMUs) which replaced the former Country Departments. The CMUs were smaller than their predecessor (that is, each was responsible for a smaller number of countries) while their number correspondingly increased. In the East Asia and Pacific Region, the number of CMUs rose from two in 1996 to eight in 1998.

In addition, there was an increasing decentralization of CMU staff and country directors from Bank headquartersin Washington to locations within client countries. At the same time, an increase in authority with regard to strategy and budget was given to the country directors. The CMUs continued to be responsible for overall preparation and supervision of the country's assistance strategy, full lending project management, and evaluation of lending and sector work.

During the reorganization, the former Technical Departments were changed into Sector or Technical Families. The role of the Technical Families, which consisted of sector and project economists and selected specialist staff, was to formulate knowledge on technical subjects and best practice and to suggest innovation through research and development. A Technical Families group was placed alongside a number of CMUs within each Regional Vice Presidency.

Jean-Michel Severino was named Regional Vice President of EAP in 1997. Jean-ud-din Kassum replaced Severino in 2000. Kassum was briefly replaced by Jeffrey Gutman, who served as acting Vice President between December 2005 and September 2006. He was succeeded by James W. Adams, who served in the position until January 2012. Pamela Cox briefly served in the position until being replaced by Axel van Trotsenburg in February 2013.

Gender and development sector work in the World Bank originated within the context of the United Nations Decade for Women (1976-85). In 1977, the World Bank established the Adviser on Women in Development (WID) position. Gloria Scott was selected to serve as the first WID Adviser. The Adviser position initially reported to the Office of the Vice Presidency for Central Projects (CPSVP) from 1977 to 1980 and then to the Projects Policy Department (PPD) from 1980 to 1985. The responsibilities of the WID Adviser included reviewing Bank development projects in the preparation stages for potential implications for women, and advising on how projects could serve the unique needs of women. Additionally, the WID Adviser assessed projects and their long-term impacts on women. The WID Adviser focused particularly on projects related to the education, agriculture and rural development, urban development, industry, and population, health, and nutrition sectors. The WID Adviser additionally produced key research, studies,and training on women related issues. One result of this role was Gloria Scott's key publication: Recognizing the Invisible Woman in Development: The World Bank's Experience published in 1979.

By the mid-1980s, the WID Adviser role was successfully producing studies, policy, and training on women's issues in developing countries, but incorporation of women related measures into Bank funded development projects remained limited. This began to change however, with the establishment of the Women in Development Division (PHRWD) in July 1987 within the newly created Population and Human Resources Department (PHR). Barbara Herz, who succeeded Scott in 1985, served as the first Division Chief of PHRWD, and emphasized a greater focus on applying "women in development" policies to projects: "We want to get beyond studies and training. We want to show what can actually be done to include women in development programs and how that contributes to economic performance, easing of poverty, and other development activities" (The Bank's World, Volume 6: Number 11, November 1987, page 9).

The PHRWD was created alongside three other divisions in PHR: the Education and Employment Division (PHREE), the Population, Health and Nutrition Division (PHRHN), and the Welfare and Human Resource Division (PHRWH). The divisions of the PHR Department were responsible for:

• formulating policies and strategies for human resource development and women in development, and developing new initiatives and Bank products;

• conducting the supporting research, including the improvement of research capabilities in developing countries, and management of external research funded through the Research Support Budget;

• improving methodology and identifying best practices;

• performing ex-post evaluation of the in the Bank's human resource sector work;

• providing operational support;

• liaising with non-Bank organizations and professionals in this field;

• developing household data on living standards; and

• assisting in the recruitment and training of staff.

On January 1, 1993, the PHR was terminated as part of a larger initiative to align the organization of the Bank's sector work with the priority areas of its poverty reduction effort. Its functions were split between a new Population, Health and Nutrition Department (PHN) and an Education and Social Policy Department (ESP) in the Human Resources andOperations Policy Vice Presidency (HRO). ESP absorbed the functions of the PHRWD and the PHREE. It also absorbed the functions of the Divisions for Poverty Analysis and Policy (PHRPA), which was formerly the PHRWH. The ESP Department was responsible for:

• formulating and disseminating policies and guidelines for its sectors;

• monitoring the effectiveness of policies and approaches;

• identifying and disseminating best practices and lessons of experience;

• liaising with Bank-external organizations and professionals in the field;

• assessing skills requirements and upgrading skills; and

• providing operational support to the Regions.

The ESP Department did not have formal divisions, but was organized into task-specific teams. The following four teams were included: Education; Women in Development; Poverty Analysis and Policy; and Economic Analysis and Labor Markets.

In 1994, the World Bank shifted from a Women in Development (WID) policy to a Gender and Development (GAD) policy. WID policy focused exclusively on women's roles, responsibilities, and needs in regards to specific World Bank development projects. GAD policy still made women's issues a vital focus, but provided a broader policy that emphasized reducing gender inequalities between men and women by targeting the complex social, economic, political, legal, and cultural factors that impede women's participation in economic development. GAD policy in the Bank was prompted by the strategy paper Enhancing Women's Participation in EconomicDevelopment, and resulted in the adoption of the World Bank operational policy "OP 4.20 Gender and Development (GAD)" in 1994. The new policy emphasis evolved from the still limited integration of women's issues into World Bank development projects and programs. "OP 4.20 GAD" took a country level approach by mandating that Country Gender Assessments (CGA) be performed to diagnose gender related issues within in a member country. Once a CGA was complete, this information would become part of the Country Assistance Strategy (CAS), helping to embed gender-informed policy into all subsequent projects within that country. This differed greatly from WID projects that performed a social analysis of women's issues only at the development project level.

On July 1, 1995, the ESP was terminated and its replacement reflected the shift from WID to GAD policy. HRO became Human Capital Development and Operations Policy (HCO), and ESP was replaced by the Povertyand Social Policy Department (PSP). The ESP education functions were moved into the new Human Development Department (HDD). The WID functions of ESP were replaced by the Gender Analysis and Policy (GAP) Group. GAP was responsible for:

• helping the Bank to define and implement its gender policies;

• conduct research on gender-related issues in areas such as education, property rights, labor markets, and economies in transition;

• provide gender training for World Bank staff;

• and provide operational support to the Regional Vice Presidencies.

Minh Chau Ngyuen assumed the role of Manager for GAP from July 1995 to December 1996.

On December 31, 1996, the Human Capital Development Vice-Presidency (HCD, formerly the HCO) was terminated as part of President's Wolfensohn's reorganization of the World Bank. PSP was temporarily relocated under the oversight of Director Masood Ahmed of the International Economic Department (IEC), a unit within the Development Economics Vice Presidency (DEC). Ahmed was transitioning into the role of Vice-President for the new Poverty Reduction and Economic Management Network (PREM). In this transition period from January 1, 1997 to June 31, 1997, the PSP became the Poverty, Gender, and Management Units (PGP). The various divisions of PGP were then mapped into the newly created PREM sector departments. Much of PGP staff and functions were mapped into the PREM Gender Division (PRMGE), which launched in July 1997. In 1997, the PRMGE consisted of the Gender and Development (GAD) Board led by the head role of GAD manager. In 1998, the head role of GAD was raised to director. From 1997 to 1998, Joanne Salop served as both the Interim Manager and the Director of PRMGE. The GAD responsibilities included:

• knowledge management;

• regular monitoring and reporting of policy implementation;

• and for building capacity to mainstream gender within the Bank.

In 1999, Karen Mason succeeded Joanne Salop to become the Director of PRMGE. She served in this role until January 2005.

The publications of the World Bank policy research report Engendering Development - Through Gender Equality in Rights, Resources and Voice in 2001, and the PRMGE produced strategy paper "Integrating Gender into the World Bank's Work: A Strategy for Action" in 2002, prompted revision of "OP 4.20 GAD" in 2003. Both publications provided a detailed framework in how gender actions could be further mainstreamed into Bank operations. This produced the revised "OP 4.20 GAD" and a new parallel bank procedure "BP 4.20 GAD". The new revisions provided significantly more guidance for gender policy integration for country directors, sector managers, and task teams than had previous "OP 4.20 GAD" policies. PRMGE remained the main gender and development sector in charge of oversight, monitoring, and support of gender and development initiatives within the World Bank, but the "OP 4.20 GAD" embedded gender and development policy compliance measures across networks, regions, and country operations.

In 2005, Mayra Guvinic succeeded Karen Mason as the Director of PRMGE, and served in this position until 2011.

In 2006, the PREM Vice President, the PRMGE GAD Board, and other World Bank regional and network officials partnered with the OECD Development Assistance Committee Network on Gender Equality (GENDERNET) to pursue a plan to achieve the UN Millennium Development Goal 3 (MDG3), which seeks to "Eliminate gender disparity in primary and secondary education, preferably by 2005, and in all levels of education no later than 2015".

GENDERNET included a forum of gender experts from numerous international development agencies, including World Bank officials. The partnership resulted in the Gender Equality as Smart Economics: A World Bank Action Plan. The Action Plan was intended to achieve MDG3 goals and economic empowerment of women, but it had an additional purpose of hastening the mainstreaming of gender policies outlined in "OP 4.20 GAD" and "BP 4.20 GAD" into World Bank operations. The Action Plan was undertaken over the years 2007 to 2011.

In August 2011, Jeni Klugman succeeded Mayra Guvinic as Director of PRMGE.

In 2012, gender and development policy received unprecedented attention and visibility within the World Bank when the Bank's key annual publication of the World Development Report (WDR) focused on the theme of Gender Equality and Development.

Benjamin B. King joined the World Bank in 1947 as an economist. During his long career he served in various parts of the Bank: the Economics Department (1947-1949, 1950-1952, 1965-1967), Office of the President (1949-1950), Europe, Africa & Australasia Department (1952-1957), Economic Development Institute (1957-1962), South Asia and Middle East Department (1962-1965), South Asia Department (1967-1970), Special Projects Department (1970-71), Economics Program Department (1971-1972), and Development Policy Staff (1974-1978). He completed his career as the Director, Development Economics Department, 1978-1981. From 1972-1974 King was seconded from the World Bank to serve as an adviser to the Canadian International Development Agency.

Desmond McCarthy was born in Cork, Ireland on December 2, 1936. He received a B.E. Electrical Engineering from National University of Ireland in 1958, followed by a PhD in Electrical Engineering from New York University in 1966 and an M.S. Economics from the Massachusetts Institute of Technology (MIT) in 1975. He subsequently spent time as a researcher at MIT prior to joining the World Bank.

McCarthy joined the World Bank in June 1981. During his 18 years as a staff member and ten more as a consultant, McCarthy held various positions in the operational, policy, research, and evaluation units of the Bank.

In 1981 McCarthy was an Economist in the Comparative Analysis and Projections Division of the Economic Analysis and Projects Department (EPDCA). The EPD was located in the Development Policy Vice Presidency (VPD), the Bank's research arm; it was transferred, along with most VPD functions, into the new Economics Research Staff (ERS) Vice Presidency in 1982. The EPD was primarily responsible for reviewing the Regional Vice Presidency's country economic analyses and programs and developing and operating macro-economic data systems related to national accounts, debt, capital flows, and trade.

In 1983 McCarthy joined the Country Policy Department (CPD). CPD was located in the Bank's Operations Policy Vice Presidency (OP), although it had previously been located in the Development Policy Vice Presidency (VPD). CPD focused on country policy and strategy and was primarily responsible for improving country and economic sector work in Bank lending operations.

In 1985 McCarthy entered the Bank's operations complex for the first time when he joined the Latin America and the Caribbean Vice Presidency (LCN) as a Senior Economist in the River Plate and Bolivia Division (LC2PB). He soon after moved into the Argentina Division (LC2AR) where he was the country economist for Argentina. Following the Bank-wide 1987 reorganization, McCarthy remained a Senior Economist in LCN but moved into the Country Operations Division of the Country Department responsible Costa Rica, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, and Panama (LC2CO).

In 1988 McCarthy returned from the operations complex to the research arm of the Bank, called the Development Economics Vice Presidency after 1987. He would remain there until his retirement. His first position upon his return was in the newly established International Economics Department (IEC); the IEC had been created in the 1987 reorganization and had assumed some of the functions of the EPD. McCarthy was located in the International Economic Analysis and Prospects Division (IECAP) where he soon gained the title of Principal Research Economist.

In 1992 McCarthy moved into the new Development Policy Group (DPG) as an Economic Adviser. The DPG had previously reported to the Senior Vice President of Operations (OPNSV) in the form of the Economics Advisory Staff; it had advised the office on matters related to Country Strategy Papers (CSPs) and adjustment loans. Upon the termination of the OPNSV in 1991, it was placed in the DECVP but maintained its prior responsibilities.

Between 1993 and 1999 McCarthy served as Economic Adviser first to the DECVP and then to the Development Research Group (DECRG).

McCarthy retired from the Bank in 1999 but served as a consultant for the Bank in a variety of capacities over the subsequent decade. Units in which he served include: DECVP; the Office of Operations Evaluation (OED); the Operations Policy and Strategy Vice Presidency (OPS); the Health, Nutrition, and Population Team in the Human Development Network (HDNHE); and the Quality Assurance Group (QAG). McCarthy's last consultancy with the World Bank ended in 2010.

The Private Sector Development and Infrastructure Vice Presidency (PSIVP) was launched in February 1999. The establishment of PSIVP was the result of the termination of the former Finance, Private Sector Development and Infrastructure Network (FPSI) in January 1999, and a renewed effort by World Bank President James D. Wolfensohn to more closely integrate the operations of the Bank and its affiliate of the International Finance Corporation (IFC), especially in the areas of private sector development and infrastructure. To facilitate this integration, Wolfensohn appointed Peter Woicke to serve in a dual role of IFC Executive Vice President and Managing Director for the World Bank. The newly created PSIVP and its subordinate departments were created as a joint IFC and Bank vice presidency, and reported directly to Woicke. Nemat Talaat Shafik was appointed Director of PSIVP in February 1999, and also reported to Woicke.

The functions and staff of the FPSI departments of the Private Sector Development Department (PSD), the Energy, Mining, and Telecommunications Department (EMT), and the Transportation, Water, and Urban Development Department (TWU) were transferred to PSIVP at its establishment. PSD and parts of EMT were later mapped into the following newly established joint IFC and World Bank departments: the Private Sector Advisory Services (PSAS); the Small and Medium Enterprise Department (SME); the Oil, Gas, and Chemicals Department (COC); the Global Information and Communications Technologies Department(CIT); and the Mining Department (CMN). In 2001, transportation, water, energy, and urban development functions were mapped into the newly organized Energy and Water Department (EWD) and the Transport and Urban Development (TUD). EWD and TUD were not joint Bank and IFC departments, but still reported to the PSIVP. In 2002, CMN was merged with COC to form the new Oil, Gas, Mining, and Chemicals Department (COC) in PSIVP.

In May 2003, PSIVP was terminated and its functions and staff were spilt among the new joint IFC and World Bank Private Sector Development Vice Presidency (PSDVP) and the Bank's Infrastructure Network (INF). PSAS and SME were mapped into PSDVP. COC, CIT, EWD, and TUD were mapped into the INF Network.

Functions related to the social development sector were consolidated in a single department in January 1997, with the formation of the Social Development Department (SDV, alternatively referred to as the Social Development Network) within the Vice Presidency for Environmentally and Socially Sustainable Development (ESSD). However, activities related to the sector were initiated in the early 1970s with the report circulated by the Vice President of Bank Operations, Warren Baum, entitled A Report with Recommendation on the Use of Anthropology in Project Operations in the World Bank Group. This report concluded that there was a need to increase anthropological and sociological input into Bank projects; part of its recommendations included the hiring of eleven anthropologists and sociologists who were to be placed in strategic operational departments. As per its recommendations, social scientists were recruited and placed in various sectoral, regional, and country offices. For example, Michael Cernea, the Bank's first sociologist, was hired by the Rural Development Department in 1974 and Gloria Davis, the Bank's first anthropologist, became a member of the Indonesia Transmigration and Land Settlement Program in 1978. The objective of the Bank's earliest social scientists was to work towards the improvement of development project effectiveness through focus on the promotion and development of tools for social analysis and participation, and the creation of a Bank-wide and external network of colleagues.

In the early 1980s, policies related to resettlement, indigenous people, women, and institutions (specifically related to farmer production systems) were developed and implemented by the Bank. Significantly, in 1984, the Bank adopted an operational manual statement (OMS 2.20) that included a section on Sociological Aspects of Project Appraisal. During this time, the social scientists employed by the Bank along with other Bank staff interested in social concerns were linked informally through the Bank Sociological Group, headed by Michael Cernea.

Developing and maintaining relationships with external non-governmental organizations (NGOs) became a Bank-wide imperative in the early 1980s. These activities would come to be associated with the social development network and would eventually be placed in the SDV in 1997. An initial NGO-World Bank Committee was formed within the International Relations Department (IRD) of the Office of the Vice President, External Relations (VPE) in 1983. The function would be moved regularly over the subsequent decade and a half. The function was moved into: the Strategic Planning Department as a new unit in 1987 (SPRIE); the External Relations Department, again, in 1990 (EXTIE); the Operations Policy Department (OPR) in 1993, briefly as the International Economic Relations Division (OPRIE) and then into OPR's Policy Group (OPRPG); and finally the SDV's Non-Governmental Organization Division (SDVNG) in 1997.

In 1987, the Environment Department (ENV) was created within the Vice Presidency, Sector Policy and Research (PRE). Four Regional environment divisions (REDs) were also established to serve as technical departments that would oversee the implementation of environment measures included in Bank-supported projects. While the newly formed Department initially consisted of environment staff, it and the REDs eventually came to have social expertise, as well.

This development was ultimately articulated in the Environment Department's organizational structure when, in 1993, a division for Social Policy and Resettlement (ENVSP) was created with an anthropologist, Gloria Davis, as division chief. The division dealt with resettlement, social dimensions of natural resource management, social assessment, and an emerging social policy agenda. The division was also involved in project appraisal/review and creating reports and policy.

A significant development in the articulation of the Bank's social development function was the 1994 publication of Social Assessment-Incorporating Participation and Social Analysis into the Bank's Operational Work by the ENVSP (WBG Archives folder number 1454283, Social Development Fonds). The paper brought together social analysis and participatory processes under a single approach and defined the objectives of social assessment as reducing poverty and promoting sustainable development by:

• identifying key stakeholders and establishing an appropriate framework for their participation in project selection, design and implementation;

• ensuring that project objectives and incentives for change are acceptable to the range of people intended to benefit, and that gender and other social differences are reflected in project design;

• assessing the social impact of investment projects, and determining how adverse impacts can be overcome or at least substantially mitigated; and

• evaluating the capacity to enable participation, permit service delivery and carry out mitigation measures, and recommending measures to strengthen capacity.

The Bank and, specifically, the ENVSP, published numerous papers, guides, and books throughout the 1990s that helped define the emerging social development sector, provide guidance for Bank lending and operations departments, and influence future policy. In 1997, Social Development and Results on the Ground: Task Group Report:http://documents.worldbank.org/curated/en/1997/05/3217454/social-development-results-ground-task-group-report was published as the final document of the Task Group to advise on Social Development. The document provided definitions, took stock of the Bank's accomplishments related to social analysis and social development, and charted a course for moving forward. The Task Group also provided a number of recommendations related to the broader use of participation and social analysis.

In January of 1997, the Social Development network (SDV) was formed. This took place at the same time as a Bank-wide reorganization of the thematic Vice Presidencies. To facilitate sharing of expertise and knowledge, the Bank established networks that linked Bank-wide communities of staff working in the same field across organizational boundaries and with external partners. The networks formed a virtual overlay on the existing Bank organization, and were intended to link staff working in the same sectors throughout the Bank, whether the staff was located in the Regions, in the Central Vice-Presidencies' Sector Departments, or other Vice-Presidencies. Four networks were formed as part of the restructuring: the Environmentally and Socially Sustainable Development Network (ESSD); the Finance, Private Sector Development, and Infrastructure Network (FPD); the Human Development Network (HDN); and the Poverty Reduction and Economic Management Network (PRM). THE SDV was placed in the ESSD.

Gloria Davis was named the first director of the SDV. In addition to the creation of the Department, social development units were established in the Regions and a Board of Regional representatives was created. The newly formed Social Development Board set as its main objectives:

• establishing the infrastructure through which the network would function;

• integrating and mainstreaming social analysis, participation and gender considerations into lending operations by developing and disseminating procedures for social assessment;

• identifying and addressing key social issues in countries and regions;

• aligning work on social development within the merging business activities of the Bank - especially poverty reduction and private sector development;

• improving research, capacity building and partnerships; and

• delivering several other products and programs identified by the Executive Directors and senior management as having high priority for the Bank: for example, developing a strategy to guide Bank-NGO relations, strengthening the Bank's capacity to deal with post-conflict reconstruction, and supporting a new cultural heritage initiative.

The Department had no operational portfolio.

On January 1, 2007, the Social Development Department was moved to the Sustainable Development Network (SDN). The SDN officially came into existence on July 1, 2006, and was operationally functional as of January 1, 2007. It was formed through the integration of ESSD and Infrastructure (INF). Along with the Social Development Department, SDN includes the following units or departments: Agricultural and Rural Development Department (ARD); Concessional and Sub-National Finance (CSF); Finance, Economics and Urban Development (FEU); Sustainable Energy (SEG); Environment Department (ENV); and Transport, Water, and Information and Communication Technologies (TWI).

The origins of agricultural and rural development sector work in the Bank began with the establishment of the Agriculture Division (TODAG) in the Technical Operations Department (TOD) in 1953. TODAG was created alongside the Transportation Division (TODTP), Industry Division (TODIN), and Public Utilities Division (TODPU). TOD responsibilities included:

• investigating and appraising the development efforts of member countries and advising area departments of developmental priorities;

• appraising proposed projects and advising area department on their organizational, managerial economic, financial and engineering feasibility;

• assisting in the negotiation of projects;

• supervising approved projects;

• assisting borrowers in their procurement efforts;

• monitoring developments in the various sectors of member countries' economies and preparing studies as required; and

• selecting consultants for the examination of projects.

In 1965, the TOD was terminated and its divisions were transferred to the newly established Projects Department (PRJ) with division functions unchanged. TODAG became the Projects Department Agriculture Division (PRJAG).

In November 1968, PRJAG was upgraded to the Agriculture Projects Department (AGP). The AGP was created in a 1968 reorganization of all projects staff, which provided for the upgrading of the former projects divisions into projects departments. This was done to recognize their increased responsibilities and workload, and to strengthen the working relationship with the area departments responsible for project operations by according them equal status. AGP reported to the Office of the Director for the Projects Department (DRP). In November 1968, Lionel J. C. Evans assumed the role of AGP Director. The AGP responsibilities included:

• providing advice on agriculture sector problems to the area departments;

• preparing pre-investment studies to identify developmental priorities in the agriculture sector of member countries;

• appraising proposed projects, or assisting in the preparation of projects for countries unable to do so;

• providing operational support in the negotiation and administration of loans and credits, in procurement matters, in selecting consultants and in writing terms of reference;

• supervising projects as regards their construction and operation; monitoring developments in the sectors of member countries' economies; and

• cooperating with other international agencies on programs of common interest.

On the date of its establishment, the AGP consisted of the following divisions: the Irrigation Division I (AGPD1); the Irrigation Division II (AGPD2); the Agricultural Credit Division I (AGPC1); the General Agriculture Division (AGPG1); the Agricultural Industry Division (AGPND); the Livestock Division (AGPLK); the Economics Division (AGPED); and Technical Assistance Division (AGPTA). In late 1970, the AGPED and the AGPTA were merged into the Economics and Pre-Investment Division (AGPEC). In March 1971, the General Agriculture Division I(AGPG1) was split, and half of its staff transferred into the new General Agriculture Division II (AGPG2).

As part of the World Bank reorganization in October 1972, most of the AGP's staff was transferred to regional projects departments in the newly established Regional Vice Presidencies in order to more effectively fuse country knowledge and technical skills. This left AGP with a core staff performing essentially advisory services for the Regions at their request, in addition to ongoing operational policy development and research and quality control with regard to agriculture project and sector work. As a sector department, it was also responsible for the formulation of development policy and defining possible strategies for long-term growth in the agricultural sector. The AGP that emerged from the 1972 reorganization did not have any formal divisional structure, and reported to the Central Projects Vice Presidency (CPS). In 1973, Montague Yudelman replaced Lionel J. C. Evans, and assumed the role of AGPDirector.

On September 1, 1973, a Rural Development Division (AGPRD) was established in the renamed Agriculture and Rural Development Department (AGP). The new division was given the task of formulating and implementing new project concepts aimed at assisting the rural poor in developing countries. This new division was a response to a speech given by Bank President Robert McNamara in Nairobi, Kenya of the same year, which addressed the issues of the rural poor. Related to the new focus on rural poor,the Secretariat of the Consultative Group for International Agricultural Research (AGPCG) was also transferred in November 1973 from the International Relations Department (IRD) to the Agriculture Department, but removed shortly after in 1974 when it was upgraded to an independent department.

In early 1975, a new Economics and Resources Unit (AGPER) was established in the AGP. On November 1, 1975, the AGP absorbed the nutrition functions from the Population and Nutrition Department (PNP), and placed them in a new Nutrition Division (AGPNU). It also established a new Rural Operations Review and Support Unit (AGPOR) to monitor its rural development program and assist the Regions on rural development project missions through the provision of staff, consultants, and briefs.

On July 1, 1977, new acronyms were assigned to the Agriculture and Rural Development Department (AGR), and its subordinate divisions of the Rural Development Division (AGRRD), the Nutrition Division (AGRNU), the Rural Operations Review and Support Division (AGROR), and Economics and Policy Division (AGREP). On April 1, 1979, the support unit for the International Fund for Agricultural Development (IFAD) was transferred from the Front Office of the Vice President of Central Projects (CPSIF) to AGR, and retained its name with the new acronym AGRIF.

In October 1979, the Nutrition Division of the Agriculture Department (AGRNU) was closed and its staff transferred to the newly created Population, Health and Nutrition Department (PHN0001). On July 1, 1980, the Operational Review and Support Unit (AGROR) in the Agriculture Department was replaced by the Monitoring and Evaluation Unit (AGRME).

As part of the reorganization of the Central Projects Staff (CPS) into the Operations Policy Staff (OPS) in February 1982, the AGR regionalized its Rural Development Division (AGRRD), and established a new Agriculture Research Unit (AGRES). In mid-1984, the advisory staff of AGR was structured into three new units: the Finance Agro-Industries and Fisheries Unit (AGRFA); the Production and Technology Unit (AGRPT); and the Water and Resources Unit (AGRWR).

In September 1984, Donald C. Pickering replaced Montague Yudelman as AGR Director. Pickering was soon after replaced by G. Edward Schuh as AGR Director in December 1984.

In spring 1986, the Water and Resources Unit (AGRWR) and the Production and Technology Unit (AGRPT) were merged into the Production, Technology and Resources Division (AGRPR). A unit for the Special Program for African Agricultural Research, or SPAAR, was also established in AGR under the new acronym AGRSP.

As part of the 1987 Bank reorganization, the majority of AGR sector staff were transferred to a restructured Agriculture and Rural Development Department (AGR) in the newly established Policy and Research Vice Presidency (PRE). Other AGR staff were transferred to operational units within the Bank's project-focused Regional Vice Presidencies where they were placed in the Agriculture Division of each Region's Technical Department (formerly Projects Department) or in Agriculture Operations Divisions within the new Country Departments. Staff remaining in AGR were responsible for:

• formulating policies and strategies for the agricultural sector and developing new initiatives and Bank products;

• conducting the supporting research, including the improvement of research capabilities in developing countries, and management of external research funded by the Research Support Budget;

• improving methodology and identifying best practices;

• performing ex-post evaluation of the Bank's agriculture sector work;

• providing operational support;

• liaising with Non-Bank organizations and professionals active in this sector; and

• assisting in recruitment and training of staff.

The reorganized AGR consisted of two divisions: the Agriculture Development Division (AGRDE) and the Agriculture Production and Services Division (AGRPS). Further, the Special Program for African Agricultural Research (AGRSP) was subordinated to the front office of AGR. In 1988, AGRDE was replaced by the Agricultural Policies Division (AGRAP). In May 1987, Viljay S. Vyas replaced G. Edward Schuh as AGR Director, and served as Acting AGR Director until 1988. Vyas was replaced by Michel J. Petit in 1988.

On January 1, 1990, AGR started reporting to the Vice President of Sector Policy and Research (PRS). This reporting structure was maintained after PRS was renamed Vice President of Sector and Operations Policy (OSP) on December 1, 1991. The Agriculture Production and Services Division (AGRPS) was also replaced in December 1991 by the Agriculture Technology and Natural Resources Division (AGRTN).

As part of the Bank-wide 1993 reorganization, the Agriculture and Rural Development Department was renamed Agriculture Technology and Natural Resources Department (AGR), and transferred to the newly-established Vice Presidency for Environmentally Sustainable Development (ESD). Further, the natural resources function was taken out of the Agriculture Technology and Natural Resources Division (AGRTN), which was renamed Agriculture Technology and Services Division (AGRTN), and established as an independent Natural Resources Division (AGRNR).

In 1994, Alexander F. McCalla assumed the role of AGR Director. In May 1995, AGR was restructured and the divisions were replaced by the Agriculture and Forestry Systems Division (AGRAF), and the Sector Policy and Water Resources Division (AGRPW).

As part of the 1997 World Bank reorganization, the AGR was terminated and its functions transferred to the Rural Development Department (RDV) located in the Environmentally and Socially Sustainable Development Network (ESSD). RDV was created alongside the Environment Department (ENV) and Social Development Department (SDV). At its establishment, the RDV consisted of a Global Water Unit, and the Agricultural Research and Extension Group (ESDAR). In May 1999, RDV added the following thematic groups: agricultural production systems intensification; natural resource management; rural institutions and markets; and strategy and policy.

In late 2000, Robert L. Thompson replaced Alexander McCalla as RDV Director. In 2001, the thematic areas were replaced by new groups and themes, including: the Commodities Group (RDVCG); rural portfolio; policy and strategy; science and technology; water resource management; land management; forestry management; and commodities risk management.

In 2002, RDV was renamed the Agriculture and Rural Development Department (ARD). Kevin Cleaver assumed the role of ARD Director the same year. In 2003, ARD added thematic areas in agriculture trade, water for agriculture, and fisheries. Sometime around 2008, ARD thematic areas were restructured to include the following groups: agribusiness; agricultural technology; commodities risk management; fisheries; forestry; land tenure; land use management; livestock; policy and strategy; portfolio management; rural finance; and water and food.

The Staff Economic Committee (SEC) was created in 1952 as one element of the World Bank's first Bank-wide reorganization. The objective of the committee was to review and coordinate the Bank's economic policy; its role was advisory in nature. Its primary function was to review country economic reports drafted by Bank-coordinated country missions. However, the body also performed other functions, including:

• Sharing information on all economic studies being considered or in preparation in the various departments of the Bank;

• Coordinating all economic studies to avoid duplication and ensure consistency;

• Making available to the members of the committee general economic information of interest to them for their work;

• Assisting in formulation of Bank-wide views on economic and financial problems related to operations;

• Providing a channel for consultation on any economic problem of concern to the individual members of the committee.

The committee was initially chaired by Economic Staff Director Leonard Rist and its members included economic advisers to the directors of the area departments, economic adviser to the director of the Technical Operations Department (TOD), and advisers to the director of the Economic Staff.

The assistant to the director of the Economic Staff (or, after 1964, the Economic Department) generally served as the secretariat for the committee through 1965. A number of individuals contributed to the secretariat function during this period, all of whom were located in the Bank'sEconomic Staff/Department: Badri Rao, J. P. Hayes, Bruce M. Cheek, Ravi Gulhati, A. J. Macone, M. H. R. Jordan, J. F. Fanel, Shamser Singh, M. V. Shivman, John Froland, Doreen E. Crompton, and Palo Leon.

The committee chairman was responsible for establishing the agenda for the committee's weekly meetings based on consultation with committee members and the Staff Loan Committee (SLC). Results of committee meetings were communicated to the operating department heads through their respective economic advisers and to management by the chairman of the committee. The SEC did not consider loan proposals nor did it recommend terms for particular loan or credit proposals.

As stated, the committee's primary function was the review of country economic reports. For the institution's first 15-20 years, the Bank's country economic reporting involved extended country visits by general survey missions consisting of a combination of Bank staff and external consultants. The resulting economic studies produced by the mission teams were lengthy and comprehensive publications that provided recommendations for the Bank and the country's government for approaches to future economic policy in each country.

However, by the mid-1960s, the Bank had begun moving away from comprehensive country economic reports, transitioning to more succinct, focused, and frequently updated country program and country sector publications. This transition was, in part, responsible for changes made to the SEC in early 1965. At this time, the Staff Economic Committee was reconstituted as the Economic Committee (EC) and the Bank's Secretary's Department became the secretariat for the rechristened committee. C. F. Owen served as the committee's secretary from 1965 until November 1969; J. Chaffey held the role from December 1969 to December 1971.

Other changes implemented in 1965 involved the procedures guiding the review of economic reports and survey mission reports. Previously, all economic reports and survey mission reports were automatically the subject of a meeting of the full committee. The new procedure directed reports that contained issues which were deemed significant to a more focused sub-committee for initial quality review before being forwarded to the full EC. The sub-committee was usually composed of representatives of the Area Department concerned, the Economic Department, the secretary of the Committee and those economic advisers that chose to attend.

In 1967 an additional layer of review was created with the formation of a smaller group called the "country economic working party" consisting of the economic adviser from the relevant Area Department, a senior representative of the Economic Department, and the author or authors of the report. Meetings of this team would consider reports at a somewhat earlier stage in the drafting process. The sub-committee remained in existence in case it should be needed.

The responsibilities of the EC did not change substantially as part of the changes enacted in 1965. It continued to consider and review the Bank's economic operations and activities and to recommend action to be taken by the Bank Group president or the Loan Committee. The economic operations and activities under consideration included formulation of economic judgments and policies, and implementation of general economic policies in Bank operations, research, and publication of economic and statistical material. The EC also ensured that high and consistent standards of economic performance were maintained in the Bank's economic work.

Analyses and evaluations of member countries' economies, development policies, programs, priorities, performance, and creditworthiness continued to command much of the committee's attention. The committee's work in this area was intended to provide the framework for a general program for World Bank activities in each country. In addition, the committee examined all economic appraisals and reviews of area and regional problems and prospects. Together, this area of country-focused review was referred to as "program review". At the same time, the committee reviewed and made recommendations on economic issues of general importance to the activities and policies of the Bank Group. These were referred to as "policy review" discussions.

As of 1965, EC members included the economic adviser to the president, who served as committee chairman; the director of the Economic Department; the director of Special Economic Studies; Special Adviser to the President Leonard Rist; the director of the Economic Development Institute (EDI); and an economic adviser as designated by the director of each of the regional operations departments. Open invitations were also extended to directors of Area Departments with responsibility for countries under discussion, the chairman of the Loan Committee, directors of the Development Services Department (DSD) and Office of Information (INFO), the World Bank Group (WBG) treasurer, and a representative of the International Finance Corporation (IFC). By 1971, a standing invitation had been extended to the International Monetary Fund (IMF) to send a representative to program review meetings.

The importance and extent of the committee's program review work intensified with Bank Group President McNamara's announcement at the Bank/Fund Annual Meetings in 1969 of an expansion of country economic reporting and the regular publication of Country Program Papers (CPPs). These reports, intended to describe individual country's economic challenges and prospects, were initially intended to be published annually for larger member countries and every two or three years for smaller borrowers. The EC's role was to review the CPPs to clarify the economic issues of the reports prior to the president's review. The committee would meet on all the CPPs scheduled for review by the president but not necessarily on those to be reviewed by the president's economic adviser.

In 1971 the EC's secretariat was moved to the Economic Program Department (EPD) of the new Development Policy Vice Presidency (VPD); the EPD had inheritedthe program review functions of the former Economic Department.

The review of CPPs took up the majority of the committee's attention. As of February 15, 1972, consideration of CPPs was the focus of more than half of the committee's meetings while review of sector program papers and development papers took up more than a quarter. Reviews of the Bank's research program and discussion of economic reporting procedures were also under the purview of the committee.

The EC was abolished as part of the Bank-wide reorganization of 1972. Its replacement, the Policy Review Committee (PRC), had a much smaller scope than the EC. The focus of the new PRC was exclusively on development and operational policy papers. The committee reviewed all policies requiring the approval of the president (as well as other papers selected by the chairman). Following its review, the committee advised the WBG president on the quality and adequacy of the policies it reviewed prior to the president's approval.

As part of the 1972 changes, the responsibility for the review of CPPs was transferred to the regional vice president responsible for the country in question. The PRC contributed to the review of CPPs but no longer chaired the meeting.

Other significant differences between the abolished Economic Committee and the new PRC included the WBG president acting as chairman of the PRC and the Policy Planning and Program Review Department (PPPR) of the VPD serving as secretariat.

The Incentives and Comparative Advantage (INCA) Unit was constituted as a World Bank applied research project (RPO 672-44 "Establishment of an Experimental Unit for Work on Industrial Incentives and Comparative Advantages") and was approved by the Bank's Research Committee in August 1981. INCA began operations in September 1981 as a two-year experimental central support unit primarily funded by the Industrial Development Finance Department (IDF) and the Bank's Research Committee with contributions from theProductivity Division of the Development Research Department (DRDPR) and each of the regional operating departments. These sponsors considered the unit as an experiment in the integration of research into the Bank's operations, funded by the research budget.

Since the early 1970s, the Bank had been financing research projects (RPOs) involving the detailed analysis of protection and other incentives and empirical estimation of incentive and comparative advantage indicators. Bank staff involved in the research projects had also been providing advice and assistance to operational staff responsible for INCA-type studies for a considerable time. However, this support was informal, ad hoc, and uncoordinated. Member countries and the Bank's regional operating units increasingly regarded these studies as pertinent for policy reform and there was a demand for new studies, mainly in the context of structured adjustment lending (SALs) or industrial sector loans, as well as a demand for technical assistance for protection and other aspects of industrial policy. The INCA Unit was therefore created with the following objectives:

• undertake applied research, including on the development of operational tools;

• support policy related studies;

• provide technical assistance and support to operating units of the Bank (notably the regional industrial development and finance operating units and program units);

• work with research or other organizations in member countries to build local capabilities to undertake INCA analysis on a permanent basis, in assistance with the Regions.

Economist Garry Pursell was appointed to lead the INCA Unit in August 1981 which consisted of a small staff of research assistants and full-time consultants. The INCA Unit was originally situated within IDF until October 1982 when IDF was absorbed by the newly established Industry Department (IND). The unit was subsequently incorporated into the department's Strategy and Policy Division (INDSP) and reported to the INDSP division chief. Theapplied research efforts of the unit resulted in multiple products for supporting empirical INCA studies including the development of computer software and programs for data processing, a manual on INCA studies for country officials and researchers, methodological work, INCA consultant rosters, information files (including sources of information for international price data) and bibliographies of INCA and INDSP effective protection studies.

Funding for the unit was extended to December 1984 and by then, the unit had completed most of its work as outlined in a Project Completion Report (PCR) submitted in March 1985. INDSP began to support INCA functions in January 1985 and created a working group that met weekly; however, it was gradually phased out a short time later. The Industry Department and INDSP were terminated with most organizational units in the 1987 Bank-wide reorganization. The INCA analysis and support function would not be expanded or established on a permanent basis but would still be carried under the Industry Development Division, Industry and Energy Department (IENIN) under the Policy, Planning and Research Vice Presidency (PRE).