Barber Benjamin Conable (1922-2003), the World Bank Group's seventh President, was a career politician and had no substantial Wall Street experience. Conable had a background in law, graduating at Cornell University Law School in 1948. After serving in both World War II and Korea, he established a practice in New York. He later opted for a political career, first becoming a Republican member of the New York state senate, and then, in 1964, a member of the US Congress, where he served ten consecutive two-year terms.

Conable's first order of business upon becoming President in 1986 was to identify ways to trim the Bank's budget. It was decided that a major reorganization of the Bank would be the most effective way to create significant savings. An external consulting firm was hired to analyze the Bank's operations and an internal committee was appointed to implement the changes. The most significant result of the 1987 reorganization was the Country Department, rather than the Regional Vice Presidencies, became the basic program and budget unit. Two new Senior Vice Presidents for Policy, Planning and Research (PPRSV) and Administration (SVPAD), were also created. The latter became the Senior Vice President, External Affairs and Administration (EAASV) in 1988.

The ongoing debt crisis was another issue that Conable faced upon his arrival at the Bank. Initiatives such as the U.S.-sponsored Baker Plan attempted to alleviate debt in developing countries by urging financial institutions and commercial lenders to lend new monies to countries engaged in acceptable structural reforms. However, these initiatives found limited success. Initially, Conable and the Bank rejected calls for debt relief, but by 1987 a new debt-restructuring package to reduce existing debt and supplement new lending was announced by the Bank. The debt crisis contributed to increased cooperation between the Bank and the International Monetary Fund (IMF), resulting in jointly authored policy framework papers and, in 1989, a Concordat that allocated primary responsibilities between the two institutions.

Conable attempted to address criticism of the Bank's impact on the environment by strengthening environmental safeguards. An Environment Department was created in the 1987 reorganization. Its responsibilities were to review and direct research and policy on the environment and to conduct regular discussion with borrowers on the environmental implications of proposed projects. In addition, technical departments located in each regional vice presidencybegan reviewing projects for environmental soundness and were responsible for assisting in the implementation of specific environmental measures. The Bank also became involved in a number of highly visible international environmental efforts, including, alongside the United Nations, the creation of the Global Environment Facility (GEF) in 1990. Another result of this increased focus on the environment was a more open and collaborative relationship between the Bank and nongovernmental organizations (NGOs).

Conable also played a role in enlarging the role of other sectors focused on the social dimensions of development. He appointed a task force of senior staff to review the Bank's poverty programs and emphasized the connection between women and development by increasing the responsibility of the nascent Women in Development sector.

International Finance Corporation (IFC) operations continued to increase under Conable. It continued expansion into Africa and South Asia and into new areas of activity, such ascapital market development, corporate restructuring, and assistance to small and medium enterprises. Notably, the Multilateral Investment Guarantee Agency (MIGA), which was conceived during A. W. Clausen's term as World Bank Group President, was launched in 1988. Its purpose was to insure private investors against political risks and thereby promote private investments in developing countries.

The Conable tenure at the Bank witnessed the breakdown of the Soviet bloc and the transformation of Eastern European economies. The World Bank along with the IMF played a central role in the economic transition. The Bank participated in a comprehensive needs assessment of the Soviet economy. A World Bank office was opened in Moscow in 1991 and Conable traveled to Eastern Europe to offer advice and assistance, signing the first loan agreement with Poland in 1990.

Conable instituted a change to the senior management structure in 1987, replacing the former Managing Committee with the new Policy Committee. The new Committee, which served as the principle advisory body to the President, was comprised of: the President; Chairman; Senior Vice President, Operations; Senior Vice President, Finance; Senior Vice President, Policy, Planning and Research; Senior Vice President, Administration (later the Senior Vice President, External Affairs and Administration); the Executive Vice President of the IFC; and the Bank's General Counsel.

Conable served a single term as President, leaving the Bank in August 1991.

Eugene Robert Black (1898-1992) became President of the World Bank in July 1949. The Bank was still in its infancy, having opened its doors only three years previous. Its purpose was not yet widely known to the public nor, within the Bank was it completely determined. The Bank was still more focused on post-war reconstruction in Europe than the development of the poorer, post-colonial countries. Of the ten loans it had made prior to Black's presidency, eight were to the recovering countries in Western Europe. The Bank was a relatively modest institution in terms of its operations; while the two bond issues under Black's predecessor, John McCloy, were perceived as successful, they had only raised about $250 million.

Previous to his affiliation with the World Bank, Eugene R. Black (1898-1992) was an investment banker, employed primarily by the Chase National Bank in New York City. Prior to becoming Bank President, Black served two years as the United States Executive Director. Black's position as U.S. Executive Director was offered to him as part of the conditions placed by then incoming Bank President John J. McCloy. During his time as U.S. Executive Director, Black worked closely with McCloy while exploiting his extensive network of contacts to inform outsiders of the mission and processes of the Bank and to improve the institution's credit.

One of Black's first orders of business as Bank President was to further increase the Bank's credit and to expand its roster of available creditors. Until 1951, the Bank had raised funds exclusively in the United States. That year, however, the Bank made a bond offering on the London stock market, followed by another issue in the Netherlands in 1954. These and other bond issues were considered successful and it was not long before the Bank had established a reputation as a financially sound institution with an impeccable credit record.

The World Bank's transition from an institution initially focused primarily on lending for the reconstruction of Western European countries following the Second World War to one focused on the plight of developing countries took place primarily under Black's leadership. With this transition came a change in the types and objectives of Bank loans. The Bank's early loans to European countries were exclusively program loans which supported a variety of initiatives. With Black's encouragement, loans to developing countries were primarily project focused. The process of selecting projects for funding were based on an analysis of potential economic benefits. Black also emphasized a carefully prepared development plan for each country with funding provided for the projects of highest priority.

Black was known to be a masterful negotiator with strong skills in diplomacy and he used these qualities in the negotiation of financial disputes between a number of countries and their creditors. While the origin of Black and the Bank's role in the majority of these disputes arose from parties approaching the Bank for help, it was Black who approached Indiaand Pakistan in order to help resolve the issue of the allocation of water resources in the Indus Basin. Negotiations lasted nine years and led to a treaty between India and Pakistan. Black and Bank representatives also participated in negotiations related to claims made in the nationalization of the Suez Canal and the nationalization of the Iranian Oil Company.

In 1956, the Bank opened an affiliate organization to the International Bank for Reconstruction and Development (IBRD) that would support investment opportunities in private enterprise in developing countries. The new International Finance Corporation (IFC) was led by former IBRD Vice President Robert Garner. Black also oversaw the creation of another IBRD affiliate in 1961: the International Development Association (IDA). The IDA offered concessional financing featuring long-term low interest rate loans, thus making assistance available to all World Bank members regardless of their income level and debt-servicing capacity. In addition to increasing the number of World Bank clients, the creation of the IDA also led to a diversification of sector focus, as the Bank's lending scope grew to include agriculture, water, and education projects.

Black generally distanced himself from administrative responsibilities and the day-to-day operations of the Bank. His lone VP from 1949 to 1956, Robert Garner, oversaw the organization and operation of the Bank. After Garner left the position to become head of the IFC in 1956, Black named three new VPs: Davidson Sommers, who continued to serve as the Bank's General Counsel and was responsible for finance and fiscal operations and administrative matters; W. A. B. Iliff, who was assigned responsibility for relations with the member governments and the Executive Directors, liaison with international agencies, annual meetings programs and information programs, and the Economic Development Institute (EDI); and J. Burke Knapp, who supervised the operational departments, the Technical Operations Department (TOD) and economic research activities. During his time as Bank President, Black also relied heavily on assistants Richard Demuth and Harold Graves, who looked after public relations and wrote many of Black's speeches. While Bank staff increased substantially during Black's tenure, it was still small enough that senior managers could have regular access to the President.

The lone reorganization of Bank operations that occurred during Black's tenure showed his reliance on generalist-practitioners and project staff for decision making and project design rather than on the Bank's economists. Between 1946 and 1952, the Economic Department (ECD) which consisted primarily of economists, was responsible for functional and geographical analyses and maintained a degree of autonomy separate from Bank operations. The 1952 reorganization dissolved the ECD, moving country specialist staff into one of the three new Area Departments responsible for World Bank-member country relations. Sector-oriented staff of the ECD formed the new Technical Operations Department (TOD) and was placed in charge of project appraisal and supervision. This organizational structure implemented in 1952 was maintained for the next 20 years.

By the time Black left office in 1962, the Bank had raised over $4 billion through seventy-seven borrowing operations in the United States and Europe, and had more than doubled the number of staff. The Bank had funded 330 projects in 60 countries, and expanded its operational capabilities through the creation of the IFC and IDA and subsequently increased its clientele. And finally, the Bank was increasingly viewed by both world leaders and the financial community as an established, principled, and necessary institution.

George David Woods (1901-1982) was born in Boston in 1901. He entered the banking industry immediately upon completing high school and only attended night school at his employers' urging. During this early period, Woods made his talents evident and was promoted rapidly. By the 1940s he was employed by the First Boston Corporation, one of the largest investment banking firms in the United States; by 1951 he was chairman of its board. Woods had considerable involvement with the World Bank Group prior to becoming its President. First Boston was one of two banking firms to manage the Bank's early bond issues. Soon after Woods began participating in missions for the Bank to southeast Asia where he assisted in the development of lending programs and explored the possibility of establishing private development finance companies. Woods was also involved in the Suez Canal settlement mediated by the Bank, and the International Finance Corporation's (IFC) international advisory committee.

Woods was named World Bank Group president in January 1963. Woods is often given credit for continuing the Bank's evolution from a more straightforward financial institution to a development institution. During his tenure, the Bank began analyzing the broader factors that hindered growth in developing countries, such as trade barriers, external debt, lack of diversification, weak institutions, shortages of skills, and ineffective economic and financial policies. As a result of this expansion in focus, more economists were hired by theBank and their importance was increased. Specifically, Woods appointed Irving Friedman, formerly of the International Monetary Fund (IMF), as the Economic Adviser to the President.

In addition to emphasizing the role of economists, Woods looked to strengthen the younger professional staff in the institution. The Bank typically recruited staff in mid-career, but in 1963 the Junior Professional Program (later the Young Professional Program, or YPP) was instituted as a means of recruiting graduates from leading universities.

Under Woods, the Bank continued to expand its lending in the sectors of agriculture and education. Both of these areas were approached with a focus on early intervention, meaning involvement in activities that had a more direct impact, such as farm credit, livestock production, seed improvement, and training and extension work in the agriculture sector secondary and vocational schools in the education sector. Woods also increased focus on the industry sector. This created an increased role for the IFC and involved the transfer of industrial projects from the Bank to the IFC.

Woods promoted the concept of aid coordination to better identify foreign assistance from various sources. This involved the creation of the first Bank-organized consultative groups. It also led to a closer relationship with the United Nations and its specialized agencies such as the Food and Agriculture Organization (FAO) and the United Nations Educational, Scientific and Cultural Organizations (UNESCO). The Bank also served as executive agency for many UN Development Programme (UNDP)-financed studies.

During Woods' tenure the International Centre for Settlement of Investment Disputes (ICSID) was established. Its purpose was to calm the fears of foreign investors who were hesitant about investing in developing countries. ICSID's primary functions include the resolution of investment disputes and providing assurance for foreign private investors.

One of Woods' final accomplishments was the instigation of the "Grand Assize" of experts called together to examine the state of development and to propose to political leaders and the public at large the steps necessary for maintaining progress. The commission was headed by Lester Pearson, former Prime Minister of Canada, and came into effect only after Woods' departure from the Bank.

The organization of the Bank did not change considerably during Woods' tenure as President. One significant move made by Woods was the formalization of the President's Council. Chaired by thePresident, it consisted of senior staff who served closest to Woods, including: Vice Presidents Burke Knapp, Geoffrey Wilson, Simon Aldewereld (appointed in 1965), and Mohammad Shoaib (who replaced Wilson in 1966); Economic Adviser to the President Irving Friedman; General Counsel Aron Broches; and Richard Demuth, who had served in various capacities during his time at the Bank but who headed the Development Services Department (DSD) under Woods. The Council met daily to advise the President on matters related to the management of the Bank.

Woods served a single term as President, departing the Bank in March 1968.

John Jay McCloy (1895-1989) was named president of the World Bank on February 28, 1947 and took office on March 17, 1947. McCloy's appointment followed a three month search for a successor to the Bank's first president, Eugene I. Meyer, who had resigned on December 4, 1946.

Prior to joining the Bank, McCloy spent twenty years practicing corporate law in New York and Europe. He also served as Assistant Secretary of War under Henry L. Stimson in the Roosevelt administration during World War II. By the timehe was nominated as World Bank President, McCloy had a broad network of relationships in both business and government spheres.

McCloy entered the Bank during a time of great uncertainty for the organization. Internally, the issue of who would command executive authority - the Bank president or the executive directors - had yet to be resolved. Externally, the World Bank was viewed with skepticism by many. Impatience for lending operations to begin, uncertainty regarding Bank capital, and questions about leadership were some of the more common concerns expressed by government officials, Wall Street, and the media.

 The issues of executive authority and the Bank's relationship with the United States government were largely resolved during the negotiation of McCloy's nomination. McCloy demanded resolution to the issue of executive authority as a condition of his acceptance of the position. His demands for executive authority were met and were reflected in a June 1947 report of the Board's Committee on Organization. The report stipulated that the Executive Directors were responsible for policy decisions but that recommendations for these decisions must come from Bank management. It also described how Bank operations were under the purview of the president and Bank staff; management would decide whether a loan application was to be pursued and would determine the framework for negotiations. Only after the completion of negotiations would the president submit a loan proposal to the Board for approval. 
The relationship between the Bank president and the United States government was also resolved as a condition of McCloy's acceptance of the Bank's presidency. McCloy demanded that the Bank and the Office of the President not be subject to the dictates of the U.S. government and the American Executive Director. A related condition of McCloy's acceptance of the Bank presidency was that Eugene R. Black would be named the new Executive Director representing the United States. 
While applications for lending had been received prior to his arrival, the signing of the first World Bank loan on May 7, 1947 didn't take place until after McCloy took office. The loan, for $250 million, was made to Credit National, a semipublic French corporation, for post-Second World War reconstruction. Policies related to interest rates, security requirements, and fund dispersal were established during the preparation and negotiation of this and other early loans.

The majority of Bank lending under McCloy was to European countries in support of their reconstruction following the War. However, McCloy foresaw and supported a quick transition to bilateral aid for reconstruction purposes, allowing the Bank to increase investment in the poorer and post-colonial countries of Latin America, Africa and Asia. The Bank's first development loan was made during McCloy's time in office. On March 25, 1948 Chile signed a loan agreement for $15 million to fund hydroelectric and agricultural development.

McCloy also presided over the Bank's first bond offering. The offering of $250 million took place in July of 1947. The offering was deemed a success, as it was substantially oversubscribed.

As the Bank was still a relatively small institution under McCloy's leadership, it maintained a simple organizational structure. Robert Garner, who had joined the Bank at the same time that McCloy was named Bank President, served as the lone Vice President throughout McCloy's tenure. Senior managers, including department directors, had regular and direct access to the President on an informal basis.

McCloy's resignation from the Bank was announced on May 18, 1949.

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.

Robert Strange McNamara (1916-2009) became President of the World Bank Group in April 1968. This followed seven years as United States Secretary of Defense and a period at the Ford Motor Company in the 1950s where he ascended to the position of president. Over the course of his thirteen years as President of the World Bank, McNamara brought considerable change to all aspects of Bank operations. The Bank began to specifically address problems of income disparity and poverty and diversified into sectors previously ignored by both the Bank and the burgeoning development community. It also began to play a more active and at times critical role in many developing economies.

The most prominent action McNamara took upon first becoming World Bank Group President was to dramatically increase the volume of lending. Based on his first five-year lending plan, he proposed to the Governors of the World Bank Group at the Annual Meetings in 1968 that the Bank double the volume of lending during the next five years. His second five-year plan, introduced in 1973, proposed another 40% increase. Bank commitments rose from $1 billion in 1968 to $13 billion in 1981. In order to prepare projects at the necessary rate, McNamara introduced the Country Program Paper (CPP) in 1969; the purpose of the CPP was to provide an overall and long-term development strategy for each country.

The number of staff increased by 125% during McNamara's first five years, and from 1,600 to 5,700 over the course of his tenure. Diversification in the nationality of staff also increased. In order to accommodate the expanding volume of business and the corresponding increase in staff, McNamara undertook a massive, Bank-wide reorganization in 1972. The most significant aspect of the reorganization was the integration of the former Projects Division, which consisted of sector specialists responsible for operational project work, into one of five new Regional Vice Presidencies (RVP). Thus, rather than one Projects Department supporting projects in countrieson an ad hoc basis, each RVP would maintain its own projects staff. As a result, staff responsible for both sector skills and country knowledge would necessarily work more closely together.

In order to mobilize the resources to fund this massive expansion of Bank operations, McNamara found less conventional avenues of support. He looked beyond Wall Street to Germany, Japan, and the Middle East. He also increased borrowing from central banks and broke into the European pension trust market. In 1969, he hired Eugene Rotberg to take command of these ambitious borrowing plans.

McNamara focused on the issue of population growth more than any other Bank President. The Bank's first financing for family planning was approved under McNamara in 1970. He also continued to expand the Bank's emphasis on agricultural lending. With the support of the Bank's economic research lead, Hollis Chenery, McNamara recommended measures such as land and tenancy reform and programs to increase the productivity of small farmers. Education lending also grew during McNamara's tenure, increasing threefold between 1968 and 1981. In the middle to late 1970s, urban poverty was increasingly identified for renewed focus by the Bank; urban assistance programs aimed at increasing employment opportunities, improving squatter settlement programs, supporting small-scale enterprise financing, and implementing plans for basic services in transport, electricity, water supply, and education.

McNamara also made a concerted effort to increase the financial support and status of development finance research in the Bank. This was evidenced by the Bank's early sponsorship of the Consultative Group on International Agricultural Research (CGIAR) and by the recruitment of the distinguished development economist, Hollis Chenery, to run the Bank's research activity and to be its chief economist. Chenery was encouraged to undertake general research as well as to provide analytical guidance to the new operational and sector policy units. By the time of McNamara's departure from the Bank in 1981, it was able to claim a role as an intellectual leader in development matters.

Towards the end of his time as President, the World Bank Group became even more involved in the economic policies of borrower nations through the proliferation of structural adjustment program lending. This included a call for a reorientation of economic policies to accomplish higher savings and investment rates, greater efficiency in the domestic use of capital, and more emphasis on the private sector than previously advocated. Structural adjustment loans provided financing that would induce reforms but would also deliver significant negotiable resources.

In terms of the organizational structure of the Bank during McNamara's tenure, the most significant change was the previously described 1972 reorganization. The arrangement of McNamara's most immediate advisers was not considerably altered. He maintained the formal structure of the President's Council as put in place by his predecessor GeorgeWoods, although the responsibilities of its members were distributed on a more functionally specific basis: as Senior Vice President of Operations (SVPOP) , Burke Knapp was responsible for lending and technical assistance activities only; Simon Aldewereld was designated Vice President of Finance (VPF); Mohammad Shoaib was named Vice President, Organization Planning and Personnel Management (VPO) and became responsible for administrative matters; and Vice President Dennis Rickett, who came on board with McNamara, was assigned responsibility for liaison with Part I countries and IDA replenishment negotiations.

Following the retirement of Vice Presidents Alderwereld and Rickett in 1974 and, earlier, Development Services Director Richard Demuth, a number of changes were instituted, many of which involved the RVPs. Significantly, the Director, External Relations (DER), who had supervised the Information and Public Affairs Department (IPA) and all functions previously assigned to the Development Services Department, was upgraded to a Vice President, External Relations. William Clark was named EXTVP. In 1978 the Vice President, Finance was upgraded to Senior Vice President, Finance (SVPFI), reflecting added responsibilities. I.P.M. Cargill, who had replaced Simon Aldewereld upon his retirement in 1974, was named SVP. Cargill was, in turn, replaced by Moeen Qureshi in 1980.

After more than thirteen years, McNamara departed the Bank in June 1981. Several of his most prominent managers and advisers left with him upon his departure, including: William Clark, his public affairs chief; Mahbub ul Haq, his most visible and articulate progressive; and Hollis Chenery.

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.

The operations policy function of the World Bank is broadly defined as determining standards, policies, and guidelines for lending, technical assistance, and other operations to best assist countries in their development.

1946 - 1972

Upon the opening of the World Bank in 1946, functional responsibility for operations policy was not ascribed to any particular World Bank unit, as the Bank's organizational structure was still in the process of being established.

Departmental responsibility for the operations policy function was first initiated as a result of the closure of the Loan Department (LOD) in 1952. LOD functions were divided between geographically organized Area Departments, which were responsible for country relations, and the Technical Operations Department (TOD), which was responsible for project identification, appraisal and supervision. In addition, TOD was responsible for operations policy-related activities, such as policy formulation, research, and advice in support of the activities of the Area Departments.

1972 - 1982

TOD and its successor, the Projects Department (PRJ, 1965-1972), maintained responsibility for operations policy-related functions until a significant reorganization of the Bank's operations in 1972.The expansion of Bank lending operations in the late 1960s and early 1970s prompted the 1972 reorganization. The reorganization included the elevation of the former Area Departments to new Regional Vice Presidencies (RVP), and the decentralization of most operational

staff from the former PRJ to new sector-oriented Projects Departments located in the RVPs. Remaining PRJ staff were organized into centralized sector-oriented departments known as Central Projects Staff (CPS). The resulting Operations Complex, containing both RVPs and CPS departments, was overseen by Senior Vice President of Operations (SVPOP) Burke Knapp.

The reorganization resulted in the assignment of policy formulation responsibilities to two key groups: the Central Projects Staff (CPS) and the Development Policy Staff (DPS). Policy formulation was divided between "operating policy", which was the responsibility of CPS, and "development policy", undertaken by DPS. The DPS development policy was defined as strategies and activities developing countries may undertake, and focused on formulating development policy at

both general and country levels. CPS's operating policy work related to the development of policies, guidelines, and standards directing the Bank's lending and advisory activities. More specifically, CPS's operations policy development involved:

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

• preparing guidelines and standards for particular problems (e.g. procurement, pre-investment, etc.);

• collecting and interpreting data to provide better access to information required for sector and project work;

• developing monitoring systems to effectively monitor the project cycle; and

• developing analytical tools and implementing their use in operations.

The CPSVP consisted of the following subordinate units: the sector departments of the Agriculture Department (AGP), the Education Department (EDP), the Public Utilities Department (PBP), the Transportation Department (TRP), the Development Finance Corporations Department (DFC); and the Central Operating Projects Departments (COPD) consisting of staff in the areas of Industry, Population and Nutrition, Tourism, and Urban Development.

The CPSVP also contained the new Projects Advisory Staff (PAS). The PAS served as the main unit responsible for coordinating the newly articulated operating policy functions within the CPSVP, becoming the first World Bank unit with clearly defined responsibilities related to operations policy. PAS focused on cross-sectoral and general operations policy issues, and served as the main unit responsible for coordinating work programs for policy formulation, guidelines,

and standards. The PAS consisted of the following advisers: economic, environmental, financial, pre-investment, procurement, supervision, and training. PAS consisted of no subordinate departments or units.

The sector departments and COPD of the CPSVP shared some policy formulation responsibilities with PAS, but were more heavily focused on providing professional development and project support to their respective sectors in the RVPs and developing sector-specific policy. This differed from PAS, which provided cross-sectoral support and policy development, but also focused on broader non-sectoral matters such as lending and advisory services.

Upon its creation, PAS was led by Director Herman G. van der Tak. Warren C. Baum served as the Vice President for CPSVP.

In January 1977, an adviser position for Women in Development (WID) was created in PAS.

1982 - 1987

In February 1982, the CPSVP was terminated. As a result, the PAS, the sector departments, and the COPD were absorbed by the newly established Operations Policy Vice President (OPSVP). Like its predecessor, the OPSVP reported to the Senior Vice President of Operations (SVPOP) Ernest Stern, who oversaw and managed the Bank's Operations Complex. Within OPSVP, PAS remained the focal point for operations policy functions and activities. The PAS continued to operate alongside centralized sector departments and units within OPSVP. Further, a new Country Policy Department (CPD) was established, absorbing former Development Policy Staff (DPS) who focused on country policy and strategy. CPD's main

responsibility included improving country and economic sector work in Bank operations.

Warren C. Baum remained as the Vice President of the new OPSVP, but was succeeded shortly thereafter by Syed Shahid Husain in 1983. Herman G. van der Tak remained the Director of PAS.

In October 1983, the Projects Advisory Staff (PAS) was restructured and renamed the Projects Policy Department (PPD). PPD maintained a corps of advisers with expertise relevant to cross-sectoral operational topics. PPD responsibilities included:

• formulating operational policies, standards, and guidelines;

• providing advice and reviews for selected projects and project-related work to the regions;

• conducting training and external liaison; and

• supporting the OPSVP in discharging his responsibilities to the Loan Committee.

At the date of its establishment, PPD included the following subordinate units: the Environment, Science, and Technology Unit (PPDES); the Policy and Review Unit (PPDPR); the Public Sector Management Unit (PPDPS); and the Procurement Unit (PPDPC). PPD also included the Adviser for Women in Development (WID).

In 1983, Visvanathan Rajagopalan succeeded Herman G. van der Tak as Director of the new PPD. In 1986, Hans-Eberhard Kopp succeeded Rajagopalan as Director of PPD.

1987 - 1992

During the Bank-wide 1987 reorganization, the OPSVP was terminated. Many of the units formerly contained in OPSVP, including sector policy oriented departments, were transferred to the new Policy and Research Vice Presidency (PRE). CPD functions were transferred to the new Economic Advisory Staff (EAS). Within the Projects Policy Department (PPD), the Public Sector Management Unit (PPDPS) and the WID Adviser were also transferred to PRE. The remaining operational policy oriented functions of PPD were absorbed by the new Central Operations Department (COD), which joined EAS, the Regional Vice Presidencies (RVP), the Vice President of Cofinancing (COF), and the newly established Vice President of

Financial Intermediation (FIS) as part of the new Operations Complex reporting to the Senior Vice President of Operations (OPNSV).

The Central Operations Department (COD) reported to the Senior Vice President of Operations (OPNSV) Moeen Qureshi who oversaw and managed the Bank's Operations Complex. COD responsibilities included:

• planning and production of operational directives, and providing related advice and training to staff;

• reviewing and monitoring project implementation, including preparation of reports to management (PIRs), and managing the Management Information System (MIS) portfolio module;

• advising operations staff on financial and economic analysis;

• coordinating technical assistance activities, including liaison with the UNDP;

• acting as link with the Planning and Research Complex (PPR); and

• providing operational support with regard to procurement matters in the form of advice, guidelines and policy formulation and analysis.

At the time of its establishment, the COD had the following subordinate units: the Operations Policy Unit (CODOP); the Procurement Unit (CODPR); and the Operations Monitoring Unit (CODMO).

In 1987, Ducksoo Lee assumed the role as Director for COD. He was succeeded by Hans Wyss in 1990.

In July 1992, the Operations Information Services Division (PBDIS) was transferred from the Planning and Budgeting Department (PBD) to COD and its acronym changed to CODIS.

In late 1992, World Bank President Lewis Preston terminated the senior vice-presidencies, including OPNSV. As a consequence, COD and its subordinate units were transferred to the short lived Sector and Operations Vice Presidency (OSPVP).

1993 - 1997

In January 1993, OSPVP was terminated and units and functions were absorbed by the new Operations Policy Department (OPR) located in the new Vice President, Human Resources Development and Operations Policy (HROVP).

The Operations Policy Department (OPR) was established on January 1, 1993, and reported to HROVP Armeane M. Choksi. OPR joined two other departments in HROVP: the Population, Health, and Nutrition Department (PHN) and the Education and Social Policy Department (ESP). OPR continued the functions of the former COD. It additionally absorbed the International Economic Relations Division (EXTIE) and the UN Office in New York (EXTNY) units from the Bank's External Relations Department (EXT). OPR responsibilities included:

• developing and disseminating policies and best practices in project economics and project finance;

• producing Operational Directives;

• monitoring and evaluating portfolio management;

• providing policy and operational guidance on procurement matters;

• developing and operating information management tools and applications, managing the Sector Library; and

• managing the Bank's contributions with the Development

Committee, and relations with UN agencies, OECD, EEC and bilateral aid agencies, as well as with NGOs.

At its establishment the OPR consisted of the following subordinate units: the Operations Policy Group (OPRPG); the Procurement Policy and Coordination Unit (OPRPR); the Information Services Division (OPRIS); the Sector Library (OPRSL); and the International Economic Relations Division (OPRIE).

In 1993, James W. Adams assumed the role of Director for OPR.

In 1996, OPR briefly operated independently after it was separated from the Human Capital Development and Operations Policy Vice Presidency (HCO, formerly HROVP). At this time, Myrna Alexander succeeded James W. Adams as Director for OPR.

1997 - 2011

The OPR was terminated in 1997 as part of another Bank-wide reorganization. As a result, the Information Services Division (OPRIS) and the Sector Library (OPRSL) were absorbed by the new Information Services Group (ISG). The International Economic Relations Division (OPRIE) responsible for liaison with international organizations and NGOs was absorbed by the new Social Development Department's Non-Governmental Organization Division (SDVNG). The operations policy related units of the Procurement Policy andCoordination Unit (OPRPR) and the Operations Policy Group (OPRPG) were absorbed by two newly established Bank organizational units: the Operational Core Services Network (OCS) and the Operations Policy and Strategy Group (MDOPS) of the Front Office of the Managing Directors.

First, the new Operational Core Services Network (OCS) responsibilities included procurement policy and advisory functions absorbed from OPRPR, along with new responsibilities related to investment lending and financial management. OCS reported to Bank Managing Director Caio Koch-Weiser. OCS operated in four areas: quality promotion; procurement; financial management; and resource management. At its establishment, the OCS consisted of the following subordinate units: the Operational Services Group (OCSOS) and the Procurement Policy and Services Group (OCSPR). Katherine Sierra served as Vice President and Head of Network for OCS. Second, the new Operations Policy and Strategy Group (MDOPS) absorbed the operation policy functions of theformer OPRPG, which included developing and revising Operational Policies (OP), Bank Procedures (BP), and Good Practices (GP) as part of the Bank's Operational Manual (OM). MDOPS was also responsible for review and reform of operational Country Assistance Strategies (CAS), structural adjustment lending (SAL), and macro-economic policy. The MDOPS reported to Managing Directors Caio Koch-Weiser and Sven Sandstrom, and joined the newly established Quality Assurance Group (MDOQA) in the Front Office of the Managing Directors.

Joanne Salop served as Director for the MDOPS.

In July 1999, MDOPS and MDOQA were separated from the Front Office of the Managing Directors. MDOPS was renamed the Operations Policy and Strategy Vice Presidency (OPS), and Joanne Salop became its first Vice President. The MDOQA acronym

was changed to QAG (Quality Assurance Group). In the same year, the OCS was re-organized into the following subordinate units: the Administrative and Client Support Group (OCSAS); the Operational Services and Knowledge Sharing Group (OCSOK); and the Financial Management Unit (OCSFM).

In January 2001, the functions and staff of OCS, OPS, and QAG were merged to form the new Operational Policy and Country Services Network (OPC).

At its establishment, the OPC consisted of the following subordinate units: the Country Assistance Strategy (CAS) Team and Country Directors Support Desk (OPCCS); the Comprehensive Development Framework (OPCDF); the Financial Management Unit (OPCFM); the Operational Services Unit (OPCOS); the Policy Review and Dissemination Unit (OPCPD); the Products and Services Unit (OPCPG); the Procurement Policy and Services Group (OPCPR); the Operations Processes and Systems Unit (OPCPS); and the Quality Assurance Group (QAG).

Joanne Salop assumed the role of Vice President and Head of Network for the new OPC.

In 2002, James Adams succeeded Joanne Salop as Vice President and Head of Network for OPC. Around this time, the following units were added to OPC: the Country Economics Unit(OPCCE); the Delivery Management Unit (OPCDM); the Investment Lending Unit (OPCIL); and the Country Services Unit (OPCCS). The Results Secretariat (OPCCR) and the Global Monitoring Secretariat (GMS) were also added to OPC. OPCDF, OPCFM, OPCPD, OPCPR, and QAG remained unchanged in OPC.

Around 2006, OPC added the Harmonization Unit (OPCCH), the Aid Effectiveness Unit (OPCAE), the Fragile/Conflict Affected Countries Group (OPCFC), and the Results Secretariat (OPCRX).

In 2007, Jeffrey Gutman succeeded James Adams as Vice President and Head of Network for OPC. In the same year, the Quality Assurance Group (QAG) was separated from OPC and began reporting to Bank Managing Directors Juan Jose Daboub and Ngozi

Okonjo-Iweala.

In 2011, the QAG was re-integrated into OPC.

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 population 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 World Bank's entry into the population sector was initiated by President Robert S. McNamara in his first address to the Board of Governors in September 1968. McNamara stated that rapid population growth was "one of the greatest barriers to the economic growth and social well-being of our member states". Functional responsibility for population-related activities was first articulated in the organizational structure of the World Bank after the November 1, 1968 reorganization of the Projects Department (PRJ). The PRJ's five divisions were upgraded to the department level and began reporting to the director of projects (DRP). In addition, three new departments were created, including the Population Projects Department (PNP). The department did not begin operation until the following year, when its first director, Dr. Kandiah Kanagaratnam, was appointed on Sept. 18, 1969 and served in this position until 1979. Most of the initial research and start - up work for the department done prior to the appointment of the director was carried out in the Population Studies Division of the Economics Department (ECDPO).

The Bank's first population loan was made to Jamaica in 1970 for a family planning program. This and subsequent loans: supported services related to population management; created awareness of and provided information about population issues; and devised and implemented incentives and disincentives aimed at encouraging smaller families. The Population Projects Department was assigned responsibility for:

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

• preparing pre - investment studies to identify developmental priorities in the population 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 operation;

• monitoring developments in the population sector; and

• cooperating with other international agencies (i.e. World Health Organization [WHO], United Nations Educational, Scientific and Cultural Organization [UNESCO]) on programs of common interest.

At the time of its establishment, the department had no divisional structure. The first division of the Population Projects Department (PNPD1) was established on January 1, 1971. On July 1, 1972, a Nutrition Unit (PNPD2) was created, thereby marking the beginning of the Bank's work in the nutrition sector. The department was subsequently renamed the Population and Nutrition Projects Department but retained its original acronym.

The department's Population Planning sector working paper published in March 1972 outlined the Bank's efforts to help developing country members reduce population growth rates, projected population growth over thirty years, and presented its future program of activity in the field. In 1973, the Board convened a population program review panel whose recommendations included strengthening the Bank's influence in population policy, developing "family welfare" population projects to incorporate health and nutrition, and directing the research program to the country-level.

1972 - 1979

The Bank's massive reorganization in October 1972 attempted to more effectively fuse country knowledge with sector skills. Sectors with a sufficient number of experts and an established lending program were largely decentralized; these departments were referred to as Central Projects departments. The majority of the staff of Central Projects departments was dispersed to regional project departments in newly established Regional Vice Presidencies. Smaller departments, such as PNP, remained wholly centralized and continued to provide a complete operational package of technical services to the Regions. This included identifying, appraising and supervising projects, as well as performing advisory and quality control work. These units were known as Central Operating Projects departments. Both Central Projects departments and Central Operating Projects departments reported to the newly created Vice President, Central Projects (CPSVP). The CPSVP replaced the previous DRP and reported to the Senior Vice President, Operations (SVPOP).

On November 1, 1975, the nutrition functions of PNP (PNPD2) were transferred to Agriculture and Rural Development Department (AGR). PNP reverted to its previous title, the Population Projects Department (PNP). On July 1, 1977, the PNP was given the new acronym, POP.

The Bank's entry into health as a distinct area of lending had been gradual, from early support of health elements as part of projects in other sectors - such as rural and urban development, irrigation, education, and water supply and sanitation - to projects encompassing broad health policy and institutional and structural changes. The launch of the Onchocerciasis Control Program in Western Africa in 1974 marked the Bank's first investment in the health sector. The OCP administration program unit operated within the Africa Regional Vice Presidency and was also supported by PNP. PNP management and senior staff attended OCP statutory body and committee meetings, provided technical assistance, and reviewed health project preparation, research evaluation, and other activities.

The Bank adopted a formal health policy in 1974 and the department's 1975 Health Sector Policy Paper was one of the Bank's first efforts to produce and disseminate knowledge on health policy issues. The paper suggested that improvement of health facilities and conditions should become a major development objective. The Bank subsequently increased its activities in the health sector; between 1976 and 1978 it supported health components in 70 projects in 44 countries. In 1976, a formal agreement with the World Health Organization (WHO) was signed and health - related lending began to be coordinated with bilateral donor agencies. Also in 1976, an external advisory panel on population chaired by Dr. Bernard Berelson was appointed to assess the Bank's role in the population field. The panel made 12 recommendations, and nearly all were accepted and implemented by the Bank.

1979 - 1987

In 1979, the Board approved an expanded role in the health sector. As a result, on October 1, 1979, the new Population, Health and Nutrition Department (PHN) was established. John R. Evans was named the Department's first director. The department was assembled from the previous POP, the Nutrition Division of the Agriculture and Rural Development Department (AGRNU) and the Office of the Environment and Health Advisor of the Project Advisory Staff (CPSEH) to provide a unified leadership for these closely related sectors. The PHN would function as a Central Operating Projects department, maintaining responsibility for policy formulation, research and operational support, as well as the planning, direction and supervision of project and sector work. The PHN initially reported to the CPSVP. With the restructuring of the CPS into the Operations Policy Staff (OPS) in February 1982, the Department began reporting to the Vice President, Operations Policy.

On the day of its establishment, the PHN was assigned the operational Divisions I (PHND1) and II (PHND2) and a Policy and Research Unit (PHNPR). PHNPR absorbed the staff of the dissolved Population and Human Resources Division of the Development Economics Department (DEDPH). On September 1, 1981, a third operational division (PHND3) was established. In mid - 1983, the operational divisions were renamed to reflect their regional responsibilities: Division I - South Asia and Eastern Africa (PHND1); Division II - East Asia and Western Africa (PHND2); Division III - Latin America and Europe, Middle East, and Africa (PHND3). On February 1, 1984, the PHNPR was upgraded to a division but maintained its original acronym. The organizational changes in this period and elevation of PHN to a department coincided with a significant growth in staff, productivity, and increased lending.

Similar to the Bank's pre - 1979 involvement in health - related lending, the Bank's role in nutrition had, throughout the 1970s, been primarily limited to aspects of the Bank's lending in related fields such as agriculture, education, and industry. Only four 'freestanding' nutrition projects were approved between 1976 and 1981, the first being to Brazil in 1976. Following the creation of the PHN in 1979, a reassessment of the Bank's role in nutrition was undertaken. This led to an operational work program in September 1980 that directed staff to include explicit nutrition objectives in Bank lending.

With the Bank's operational focus on health established in 1979, there remained an emphasis on the relationship between health and population, specifically family planning as a basic health service. Of the seven health projects approved between FY1981 - 83, four had family planning components, one project was termed health/population, and two were population projects. PHN's shift back towards greater concentration on population began in FY1983-84 in alignment with the 1984 World Development Report focus on population and the International Conference on Population where President Clausen voiced the Bank's commitment to increasing attention on population growth. In the same year, PHNPR launched a policy study on sub-Saharan Africa population growth and policies published in 1986.

In February of the following year, the inaugural Safe Motherhood conference in Nairobi was co-sponsored by the Bank, WHO, and United Nations Population Fund. The 1987 conference led to the Bank's Safe Motherhood initiative and its first commitment to support national programs and international efforts to improve women's health including family planning and maternal and child health. Safe Motherhood is still active as of 2021. Other notable sector activities during the 1980s included the first standalone health sector loan in 1981 to Tunisia for the expansion of basic health services, the 1986 policy study Financing Health Services in Developing Countries: An Agenda for Reform prepared by PHNPR which underscored the need for improved health sector financing and presented instruments for mobilizing resources including user fees.

1987 - 1996

On July 1, 1987, a Bank - wide reorganization resulted in the termination of almost all organizational units. The Vice Presidency, Sector Policy and Research (PRE), was established in May 1987, and began reporting to the senior vice president, Policy, Planning and Research (PPR). The PRE shed all responsibility for managing operational activities and focused completely on operational support, the formulation of Bank - wide sector policies, and overseeing the ex - post evaluation of Bank - wide sector work and lending. The PRE changed its acronym to PRS onJanuary 1, 1990.

At the time of its creation, the PRE had five departments reporting to it including the new Population and Human Resources Department (PHR). This department integrated the functions of PHN and the Education and Training Department (EDT); it also assumed responsibility for activities related to 'strengthening the role of women in development.' The PHR, led by Director Ann O. Hamilton, had four divisions: Education and Employment Division (PHREE); Population, Health and Nutrition Division (PHRHN); Women in Development (PHRWD); and Welfare and Human Resources Division (PHRWH). Anthony R. Measham served as division chief, PHRHN. On July 1, 1992, a Population Policy and Advisory Service Group (PPAS) was established in the Front Office of the department to increase attention to population work. As with all departments in PRE, PHR had no operational responsibilities, and health, nutrition, and population lending activities were concentrated in country departments.

The PHR was responsible for:

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

• conducting 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 Bank's human resources sector work;

• providing operational support;

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

• developing household data on living standards; and

• assisting in the recruitment and training of staff.

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 as a result of this reorganization and adopted functions previously supervised by senior vice presidents. 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 Sector and Operations Policy Vice Presidency (OSP) was terminated. All research activities were removed from the departments in the central vice presidencies, including PHR, 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 including responsibility for population, health,and nutrition 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).

During this 1993 reorganization, the PHR was terminated and its functions were split between a reconstituted Population, Health and Nutrition Department (PHN) and a new Education and Social Policy Department (ESP). Both of these departments were placed in the HRO vice presidency along with an Operations Policy Department (OPR). The OPR absorbed the functions of: the former Central Operations Department (COD); the International Economic Relations Division (OPRIE); and the UN Office in New York (OPRNY) transferred from the External Relations Department (EXT). The PHN had no divisions but had task - specific teams including a Population Team, Health Team, and Nutrition Team.

On July 1, 1995, HRO became Human Capital Development and Operations Policy (HCO). At this time education, health, nutrition, and populations functions were again combined in a single department named the new Human Development Department (HDD) led by Director David de Ferranti. HDD now consisted of five areas of responsibility that included Education, Implementation, Health, Nutrition, and Population. Each of these teams were led by an adviser/manager; Richard G.A. Feachem for Health, Alan D. Berg for Nutrition, and Thomas W. Merrick for Population.

1996 - 2014

Beginning in September 1996 and into 1997, the thematic Vice Presidencies were reorganized to strike a better balance between country focus and sectoral excellence. The Human Development Network (HDN) was the first to be launched in the Bank-wide reorganization into networks to facilitate sharing of expertise and knowledge. Networks 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.

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. On a Bank-wide basis, sector specialists were grouped into regional sector units or into 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.

The work programs of Network staff focused on the following items:

• 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 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). Within the network, the Human Development Network Council was responsible for the overall management of HDN led by Chair, David de Ferranti (HDNVP), previously director of HDD.

As part of this reorganization, the HDD was broken into three teams that were linked to HDN. The teams were: Education Team (HDNED); Health, Nutrition, and Population Team (HDNHE); and the Social Protection Team (HDNSP). In 2002,an HIV/AIDS Global Program Team (HDNGA) was created and added to HDN, led by Adviser Dr. Debrework Zewdie (later director).

Also, as a result of the 1997 reorganization, sector boards emerged within HDN and other sectors. Sector boards replaced the existing staffing groups and sector panels, but with expanded mandates to include achieving the network priorities. Each sector department had its own board, chaired by the sector director in the network anchor. The sector board was drawn from staff within the network, and was also comprised of representatives from the Regions, non-regional functional departments (Development Economics and World Bank Institute), and the International Finance Corporation (IFC). The board was accountable to the network council and was supported by a secretariat. The role of the board was to set the strategy for the Bank's work in the sector, endorse business plans and budget, ensure the regions and anchor perspectives were in sync, and to oversee the outreach and partnerships for the sector, with the anchor staff often doing the day-to-day management and monitoring of global trust funds.

Among the HNP team's key initiatives at this time was the July 1997 Health, Nutrition and Population Sector Strategy paper focused on improving health, nutrition, and population outcomes for the poor; enhancing the performance of delivery systems; and securing sustainable finance, both public and private, for the sector. The Bank also became involved in tobacco control beginning with a consultation on the economics of tobacco control organized at the tenth World Conference on Tobacco in Beijing 1997. The consultation was part of an ongoing review of the Bank's own control policies. The Bank and WHO began a global study in 1997 on the economics of tobacco control for countries, particularly low-income and middle-income countries. A Bank-sponsored international conference on the economics of tobacco control was held in Cape Town in 1998. A joint publication with WHO followed in August 2000. The Tobacco Control in Developing Countries publication argued that curbing tobacco use is a major component of efforts to improve global health conditions.

HDNHE functions essentially remained unchanged from 1997 until 2013. In 2007 HDNHE published an updated strategy paper. Healthy Development: The World Bank strategy for health, nutrition and population results set out with the objectives to help developing countries strengthen their health systems, improve the health and well-being of people in poor countries, boost economic growth, and protect people from falling into poverty as a result of poor health.

In 2010, the HNP Knowledge Resource Center (KRC) was launched by the HNP Hub as a quick response advisory service. Other products and services included an HNP weekly e-newsletter and continued learning program in health, nutrition, and population. In 2012, the Health, Nutrition and Population (HNP) data portal website was launched.

2014 - 2016

On July 1, 2014, a Bank-wide reorganization introduced by Bank 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 removed and placed in the GPs or CCSAs. The GPs are responsible for each of the major thematic areas that the Bank supports through projects and functions as a vertical pillar of technical expertise. Responsibilities of HNP GP include:

• defining the strategic direction and the Bank's work in HNP with a view to supporting countries in ensuring universal health care and improved health outcomes for all;

• developing and deploying expertiseglobally;

• delivering integrated solutions to client countries;

• capturing and leveraging knowledge in HNP.

Health, Nutrition, and Population Team (HDNHE) established from the 1997 reorganization now became the Health, Nutrition, and Population Department Global Practice (GHN) reporting to the Human Development Vice Presidency. Dr. Timothy G. Evans was appointed senior director. Olusoji O. Adeyi, director, and Nicole Klingen, Global Practice Front Office manager, also comprised the HNP GP executive management team. The senior director continued to lead the sector board. Seven HNP Global practice managers reporting to the director were responsible for the following regions divided into: Latin America, Carribbean, and Knowledge and Learning (HLCHN); Middle East (HMNHN0; Europe and Central Asia (HECHN); Africa East/South (HAEH1); Africa West/Central (HAWH2); South Asia (HSAHN); and East Asia and Pacific (HEAHN). The HNP Global Financial Facility Program (HHNGF) was created in 2016.

Past directors or sector leaders are as follows:

1969 - 1979 Dr. Kandiah Kanagaratnam

1979 - 1983 Dr. John R. Evans

1983 - 1987 John D. North

1988 - 1992 Anthony Measham (division chief, under PHR Director Ann O. Hamilton, 1987 - 1992)

1993 - 1994 Janet de Merode

1994 - 1996 David de Ferranti

1997 - 1999 Richard Feachem

1999 - 2002 James Christopher Lovelace

2003 - 2006 Dr. Jacques Baudouy

2007 - 2010 Julian F. Schweitzer

2010 - 2013 Dr. Cristian Baeza

2013 - 2019 Dr. Timothy G. Evans

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 Poverty Reduction and Economic Management Network (PREM) was created in 1997 as part of President Wolfensohn's reorganization of the World Bank. The reorganization's objective was to strike a better balance between "country focus" and "sectoral excellence". It was also motivated by the recognition that the Bank's development programs were excessively driven by a culture of lending. The need to increase attention towards client needs and the quality of results was addressed by the reorganization.

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 were intended to link staff working in the same sectors throughout the Bank, whether the staff was located in the Regional Vice Presidencies sectoral departments, Independent Evaluation Group (IEG, formerly the Operations Evaluation Group [OED]), World Bank Institute (WBI), or Development Economics (DEC). The objectives and responsibilities of the networks were many: reduce fragmentation; increase information flow; set priorities; manage quality; run the information system; consolidate external partnerships; vet staff promotions; and disseminate best practices. 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.

PREM was one of the first of three networks to be created in 1997; the others were the Human Development Network (HDN) and the Environmentally and Socially Sustainable Network (ESSD). Soon after, in 1997-98, the Private Sector and Infrastructure Network (PSI) was created. In 2000-01, the Operation Policy and Strategy Department became the Operations Policy and Country Services Network (OPCS). In 2003-04, the PSI became the Financial and Private Sector Development Network (FPSD) and in 2007 ESSD was combined with Infrastructure to form the Sustainable Development Network (SDN).

PREM is organized in the same way as the other Bank networks. Eachnetwork is headed by a vice president and head of network. Under the vice president is a network council that oversees the entire network. The council is composed of the top network managers from each Region and is responsible for setting the overall agenda for the network and for promoting effective deployment of skills across network units. It deliberates on issues relevant to the functions and objectives of the network - e.g., strategy; people; knowledge; quality/business process; and external partnerships.

At the time of its creation, the PREM Network absorbed department units, functions, and staff from different areas of the Bank. In December 1996, the Human Capital Development Vice-Presidency (HCD, formerly the Human Resources Development and Operations Policy Vice Presidency [HRO) was terminated, and its subordinate unit Poverty and Social Policy Department (PSP) was temporarily relocated under the oversight of Masood Ahmed. At the time, Ahmed was the International Economic Department Director (IECDR), but was transitioning into the role as PREM Vice President. The PSP temporarily became the Poverty, Gender, and Public Sector Management (PGP) during this time. The various divisions of PGP were then mapped into the newly created PREM network and would be officially moved into PREM when it was launched in July of 1997. IEC was terminated as part of the re-organization of the DEC Vice-Presidency. The IEC staff and functions were either absorbed into existing DEC units, or absorbed into the PREM Network. As a consequence, the former staff of PSP and IEC made up a large portion of PREM in its original form.

PREM contained four sector departments at its creation: Economic Policy Division (PRMEP); Gender Division (PRMGE); Poverty Division (PRMPO); and Public Sector Management Division (PRMPS). Each Sector Department has its own Board, with representatives drawn from the Regions as well as from the network itself. The Sector Boards are accountable to the network council and are supported by a secretariat.

Sectors departments were subsequently closed, absorbed, or renamed as PREM evolved. In 2000, PREM added a sector devoted solely to the joint IMF and World Bank Heavily Indebted Poor Countries (HIPC) Initiative (PRMHP). The Poverty Reduction Strategy Initiative (PRMPR) was also added in 2000. The Gender Division (PRMGE) was renamed the Gender and Development Division in 2000. The Poverty Division (PRMPO) and the Poverty Reduction Strategy Initiative (PRMPR) were both closed in June 2001, and replaced by the Poverty Reduction Group (PRMPR) in July 2001. In 2002, PREM added the International Trade Department (PRMTR). The PRMPS was renamed the Public Sector Governance Department in October 2003, but retained its acronym. PRMHP closed in June 2004 and ongoing HIPC projects fell under the newly formed Debt Department (PRMDE) in July 2004. Around 2005, the Economic Policy and Debt Department (PRMED) was created, and appears to have replaced the PRMDE. As of 2014, the PREM Network lists the following thematic areas of concentration for sector departments: Poverty Reduction and Equity; Economic Policy and Debt; Public Sector Governance; International Trade; and Gender and Development.

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.

The Private Sector Development (PSD) Sector of the World Bank is broadly defined as those "activities which encourage the growth of an efficient private sector capable of contributing to economic development." The origins of PSD functions in the World Bank evolved out of the Development Finance Companies Department (DFC) established in 1968. The DFC replaced the Development Banks Department (DBD), which was transferred to the World Bank from its World Bank Group organization affiliate, the International Finance Corporation (IFC). DFC reported directly to the Office of the President (EXC). Development finance companies or DFCs (e.g. commercial and development banks, apex banks, government banks, and state enterprise finance banks) were used as a means to finance or serve as intermediaries for private sector investment for small and medium enterprises (SME). Unlike the IFC, the Bank did not directly lend to private sector enterprises, but their support in developing DFCs served as an indirect way to bolster private sector development because it created greater efficiency and expanded availability of credit for private sector lending. DFC was given the following tasks: expand the work program with respect to private and government-controlled development finance companies (DFCs); to streamline procedures for this work within the World Bank Group; and permit the IFC to concentrate on direct financing and promotion of projects in the private sector. More specific responsibilities of DFC Department included:

• keeping informed about and advising the World Bank Group on policies, procedures and problems of DFCs;

• evaluating proposals for DFC establishment, reorganization of expansion;

• recommending a suitable capital structure, organization and operating policies for new DFCs, and preparing and supervising a program for raising the needed capital;

• maintaining close contact with all Bank-assisted DFCs and monitoring their performance;

• assisting in the recruitment and training, in cooperation with the EconomicDevelopment Institute, of the management of these institutions; and

• reviewing appraisals of projects submitted for financing by DFCs.

On the date of its establishment, the DFC Department had seven operational divisions. Five of them, Division I (DFCD1), Division II (DFCD2), Division III (DFCD3), Division IV (DFCD4), and Division V (DFCD5) were transferred from the IFC. Two new divisions, Division VI (DFCD6) and Division VII (DFCD7), were added to explore potential DFC activities in Africa and Latin America. With the exception of Divisions VI and VII, the divisions were not based on geographical regions. William Diamond assumed the role of DFC Director.

In 1971, the seven DFC divisions were consolidated into five, which were based on geographical regions: Latin America and the Caribbean (DFCD1); Europe, Middle East, and North Africa (DFCD2); Africa (DFCD3); South Asia (DFCD4); and East Asia (DFCD5).

As part of the Bank-wide reorganization in 1972, DFC began reporting to the Vice President of CentralProjects (CPS). Most DFC staff was decentralized to regional projects departments in the newly established Regional Vice Presidencies. This left a core Department of advisors with responsibility for operational and development policy, research, operational support, and quality control for project and sector work. The exception was the Africa Division, which changed its acronym to DFCAF and remained intact as a centralized division. In that same year, Douglas Gustafson became the new Director of DFC.

In 1975, David Gordon took over as Director for DFC.

On February 11, 1977, as a result of the realignment of all industrial activities related to the Bank's Urban Poverty Program, DFC was terminated. Most of DFC functions were transferred to the new Intermediaries Unit (IDFIN) of the Industrial Development and Finance Department (IDF), which was assigned the responsibility for operational support to the Regional Vice President on lending to development finance companies. The IDFIN was short lived, however, andwas terminated in the summer of 1978.

In the period from the late 1960s and 1970s, the DFC served as the closest unit that resembled activities related to private sector development sector within the Bank. The Bank did not have an explicit unit devoted to PSD during this time, and the affiliate IFC remained the focal point for private sector development related functions of the broader World Bank Group. The Bank's private sector development approach consisted of lending through intermediaries such as DFCs, or investment in public sector entities and infrastructure, which was intended to create a stable and efficient environment for long-term private sector growth. In the late 1970s and early 1980s, however, the economies of many Bank member countries were increasingly perceived as being overburdened with overly large, wasteful, and inefficient public sector entities that stymied economic development. In response, the Bank began a shift towards establishing a different balance for public and private sectors. The new approach included advocating for privatization of public services, development of financial markets, reduction and limitation of public spending, and investment in private enterprises. As a consequence, Bank private sector development activities evolved from the public sector reform initiatives of this period.

In 1983, the Bank established the Public Sector Management Unit (PPDPS) located in the Projects Policy Department (PPD). PPDPS was given the responsibility of advising and developing strategies for improving the management of governments and government-controlled enterprises by reducing excessive staffing, and privatization of selected public services. Arturo Israel was named Chief for PPDPS.

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 EconomicsVice Presidency (DEC). CECPS was created in July 1987 with five other 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 specifically focused on private sector development activities such as 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.

In 1989, at the request of World Bank President Barber Conable, a Private Sector Development Review Group was established to assess private sector development activities in the World Bank Group and make recommendations for further expansion of private sector development services in the World Bank, IFC, and a newly established World Bank affiliate, the Multilateral Investment Guarantee Agency (MIGA). The Private Sector DevelopmentReview Group and members of CECPS were responsible for summarizing private sector development activities within the World Bank Group and produced the report Developing the Private Sector: A Challenge of the World Bank Group. The subsequent report helped produce the Action Program on Private Sector Development, and the Private Sector Development Committee, which oversaw the implementation of the Action Program. This expansion was pursued due to the Bank Group member countries growing demand for private sector development related services. The Action Program resulted in: the capital expansion of the IFC; greater collaboration between the Bank, IFC, and MIGA in private sector development functions; and a larger private sector development profile in the Bank.

In the Bank, expansion of private sector development related activities included the creation of the Private Sector Operations Group (CFSPS) within the newly established Co-financing and Financial Advisory Services Vice Presidency (CFS) in June 1989. CFSPS did not replace the research and policy analysis oriented CECPS, but served a different function in providing private sector development advisory services and resource mobilization to membership countries through the Bank Regions via their Country Departments. CFS responsibilities included:

• assisting member countries in restructuring debt;

• assisting member countries with deregulation, public sector restructuring and privatization;

• advising member countries on management of their foreign financial assets and liabilities; and

• procuring co-financing arrangements from commercial and public sources.

CFSPS was responsible for supporting Bank operations in mobilizing private and official participation for private sector led investments in developing countries. The CFSPS private investments included physical infrastructure projects, and restructuring of public sector enterprises through privatization and divestiture. CFSPS was created alongside the Financial Advisory Services Group (CFSFA) and the Co-financing Group (CFSCO). Ibrahim I. Elwan assumed the role of Manager of CFSPS.

In 1990, Mary M. Shirley replaced Arturo Israel as Division Chief for CECPS.

In 1991, the CFSPS was renamed the Private Sector Financial Operations Group (CFSPS). In that same year, the Private Co-financing Group (CFSPC) was added to CFS.

In February 1992, CFS underwent a reorganization to strengthen private sector development functions and to help streamline the process of financial resource mobilization. The re-organization included the merger of CFSPS, CFSPC, and some of the staff and functions from CFSFA. The new merger was renamed the Private Sector Finance and Advisory Services Group (CFSPS). The Group re-organized again in 1992, however, and was renamed the Private Sector Development and Privatization Group (CFSPS). Kevin Young assumed the role of Manager for the new CFSPS.

As part of the Bank-wide reorganization that took effect in January 1993, CECPS was terminated and its functions and staff were transferred to two new Bank units. Some of the private sector development oriented research staff in CECPS were transferred to the Finance and Private Sector Development Division (PRDFD) located in the newly established Policy and Research Department (PRD) of the Development Economics Vice Presidency (DEC). The bulk of CECPS staff and functions were transferred to the Private Sector Department (PSD) located in the new Finance and Private Sector Development Vice Presidency (FPDVP). CFSPS was left unchanged in this re-organization.

At its establishment, PSD was created alongside two other complimentary departments in FPDVP: the Financial Sector Development Department (FSD), and the Industry and Energy Department (IEN). PSD responsibilities included:

• formulating and disseminating policies and guidelines with regard to its sector;

• monitoring the effectiveness of policies and approaches;

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

• providing operational support aimed at improving the enabling environment for private sector development through reforms of the regulatory framework, small business development, accounting and auditing infrastructure, market and technology information, and trade facilitation services.

PSD did not have any formal divisions, but was organized into task-specific teams, each led by a designated manager. The teams included: the Restructuring and Privatization Team; the Policy and Regulatory Framework Team; and the Private Sector Development Team. Magdi Iskander assumed the role of PSD Director.

PRDFP, which worked closely with PSD and the FSD department in the FPDVP, focused specifically on research and policy analysis. PRDFP work was organized under two general themes of financial markets and the public-private boundary. Mary M. Shirley assumed the role of Division Chief for PRDFP.

In 1996, the CFS was terminated. As a consequence, the staff and functions of the Private Sector Development and Privatization Group (CFSPS) were transferred to PSD in FPDVP, and its acronym changed to PSDPS.

As part of the reorganization of the Bank in 1997, the FPDVP was terminated and replaced with the Finance, Private Sector Development and Infrastructure Network (FPSI). The research division of the PRDFP was also terminated at this time. FPSI was created along with three other networks: the Poverty Reduction and Economic Management Network (PREM); the Human Development Network (HDN); and the Environmentally and Socially Sustainable Network (ESSD). The FSD, PSD, and IEN departments of FPDVP were transferred to FPSI, and joined a new Transportation, Water, and Urban Development Department (TWU). IEN's acronym was changed to EMT with the creation of FPSI. The responsibilities of FPSI included:

• developing vibrant private sectors with rapid job growth by implementing the financial sector reinforcement program;

• speeding up the emergence of livable, bankable, and competitive cities;

• promoting the growth in energy and infrastructure provision that is environmentally sensitive;

• stemming infrastructure deficit; and

• sharing in the promise of the Information Age.

Within PSD, the following groups were created: the Private Sector Development and Privatization Group (PSDPS); the Private Participation in Infrastructure Unit (PSDPP); the Business Environment Unit (PSDBE); the Knowledge Management Unit (PSDKM); the Enterprise Group (PSDEN); and the Micro-finance and Small and Medium Enterprises Group (PSDMF). PSD focused on the following areas: enterprise reform and privatization; increasing private provision in infrastructure (PPI) and social services; micro-finance and small medium enterprise (SME) promotion; and strengthening business environment. Magdi Iskander remained the PSD Director for the new FPSI.

The FPSI was short lived, however, and terminated in January 1999. The FPSI was partially terminated because it was too large with multiple sector focuses. WorldBank Group President James D. Wolfensohn also sought greater integration of the World Bank and its affiliate IFC. IFC specialized in private sector development advisory and investment services, and greater integration helped eliminate duplication of private sector development related activities between the Bank and IFC, and would help create more efficient delivery of private sector development services. The result of this integration was the creation of the Joint IFC and Bank Private Sector Development and Infrastructure Vice Presidency (PSIVP). Functions and staff from PSD, EMT, and TWU departments of FPSI were transferred to the new PSIVP. The staff and functions of FSD were transferred to the new Financial Operations Vice Presidency (FIOVP). At the time of its establishment, PSIVP included the following joint IFC and Bank departments and units: the Oil, Gas, and Chemicals Department (COC); the Small and Medium Enterprise Department (SME); the Global Information and Communications Technologies Department (CIT); the Mining Department (CMN); and the Private Sector Advisory Services (PSAS). To facilitate this new integration, Peter Woicke was given the dual role of IFC Executive Vice President and Managing Director for the World Bank. Nemat Talaat Shafik assumed the role as Director for PSIVP, reporting to Peter Woicke.

In late 1999, the former PSD units of FPSI, the joint IFC and World Bank Foreign Investment Advisory Services (FIAS), and the IFC Corporate Finance Services (CFS) were integrated and mapped into new units for the PSAS department of the PSIVP. The new units of PSAS included: the Rapid Response Unit (PSARR); the Corporate Governance Unit (PSACG); the Private Provision of Public Services Unit (PSAPP); the Business Environment and Foreign Investment Unit (PSABE and PSAFI); the Privatization Policy and Transaction Unit (PSAPT and PSAPO); and the Privatization Strategy and Policy Unit (PSAGM).

In 2002, CMN was merged with COC to form the new Oil, Gas, Mining, and Chemicals Department (COC) in PSIVP.

In June 2003, PSIVP was terminated and its functions and staff were spilt among the new joint IFC and Bank Private Sector Development Vice Presidency (PSDVP) and the Bank's new Infrastructure Network (INF). The COC and CIT departments of PSIVP were transferred to INF, while PSAS and SME were transferred and mapped into PSDVP. At its establishment, PSDVP consisted of the following joint IFC and Bank departments and units: the Investment Climate Department (CIC); the Private Sector Development Operations (CIO); and the Small and Medium Enterprises Department (CSM). SME functions and staff were absorbed by the CSM, and the PSAS functions and staff were absorbed by CIC. Michael Klein assumed the role as PSD Vice President, reporting to Peter Woicke.

Around 2004, the PSDVP added the Rapid Response Unit, the Corporate Governance Department (CCG), and the Global Corporate Governance Forum (GCGF).

In 2006, the PSDVP was terminated and its functions were transferred to the new Financial and Private Sector Development Vice Presidency (FPDVP). The FPDVP integrated the departments and units from the PSDVP and the Bank's Financial Sector Vice Presidency (FSEVP). This integration effort was sought to combine the Bank's financial sector development policy expertise and the IFC's private sector development rapid response advisory services to more effectively meet the growing demand for private and financial sector development services from developing countries. At its establishment, the FPDVP included: the Corporate Governance and Capital Markets Advisory (CCG); the Global Corporate Governance Forum (GCGF); the Investment Climate Group (CIC); the Foreign Investment Advisory Service (FIAS); the Financial Market Integrity Group (FPDFI); the Financial Markets for Social Safety Net Group (FPDSN); the Financial Systems Group (FPDFS); and the Financial Sector Reform and Strengthening (FIRST) Initiative. Around 2010, the FPDVP was restructured, and the following groups were added: the Global Indicators and Analysis Group (GIA); the Global Markets Development Group (GCM); and the Financial Inclusion Group. FPDFS, CGP, CIC, FIRST, FIAS, and CGP units were retained.

The Private Sector Development Vice Presidency (PSDVP) was launched in June 2003. It replaced the former Private Sector Development and Infrastructure Vice Presidency (PSIVP). Like its predecessor, the PSDVP was jointly organized by the World Bank and its affiliate the International Finance Corporation (IFC). PSDVP oversaw the following former PSIVP departments: the Private Sector Advisory Services (PSAS) and the Small and Medium Enterprise Department (SME). At its establishment, PSDVP consisted of the following joint IFC and Bank departments and units: the Investment Climate Department (CIC); the Private Sector Development Operations (CIO); and the Small and Medium Enterprises Department (CSM). SME functions and staff were transferred to the new CSM, and the PSAS functions and staff were transferred to CIC. The objectives of PSDVP included:

• enabling countries to build a favorable climate for investment and private sector growth;

• improving the enabling environment in client countries for corporate social responsibility (CSR), including gender and human rights; and

• improving the environment for privatization and state-owned asset management.

Michael Klein assumed the role of Director of PSDVP, and reported to Peter Woicke. Woicke oversaw PSDVP, serving in the dual role as IFC Executive Vice President and Managing Director for the World Bank.

In 2007, the PSDVP was terminated and its functions were transferred to the new joint Bank and IFC Financial and Private Sector Development Vice Presidency (FPDVP). The PSDVP departments and units were combined with the departments and units of the Bank's Financial Sector Vice Presidency (FSEVP) to form the new FPDVP.

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.

This fonds contains the records of the World Bank Group units responsible for donor-based resource mobilization functions related to cofinancing, trust funds, and International Development Agency (IDA) replenishments. The fonds does not include records related to the Bank's traditional resource mobilization efforts of acquiring IBRD financing through the world's financial markets because the function does not share a provenance with the units described. This administrative history describes the provenance of the administrative units for cofinancing, trust funds, and IDA replenishments separately. After 1996, the functions merged under one vice presidency. As a consequence, the post-1996 section focuses on all functions together.

Cofinancing

Cofinancing is defined as additional funding sought by borrowing member countries from external sources outside of the World Bank. Cofinancing is meant to supplement funding resources provided by the World Bank (e.g. IBRD/IDA loans, credits, and grants), which may fall short of the funding needs for projects and programs associated with a borrowing member country. Cofinancing funding is sought by the Bank and its member countries from the following external official and private sources: agencies or government departments administrating bilateral development programs; multilateral agencies such as regional development banks; export credit agencies; and commercial banks. Cofinance funding is administered through two types of financing methods: 1) parallel cofinancing, in which the Bank and cofinanciers finance different goods and services or parts of the project; and 2) joint cofinancing, in which the Bank and cofinanciers finance expenditures from a common list of goods and services in agreed proportions, which adhere to the Bank's procurement guidelines. Cofinancing activities were developed in the Bank to help mobilize additional funding for sector-oriented programs and projects, fill funding gaps, and also foster greater international coordination to respond more rapidly to global macro-economic crises.

The first use of cofinancing in Bank operations was a joint cofinancing agreement drafted for the Mexico Power Sector Program in 1966. Initial Bank loans fell short of financing needs for projects under this program, so external funding sources were sought and renegotiated by members of the Bank's Loan Committee, cofinanciers, and the Government of Mexico. Similar agreements were negotiated thereafter for other programs and projects, including a parallel cofinancing agreement negotiated between the Bank, cofinanciers, and the Brazilian Government related to steel industry projects in 1971.

The use of cofinancing to mobilize resources significantly increased in World Bank operations during the oil and energy crisis that began in 1973. In this period, Arab/OPEC multilateral institutions emerged as a primary contributor for providing cofinancing sources. Newly founded regional multilateral institutions such as the Inter-American Development Bank, the Asian Development Bank, and the African Development Bank also emerged as valuable multilateral cofinancing partners.

In 1975, the Bank's cofinancing functions were formalized with the establishment of the Senior Adviser for cofinancing in the Front Office for the Senior Vice President of Operations (SVPOP). Regional Cofinancing Coordinators (RCC) were also established in the six Regional Vice Presidencies (RVP). The Senior Adviser for Cofinancing took lead responsibility in Bank-wide overall planning, policy making, communication, coordination, and monitoring of cofinancing operations. The RCCs were given line responsibilities of identifying operations to be cofinanced and arranging cofinancing with official sources in the Regional Programs Departments (RPD). The RCCs were also responsible for arranging cofinancing with export credit and commercial banking sources for the Regional Projects Departments. Roger Hornstein served as the Senior Adviser for Cofinancing.

In 1981, Frank Vibert succeeded Roger Hornstein as Senior Adviserfor Cofinancing in the SVPOP Front Office.

Demand for cofinancing sources grew in the late 1970s and the early 1980s with the ongoing oil crisis and emerging debt crisis. This demand strained the limited cofinancing operations in the Bank. As a result, the Vice President of Cofinancing (VPCOF) was established in May 1983. Teruyuki Ohuchi served as Vice President for VPCOF. The new VPCOF reported to the Senior Vice President, Operations (SVPOP). The VPCOF was created to strengthen and expand the Bank's cofinancing operations as a means to maintain and increase international capital flows to developing countries in times of constrained financial resources. The RPD retained line responsibilities for identifying and arranging cofinancing and also for arranging cofinancing for commercial and export credit sources. A new Regional Cofinancing Advisor was also established who would have functional control for cofinancing activities in the Region. The VPCOF was given responsibilities for:

• maintaining top-level contacts and promotion with cofinanciers;

• developing new cofinancing tools; and

• planning, coordinating, and monitoring the Bank's overall cofinancing program.

The VPCOF included the subordinate Cofinancing Advisory Unit (VPCAU), which was staffed by cofinancing advisers with expertise in commercial banking, export credits, and official financial sources.

During the establishment of VPCOF, the Japanese government emerged as the largest cofinancing contributor to the Bank by launching a number of cofinancing programs through the Overseas Economic Cooperation Fund (OECF), Japan's development aid agency, as well as the Export-Import Bank of Japan (UEXIM). This marked the beginning of strong Japanese leadership in the Bank's cofinancing operations, which extended from the 1980s into the early 2000s.

In 1983, the Bank's "B-Loan" program was launched to expand private cofinancing efforts and channel commercial bank resources to Bank operations. Shortly after, multilateral, bilateral, and export credit agency cofinancing programs were launched as part of the Japanese Grant Facility (JGF, later renamed the Japanese Policy and Human Resources Development [PHRD] Fund). In 1985, the multi-country official cofinancing (bilateral and multilateral) programs, the Special Facility for Sub-Saharan Africa (SFA) and the Consultant Trust Fund (CTF) Program, were launched.

In June 1986, Teruyuki Ohuchi was succeeded by Kunihiko Inakage as Vice President for VPCOF. In the May 1987 Reorganization, the Cofinancing Vice Presidency remained structurally unchanged but new acronyms were assigned to the Office of the Vice President (COFVP) and to the Cofinancing Advisory Unit (COFAU).

In June 1989, the COFVP was terminated and its functions were combined with the former Vice President of Financial Intermediation (VPFIS). This merger broadened cofinancing functions to include technical assistance in debt management and resource mobilization. The new combined VP was renamed the Vice President of Financial Intermediation and Cofinancing (CFSVP). The CFSVP reported to the Senior Vice President, Operations (OPNSV). CFSVP responsibilities included:

• assisting member countries in restructuring debt;

• assisting member countries with deregulation, public sector restructuring and privatization;

• advising member countries on management of their foreign financial assets and liabilities;

• procuring cofinancing arrangements from commercial and public sources;

• developing a Bank-wide strategy and capability for dealing with privatization requests; and

• developing new lending products to mobilize financial resources in commercial markets.

At the time of its establishment, the CFS had one subordinate unit, the Cofinancing and Financial Advisory Services Department (CFS), which incorporated the financial engineering functions of the former Debt Management and Financial Advisory Department (DFS) formerly located in the Vice President of Financial Intermediation (VPFIS), as well as most of the staff of the former CofinancingVice Presidency (COFVP). CFS consisted of the following units: the Cofinancing Group (CFSCO); the Financial Advisory Services Group (CFSFA); and the Private Sector Development Group (CFSPS). The CFSVP was also supported by a Front Office consisting of advisers in the following areas: commercial finance; official sources; export credits; and banking institutions.

Koji Kashiwaya assumed the role of Vice President for the new CFSVP.

In late 1989, the CFSPS was transferred from the Cofinancing and AdvisoryServices Department (CFS) to the Front Office of the CFSVP. In December 1990, the CFS Department was restructured, splitting the CFSCO into the new Official Cofinancing Group (CFSOC), and the new Private Cofinancing Group (CFSPC). In this same year, the Expanded Cofinancing Operation (ECO) program replaced the "B-Loan" program.

In 1990, the CFSVP was renamed the Vice President of Cofinancing and Advisory Services (CFSVP).

In February 1992, the CFSVP underwent a comprehensive reorganization to strengthen private sector development work and streamline the process of financial resource mobilization. This entailed building up the cofinancing and financial advisory capabilities in the regional Country Departments, which were given primary responsibility for implementing private sector development programs, and a consolidation of CFSVP's subordinate units. Specific responsibilities included:

• mobilizing official and private equity financing to cofinance Bank supported projects;

• managing and reducing the external debt of heavily indebted countries;

• developing programs for public enterprise divestiture;

• restructuring and privatizing of specific major public enterprises; and

• developing new approaches to attract private sector investment into major infrastructure projects.

The CFSVP restructuring included the merging of CFSPC and CFSPS, as well as some of the functions of the CFSFA, to create the new Private Sector Finance and Advisory Services Group (CFSPS). The responsibilities of the former CFSOC were also redefined and the unit was renamed the Official Cofinancing and Trust Fund Management Group (CFSOC). The remaining functions of CFSFA created the new Project Finance Group (CFSPF).

In April 1992, the CFSPS was further restructured, and became the Private Sector Development and Privatization Group (CFSPS).

In 1994, Hiroo Fukui succeeded Koji Kashiwaya as Vice President for CFSVP.

In March 1996, CFSVP was terminated and the subordinate CFSOC and the CFSPF staff and functions were absorbed by the new Resource Mobilization and Cofinancing Vice Presidency (RMCVP). The CFSPS staff and functions were removed from cofinancing operations and absorbed by the Private Sector Development (PSD) Department located in the Finance and Private Sector Development Vice Presidency (FPDVP).

Trust Funds

A trust fund is a financing arrangement set up with contributions from one or more donors and, in some cases, from the World Bank Group. The Bank establishes and administers trust funds as a complement to IDA and IBRD financing to promote development and aid effectiveness by leveraging its capacity and development knowledge. The Bank encourages trust funds that: draw on its operational role; include contributions from more than one donor; reinforce country capacity and ownership; and promote harmonization and alignment of donor aid modalities. Selectively, the Bank also provides specific administrative and financial services to the international community for trust funds that support work on issues of global importance and where the Bank may not perform an operational role. Trust funds differ to cofinancing arrangements in that trust funds are not limited to being tied to an existing Bank loan or grant for a program or project. Trust funds are also not generally initiated by the recipient member country like cofinancing. Many funds acquired through cofinancing arrangements are distributed into a Bank administered trust fund, but cofinancing arrangements serve as one example of a more restricted type of trust fund. Trust funds have a diversity of arrangements, which provides donors flexibility to target a variety of sectoral, regional, and global initiatives.

The earliest use of trust funds in World Bank Group operations can be traced to 1960 when the Bank administered the multi-donor Indus Basin Development Fund to help finance the Indus Basin Project in Pakistan. In the 1970s, the Bank also served as a financing partner in multiple global programs in partnership, with the United Nations Development Programme (UNDP), the Food and Agriculture Organization of the United Nations (FAO), and the World Health Organization (WHO). The most notable examples were, the Consultative Group on International Agricultural Research (CGIAR), established in 1972, and the River Blindness (Onchocerciasis) Control Program established in 1974.

Significant growth of trust fund mobilization, however, occurred in the early-1980s. At this time, the Bank lacked a formal trust fund administrator or central authority charged with implementing, coordinating, and monitoring trust fund administration, and developing trust fund related policies, guidelines, and procedures. Instead, trust fund administration responsibilities were fragmented among multiple Bank units. In this period, trust funds fell into two broad categories: 1) cofinanced trust funds; and 2) trust funds that are not tied directly to Bank loans (non-cofinanced), but augmented or diversified the sources of funding for a wide range of activities, including studies, institutional development training, and technical assistance.

The first category, cofinanced trust funds, were tied to existing Bank loans or credits, and were arranged either through a joint or parallel cofinancing agreement. Joint cofinancing required an agreement between the Bank and the cofinancier on the expenditure of a common list of goods or services for a project, and abided by the procurement and disbursement procedures of the Bank. Agreed upon joint cofinanced funds were deposited into a Bank administered trust fund. With parallel cofinancing, the Bank and the cofinancier agreed to finance different services, goods, or parts of a project, but the cofinancier was not required to use the procurement and disbursement procedures of the Bank. This allowed for the cofinancier to disburse funds to colenders according to their own procedures, and not have to be part of a Bank administered trust fund. Parallel cofinancing funds were part of Bank administered trust funds, however, if the parallel cofinancing agreement was "untied" and the cofinancier chose to have the Bank administer funds on the cofinancier's behalf.

The second category of trust funds were not tied directly to a Bank loan (non-cofinanced). Instead, the Bank served the role of trust fund administrator either as a fiscal agent or as the Executing Agency for trust funds financed by external donors. Such trust funds included contributions from governments, private foundations, or intergovernmental organizations. Many of these trust funds were either one-time contributions, or were subject to periodic replenishments, and were also free-standing programs with their own independent administration, executive secretariat, committee structure, and funding apparatus (e.g. CGIAR and the Global Environmental Facility [GEF]). Administering trust funds as a fiscal agent simply implied the Bank was responsible for the financial management functions of accounting and disbursement for a trust fund. The role of Executing Agency was more complex in that it included accounting and disbursement functions, but also responsibilities for hiring consultants and consulting of firms, procuring goods, organizing training activities, administering project budgets, and reviewing studies and reports prepared by consultants. The Executing Agency functions not related to financial management were generally handled by program coordinators, project officers, and advisers located in the Bank's sector departments, or country program departments and country project departments located in the Regional Vice Presidencies. An executive secretariat or independent administrative unit was also usually established to administer this type of trust fund.

In 1983, the newly established Vice President of Cofinancing (VPCOF) served as a focal point for the arrangement and management of cofinanced trust funds. VPCOF evolved into the central unit responsible for the management of some of the Bank's largest pooled and multi-donor technical assistance and consultant trust funds. In the early 1980s, the Japanese Government emerged as the largest cofinancier for the Bank and took a strong leadership role in leading cofinancing operations in the Bank. This included the launch of numerous grant-based trust fund programs through their donor agencies, the Overseas Economic Cooperation Fund (OECF) and the Export-Import Bank of Japan (JEXIM). The Japanese led programs were collectively referred to as the Japanese Grant Facility (JGF).

In 1984, the Chief United Nations Development Programme (UNDP)/Trust Funds Section (LOATF) of the Loan Department (LOA) located in Vice President of the Treasurer (TREVP) was established to administer financial management (accounting and disbursement) of the Bank's trust funds, including the United Nations Development Programme (UNDP) financed trust funds in where the Bank served as the Executing Agent. Kah Hie Lau served as Chief for the UNDP/Trust Fund Section. The VPCOF continued to be the unit responsible for the arrangement of cofinanced trust funds, but the LOATF handled the financial management of cofinanced trust funds.

In 1985, the multi-donor Special Facility for Sub-Saharan Africa (SFA) and the multi-donor Consultant Trust Fund (CTF) Program consisting of donors from multiple Bank member countries were launched. They were also managed by VPCOF and its subordinate Cofinancing Advisory Unit (VPCAU).

In 1986, LOA and its subordinate LOATF were transferred to the Vice President of the Controller (CTRVP). LOATF was renamed and upgraded to the Trust Funds Division (LOATF) due to the expanding use of trust funds.

In 1987, the VPCOF remained structurally unchanged but new acronyms were assigned to the Office of the Vice President (COFVP) and to the Cofinancing Advisory Unit (COFAU).

In the same year, the Resource Mobilization Department (FRM) was established in the Vice President of Financial Policy and Risk Management (FPRVP). The FRM focused on resource mobilization of official IDA concessional resources and IBRD capital resources, but also played a role in managing donor negotiations and relations related to trust funds that helped supplement the concessional lending of IDA operations. This was done in close collaboration with the COFVP, or other trust funds operations focused on providing concessional resources. For instance, the Special Facility for Sub-Saharan Africa (SFA) consisted of trust funds designed specifically to supplement IDA projects and programs. The COFVP and FRM worked closely to mobilize resources for SFA, and to help foster agreements between the Bank, borrower, and donor.

In 1989, the COFVP and the subordinate COFAU were terminated, and replaced by the Vice President of Financial Intermediation and Cofinancing (CFSVP). Within CFSVP, the new Official Cofinancing Group (CFSOC) served as the focal point for managing the Bank's cofinanced trust funds. CFSOC served as the key unit responsible for managing the technical assistance portions of the Consultant Trust Funds (CTF) Program, and the Japanese Policy and Human Resources Development (PHRD) Fund, which consolidated numerousgrant-based programs of the former Japanese Grant Facility (JGF). Specific responsibilities of CFSOC included:

• developing and maintaining institutional relations with the main donor agencies;

• establishing and monitoring formal arrangements for cofinancing so that clear operational procedures and policies are in place for cofinancing with colenders;

• assisting both potential cofinanciers and task managers in bringing together financing interests and funding needs; and

• mobilizing grant funds for consultants to be used for the Bank's operational work, and other special purposes.

John Taylor served as the Manager for CFSOC.

In same year, the Bank issued Operation Manual Statement (OMS) 4.40, Trust Funds. This statement designated the role of Trust Funds Administrator (LAOTF), and assigned this role to the reorganized Loan and Trust Fund Department (LOA). This was done to expand the responsibilities of the former LOATF Chief, strengthen trust fund policies and guidelines, consolidate the fragmented trust fund administration functions, and strengthen trust funds administration Bank wide. Specific responsibilities included:

• implementing the policies and guidelines for administering funds;

• ensuring the consistency of information given to donors on the terms and conditions on which funds are administered by the Bank;

• coordinating within the Bank to ensure compliance with Bank policies and with the specific provisions of each agreement;

• participating in negotiating agreements and clearing them before signature;

• ensuring that disbursements are for eligible countries only;

• preparing financial reports on each fund in accordance with the agreement;

• coordinating the preparation by Task Managers of implementation reports and other reporting requirements; and

• requesting the donor to replenish trust fund accounts as needed.

The new Trust Funds Administrator of the Loan and Trust Fund Department (LOA) remained in the CTRVP. Kah Hie Lau was promoted to the Trust Funds Administrator.

In1991, the Global Environment Facility (GEF) was launched. The COFVP and the FRM served as the key units in the Bank responsible for the resource mobilization and replenishment of the GEF trust funds. In the same year, the Trust Funds Administrator was transferred to the Resource Mobilization Department (FRM) located in the Vice President of Financial Policy and Risk Management (FPRVP), and its acronym changed to FRMTF.

In February 1992, the CFSVP underwent a comprehensive reorganization and the CFSOC wasrenamed the Official Cofinancing and Trust Fund Management Group (CFSOC). The newly reorganized CFSOC responsibilities included:

• administering the Japanese Policy and Human Resources Development (PHRD) Fund;

• administering the Consultant Trust Fund (CTF) Program;

• managing institutional relationships with bilateral and multilateral cofinanciers to include proactive initiatives to increase cofinancing; and

• maintaining the Bank's Cofinancing Database and CTF Management Information system.

CharlesMeissner served as the new Manager for the reorganized CFSOC.

In 1993, the Trust Funds Administrator was removed from FRM, and transferred to the Trust Funds Administration Department (CTRTA) in the Controller Vice Presidency (CTRVP).

In March 1996, CFSVP was terminated and CFSOC staff and functions as well as the Resource Mobilization Department (FRM) were absorbed by the new Resource Mobilization and Cofinancing Vice Presidency (RMCVP). CFSOC was placed in the new Cofinancing and Project Finance Department (CAP), and renamed the Official Cofinancing and Trust Funds Group (CAPOC).

The Trust Funds Administrator was transferred to the new Trust Funds Division (ACTTF) in the Accounting Department (ACT) of the Controller Vice Presidency (CTRVP), and supported the new RMCVP in financial management of trust funds, and implementing policies and guidelines related to trust fund administration.

IDA replenishment

This section focuses on the units responsible for the following functions: leading and supporting IDA replenishments negotiations with the Bank's IDA Deputies; managing the finances of IDA's concessional lending funds; managing the allocation of IDA resources; and monitoring the implementation of IDA mandated policies within Bank operations.

The International Development Agency (IDA) was established in 1960 to complement the role of the International Bank for Reconstruction and Development (IBRD) in promoting economic development by offering concessional financing to the poorer developing countries within its membership. The IDA replenished its resources through negotiations held every three years, wherein the Bank sought donations from its wealthiest Part I member countries.

The first replenishment of IDA resources was held in 1962. The Bank's Board of Governors requested that the Board of Executive Director's assess financial requirements for IDA operations. Subsequently, the Financial Policy Committee of the Board was given the task of leading replenishment negotiations, and did so in a number of informal meetings with Part I member country leaders.

In 1965, the second replenishment was held and, much like the first replenishment, it was initiated by the Board of Governors with a request to the Board of Executive Directors. The second IDA replenishment negotiations established Part I member country representatives as the new IDA Deputies, and the formal IDA replenishment negotiations became known as the IDA Deputy Meetings. IDA replenishment negotiations included senior officials of the Bank andthe IDA Deputies.

The third replenishment was held in 1968, and the process of initiating formal negotiations by a Board of Governors request to the Executive Directors was discontinued. Formal donor meetings with the IDA Deputies where arranged by Bank management after this point. The Office of the Vice President of Sir Denis Rickett (OVPDR) established on April 1, 1968 was the unit responsible for such IDA replenishment arrangements. The OVPDR was created in conjunction with the appointment of PresidentRobert McNamara, and reported directly to him. This OVPDR was established as a liaison office of the Bank with Part I countries. Specific responsibilities included leading negotiations for IDA replenishments, and providing information on the Bank's lending programs and policies. The OVPDR was not assigned any direct responsibility for department supervision.

On October 4, 1974, with the resignation of Vice President Rickett, the OVPDR was terminated. The functions of OVPDR were absorbed by the Vice President of Finance (VPF) led by I.P.M. Cargill. The VPF was also responsible for managing the Bank's financial operations and advising the President on Bank financial policies, and consisted of the following subordinate units: the Treasurer's Department (TRE) and the Programming and Budgeting Department (PAB). The IDA replenishment function was supported by two Special Assistants in the VPF Front Office. The PAB Department's Financial Analysis Division (PABFA) was responsible for providing staff support to IDAreplenishment efforts of the Front Office assistants.

In 1977, the Financial Analysis Division (PABFA) of the PAB Department absorbed greater responsibility for supporting IDA replenishment from the former IDA Special Assistants of the VPF Front Office due to increased workload of the function, and planned retirement of one its assistants. The VPF continued to lead IDA replenishment negotiations, but was primarily supported by PABFA. Within PABFA, the IDA replenishment related functions were merged with financial policy, financial projections, and IBRD capital increase support responsibilities. Specific responsibilities of PABFA included:

• maintaining analysis of Bank Group financial policies and activities as they affect the soundness and financial needs of the institution;

• alerting management to potential financial problem conditions and proposed changes to the Bank Group's financial policies;

• providing staff support related to IBRD capital increases, including periodic reviews of the appropriate capital structure of the Bank and analysis of the size, timing, and distribution by country of increases in subscribed capital;

• providing staff support for the periodic IDA replenishment negotiations, including analysis of the size of replenishment burden-sharing arrangements, voting rights issues, method of payment, maintenance of value, and other topics;

• preparing periodic reviews of the Bank's lending rate, liquidity policy, and allocation of net income;

• preparing the sections on Bank/IDA financial position and prospects for inclusion in the annual review of the five-year program as well as for the mid-year review of operations;

• preparing standard long-term financial projections for the Bank and IDA;

• reviewing the changes in the quality of the Bank's overall loan portfolio; and

• maintaining awareness of changes in the external financial environment.

The PABFA was led by Division Chief David Bock at the time it absorbed IDA replenishment related functions.

In July 1978, VPFI.P.M. Cargill was promoted to Senior Vice President of Finance (SVPFI) to further assist the Bank President more broadly on priority areas, and serve as Acting President and Board Chairman in the absence of the President. The position of Vice President of Finance (VPF) remained, and Cargill relinquished most of his responsibilities of overseeing the operations of the Finance Complex to the new VPF Moeen Qureshi. With this change, PABFA reported to the VPF, but still supported the SVPFI, who continued to lead IDA replenishment negotiations.

In 1980, SVPFI I.P.M. Cargill retired from the Bank. Moeen Qureshi was promoted soon after as the new SVPFI, and retained the responsibility of leading IDA replenishment negotiations. The position of VPF was terminated.

At the same time, the PABFA and the Financial Studies Division (PABFS) of Programming and Budgeting Department (PAB) were transferred to the new Financial Policy and Analysis Department (FPA), which reported directly to the SVPFI. The FPA Department was assigned the following responsibilities:

• performing analytical work on Bank financial policies, and supporting the Senior Vice President, Finance in such key activities 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 former Financial Studies Division and Programming and Budgeting Department maintained their titles in the new FPA, but their acronyms were changed to FPAFA and FPAFS, respectively. The function supporting IDA replenishment negotiations was moved to the FPAFS Division.

In 1983, the FPA reported to the new Vice President of Financial Policy, Planning, and Budgeting (FPBVP).

During the 1987 Bank-wide reorganization, the FPA was terminated. As a result, the FPAPP and FPAMA divisions were absorbed by the new Risk Management and Financial Policy Department (FRS), and the FPAFS, which maintained responsibility for IDA replenishment negotiations, was absorbed by the new Resource Mobilization Department (FRM). Both departments reported to the new Vice President of Financial Policy and Risk Management (FPRVP), which reported to the new Senior Vice President of Finance (FINSV) Ernest Stern.

FRM was given the responsibility of securing official funding necessary to fund the Bank's planned programs. Official funding sources sought by FRM included capital subscriptions by Bank shareholders for IBRD lending operations and IDA concessional resources for its lending to countries which were not creditworthy for IBRD borrowing. Specific responsibilities included:

• maintaining a positive environment for Bank funding approaches;

• developing a system for monitoring funding approaches;

• monitoring the adequacy of the Bank's capital and taking steps to replenish it;

• managing the subscription payments and the release of local currency contributions;

• replenishing IDA;

• managing donor contributions to IDA's contributions;

• exploring new facilities that use official funding; and

• analyzing the role of Bank/IDA flows in relation to aggregate aid and commercial flows.

At its inception, the FRM had the following subordinate units: the Replenishment Policy Division (FRMRP) and the Replenishment Operations Division (FRMRO). Basil Kavalasky served as Director for FRM.

In 1991, the Trust Funds Administrator Kah Hie Lau was transferred from the Loan and Trusts Funds Department (LOA) of the Vice President of Controller (CTRVP) to FRM. In 1993, the Trust Funds Administrator was removed from FRM, and transferred to the Trust Funds Administration Department (CTRTA) in the Controller Vice Presidency (CTRVP).

In 1996, the Vice President of Financial Policy and Risk Management (FPRVP) was terminated. As a result, the Risk Management and Financial Policy Department (FRS), was absorbed by the new Office of the Vice President Financial Policy and Institutional Strategy (FPIVP). The Resource Mobilization Department (FRM) was transferred to the new Resource Mobilization and Cofinancing Vice Presidency (RMCVP).

Cofinancing, trust funds, and IDA replenishment (1996-present)

In April 1996, the cofinancing, trust funds, and IDA replenishment functions were merged under the new Resource Mobilization and Cofinancing Vice Presidency (RMCVP). More specifically, the functions of the former Official Cofinancing and Trust Fund Management Group (CFSOC) and the Project Finance Group (CFSPF) of the former Vice President of Financial Intermediation and Cofinancing (CFSVP), and the functions of the Resource Mobilization Department (FRM) of the former Financial Policy and Resource Mobilization Vice Presidency (FPRVP) were absorbed by the new RMCVP. The new RMCVP was created to enable the Bank to forge a more effective partnerships with the donor community and the private sector. RMCVP focused on mobilizing funds from official and private sources to IBRD and IDA operations and services and the Global Environmental Facility (GEF). Specific responsibilities included:

• expanding resource mobilization efforts to achieve greater financial sustainability through donor support, official cofinancing, export credit, and trust funds;

• accelerating the implementation of the guarantee Program, expand the use of guarantees, and increase the pipelines of guarantee operations; and

• supporting the Bank's efforts to mainstream the trust fund activities into the Bank's processes.

At its establishment, the RMCVP consisted of the following subordinate units: the Cofinancing and Project Finance Department (CAP) and the Resource Mobilization Department (FRM). CAP consisted of the Official Cofinancing and Trust Funds Group (CAPOC) and the Project Finance and Guarantees Group (CAPPF). The FRM Department consisted of the Replenishment Operations Unit (FRMRO) and the Replenishment Policy Unit (FRMRP). CAPOC served as the main unit for cofinancing related responsibilities, which consisted of promoting and monitoring official cofinancing of Bank Group operations. CAPOC was also responsible for trust fund functions including monitoring, mobilization, and administration.

Hiroo Fukui served as Vice President for RMCVP.

Soon after the establishment of the RMCVP, the Highly Indebted Poor Countries (HIPC) Debt Initiative, a debt restructuring trust fund, was launched. RMCVP served as trustee for this fund. In 1997, the global trust fund program, Development Grant Facility (DGF), was launched. The RMCVP also served as trustee for this fund.

In 1998, the RMCVP was restructured. FRM remained unchanged, but CAP functions were divided into two new departments: the Trust Fund and Cofinancing Department (TFC) and the Project Finance and Guarantees Department (PFG).

In 1999, PFG was removed from the RMCVP, and its functions were transferred to the Private Sector Development and Infrastructure Vice Presidency (PSIVP).

The early 2000s marked a significant increase in the Bank's trust fund portfolio, primarily due to the 2002 launch of the United Nations Millennium Development Goals (MDGs). This prompted the creation of numerous global programs and partnership trust funds to respond to the international initiatives of the MDG, including the Global Fund to Fight AIDS, Tuberculosis, and Malaria (the Global Fund) and the Climate Investment Funds (CIFs), both established in 2002. The use of global programs and partnership existed prior to this period, most notably GEF and DGF, but their use rapidly expanded in the 2000s.

Furthermore, due to the growth and increasing complexity of trust funds, this period also experienced a shift in the type of trust funds arrangements used for various funds. This included the growing use of the following types of trust fund arrangements: Financial Intermediary Funds (FIFs); Bank Executed Trust Funds (BETF); and Recipient Executed Trust Funds (RETF). FIFs, in particular, saw significant expansion foster the arrangement of complex global programs and partnership trust funds. With the changing trust fund landscape, more traditional cofinancing arrangements experienced gradual decline as a source for external funding. Cofinancing, however, still remained a component of these trust fund arrangements, and the cofinancing function was integrated into broader trust funds operations.

In 2001, RMCVP was again restructured. The functions of TFC were split into two new departments: the Trust Fund Operations Department (TFO) and the Trust Fund Strategy and Donor Relations Department (TFS). FRM remained unchanged.

In June 2003, the RMCVP was terminated and its functions absorbed by the new Concessional Finance and Global Partnerships Vice Presidency (CFPVP). The responsibilities of the new CFPVP included:

• mobilizing and managing concessional and grant finance in the Bank;

• agreeing to the policy framework with which these resources are provided by donors; and

• facilitating and overseeing the robust and accountable framework of partnerships to take forward the Bank's strategic priorities.

At its establishment, the CFPVP consisted of the following subordinate departments and units: the Resource Mobilization Department (FRM); the Global Programs and Partnerships (GPP); the Trust Fund Operations (TFO); the Trust Fund Strategy and Donor Relations Department (TFS); and the Multilateral Trustee Operations (MTO).

Geoffrey Lamb served as Vice President of the CFPVP.

In 2004, the Finance and Risk Unit (CFPFR) and the Multilateral Trustee Innovative FinanceUnit (CFPMI) were added to CFPVP. In 2006, Phillippe Le Houerou succeeded Geoffrey Lamb as Vice President for CFPVP.

In 2008, the GPP and the TFO were merged to create the new Global Partnerships and Trust Fund Operations Department (CFPTO). CFPTO was assigned two subordinate units: the Global Partnership and Trust Fund Policy Unit (PTP) and the Program Administration and Management Unit (PAM).

In 2009, Axel van Trotsenburg succeeded Phillippe Le Houerou as Vice President for CFPVP. Around this time, the CFPVP was reorganized into the following subordinate units: IDA Resource Mobilization (CFPIR); the Global Partnerships and Trust Fund Operations (CFPTO); and the Multilateral Trusteeship and Innovative Financing (CFPMI).

In 2012, Joachim von Amsberg succeeded Axel van Trotsenburg as Vice President for CFPVP.

In July 2014, the CFPVP was terminated and replaced by the new Development Finance Vice Presidency (DFIVP).

The Development Finance Vice Presidency (DFIVP) absorbed the IDA replenishment, trust fund, and cofinancing related functions of the former CFPVP. It additionally absorbed functions related to IBRD capital monitoring, planning, and management from the former Vice President of Corporate Finance and Risk Management (CFRVP). The DFIVP includes the following subordinate units: the Development Finance Resource Mobilization Department (DFiRM); the Development Partner Relations Department (DFDPR); the Trust Funds and Partnerships Department (DFPTF); and the IBRD Corporate Finance Department (DFICF). Joachim von Amsberg serves as Vice President for DFIVP.

Robert W. Oliver (1922-1998) was an economist who specialized in World Bank issues. A native of Los Angeles, California, he earned undergraduate and master's degrees from the University of Southern California and a Ph.D. from Princeton University. He served in the U.S. Navy during World War II.

Oliver taught at Pomona College in California, then in 1959 he joined the California Institute of Technology, where he remained for the rest of his career. In 1961 Oliver conducted a series of oral histories under contract to the World Bank, the first time that oral history had been used by the Bank; in the late 1980s he also conducted oral history interviews under contract to the Bank. During 1970-1971, while on leave from Caltech, he worked for the World Bank in the urban development sector and participated in Bank missions to Indonesia and Taiwan. He wrote four books on the World Bank and one on Indonesia that was informed by his work at the Bank.

After George D. Woods died, Louise Woods wanted a biography of him written. According to the Preface in Oliver's biography of Woods, George Woods and the World Bank, a mutual friend introduced her to Oliver, and they subsequently agreed that Oliver would undertake the biography.

Martin M. Rosen was born in 1919 in Cincinnati, Ohio. He graduated from the University of Cincinnati in 1940 and received a master's degree in economics from the University of Minnesota in 1941.

Following service in the U.S. military during World War II, Rosen joined the World Bank (Bank) in 1946. He served as Assistant to the Director of the Economic Staff; Assistant Director of the Department of Operations - Europe, Africa and Australasia; Assistant Director of the Department of Technical Operations;and Director of the Department of Operations - Far East. In 1961, he became the Executive Vice President of the International Finance Corporation (IFC), a position he held until he resigned from the World Bank Group in 1969.

After leaving the Bank Group, Rosen became president of the First Washington Securities Corporation, an investment banking company.

Rosen died in 1984.

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.

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).

The Senior Vice President of Operations (SVPOP) has its origins in the Office of the Vice President of Burke Knapp (OVPBK), or also referred to as the Vice President of Operations. Burke Knapp's Vice Presidency was established on July 24, 1956, as one of three vice presidencies replacing the Office of the Vice President of Robert Garner (OVPRG). Knapp reported directly to the President. Knapp was assigned responsibility for the Bank's operational activities, including:

• lending operations;

• economic, financial and technical research and analysis;

• economic survey missions and other technical assistance activities; and

• liaison with other lending and aid agencies on above matters.

Knapp was also designated Chairman of the Staff Loan Committee and the Area Department Head meetings. The following departments reported to Knapp: the Departments of Operations, or Area Departments - Europe, Africa and Australasia, Asia and the Middle East, and Western Hemisphere; the Department of Technical Operations (TOD); and the Economic Staff (ECS).

In 1965, the TOD was terminated and replaced by the new Projects Department (PRJ). PRJ continued to report to OVPBK.

In 1966, with the Departure of Vice President Geoffrey Wilson (OVPGW), responsibility for the Information Department (INFO) was transferred to OVPBK. In 1967, the Information Department (INFO) was transferred to the Director of Development Services (DSD), who reported directly to the Office of the President (EXC).

In 1968, the Projects Department (PRJ) was separated from OVPBK, and reported to Director and Vice President of Finance (VPF) Siem Aldewereld.

In 1972, the OVPBK was terminated. Its functions were transferred to the newly established Office of the Senior Vice President of Operations (SVPOP), which was also headed by J. Burke Knapp.

The Senior Vice President of Operations (SVPOP) was established on October 1, 1972, and reported directly to the Office of the President (EXC). The SVPOP was created as part of the comprehensive 1972 Bank-wide Reorganization, which upgraded the Bank's former Area Departments to new Regional Vice Presidencies (RVPs), and transferred most of the technical staff involved in project preparation and implementation from the Projects Department (PRJ) to the newly created regional projects departments located in the new RVPs, in order to more effectively fuse sector skills with country knowledge. The SVPOP would assist the Bank President in managing the integrated projects and operations staffs. Freed from day-to-day operational tasks, Knapp would concentrate on establishing operating objectives, priorities and policies, planning, spurring innovation and improving overall quality, efficiency and effectiveness.

At the date of its establishment, the following vice presidencies composing the Bank's Operations Complex reported to SVPOP: the Regional Vice Presidencies (RVPs) of the Asia Vice Presidency (ASN), the East Africa Vice Presidency (EAN), the West Africa Vice Presidency (WAN), the Europe, Middle East, and North Africa Vice Presidency (EMN), and the Latin America and the Caribbean Vice Presidency (LCN); and the newly established Vice President of Central Projects (CPSVP). The SVPOP also served as the Chairman for the Bank's Loan Committee and the Operational Vice Presidents (OVP, formerly the Area Department Heads) meetings. The SVPOP was also supported by a Front Office team consisting of a Senior Operations Adviser, and a Personal Assistant to the SVPOP.

In 1974, the Asia Vice Presidency (ASN) was split into the South Asia Vice Presidency (ASN) and the East Asia and Pacific Vice Presidency (AEN).

In 1978, Ernest Stern succeeded Burke Knapp and the SVPOP was re-titled the Vice President of Operations (VPO). The functions and responsibilities remained unchanged. In 1980, the position of the VPO of the Operations Complex was again upgraded to Senior Vice President of Operations (SVPOP).

In 1982, the CPSVP was terminated and replaced by the Operations Policy Vice Presidency (OPSVP). Some staff of CPSVP were also absorbed by the new Energy and Industry Vice Presidency (EIS). Both reported to the SVPOP.

In January 1983, the Secretariat of the Consultative Group for International Agricultural Research (CGIAR) was subordinated under the SVPOP; accompanying the move of Warren Baum, who served as Chairman of CGIAR, from the OPSVP to the Front Office of the SVPOP.

In May 1983, a new Vice President of Cofinancing (COF) was established with responsibility for all aspects of cofinancing policies and operations, and reported to theSVPOP. Later in 1983, the Office of the Management Systems and Budget (SVPMS) was added to the SVPOP Front Office to support budget formulation functions of the SVPOP and the Operations Complex.

In 1984, a Special Office for African Affairs was established in the Front Office of the SVPOP to coordinate and monitor a joint action program to expand technical and financial assistance to the countries of Sub-Saharan Africa.

In July 1984, the Operations Information Systems (SVPMI) Unit was established in theSVPOP Front Office to support and develop Management Information Systems (MIS) and database administration for the SVPOP and the Operations Complex.

In the May 1987 Reorganization, the Operations Complex was fundamentally restructured, the functions of the SVPOP redefined, and the SVPOP position given a new acronym (OPNSV). The main features of the reorganization were the consolidation of the former six Regional Vice Presidencies (RVP) into four, including: the Africa Vice Presidency (AFR); the Asia Vice Presidency (ASI); the Europe, Middle East, and North Africa Vice Presidency (EMENA); and the Latin America and Caribbean Vice Presidency (LAC). The reorganization also resulted in the creation of Country Departments (CDs), which combined functions previously divided between Programs and Projects Departments, and the establishment of Regional Technical Departments (TDs) taking on some of the functions of the former OPSVP and the EIS.

The newly reorganized Senior Vice President of Operations (OPNSV) served as a member of the President's senior management team and as Chief Operations Officer. The main responsibilities of the reorganized OPNSV included:

• advising the President on major operational issues;

• acting as the Bank's spokesman on operational matters vis-a-vis Part I and Part II counties;

• overseeing the formulation and implementation of the Bank's economic and social development programs; and

• ensuring the quality of the Bank's operational products and loans.

With the completion of the reorganization's second phase in September 1987, the following vice -presidencies and departments, which made up the Operations Complex, reported to OPNSV: the four Regional Vice Presidents (RVPs) of the Africa Vice Presidency (AFR), the Asia Vice Presidency (ASI), the Europe, Middle East, and North Africa Vice Presidency (EMENA), and the Latin America and Caribbean Vice Presidency (LAC); the newly established Vice President of Financial Intermediation (FIS); the Vice President of Cofinancing (COF); the Central Operations Department (COD); and the Economic Advisory Staff (EAS). The OPNSV also served as Chairman for the Operations Committee (OC, formerly the Loan Committee) and the Operations Policy Committee (OPC), which were composed of members from the Bank's Operations Complex.

The OPNSV was supported by a newly reorganized Front Office, or Operations Staff (OPN), which included: the Director of Operations Staff (OPN); the Special Adviser, Lending and Budget Operations; the Special Adviser, Personnel, Budget, and Information Management; the Chief Personnel Officer; and the Special Assistant to the OPNSV. The Operations Information Systems (SVPMI) Unit acronym was changed to the OPNMI, and the Office of the Management Systems and Budget (SVPMS) acronym was changed to the OPNMS.

Moeen Qureshi succeeded Ernest Stern as the new Senior Vice President for Operations (OPNSV).

In January 1989, the OPNMI was upgraded to a division and renamed the Operations Information Services Division (OPNIS).

In June 1989,the FIS was combined with the COF and renamed the Cofinancing and Financial Intermediation Vice Presidency (CFS). This was expected to enhance the Bank's ability to deal with debt issues and improve the service to the Regions and the borrowers.

In 1991, following the appointment of World Bank President Lewis T. Preston, the senior management structure was heavily reorganized, and the Bank's senior vice presidencies were abolished, including OPNSV. As a result, the Economic Advisory Staff (EAS) was terminated, and its staff and functions were absorbed by the new Development Policy Group (DPG) located in the Development Economics Vice Presidency (DEC); the Central Operations Department (COD) was transferred to the Vice President of Sector Policy and Research (OSPVP); and the Vice President of Cofinancing and Financial Advisory Services (CFS) reported to the newly appointed Managing Director Attila Karaosmanoglu. The four RVPs reported to Office of the President (EXC) and the newly established Managing Directors, who served as a broad administrative oversight team that supported the President. The Office of the Management Systems and Budget (OPNMS) of the OPNSV Front Office was terminated, and the Operations Information Services Division (OPNIS) functions were split between the new Information Services Division (CODIS) in the Central Operations Department (COD) and the Budget Policy and Systems Division (PBDPS) in the Planning and Budgeting Department (PBD).

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).

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.

The units responsible for World Bank lending and technical assistance have changed frequently in name and status since the Bank began operations in 1946. A summary of organizational and functional changes relevant to Bank operations in the South Asia Region (SAR) since 1946 is provided in this description. Units responsible for operations in the South Asia Region include:

1946-1952 Loan Department (LOD) Economic Department (ECD)

1952-1957 Department of Operations - Asia and Middle East (AME)

1957-1965 Department of Operations - South Asia and Middle East (SME)

1965-1966 South Asia Department (SAS)

1966-1968 Asia Department (ASI)

1968-1972 South Asia Department (SAS)

1972-1974 Asia Vice Presidency (ASN)

1974-1987 South Asia Vice Presidency (ASN)

1987-1991 Asia Regional Office - Asia Vice Presidency (ASI)

1991-present South Asia Vice Presidency (SAR)

The operations function of the World Bank has, in one form or another, been organized according to geographic region throughout the history of theBank. It is important to note that the South Asia Region, in the earlier decades of the World Bank's existence, oscillated between inclusion in larger and broader organizational units consisting of, on one hand, East Asia and Pacific countries and, on the other, African and, especially, Middle Eastern countries. As of 2014, the South Asia Region includes the following countries: Afghanistan, Bhutan, Bangladesh, India, Maldives, Nepal, Pakistan, and Sri Lanka.

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 work 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 (South Asia 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 divisionswas 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.

The first funding to the region was to India for railway reconstruction and development (Railway Project - P009588). The loan was approved on 18 August 1949 and provided $34 million dollars. During the period 1946 to 1952, the only SAR country to receive funding other than India was Pakistan, which received its first Bank loan in March of 1952 (Railway Project - P010002). During this period, the Bank sent missions to the Region, including India and Pakistan in 1949 and Ceylon (Sri Lanka) in 1951. In January of 1952, Bank President Eugene R. Black visited India, Pakistan, and Ceylon as part of a trip that also included stops in Thailand and Australia.

Early in the Bank's existence, the institution took on the occasional role of mediator between countries in instances of financial and/or resource disputes. While the Bank played this role only a small number of times, the instances when it did were generally of a high profile. One of the more significant examples of this was the dispute between India and Pakistan with regard to the water resources in the Indus Basin. Bank President Black approached the leaders of the two countries and suggested that the Bank could offer technical assistance to resolve their dispute.The first meeting was held in the offices of the World Bank in the summer of 1952 and involved the participation of engineers representing each country. Negotiations continued for nine years before a final treaty was signed by both parties in 1960.

1952 - 1972

A sizable reorganization that took effect in September 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). 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 consisted of four divisions created according to geographic region; while the first and fourth divisions contained Middle Eastern and East Asian countries respectively, Division II contained Ethiopia, Iran and Pakistan while Division III contained India, Burma and Ceylon. 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.

During this period the World Bank began establishing resident missions in SAR countries. These included Pakistan in 1956 and India in 1957. Also, in 1958, the Aid-India Consortium was established. The consortium, made up of bilateral and multilateral leaders, was the first of the consortia and consultative groups that the Bank set up for its developing member countries. Later, in 1960, a similar consortium would be created for Pakistan.

Growing membership and operational responsibility in the Middle East and Asia was the main reason for the division of AME into two new units in 1957: the Department of Operations - South Asia and Middle East (SME) and the Department of Operations - Far East (FEA). As part of this organization, SAR countries were split up between the two new departments: Afghanistan, India, and Pakistan were placed in SME while Ceylon and Burma were located in FEA. Note also that the Indus Basin Settlement was treated as an organizational unit and was located in SME.

Joseph Rucinski, former department director of AME, was retained as department director of SME. He was briefly replaced by Geoffrey Wilson (1 January 1962 - 14 September 1962) and then, permanently, by Escott Reid (15 September 1962 - 18 January 1965).

It was during these years, beginning in 1958, that the Bank assumed its first major role in coordinating external financial aid in two South Asia Region countries that were threatened by major balance of payments crises. The Bank-organized India Consortium which first met from 25-27 August 1958 in Washington, DC was chaired by World Bank Group President Black to consult with the five other member countries already financing projects in India and explore solutions to India's foreign exchange situation. A second consortium for Pakistan followed in 1960. The purpose of both consortia shifted from providing emergency financial aid to providing long-term aid to India and Pakistan's development plans.

The Bank would go on to participate in many more consultative groups. Most of the functions involved in the operation of a consortium or consultative group were already carried out by Bank department staff in its relations with countries, however they wouldperform these functions "more intensively or more frequently" when sponsoring groups. The operations of the groups varied according to their 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 termsof 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 Bank's Area or Country Director for consultative groups, 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 January of 1965, SME was replaced by the South Asia Department (SAS), while countries in the Middle East region were merged with countries in the Europe Region to form the Europe and Middle East Department (EME). This marks the first time that the South Asia Region was organizationally autonomous. Alexander Stevenson served as department director of SAS for this period. However, this arrangement only lasted for a year and a half. In July of 1966, the FEA, which had remained untouched during the 1965 reorganization, was merged with SAS to form the Asia Department (ASI). Stevenson was named associate director while I. P. M. Cargill, formerly department director of FEA, was made department director of ASI.

This reorganization of the regional operations units also did not last long. In October 1968, due to theincreased 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). Cargill served as the Department Director of SAS through 1972 while Raymond J. Goodman served as Director for EAP during this time.

1972 - 1987

While projects funded by the World Bank in the South Asia 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 redefined. The seven departments (including SAS) 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 Project Departments to five new Regional Vice Presidencies. Each Region's Project 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 SAS constituted Country Program Department 2. Note that oversight of operations in Afghanistan was moved into the new Europe, Middle East and North Africa Regional Vice Presidency (EMN) and would not return to the South Asia Region until 1991. 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 Region's Project Department was divided into five sector-based units: Agriculture; Development Finance Companies; Education; Public Utilities; and Transportation. 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.

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 theRVPs 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). Subsequently, Mervyn L. Weiner was named Regional Vice President (1 July 1974 to 1 October 1975) of the new ASN. Ernest Stern (1 October 1975 to 1 January 1978) and W. David Hopper (1 January 1978 to 30 June 1987) succeeded Weiner.

1987 - 1997

While the make-up 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 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 upof 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 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: South Asia Vice Presidency (SAS) and East Asia and Pacific Vice Presidency (EAP). However, the two new reformed Vice Presidencies continued to share a single Technical Department (AST) until 1997.

D. Joseph Wood was named Regional Vice President of the newly constituted SAS. Note that in 1991 Afghanistan was returned to the oversight of the South Asia Vice Presidency but Myanmar remained in EAP. From 1991 to 1996, SAS had three Country Departments and a single Technical Department. In 1996, the number of Country Departments was decreased to two.

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 South Asia Region, the number of CMUs rose from two in 1996 to seven in 1998. In addition, there was an increasing decentralization of CMU staff and country directors from Bank headquarters in 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.

As a result of the 1997 reorganization, the South Asia Vice Presidency retained its original name but changed its acronym, this time to SAR. Mieko Nishimizu was named Regional Vice President of SAS in Feburary of 1997; upon the completion of the reorganization and the official creation of SAR on 1 July 1997, Nishimizu became the SAR Regional Vice President. Praful C. Patel replaced her on 1 July 2003. Isabel Guerrero succeeded Patel on 1 July 2008 and most recently, Philippe Le Houerou replaced Guerrero on 1 July 2013.

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.

This fonds contains the records of temporary bodies comprised of Bank staff from various inter-departmental units that were established to address a Bank-wide issue or an issue directly affecting one or more major units of the Bank.

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.

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.

James L. Theodores was born on September 4th, 1922 in Thompson, Connecticut. After serving in World War II, Theodores attended Fitchburg State University in Massachusetts where he completed a BSE in Education. He subsequently completed a Master's degree in Management & Finance from New York University.

Prior to beginning employment at the World Bank, Theodores held a variety of positions related to education planning and management. These included: Superintendent of Schools in Scarsdale, New York; Education Planning, Building and Development Consultant for St. Ceyre Architects in Detroit, Michigan; and Senior Advisor to Colombia's Ministry of Education in Bogota, Colombia. He also published two books in the field of education.

Theodores joined the World Bank in 1970 as an Education Facilities Planner in the Education Department, the primary Bank unit responsible for appraisal, negotiation, and supervision of operational project work in the nascent education sector. Following the Bank-wide reorganization of 1972 that decentralized operational oversight into the new regional vice presidencies (RVPs), Theodores moved into the Education Division of the Europe, Middle East and North Africa Projects Department (EMPED).

In 1977, Theodores was named the Resident Representative for Afghanistan. Situated in Kabul, he held this position until 1980. As Resident Representative, Theodores was responsible for: maintaining liaison between the World Bank and Afghanistan government and presenting the Bank's views to the government; advising the Bank on significant developments in the country; participating in the preparation and presentation of projects for consideration by the Bank; providing information or responding to requests of the Afghan government; and facilitating the work of Bank missions visiting the country.

Following the closure of the World Bank's Kabul office in 1980, Theodores returned to World Bank headquarters in Washington D.C. and was named Senior Management Analyst in the Organization Planning Department (OPD). Theodores was named acting Field Coordinator (FC) in 1981, replacing Lawrence H. Berlin, and was officially named the new FC Coordinator in July 1982. As Field Coordinator, Theodores was responsible for introducing and establishing systems of security for both travelling and resident Bank/IFC staff and their dependents and advising the Vice President, Personnel and Administration (VPA) on field office matters.

Theodores left the Bank in 1987. He retired to Newport, Rhode Island before moving to San Francisco in 2009. He passed away on March 9th, 2014.

Functional responsibility for transportation-related activities was first articulated in the organizational structure of the World Bank after the January 18, 1965, creation of the Projects Department (PRJ). The Projects Department, which had roots in the Technical Operations Department (September 1952 to 18 January 1965) and in the Economic Department prior to that (19 April 1948 to September 1952), was responsible for the identification, appraisal and supervision of projects, as well as policy formulationand 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); Public Utilities Division (PRJPU); Industry Division (PRJIN); and Transportation Division (PRJTP).

On November 1, 1968, the Projects Department was terminated and the subordinate divisions were upgraded to the department level. The Transportation Department (TRP) was one of the newly created departments along with the Departments of Agriculture (AGP), Education (EDP), and Public Utilities (PBP). At the time it was created, the Transportation Department was organized into seven divisions: Highways Division I (TRPM1), Highways Division II (TRPM2), Highways Division III (TRPM3), Ports and Pipelines Division (TRPP1), Railways Division (TRPR1), Urban Transport and Aviation Division (TRPUA), and the General Economics and Pre-Investment Division (TRPPR). A number of divisional reorganizations occurred over the subsequent four years, but no significant responsibility was added or taken away.

From 1968 until a Bank-wide reorganization in 1972, the individual Projects Departments reported to the Director, Projects (DRP), and were the primary Bank units responsible for the appraisal, negotiations, and supervision of operational project work in their respective sectors. The Departments were specifically responsible for:

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

• carrying out sector studies with the objective of identifying projects and determining 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;

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

The Bank's massive reorganization in October of 1972 attempted to more effectively fuse country knowledge and sector skills. Sectors with a sufficient number of experts and an established lending program, such as the Transportation Department, were largely decentralized. While maintaining a centralized core staff of Department advisors, the majority of Department staff was dispersed to regional project departments in newly established regional vice presidencies. The remaining centralized staff made up the sector operating departments and performed advisory services for the regions. They were responsible for improving and maintaining the quality of Bank lending and related operations through: formulating policies, methodology and guidelines; providing operational support and advice; and managing related programs of recruitment assistance, staff development and education. Some departments, which had only a small number of staff, remained completely centralized and retained operational responsibilities; they were referred to as centralized operating projects departments (COPD).

The Transportation Department, as well as other sector operating departments, reported to the newly created Vice President, Central Projects (CPSVP); the Vice President, Central Projects, replaced the previous Director, Projects (DRP), and reported to the Senior Vice President, Operations (SVPOP). The centralized operating projects departments also reported to the Vice President, Central Projects. On October 1, 1973, the Transportation Department was merged with the Urban Projects Department (UBP) to form the Transportation and Urban Projects Department (TRU). The Department continued to report to the Vice President, Central Projects. Transportation projects continued to function as a sector department, performing only advisory services for the regions at their request and also formulating policies and quality control. The Department's urban project functionality continued to act as a centralized operating projects department. The Department maintained a Transport Research Division (TRURS) as well as two Urban-related divisions. On February 1, 1976, a third urban-related operational division in anticipation of an expanded role for the Department.

On June 1, 1976, the transport and urban functions were separated and re-established as independent departments as a result of the Urban Projects Department's (RB) designation as lead and coordinator of the Bank-wide initiativeagainst urban poverty. The transportation function would be organized within the independent Transportation Department (TRP). It continued to operate as a sector department and briefly maintained its single division, the Research Division (TRPRS) and its Front Office advisory staff. However, in October, 1976, the Research Division was terminated and the Front Office advisory staff reorganized into five units: Ports and Aviation Advisory Unit, Highway Design and Maintenance Advisory Unit, Railways and Finance Advisory Unit, Regional Advisory Unit, and Standards and Procurement Advisory Unit.

On July 1, 1979, the water supply and telecommunications functions of the former Energy, Water and Telecommunications Department (EWT) were combined with the transportation function to form the new Transportation, Water and Telecommunications Department (TWT). The Department reported to the Vice President, Central Projects (CPSVP). In taking on telecommunications operational responsibilities, the Department became a sector and central operational projects department: combining advisory, policy making and operational functions. On the date of its establishment, the Department was assigned four divisions: a Transportation Advisory Unit (TWTTR) along with a Telecommunications Division (TWTTL), a Front Office Advisory Staff (TWTDR), and a Water and Wastes Advisory Unit (TWTWW). A Construction Industry (CI) Adviser was also added around 1979.

In March of 1982, the telecommunications function of the Department was moved to thenewly established Industry Department (IND), leaving the transportation and water functions to form the Transportation and Water Department (TWD). It reported to the newly created Vice President, Operations Policy (OPSVP). At the date of its establishment the Department had no formal divisional structure, but only Advisory Units for Transportation (TWDTR) and for Water and Wastes (TWDWW).

On July 1, 1983, the Transportation and Water Department again became the Transportation Department (TRP), after the transfer of the water supply functions to the renamed Water and Urban Development Department (WUD). The Transportation Department continued to report to the Vice President, Operations Policy (OPSVP). At the date of its establishment, the Department had no formal divisional structure. It had a Front Office Advisory Staff reporting to the Senior Advisor.

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), incorporated the previous Water Supply and Urban Development Department and Transportation Department, and was placed in the Sector Policy and Research Vice-Presidency (PRE, then, beginning on January 1, 1990, the PRS). The departments of the Sector Policy and Research Vice Presidency had no responsibility for managing operational activities but, rather, focused on operational support, the formulation of Bank-wide sector policies and overseeing the ex post evaluation of Bank-widesector work and lending. The units within the PRE concentrated on policy creation and analysis, support for operations and sectoral research for emerging priority areas of the Bank. At the time of its establishment, the Infrastructure and Urban Development Department had the following divisions: the Transport Development Division (INUTD), the Water and Urban Development Division (INUWD) and the Infrastructure Strategy, Management and Assessment Division (INUIS). In 1988, the Transport Development Division was renamed the Transport Division, but retained the same acronym.

The Transport Division performed the following activities:

• developing, in consultation with the Regions, priorities for research and policy on key issues in the transport sector;

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

• advising on transport issues in the design of country strategies, and in adjustment and sector operations; providing operational support to strengthen links among research, policy and projects;

• reviewing annual performance of Bank operations in the transportation sector;

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

• maintaining contacts with the academic community worldwide. /nOn 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. 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 Sector and Operations Policy Vice Presidency was terminated. It was replaced by three new thematic vice presidencies: HumanResources Development and Operations Policy (HRO), Finance and Private Sector Development (FPD), and Environmentally Sustainable Development (ESD).

During the 1993 reorganization, the transportation function was placed in the newly created Transportation, Water and Urban Development Department (TWU). The Department was organized within the Environmentally Sustainable Development 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 Secretariat (CGIAR). 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:

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

• identifying, codifying and disseminating best practices and lessons of experience, and evaluating weaknesses;

• providing advice to the Regions as needed;

• monitoring and tracking work in the sectors assigned in order to identify generic issues and identifying, evaluating and influencing trends and patterns;

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

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

• representing the Bank to external communities of interest;

• maintaining an awareness of relevant external practices and viewpoints.

Four years later, 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. 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.

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. 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. Staff from the central sector departments could become part 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.

Theresult 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 Transportation, Water and Urban Development Department (TWU) retained its name and component parts and was situated within the Finance, Private Sector Development, and Infrastructure Network (FPSI).

The Department again retained its name and component parts when, in 1999, the Finance, Private Sector Development, and Infrastructure Network became the Private Sector Development and Infrastructure (PSI) Network. In 2001, however, the water function was removed and joined with energy to form the Energy and Water Department (EWD). The newly formed Transport and Urban Development Department (TUD) remained in the Private Sector Development and Infrastructure Network until it was moved into the Infrastructure Network (INF) in 2003.

On January 1, 2007, the transport function was combined with the energy and water functions to form the Energy, Transport and Water Department (EWT) and this Department was moved into the Sustainable Development Network (SDN). Then, on September 17, 2010, restructuring placed the transport function within the Transport, Water, and Information and Communications Technologies Unit. The Unit remained in the Sustainable Development Network.

The Transportation, telecommunication, water, and urban development sub-fonds contains the records created by following departments: the Transportation, Water, and Telecommunications Department (TWT); the Urban Projects Department (URB); the Water and Urban Development Department (WUD); and the Transportation Department (TRP). TWT reported to the Vice President of Central Projects (CPSVP) from 1979 to 1982. URB also reported to CPSVP from 1976 to 1982. WUD and TRP subsequently reported to the Vice President of Operations Policy (OPSVP) with the termination of CPSVP in 1982.

Functional responsibility for urban development activities was first articulated in the World Bank's organizational structure after the November 1, 1968, reorganization of Bank departments and the creation of the Special Projects Department (SPP). The Special Projects Department began operations in October of 1969 and was responsible for inter-sectoral, multi-purpose and very large projects. The Urbanization and Regional Projects Department (SPPRB) was one of the three Departmental divisions.

The three departments of the Special Projects Department were responsible for:

• identifying, appraising and supervising projects;

• carrying out research and monitoring developments in its sectors;

• providing advice to the area departments; and

• cooperating with other international agencies, such as the United Nations Development Programme (UNDP), on programs of common interest.

The Special Projects Department was terminated as part of a Bank-wide reorganization in October, 1972. In order to more effectively fuse country knowledge and sector skills, sectors with a sufficient number of experts and an established lending program were largely decentralized; while maintaining a centralized core staff of Department advisors, the majority of staff were dispersed to regional project departments in newly established regional vice presidencies. The remaining centralized staff made up the sector operating departments and performed advisory services for the regions. Because of its small number of staff, the urban sector of the former Special Projects Department remained centralized within the newly formed Vice President, Central Projects (CPSVP), and was given the name Urban Projects Department (UBP). As a centralized operating projects department (COPD), the Department provided a full operational package of technical services to the regions and was responsible not only for policy formulation and quality control, but also for the planning, direction and supervision of project and economic sector work. On the date of its establishment, the Urban Projects Department comprised two departments: Operations Division I (UBPD1) and Operations Division II (UBPD2).

On October 1, 1973, the Urban Projects Department was merged with the Transportation Department (TRP) to form the Transportation and Urban Projects Department (TRU). The Department continued to report to the Vice President, Central Projects (CPSVP). However, transportation projects continued to function as a sector department, performing only advisory services for the regionsat their request and also formulating policies and quality control. The Department's urban project functionality continued to act as a centralized operating projects department. The Department maintained two Urban-related divisions - Urban Projects I (TRUD1) and Urban Projects II (TRUD2) - along with a Transport Research Division (TRURS). On February 1, 1976, a third urban-related operational division, Urban Projects III (TRUD3), was established in anticipation of an expanded role for the Department.

On June 1, 1976, staff working on urban projects were separated from those working on transportation projects and re-established as an independent Urban Projects Department (URB). It remained a centralized operating projects department and, as such, it continued to be responsible not only for policy formulation and quality control, but also for the planning, direction and supervision of project and economic sector work. This organizational restructuring was undertaken as part of the implementation of the Bank'snew Urban Poverty Program. The Program, announced in President McNamara's 1975 speech to the Board of Governors, was an interdepartmental Task Group chaired by Urban Projects Department director Mr. E.V.K. Jaycox and was designed to develop an Urban Poverty Action Program. Its oversight led to a significant increase in Department workload, as it became responsible for coordinating input of all organizational units involved in the Program as well as designing new policies, methods and projects to alleviate urban poverty.

At the date of its re-establishment in 1976, the Urban Projects Department was composed of the following divisions: Urban Division I (URBD1), Urban Division II (URBD2), Urban Division III (URBD3), the Sites and Services Monitoring Unit (URBMO), and the Operations Review and Support Unit (URBOR). The latter was responsible for supervising the Urban Poverty Program. By October of 1978, it was determined that the Department's policies, methods and standards were sufficiently mature to permit regionalization. Consequently, a significant amount of organizational restructuring took place during the following year in preparation for regionalization. On January 1, 1979, realignment of the Department's three operational divisions took place. Division I was assigned responsibility for Latin America, while Division II was assigned responsibility for Europe, Middle East, and North America as well as South Asia and Division III was given responsibility for East Asia and the Pacific. On or around this time a fourth operational division, Urban Division IV (URBD4), was created and given responsibility for Eastern and Western Africa. Also, on July 1, 1979, a new Tourism Advisory Service (URBTO) was established in the Urban Department, taking on some of the functions of the terminated Tourism Projects Department (TOU).

Regionalization of Urban Projects Department divisions began in July of 1979 when Division I of the Urban Projects Department was moved to the Latin America and Caribbean Region (LAC). In July of 1980, Division III was transferred to the East Asia and Pacific Region (AEN). At the same time, the Europe, Middle East, and North America responsibilities were separated from South Asia within Division II in preparation for the divisions' transfer to regional departments. Transfer of these two sections of Division II occurred on January 1, 1981. In March of the same year Division IV was split to form independent divisions for Eastern Africa and Western Africa in preparation for their regionalization. Transfer to regional departments occurred in August 1, 1981, for Eastern Africa Region (EAN) and October 1, 1981, for Western Africa Region (EAN). This concluded the regionalization of the Urban Projects Department.

In mid-1981, the Tourism Advisory Service (URBTO) was terminated. Some of its functions were transferred to the Tourism Advisor in the Front Office of the Urban Department (URBDR). In February of 1982, after the transformation of the Central Projects Staff (CPS) into the Operations Policy Staff (OPS), the Department began to report to the Vice President, Operations Policy (OPSVP).

On July 1, 1983, the Urban Projects Department was merged with the water supply functions of the former Transportation and Water Department (TWD) to form the new Water Supply and Urban Development Department (WUD). The Department continued to report to the Vice President, Operations Policy (OPSVP). The Department operated as a sector department with responsibility for operations and development policy formulation, research,operational support and quality control for project and sector work. Anthony Churchill, who had taken over from E.V.K. Jaycox as the Urban Projects Department (URB) director on October 15, 1979, was named director of Department; Ping-Cheung Loh would take over on July 1, 1986.

The structure of the Department comprised an Operations Support and Research Division (WUDSR), which in turn comprised an Operations Research Unit (WUDOR) and the UNDP-affiliated Water Supply and Sanitation Unit (WUDWS) and Applied Research and Technology Unit (WUDAT). On October 1, 1985, the Department was reorganized to bring the policy advisors together under the Senior Advisor heading of the Operations Policy and Research Staff (WUDOS), and the rest of the staff under the Chief of the renamed Operations Research and Policy Division (WUDOD).

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), incorporated the previous Water Supply and Urban Development Department and Transportation Department, and was placed in the Sector Policy and Research Vice-Presidency (PRE, then, after January 1, 1990, the PRS). The PRE had no responsibility for managing operational activities but, rather, 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 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 comprised three divisions: Transport Division, Urban Development Division, and Water and Sanitation Division. The Department was responsible for:

• developing, in consultation with the Regions, priorities for research and policy on key issues in urban development;

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

• advising on urban development issues in the design of country strategies, and in adjustment and sector operations;

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

• reviewing annual performance of Bank operations in the urban sector; and

• disseminating research results and policy studies for the sector and organizing and conducting appropriate training seminars on emergingissues in the sector.

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. 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 Sector and Operations Policy Vice Presidency was terminated. It 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).

On January 1, 1993, the urban development function was placed in the newly created Transportation, Water and Urban Development Department (TWU). The Department's first director was Louis Y. Pouliquen. The Department was organized within the Environmentally Sustainable Development 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 its creation, the Transportation, Water and Urban Development Department had the following divisions: the Transportation Division (TWUTD), the Urban Development Division (TWURDS), the Water and Sanitation Division (TWUWS), and the UNDP/WorldBank Water and Sanitation Program (TWUWU).

Each Sector Department was responsible for the following:

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

• identifying, codifying and disseminating best practices and lessons of experience, and evaluating weaknesses;

• providing advice to the Regions as needed;

• monitoring and tracking work in the sectors assigned in order to identify generic issues and identifying, evaluating and influencing trends and patterns;

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

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

• representing the Bank to external communities of interest;

• maintaining an awareness of relevant external practices and viewpoints.

Four years later, 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. 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' SectorDepartments, or other Vice-Presidencies.

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. 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. Staff from the central sector departments could become part 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 acommon 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, suchas 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 (FPD); the Human Development Network (HDN); and the Poverty Reduction and Economic Management Network (PRM). The Transportation, Water and Urban Development Department (TWU) retained its nameand component parts and was situated within the Finance, Private Sector Development, and Infrastructure Network (FPSI).

The Department again retained its name and component parts when, in 1999, the Finance, Private Sector Development, and Infrastructure Network became the Private Sector Development and Infrastructure (PSI) Network. In 2001, however, activities related to water were removed and joined with energy to form the Energy and Water Department (EWD). The newly formed Transport and Urban Development Department (TUD) remained in the Private Sector Development and Infrastructure Network until it was moved into the Infrastructure Network (INF) in 2003. On January 1, 2007, urban development functionality was moved into the Finance, Economics and Urban Department (FEU) and placed in the Sustainable Development Network (SDN).

Mr. Frank K. Vita, a U.S. national born in 1936, attended the University of Pittsburgh where he earned a Bachelor of Science (Economics) in 1964 and a Master in Public and International Affairs (MPIA) the following year. In 1966 he was a Ford Foundation Fellow at Harvard University.

Vita joined the World Bank in 1969 as a loan officer in the Eastern Africa Department (EAF). In 1972 he moved to the Latin America and Caribbean Vice Presidency (LCN) where he served in the same capacity. In June 1973 Vita took leave from the Bank to pursue studies at Harvard University.

Upon Vita's return in 1975, he joined the Development Finance Companies Department (DFC) as an Economist in the Financial Development Unit (DFCDR). The new Industrial Development and Finance Department (IDF) assumed DFC's responsibilities in 1977. Vita briefly served in the new IDF before being transferred to the Financial Division of the Western Africa Industrial Development and Finance Projects Department (WAPID) where he was promoted to Senior Operations Officer.

In 1980, Vita moved into the Bank's Finance Complex when he was named Senior Economist for Financial Operations in the Treasury Vice Presidency's Financial Operations Department (FOD). In this capacity he headed FOD's Capital Markets and Economic Studies Unit (CAMES). In June 1984 he was appointed to the position of Deputy Chief of Mission, Tokyo Office, and was the Bank's liaison with the Japanese government and financial community.

Vita joined the Bank's International Finance Corporation (IFC) in November 1985. He was located in the Office of the Executive Vice President (CEX) where he was a Manager in Corporate Development.

In 1990, Vita returned to the World Bank's Operations Complex when he was named Senior Country Officer in the Europe, Middle East, and North Africa Vice Presidency (EMENA). Vita was placed in Country Department 4 (EM4) which contained a number of former communist states that were in the process of transitioning to market economies; EM4 countries included Poland, Romania, Czechoslovakia, and Yugoslavia. After the Bank-wide 1991 reorganization, Vita was named a Senior Operations Officer in the Europe and Central Asia Vice Presidency's (ECAVP) Country Department 2 (EC2) which was responsible for Albania, Czechoslovakia, Hungary, Poland, and Yugoslavia.

Vita retired from the World Bank in 1992. In 1993 he was named special advisor under the Executive Service agreement between the World Bank and the United States Agency for International Development (USAID). Vita worked out of USAID's Central Europe Department which was responsible for rendering advisory assistance in the areas of privatization of domestic financial institutions and commercial enterprises. It was also responsible for identifying potential projects for the World Bank Group or other financing in former communist countries.

In 1994 Vita was hired by Arthur Andersen LLP as Managing Director, Global Emerging Markets Services (GEMS). Vita's teams provided support for large-scale World Bank-financed financial institutions. Vita fulfilled contracts funded by recipient governments in Russia and the Central Asian republics. In 1997, Vita moved to PricewaterhouseCoopers (Asia) where he worked on project identification for possible World Bank funding primarily in the financial and energy sectors.

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)

Louise Taraldson was born 1907-10-11 in Grafton, North Dakota. In 1931 she briefly married Montford Swan Steele, and on 1935-04-29 she married George D. Woods. The couple had no children. Except during World War II and for the period of George D. Woods' service as President of the World Bank, when they lived in Washington, the Woods lived in New York City. They also maintained a house in Lisbon, Portugal. After Woods' death in 1982, Louise Woods commissioned Robert D. Oliver to write the authorized biography of Woods. Mrs. Woods died on 1986-08-23.

The concept for the World Bank Institute (WBI, formerly the Economic Development Institute [EDI]) originated in the early 1950s. Bank staff recognized that the knowledge and practical experience they had accumulated should be shared and that those who would benefit most from it were key people in the governments of developing countries. In 1952, President Black appointed a committee to consider the possibility of creating an Institute of Advanced Studies in Economic Development and to make recommendations on that proposal to the Staff Loan Committee. A Report of Committee to Consider Bank Sponsorship of Institute of Advanced Studies in Economic Development was submitted to the Staff Loan Committee on July 9, 1952. Subsequently, cooperation in the form of operational and financial support from external agencies was sought; a report prepared by Bank staff entitled Preliminary Proposal for an Economic Development Institute (1953) was circulated to various government agencies, educational institutions, and private foundations. As a result, the Rockefeller Foundation and the Ford Foundation became involved in the endeavor, agreeing to provide half of the budget for the first three years of the Institute's operation.

The Economic Development Institute was established by the World Bank in 1955 and officially opened on January 9, 1956, on a two-year trial run basis. A.K. Cairncross, Professor of Applied Economics and Director of the Department of Social and Economic Research at the University of Glasgow, had been invited to develop the Institute in 1954 and was subsequently named the first Director of the EDI.

The Institute's objective was to help promote international development through the training of mid- and high-level officials from developing countries. Training focused on planning and managing national investments more effectively through the mobilization of knowledge and experience accumulated by the World Bank. The Bank conceived of EDI as an instrument to improve developing country governments' capacities to manage and direct the development process. In its operations it aimed to fulfill its objective through three major functions: training; institution building; and publishing.

In May 1957, the Executive Directors voted to establish the Institute as a permanent activity of the Bank. For its first two years, EDI was included as a part of the Technical Assistance and Liaison Staff but with its new permanent status it was to be considered a separate unit comparable to other Bank departments. On January 1, 1962, the Institute started reporting to the Development Services Department (DSD). However, the Institute regained its independent status and officially became a Bank department on July 27, 1964.

During its first seven years, until 1962, the EDI offered a single six-month general course that focused on the formulation and administration of policies, programs, and projects related to economic development. There were fourteen participants in the Institute's first year; in subsequent years the number of participants rose but would be limited to twenty-five. Potential participants were nominated by their respective governments and selection of participants was undertaken by an admissions committee composed of senior Bank officials. Participants who completed the courses given by the EDI received certificates as Fellows of the Institute. The EDI teaching staff consisted of Bank personnel as well as instructors from universities, government agencies, and research centers. Bank staff members were often invited to conduct sessions on subjects on which they had particular knowledge. External guest lecturers were also invited to guest lecture.

In the early 1960s, a movement towards the contextualization of courses and curricula began, as different problems and requirements for the various regions and countries were identified. In 1962, the Institute began offering a more diverse group of special courses. In the summer of 1962 a compressed ten-week general course was offered in French. A specialized course on the preparation and appraisal of development projects was offered for the first time in the spring of 1963; this marked the beginning of a trend towards focusing on the preparation and evaluation of investment projects rather than on development plans and programs. A modified project appraisal course in Spanish was also offered in the fall of 1963. Specialized sectoral courses were added over the following decade: industry projects in 1964; agricultural projects in 1965; education projects and transportation projects in1970; urbanization, advanced agricultural projects, and water supply and waste disposal projects in 1973; development banking, transportation policy planning, and agricultural processing industries in 1974; and Rural Credit in 1976. In 1973, the long General Development course was replaced with a shorter macroeconomic course called National Economic Management that provided reduced coverage of basic economic principles.

In the early 1960s, the Institute also began to organize or cosponsor ad hoc courses given outside of Washington. In 1963, a Development Program Course was organized in Seoul, Korea. In 1965 a Joint Regional Project Evaluation Course was held in Jaipur, India, and the following year a Regional Project Evaluation Course was held in Karachi, Pakistan.

EDI began publishing activities immediately following its creation. William Diamond's Development Banks (1957) and Jan Tinbergen's The Design of Development (1958) were the first two EDI publications. By the early 1970s, however, it became the policy of the Institute that EDI research and publication should be limited to material required for its own teaching. In addition to publishing, EDI began a service in 1960 that provided small libraries comprised of books, articles, and reference materials to countries where materials on economic development were unavailable.

In 1970, the EDI's principal responsibilities were described as:

• To conduct courses on principles and practices of economic development, the formulation of economic and financial policies, and the planning and administration of development programs, with special emphasis on practical problems and the experience of the Bank Group and its member countries; the preparation and evaluation of development projects; and other subjects related to the promotion of economic growth;

• To undertake studies related to its training program and, after approval by the Publications Committee, to prepare for publication those studies of general interest;

• To provide, in appropriate cases, technical assistance to other institutions which have programs for training in the subjects mentioned under (1) above;

• And to undertake other work related to the functions described above or required to perform such functions effectively.

While retaining its departmental status the Institute started reporting to the newly formed International Relations Department on March 1, 1973; the IRD was part of the Director, External Relations (DER). The DER was terminated on July 1, 1974, and replaced by the Vice President, External Relations (VPE). EDI began reporting to the VPE at this point.

The 1970s saw substantial expansion and diversification of project courses in terms of specific sectors covered and, especially, locations around the developing world where the courses were offered. In 1972-73, the Institute began to focus on increasing its ability to sponsor and participate in overseas training in cooperation with other training institutions. A rapid increase in the number of overseas courses took place during the mid- to late-1970s; by 1978, two thirds of EDI courses took place in member countries. Courses continued to be developed, teaching materials and methods tested, and teachers trained in Washington. The Bank's Regional offices, which had been provided with increased size and importance following the Bank's reorganization of 1972, cooperated with EDI with respect to course planning and organization.

The principal responsibilities of the EDI as described in 1975 were similar to those in 1970 (listed above) with the exception of an additional objective: [t]o advise and assist in the development of regional and national training institutions. In addition, EDI mirrored the Bank's concerns regarding increasingly complex economies in developing nations as well as issues of low per capita income, growing external debt and the slowdown of the world economy. The Institute addressed these concerns by placing a stronger emphasis on economic and sector studies, analysis of key policy issues, structural adjustment, and technical assistance.

In 1975, the Institute began publishing a quarterly newsletter entitled EDI Review.

In the early 1980s, the Bank established a Task Force to reassess EDI's purposes, approaches, and activities. One of the results of the Task Force's 1983 report, The Future of the Economic Development Institute, was that, on April 1, 1983, EDI was placed under the supervision of the Vice President, Operations Policy (OPSVP). The intention was to create a closer link between EDI and the Bank's Operations Complex and thus to obtain the staffing and substantive support that was deemed necessary.

The Task Force also created a broader mandate and increased activity for EDI. Four new undertakings were established in the mid-1980s: short policy-related seminars to high-level government officials that would explore issues, alternatives, and likely implementation problems in bringing about policy improvements was offered; technical and pedagogical assistance to other training institutions was increased and coordination with the Bank's Regional offices was extended; publication and distribution of training materials was increased; and the Institute's focus on the participation of sub-Saharan African countries was increased.

The Institute's repertoire of course offerings continued to be diversified throughout the 1980s. By the early 1980s, the number of seminars and courses in which EDI was directly involved rose to about 70. By 1989 over 100 training activities were offered and institutional support to 52 training institutions was planned. By this point, the nature and location of courses had also changed. By 1983, 85-90% of courses and seminars were taught in developing countries. The length of seminars ranged from less than one week to three weeks while courses ranged from four to six weeks.

The changes of 1983-84 resulted in the expansion of the Institute's organizational structure. Beginning in 1972, EDI was organized into a small number of units aligned with the sector courses being offered. After the 1983 reorganization and the increase of EDI's activities, the number of divisions and units began to grow. As the Institute's activities continued to increase in subsequent years, units and divisions changed in title. (Click here for an MS EXCEL chart of WBI/EDI's organizational history. The information for this chart was taken from World Bank organizational history charts created by Archives staff in the mid-2000s and from World Bank directories. The dates, therefore, indicate the month represented by a given chart or when a directory was published; the dates do not mean that changes to the organizational structure of WBI/EDI took place at that point.)

Two scholarships were created through the Institute in the 1980s. The Robert S. McNamara Fellowships Program was established in 1982. The fellowship, funded by the Bank and various governments, provides its recipient with full-time study or research at the postgraduate level in fields related to economic development. In 1987, the Joint Japan/World Bank Graduate Scholarship Program was initiated. The program is funded by the government of Japan and administered by EDI. It awards scholarships to individuals from World Bank member countries to undertake graduate studies at universities throughout member countries.

As part of the Bank-wide reorganization of May 1987, EDI was moved from OPSVP to the new Senior Vice President, Policy, Planning and Research (PPR). There was, however, little change to the internal organization of the Institute. Soon after, in the spring of 1988, EDI was moved into the Development Economics Vice Presidency (DEC).

EDI continued to expand its activities in the 1990s. It opened a number of training centers in Eastern Europe and Asia. A master's degree program in economic development for officials from developing countries was created as part of the new World Bank Graduate Scholarships Program. The Institute also began expanding the type of participants it invited to take part in its programming; these included public sector enterprise managers, bankers, civil society leaders as well as opinion makers such as journalists, teachers, parliamentarians, and youth. In 1998, evaluation units and coordinators for each of the Bank's Regions were established in order to ensure the relevance of the Institute's programs and their quality and impact. The use of technological innovation was expanded in the late 1990s. This allowed distance learning to be developed and resulted in the initiation of the Global Development Learning Network (GDLN) by the World Bank in June 2000. The GDLN brings together more than 100 international learning centers (GDLN Affiliates) that offer the use of advanced information and communication technologies to people working in development around the world.

In 1999, EDI merged with the Bank's Staff Learning and Leadership Center to become the World Bank Institute (WBI). On February 1, 2000, WBI was removed from DEC and became its own Vice-Presidency: the World Bank Institute, Office of the Vice President (WBIVP).

In the years following, a renewed effort to reflect and support Bank operations was made by WBI. Courses, programs and training materials were developed that emphasized the cross sectoral and thematic approaches to development and development projects that were increasingly prevalent in Bank operations. Fifteen well-defined thematic programs were developed by the Institute in conjunction with the Bank's Regions and Networks. Responding to individual country needs also became a point of focus with the transition from individual training to the design and delivery of products and services intended to create long-term institutional capacity development.

In July of 2011, WBI launched the e-Institute, a virtual learning platform that provides access to knowledge and communities of practice to users from around the world. Online classes, podcasts, webinars, toolkits, and other resources are provided through the resource.