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Consultative Group on Food Production and Investment in Developing Countries

The Consultative Group on Food Production and Investment in Developing Countries (CGFPI) was one of four bodies established by the 1974 World Food Conference. The International Fund for Agricultural Development, the World Food Council, and the Committee on World Food Security were also organized on the basis of Conference recommendations, and CGFPI immediately needed to define its role in this new panoply of agricultural agencies. The World Food Conference requested the Food and Agriculture Organization,the United Nations Development Program, and the World Bank to organize the CGFPI with the mandate "to increase, coordinate and improve the efficiency of financial and technical assistance to agricultural production in developing countries." The resolution specified that membership should consist of "bilateral and multilateral donors and representatives of developing countries."

On January 10, 1975, the heads of the three sponsoring agencies met with the Secretary-General of the United Nations and agreedthat the offices of the Chairman and the Executive Secretary of CGFPI would be located in the World Bank. Edwin M. Martin was named the Chairman, and each of the three agencies agreed to assign one or two staff members to the Secretariat. In March 1975, Moise C. Mensah was named the Executive Secretary.

The Group held its first general meeting in July 1975. However, by its Seventh Session in September of 1975, the United Nations General Assembly, spurred by the lobbying of lesser developed food exporting countries such as Brazil and Argentina, changed the CGFPI mandate. The revised mandate required the Group to "quickly identify developing countries with potentials for most rapid and efficient increase in food production, as well as the potential for rapid agricultural expansion in other developing countries, especially the countries with food deficits."

The Group held four general meetings on the following dates: July 21-23, 1975; February 10-12, 1976; September 22-24, 1976; and September 7-9, 1977. CGFPI was a purely consultative body, with no ability to supply or raise funds. Some of its work included commission studies of regional investment arrangements for fertilizer production and of food production in the Gangetic Plain and the Senegal River Basin. Its central idea and most lasting contribution, however, was their preparation of an outline for a national food plan, defined as "a document that would focus the attention of the Group on needs to be met in a specific country as far as food supply and related investments are concerned." The Group then helped several countries draft such plans, demonstrating the potential of this assessment tool.

The three sponsors of the Group agreed to assess its progress each year. In April 1976, the first assessment expressed doubts that there was a "unique role" for CGFPI among all the other food and agricultural organizations, not the least of which were those managed by the three sponsoring agencies. The doubts increased, and in February 1978 the sponsors decided that the Group should be disbanded. The Chairman left immediately thereafter, and the Group dissolved in June 1978.

Clark, William

William Donaldson Clark was born in Featherstone, England, in 1916. He obtained a first-class honors degree in modern history from Oxford University and was the Commonwealth fellow and lecturer in humanities at the University of Chicago from 1938 to 1940.

From 1941 to 1944, he was attached to the British Information Services, U.K. Ministry of Information, in Chicago. Beginning in 1945, he served for a year as the press attache for the British Embassy in Washington, DC and from 1946 to 1949, he was the London editor of the Encyclopedia Britannica. Clark became the diplomatic correspondent of The Observer in 1950. From 1955 to 1956, he was the public relations adviser to the Prime Minister of Great Britain, resigning in the wake of the Suez Canal crisis. In 1957 and 1958, he was the New Delhi correspondent for both The Observer and The Economist and between 1958 and 1960, he edited a column called The Week for The Observer. In 1960, he was appointed the first Director of the Overseas Development Institute in London.

On 1 April 1968, recommended by outgoing World Bank President George Woods and approved by incoming President Robert McNamara, Clark became Director of Information and Public Affairs for the World Bank Group (Bank Group). In 1973, he became the Director of External Relations and then, in 1974, the Vice President for External Relations. Clark worked closely with McNamara over the course of 12 years. Areas of his primary focus included the Pearson Commission, liaison with the United Nations, and the Bank Group's Economic Development Institute (EDI). In 1980, he resigned from the Bank Group and returned to London to become the President of the International Institute for Environment and Development

He died in 1985.

Diamond, William

William Diamond was born in Baltimore, Maryland, in 1917. After receiving his B.A. (1937) and his Ph.D. in history (1942) from the Johns Hopkins University, Diamond worked with the U.S. Board of Economic Warfare and the U.S. Foreign Economic Administration. From 1944 to 1946, he served as an economist on US missions in Turkey and Czechoslovakia. He later served as Economic Advisor to the United Nations Relief and Rehabilitation Administration mission to Czechoslovakia and subsequently at its headquarters in London.

Diamond joined the Loan Department of the World Bank in 1947 and served there in a variety of posts. In 1947-1948, he took a leave of absence to be Deputy Director of the Foreign Trade Administration of Greece, an agency of the Royal Greek Government. In 1955, he transferred from the Loan Department to the staff of the new Economic Development Institute, the Bank's staff college on economic development, now called the World Bank Institute, where he served for three years. One outcome of this period was his book Development Banks, a basic text on that subject, which was translated into several languages. In 1959, he was on leave from the Bank to serve as Advisor to the Industrial Credit and Investment Corporation of India (ICICI), a development financing institution set up in 1955 with the advice and financial assistance of the World Bank.

After returning from India in 1960, Diamond was appointed Assistant Director of Operations, Western Hemisphere. In July 1962, he transferred to the International Finance Corporation (IFC) as Director of Development Bank Services and later became Director of the Development Finance Companies Department. That department was transferred from IFC to the IBRD on November 1, 1968, with Diamond remaining its director.

As part of the general reorganization of the Bank in November 1972, Diamond became director of the Country Programs Department for South Asia, responsible for the IBRD and IDA lending programs in Bangladesh, Burma, India, Nepal, Pakistan, and Sri Lanka. From December 1975 until August 1977, he was Special Assistant to the Vice President, Finance, with responsibility for activities in connection with the Fifth Replenishment of IDA. Thereafter, he returned to the Economic Development Institute as a Senior Fellow and retired in March 1978.

After retirement, Diamond served as a consultant for the IFC. Some of his consulting assignments were with the Societe Internatinonale Financiere pour les Investissements et le Developpement en Afrique (SIFIDA) and the Banco Portugues de Investimento SA (BPI).

Global Environment Facility

The Global Environment Facility (GEF) began operations in 1991 as a three-year pilot project sponsored by the United Nations Development Programme (UNDP), the United Nations Environment Programme (UNEP), and the World Bank. The first meeting of the three agencies took place in December 1990. The Executive Directors of the World Bank adopted Resolution No. 91-5 on March 14, 1991, thereby legally establishing the Global Environment Trust Fund (GET), with initial funding of $1 billion, which was pledged by industrialized and developing countries. The first Participants meeting took place in May of 1991. A Tripartite Agreement signed by the three cosponsoring agencies on October 28, 1991, formalized the governance and operational mechanisms of the GEF.

The purpose of the GEF is to assist in the protection of the global environment and to promote environmental sustainable development. Specifically, it provide[s] new and additional grants and concessional funding to cover the 'incremental' or additional costs associated with transforming a development project with national benefits into one with global environmental benefits (GEF website, June 18, 2012). Countries can obtain GEF funds if they are eligible to borrow from the World Bank or receive technical assistance grants from UNDP. Investments initially took place in four areas of global interest, or focal areas: international waters; biodiversity; climate change, and, under the terms outlined in the Montreal Protocol (MP), the layer of stratospheric ozone. Later, the areas of land degradation and persistent organic pollutants would be added.

Initially, the World Bank undertook the Chairmanship of the GEF; the director of the Bank's Environment Department (ENV) served as Chair. A GEF Administrator's Unit (ENVGE) was created in 1991 in the Environment Department as was the Global Environment Unit (ENVGC) which would coordinate GEF-related projects implemented by the Bank and conduct other related activities. The Bank's initial activities included: serving as Trustee and administrator of the GEF; encouraging inclusion of GEF investment areas in national environment programs of recipient countries; managing the project cycle for investment projects; and organizing GEF project identification, appraisal, and supervision processes with other agencies.

At the conclusion of its pilot phase in 1994, the GEF was restructured and moved out of the World Bank system to become a permanent, separate institution. As part of this restructuring, the involvement of developing countries in the decision-making process and implementation of projects was enhanced and greater transparency was achieved. At this time, the GEF became the financial mechanism for both the United Nations Convention on Biological Diversity and the United Nations Framework Convention on Climate Change. In partnership with the Montreal Protocol of the Vienna Convention on Ozone Layer Depleting Substances, the GEF also started funding projects that enabled countries to phase out their use of ozone-destroying chemicals. Later, the GEF was selected to serve as the financial mechanism for two more international conventions: the Stockholm Convention on Persistent Organic Pollutants in 2001 and the United Nations Convention to Combat Desertification in 2003.

The governance structure of the GEF includes: an Assembly of all participating countries which meets every three to four years and is responsible for reviewing and evaluating the GEF's general policies, the operation of the GEF, and its membership; a Council, which acts as the main governing body of the GEF and is responsible for developing, adopting, and evaluating the operational policies and programs for GEF activities; and a Secretariat, which services and reports to the governing Council and the Assembly and is functionally independent but is supported administratively by the World Bank. Among the Secretariat's major functions are:

  • implementing the decisions of the GEF Assembly and Council;

  • coordinating the formulation and overseeing the implementation of program activities pursuant to the joint work program;

  • ensuring the implementation of the operational policies adopted by the council through the preparation of common guidelines on the project cycle in consultation with implementing agencies; and

  • reviewing and reporting to the council on the adequacy of work programs made by the implementing agencies in accordance with the guidelines referred to above.

Its business activities include: external/corporate relations; policy development; operations and business strategy; monitoring and evaluation; GEF Council and Assembly activities; annual reporting; communications and outreach; and administration.

As of 2012, the GEF involves 182 participating countries and various international institutions, civil society organizations, and the private sector. In addition to the World Bank, UNDP, and UNEP, GEF has seven other implementing agencies responsible for creating project proposals and for managing GEF projects. The World Bank continues to serve as the GEF Trustee; as such, it mobilizes resources for the GEF Trust Fund and manages the Fund. It also seeks to mobilize resources from the private sector that are consistent with GEF objectives and national sustainable development strategies. The UNDP is responsible for technical assistance activities and capacity building and helps to identify projects and activities consistent with the purpose of the GEF and national sustainable development strategies. It is also charged with running the Small Grants Programme for non-governmental organizations (NGOs). The UNEP is responsible for catalyzing the development of scientific and technical analysis and advancing environmental management in GEF-financed activities. It also manages the Scientific and Technical Advisory Panel (STAP), an independent advisory body that provides scientific and technical guidance to the GEF.

Industry and Mining Sector

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

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

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

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

1965 - 1972

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

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

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

1972 - 1986

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

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

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

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

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

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

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

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

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

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

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

1987 - 1996

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

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

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

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

The department was responsible for:

  • formulating policies in the energy and industry sectors;

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

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

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

  • disseminating research results;

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

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

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

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

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

Financial Sector Development Department (FSD);

Private Sector Development Department (PSD); and

Industry and Energy Department (IEN).

Each Sector Department was responsible for the following:

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

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

  • provide advice to the regions as needed;

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

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

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

  • represent the Bank to external communities of interest;

  • maintain an awareness of relevant external practices and viewpoints.

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

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

1997 - 2014

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

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

Each Network Anchor had a Network Council to oversee the entire network, and sector boards covering the individual sectors within a network. The Network Council was composed of the top network managers from each region and was responsible for setting the overall agenda for the network and for promoting the effective deployment of skills across network units. Sector Boards brought together the sector leaders from each region and from the Central Vice Presidencies. Staff from the central Sector Departments could 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.

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

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

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

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

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

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

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

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

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

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

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

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

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

2014

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

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

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

  • developing and deploying expertise globally;

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

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

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

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

Past sector directors or leaders:

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

1983 - 1984 Chauncey F. Dewey (acting)

1984 - 1987 Amnon Golan (director, IND)

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

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

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

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

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

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

Joint IFC/World Bank Department directors:

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

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

2007 - 2010 Somit Varma, director COC

Office of Operations Evaluation

Activities related to Bank operations evaluation began prior to the origin of the Operations Evaluation Department (OED), now known as the Independent Evaluation Group (IEG). In the late 1960s, a number of project reviews in the form of formal research and ad hoc analysis were undertaken. Aspects of the Programming and Budgeting Department (P&B) also focused on project evaluation and monitoring. However, with increased Bank lending and the introduction of new program initiatives, particularly in education, population, agriculture, and rural development, the need for an independent evaluation unit became evident and was addressed by the establishment of the Operations Evaluation Unit on September 2, 1970. The Unit, consisting of five individual staff members, was temporarily placed in the Programming and Budgeting Department and was tasked with assessing the usefulness of individual projects and the effects of groups of related projects in individual countries. The Unit was converted into the Operations Evaluation Division the following year.

In order to reduce the risk of actual or perceived conflict of interest for Bank management, it was soon decided that operations evaluation should be removed from P&B and set up as a separate entity under the charge of a vice president who would have no operational responsibilities. Effective July 1, 1973, the Operations Evaluation Division became the Operations Evaluation Department (OED). The Department was placed under the Joint Bank-IFC Audit Committee (JAC), which had been created in 1970 to supervise Bank and International Finance Corporation internal and external audit arrangements. Bank Vice President Mr. Mohamed Shoaib supervised the Department and Christopher R. Willoughby was appointed the first Director of the OED.

In 1973, a related development was initiated by the Bank's Vice President, Projects, which supported the OED's mandate. This related development was the requirement for all operating departments to prepare Project Completion Reports (PCRs), also referred to as Completion Reports, as the final step in the project cycle for lending operations. In these reports, projects were assessed generally in terms of: the extent to which they met their objectives; their economic and social impact; their impact on institution building; their completeness; their compliance with loan covenants and regulated agreements; and the involvement and influence of the Bank. These reports would then be evaluated as part of OED's new responsibilities.

OED was made responsible for conducting an audit of each completed project for submission to the Bank's executive board. Operating units produced PCRs which were forwarded to the new OED for audit. OED audit of the project could then result in changes or additions to the PCR. The OED audit produced the Project Performance Audit Report (PPAR) for submission to the executive board. The PPAR provided an evaluation of the extent to which project objectives stated in the lending documents were achieved and the general effectiveness and efficiency of the lending operation. While initially all projects were to be audited by the OED, the percentage of projects given full audits would decrease over the years.

PCRs, PPARs, and other Bank study reports would also serve as the basis for different types of special evaluation studies generated by the OED, which focused on a variety of broader topics, including countries, sectors, Bank processes and policies, and broad themes as identified by management, operations staff, and OED staff.

Efforts to further institutionalize the Department's independence led to President McNamara's proposal in 1974 of a new organizational position for the Department and a new managerial head: Director-General, Operations Evaluation (DGO), with rank of vice president. In 1975, Mervyn L. Weiner was appointed by the Executive Directors as the OED's first DGO. It was determined at this time that the OED would report directly to the Board with an administrative link to the President. OED's functions at this time included:

  • making periodical assessments of the Bank's operations evaluation system;

  • carrying out performance audits of completed projects supported by the Bank;

  • encouraging member countries to establish their own operations evaluation systems;

  • assessing actions taken by the Bank in connection with OED's findings; and

  • assisting in the dissemination of evaluation findings within the Bank and the development community.

On September 26, 1975, the first Annual Review of Project Performance Audit Results was released by OED. Including audits for fifty projects, it provided a summary of PPAR results and a relatively brief but comprehensive scorecard of the performance of completed Bank-assisted projects. It also highlighted lessons, ideas, and themes identified over the previous year. The annual review would be renamed a number of times: Annual Review of Project Performance Results in 1985; Annual Review of Evaluation Results in 1989; and Annual Review of Development Effectiveness in 1997.

Another form of evaluation was undertaken by the OED in 1979. The Impact Evaluation Report (IER) was designed as a second look at a project taken about five years after its completion. It assessed the effect of the project, both intentional and unintentional, on people and the environment as well as the sustainability of the implementing organization.

As OED's responsibilities for the creation of evaluation products increased through the 1970s and into the 1980s, corresponding changes in organization and staffing occurred. The number of senior evaluation officers continued to increase. By 1981/1982 each senior evaluator was assigned a specific sector or area of responsibility (public utilities, industry, development finance companies/corporation [DFCs], structural adjustment and program loans, agriculture, education and training, transport and tourism, and policy review). In 1983, three chief evaluation officer positions were created and each was assigned sector-specific divisions. Divisions at this time were simply referredto as Division 1, Division 2, and Division 3. By November 1985, the division's assignments were reflected in division titles: Division 1, Agriculture and Human Resources; Division 2, Industry and Policy Review; and Division 3, Infrastructure and Urban Development. This arrangement remained in place through September 1987.

OED was reduced to two divisions from September 1987 to July 1991: Division 1, Agriculture, Infrastructure and Human Resources, and; Division 2, Policy-Based Lending, Industry, Public Utilities and Urban Sectors. From 1991 to May 1997 OED was again re-organized into three divisions: Agriculture and Human Development (OEDD1), Country Policy, Industry and Finance (OEDD2), and Infrastructure and Energy Division (OEDD3).

In 1994, the Committee on Development Effectiveness (CODE) was created as a standing committee of the Board of Executive Directors and would serve as a replacement for the JAC. The eight-member committee was made responsible for overseeing the operations evaluation systems ofthe Bank (IBRD and IDA) and of the IFC.

That same year, OED began to offer a new product, Country Assistance Reviews (CARs), which provided countrywide impact evaluations that concentrated on the overall impact and development effectiveness of the Bank's whole program of assistance to a country over a number of years. Country assistance evaluations represented a shift in the Bank's and OED's focus. When OED was established, the Bank was essentially dealing with investment lending, and the project was the appropriate evaluation unit to assess Bank performance. By the 1990s, the situation had changed. With the growing recognition of the importance of a country's policy environment, the Bank was giving greater attention to a whole country strategy. Country Assistance Strategies (CASs), which outlined the Bank's program in a country for the next several years, became a central focus of Bank-client dialogue. OED responded to this new country focus by shifting from the project to the country as the basic unit of evaluation.

In 1995, the IFC's Operations Evaluation Unit was reorganized as a department, the Operations Evaluation Group (OEG), to provide for increased attention to the development impact of IFC operations. In addition, OEG began to transmit its report to the Board through the DGO.

The emerging emphasis on country and thematic evaluation and renewed emphasis on evaluation capacity and knowledge dissemination resulted in another organizational restructuring in 1997. In June of that year, the Department was divided into four component parts: Corporate Evaluation and Methods (OEDCM), Country Evaluation and Regional Relations (OEDCR), Sector and Thematic Evaluation (OEDST), and Partnership and Knowledge Program (OEDPK).

In January of 2002, the World Bank Group's Multilateral Investment Guarantee Agency (MIGA) created its own evaluation office. As with the IFC's OEG, it also began transmitting reports to the Board through the OED's DGO.

In December 2005, the OED changed its official name to the Independent Evaluation Group (IEG) to better reflect its three components: the Independent Evaluation Group (Bank) (IEGB), Independent Evaluation Group (IFC) (IEGI), and Independent Evaluation Group (MIGA) (IEGM). In 2008 or later, another reorganization took place. The resultant divisions were: Public Sector Evaluation (IEGPS); Private Sector Evaluation (IEGPE); Country, Corporate Global Evaluation (IEGCC); and Strategy, Learning and Communication (IEGCS).

Middle East and North Africa Regional Vice Presidency

The operations function of the World Bank has, in one form or another, been organized by geographic region throughout the Bank's history. The units responsible for World Bank lending and technical assistance have changed frequently in name and status since the Bank began operations in 1946. The history of the Middle East and North Africa Region (MNA) is complex primarily because of its previous integration with the Europe and Central Asia Region (ECA). Between 1965 and 1991, the countries within these two regions formed a single regional department/vice presidency called the Europe, Middle East and North Africa Region (EMN or EMENA). Since the termination of EMN and the creation of MNA in 1991, the area covered by MNA countries has remained constant. As of 2016, MNA countries include: Algeria; Bahrain; Djibouti; Egypt; Iran; Iraq; Jordan; Kuwait; Lebanon; Libya; Morocco; Oman; Qatar; Saudi Arabia; Syria; Tunisia; United Arab Emirates; West Bank and Gaza; and Yemen.

1946 - 1952

Upon the Bank's opening in 1946, operational lending was executed by the Loan Department (LOD) led by Charles C. Pineo. The LOD was responsible for developing loan operations 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 and, in particular, European countries. This is evident in the initial divisional organization of the LOD. Of the seven original divisions, four dealt with Europe and two with the Western Hemisphere. Middle Eastern countries were contained in the Asia and Middle East (AME) division.

With the appointment of W. A. Iliff as Director of the Loan Department in 1948, LOD's 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 briefly abolished altogether, as loans were assigned to loan officers on an ad hoc basis. In 1950, LOD was again divided into three geographical areas: Asia and the Middle East Division; Latin America Division; and European Division.

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

While much of the Bank's initial focus was on reconstruction in Europe, many Middle Eastern countries sought out a relationship with the Bank in its early years. Egypt, Iraq, and Iran were all among the first signers of the Bank's Articles of Agreement in December 1945. The Bank made early survey missions to Egypt (March 1949), Iraq (May 1949), Iran (April 1950), and Syria (October 1950). (A subsequent economic mission to Iraq resulted in the publication of The Economic Development of Iraq in 1952.) Senior management also made trips to Middle Eastern countries early in the Bank's existence, including Vice President Robert L. Garner's 1949 trip that included stops in Iran, Egypt, Algeria, and Morocco, and President Eugene Black's 1953 trip to Egypt, Lebanon, Jordan, Iraq, Syria, Ethopia, and Turkey. In October of 1953 Dorsey Stephens was named the Bank's first Middle East Regional Representative. He was stationed in Beirut, Lebanon.

While interest in the region's economic development was evident, actual investment in the region was relatively slow in coming. Iran submitted a loan application to the Bank in October 1946, making it one of the first countries to do so; the proposal was not approved, however. The first loan in the region was to Iraq in 1950 for a flood control project: Wadi Tharthar Flood Control Project [P005231] First loans to Algeria (Electric Power Development Project [P004872]) in 1955, Iran (Seven Year Development Plan Project [P005175]) in 1957, and Egypt (Suez Canal Development Project [P004982]) in 1959 followed. While not a matter of financial investment, Eugene Black's efforts, beginning in 1951, to help mediate the dispute between Iran and Great Britain regarding the nationalization of the Iranian oil industry was a marker of significant interest in the region. Under Black's leadership, the Bank was also involved in negotiations related to the proposed Aswan Dam in Egypt in 1956.

1952 - 1972

When the World Bank opened, its primary focus had been the reconstruction and revitalization of European countries devastated by World War II. However, as other sources of investment became available to war-torn European countries, the Bank quickly shifted its focus to non-European countries. Largely due to the resulting expansion in operations in Latin America, Africa, and Asia, a Bank-wide reorganization took effect in September of 1952. The new operational structure endured for the next twenty years. The major feature of the reorganization was the merging of LOD staff with country-related staff from the ECD to form three distinct geographical Area Departments: Europe, Africa and Australasia (EAA); Asia and Middle East (AME); and Western Hemisphere (WHM). These units were 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.

The Asia and Middle East (AME) Area Department was divided into four divisions. The Department was initially led by Joseph Rucinski. He was, soon after, replaced by Francois Didier-Griegh in 1953. Rucinski returned to the post in 1955. All Area Departments reported to Vice President Robert Garner from 1952 to 1956. After Garner became President of the new International Finance Corporation (IFC) in 1956, the Area Departments reported to J. Burke Knapp and William Iliff.

As part of the 1952 reorganization, the sector-oriented staff of the former ECD moved to 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; assisting borrowers in procurement efforts; and monitoring and reporting on member countries' sector economies.

As a result of growing country membership in the AME, the unit was divided into two separate departments in 1957: the South Asia and Middle East Department (SME) and the Far East Department (FEA). Joseph Rucinski led the new SME until January 1962. Following an eight month stint by Geoffrey Wilson, Escott Read was named SME Director in September 1962. As of July 1963, the countries located in SME included: Afghanistan; India; Iran; Iraq; Israel; Jordan; Kuwait; Lebanon, Nepal; Pakistan; Saudi Arabia; Syria; and United Arab Republic (Egypt). Matters related to the Bank's involvement in the Indus Basin agreement negotiation were also managed out of SME.

In 1962 the Tunisian government requested the establishment of a Bank-sponsored consortium focused on pledging amounts of aid that could be provided by donor members. The Bank and aid-providing country members recommended forming a consultative group as a forum to exchange information on Tunisia's economic development and its capacity to service additional external debt, discuss the potential assistance of donors, and help ensure effective use of foreign aid towards high-priorityprojects. The Tunisia Consultative Group was convened in May 1962.

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

In 1965 the World Bank implemented a major reorganization of country groupings in its regional departments and SME was significantly impacted. The countries previously located in SME were dispersed, with South Asian countries constituting a new independent South Asia Department (SAS) and Middle Eastern countries combined with Europe countries to form the new Europe and Middle East Department (EME). In addition, five northern African countries (Egypt, Libya, Algeria, Tunisia, and Morocco) were also included in EME. Functional responsibilities of the new EME remained unchanged from predecessor departments. Sydney Cope served as Director of EME.

The new combination of European and Middle Eastern countries was briefly undone in 1967 when EME was divided into two separate departments: Europe Department (EUR); and Middle East and North Africa Department (MNA). Michael L. Lejeune led the MNA during this period. European, Middle Eastern, and North African countries were again reunited during a significant reorganization in 1968, forming the new Europe, Middle East and North Africa Department (EMN). Thus began an uninterrupted period of 23 years during which Middle Eastern and North African countries would be combined with European countries in a single department or Vice Presidency. The new EMN was led by Michael L. Lejeune; he was replaced by Munir P. Benjenk in 1970. The Department was initially divided into five divisions roughly based on geography. European countries roughly made up two divisions while Middle Eastern and North African countries formed the other three.

1972 - 1987

A massive, Bank-wide reorganization was initiated by World Bank President Robert S. McNamara in 1972. As part of the reorganization, the geographic organization of the regional units was again altered. The seven Area Departments were elevated to five Regional Vice Presidencies (RVP). However, the composition of EMN was not altered. All RVPs reported to the new Senior Vice President, Operations (SVPOP).

A more significant aspect of the reorganization, however, was the integration of the former Technical Operations Department (renamed the Projects Division [PRJ] in 1965) with the new RVPs. The period between 1952 and 1972 had been characterized by frequent reorganizations of the geographically-based area units responsible for country liaison and loan policy and negotiation. However, the division of functional responsibility between these units and TOD/PRJ was maintained. But in 1972, in an attempt to more effectively fuse country knowledge and sectoral skills, most of the Bank's operational project work was moved from the Projects Department to the five new Regional Vice Presidencies. Staff from the former PRJ was distributed into the Regional Vice Presidencies and organized into sector-oriented Project Departments 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 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, EMN consisted of two Country Program Departments in addition to the new Projects Department. The Country Program Departments were staffed by country economists and loan officers whose primary responsibilities were: conducting area reviews of Bank activities and countries' economic and political developments; formulating country lending and economic and sector work programs and implementing country programs; and reviewing loan applications, negotiating loans, and administering loans.

The Projects Department provided technical assistance and advice to members and borrowers on sectoral issues, country priorities, and project development from identification through implementation and review. It consisted of economists, financial analysts, and sector specialists, and was specifically responsible for: creating sector policies; assisting countries with the identification and preparation of projects; appraising potential projects; assisting the Country Program Departments in loan negotiation and credit agreements; and helping borrowers manage consultants and procurement.

EMN's Project Department was initially divided into five sector-based divisions: Agriculture; Education; Public Utilities; Transportation; and Development Finance Companies. Over the next fifteen years, new divisions were created for sectors such as energy, water, telecommunications, industry, finance, and urban.

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

When EMN became a Vice Presidency in 1972, it contained the following countries: Afghanistan, Egypt, Iraq, Saudi Arabia, Iran, Denmark, Finland, Iceland, Italy, Norway, United Kingdom and African Dependencies, Yugoslavia, Austria, Bahrain, Belgium France, Ireland, Jordan, Luxembourg, Netherlands, Portugal, Qatar, South Africa, Spain, United Arab Emirates, People's Democratic Republic of Yemen, Turkey, Algeria, Libya, Morocco, Greece, Israel, Tunisia, Cyprus, Lebanon, Malta, Oman, Syria, and Yemen Arab Republic. EMN's first Vice President was Munir P. Benjenk. Benjenk served in this position from 1972 through 1980 with the exception of a ten month period between 1975 and 1976 when Willi A. Wapenhans took over. Roger Chaufournier was named EMN Vice President in 1980 and Wapenhans once again assumed the position in 1984.

1987 - 1991

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

The new Country Departments that replaced the Country Program Departments combined the macro-economic work of the former Country Program Departments and the sector work of the former Regional Projects Department. Each Country Department would consist of a Country Operations Division (COD) as well as multiple Sectoral Operations Divisions (SOD) made up of staff from the former Regional Projects Departments. The COD was composed of lead, country, and specialized economists as well as country officers and was responsible for: liaising with state governments and developing knowledge of issues in the country; preparing and supervising the country's aid strategy; and providing full responsibility for certain country-wide operations such as Structural Adjustment Loans (SALs) 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, worked 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.

During the 1987 reorganization the number of RVPs decreased from six to four but EMN was not affected in this regard. The number of EMN Country Departments did, however, increase from two to four. The allocation of countries between departments during this period and the sector-oriented divisions comprising the country departments changed over time to reflect changing priorities in the region's operations. EMN was led by Vice President Wilfried P. Thalwitz from 1987 to 1989 and Willi A. Wapenhans from 1990 to 1991.

1991 - 1996

The fall of the Soviet Union and the end of the Cold War had significant implications for the World Bank and its organization. As a result of the large number of new country members, a reorganization of the Bank's regional vice presidencies and a reallocation of countries was deemed necessary. In 1991 the Europe, Middle East, and North Africa Regional Vice Presidency (EMN) was divided into two new RVPs: the Middle East and North Africa Vice Presidency (MNA) and the Europe and Central AsiaVice Presidency (ECA). (During this reorganization the Asia Regional Vice Presidency [ASI] was also divided into separate east and south Regional Vice Presidencies, increasing the number of RVPs from four to six). The new MNA maintained the same functions and internal organization as its predecessor unit. Note, however, that MNA and ECA continued to share a single Technical Department. Composed of various sector-oriented divisions, the Technical Department maintained responsibility for sector knowledge dissemination, research and development, and operational review and advice.

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.

Caio Koch-Weser became MNA Vice President in 1991. He was replaced by Kermal Davis in 1995.

1996 - 2014

Another reorganization in 1996-98 modified the changes made to the RVPs in 1987 and 1993. The RVP continued to be responsible for all aspects of country development assistance for its member countries, including: country assistance strategy; lending operations; technical assistance operations; and economic and sector work. The primary objective of the reorganization was to deepen the country focus and responsivenessto client needs. This was accomplished in a number of ways. The most striking changes concerned the new Country Management Units (CMUs) which replaced the former Country Departments. The CMUs were smaller than their predecessor (that is, each was responsible for a smaller number of countries) while their number correspondingly increased. The internal reorganization of MNA resulted in an increase of two Country Departments to four Country Management Units.

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

During the reorganization, the former Technical Departments were changed into Sector or Technical Families. The role of the Technical Families, which consisted of sector and project economists and selected specialist staff, was to formulate knowledge on technical subjects and best practice, and to suggest innovation through research and development. From this point on, MNA ceased sharing its technical units with ECA.

Kemal Davis continued to serve as MNA Vice President until May 2000 when Jean-Louis Sarbib assumed the position. He was succeeded by: Christiaan J. Foortman (2003-2006); Daniela Gressani (2006-2009); Shamshad Akhtar (2009-2011); and Inger Andersen (2011-2014).

An important series of World Bank reports discussing economic prospects in the Middle East was introduced in 2005. The series, titled Middle East and North Africa (MENA) Economic Developments and Prospects Reports, was published annually. Its initial release was titled Oil Booms and Revenue Management followed, in 2006, by Financial Markets in a New Age of Oil.

2014 - Present

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

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

Hafez Ghanem replaced Inger Andersen as MNA Vice President in November of 2014. Ferid Belhaj replaced Ghanem in May of 2018.

Rosen, Martin M.

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.

Poverty Reduction and Economic Management Network

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.

Transport Development Sector

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.

Finance, Private Sector Development, and Infrastructure Network

The Finance, Private Sector Development, and Infrastructure Network (FPSI) 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, and there was a the need to increase attention on client needs and the quality of results. 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 member was located in the regional vice presidencies, central vice presidencies' sectoral departments, Independent Evaluation Group (IEG, formerly the Operations Evaluation Group [OED]), World Bank Institute (WBI, formerly the Economic Development Institute [EDI]), 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 for 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.

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).

FPSI absorbed the staff and functions from the former Finance and Private Sector Development Vice Presidency (FPD) as well as the Transportation, Water, and Urban Development Department (TWU) of the former Environmentally Sustainable Development Vice Presidency (ESD).

At its establishment, the FPSI consisted of four subordinate departments: the Financial Sector Department (FSD); the Private Sector Development Department (PSD); the Energy, Mining, and Telecommunications Department (EMT); and the Transportation, Water, and Urban Development Department (TWU). The objectives 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.

In 1998, FPSI added the financial sector oriented Special Financial Operations Unit (SFO) and the Capital Markets Development Department (CMD) to address the East Asia Financial Crisis of 1997.

Jean Francois-Rischard, former VP of FPD, served as FPSI Vice President and Head of Network at the inception of the FPSI, but was later replaced by Masood Ahmed in 1998, who served as an acting VP and Head of Network.

The FPSI was short lived,however, and was terminated in January 1999. The FPSI was partially terminated because it was too large and oversaw multiple sector focuses. World Bank Group President James D. Wolfensohn also sought greater integration of the World Bank and its affiliate IFC, which specialized in private sector development advisory and investment services. The 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), which became the Financial Sector Vice Presidency (FSEVP) shortly thereafter in July 1999.

Environmentally and Socially Sustainable Development Network

The Environmentally and Socially Sustainable Development Network (ESSD) 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 recognition that the Bank's development programs were excessively driven by a culture of lending. The need to increase attention towards on client needs and the quality of results was addressed.

To facilitate sharingof 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 member 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.

ESSD was one of the first of three networks to be created in 1997; the others were the Poverty Reduction and Economic Management Network (PREM) and the Human Development Network (HDN). 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). In 2007 ESSD was combined with Infrastructure to form the Sustainable Development Network (SDN).

ESSD is organized in the same way as the other Bank networks. Each network is headed by a vice president and head of network. Under the vice president is a network council which 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.

Each thematic network covers several related sectors of development. When the ESSD was created in 1997, it contained three sector departments: Environment Department (ENV); Rural Development Department (RDV); and Social Development Department (SDV). It also contained the Secretariat of the Consultative Group for International Agricultural Research (CGIAR). In 2002, RDV was renamed the Agriculture and Rural Development Department (ARD). 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.

Latin America and Caribbean Regional Vice Presidency

The units responsible for World Bank operations have changed frequently in name and status since the beginning of Bank operations in 1946. A summary of organizational and functional changes relevant to Bank operations in Central and South America and the Caribbean since 1946 is provided in this description. Units responsible for operations in the region include:

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

1952-1965 Department of Operations - Western Hemisphere (WHM) Technical Operations Department (TOD)

1965-1969 Western Hemisphere Department (WHM) Projects Department

1969-1972 Central America and Caribbean Department (CAC) South American Department (SAM) Projects Department

1972-1987 Latin America and the Caribbean Vice Presidency (LCN)

1987-1997 Latin America and Caribbean Vice Presidency (LAC)

1997-present Latin America and Caribbean Vice Presidency (LCR)

1946 - 1952

The operations function of the World Bank has, in one form or another, been organized according to geographic regionthroughout the history of the Bank. Upon the Bank's opening in 1946, operational lending was executed out of the Loan Department (LOD). Parallel to the LOD was the Economic Department (ECD) which conducted sector analysis and research work. Both Departments were organized along geographical lines.

The LOD was responsible for developing loan operation policy, receiving and investigating loan inquiries and presenting them to Bank management for consideration, and negotiating loans. The organizational structure of LOD fluctuated over its seven year history. It initially consisted of seven divisions of which the Eastern Latin American Division and the Western Latin American Division were two. In 1948, the seven divisions were briefly consolidated into two (the European and United Kingdom Division and the Latin American, Asiatic and African Division) and 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 intothree geographical areas, of which the Latin America Division was one.

Beginning in 1946, the ECD was responsible for both functional and geographic analyses, i.e. general economic studies and country specific studies. Their 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. The Department initially consisted of threearea divisions (Latin America being located in its "Development Areas Division") and an Economic Technology Division responsible for specialized sector studies. In August 1948 a new organizational structure featuring two area divisions was installed. Area Division I was responsible for Europe and Area Division II was divided into four sections of which Central America and South America were two. In March 1950 another reorganization divided the Department into an advisory staff and an area staff, the latterconsisting of three divisions of which Latin America was one.

The first loans to the region were to Chile: World Bank loan 0005 - Power and Irrigation Project (P006578) and loan 0006 - Agricultural Machinery Project to Chile (P006577) Both loans were signed on 25 March 1948 and related to hydro-electric development, forest industries, railway electrification, transportation facilities and port mechanization. These loans were also the Bank's first development loans, as the four previous loans were all to European countries and were for post-war reconstruction.

In July of 1951 the first Country Office in the region was opened in Managua, Nicaragua. Offices in Panama City, Panama (October 1953), Rio de Janeiro, Brazil (May 1954), Guatemala City, Guatemala (February 1955) and Bogota, Colombia (July 1955) followed.

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 andreview; preparation of proposed loans; and country economic monitoring.

As part of this 1952 reorganization, the sector-oriented staff of the former ECD formed the Technical Operations Department (TOD) 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.

A significant reorganization of regional departments' country groupings occurred in 1965. This also included a name change for the Region to the Western Hemisphere Department (WHM). A subsequent reorganization in 1969 resulted in the division of WHM into two new departments: the Central America and Caribbean Department (CAC) and the South America Department (SAM). This development was solely an organizational change, as functional responsibilities from WHM remained the same. Primary responsibility for regional lending projects remained the responsibility of the sector-oriented Project Departments, which had succeeded the TOD in 1965.

Also during this period, the Bank established and chaired the first consultative group in the region. In June 1962 the Colombian government requested the Bank's participation in the formation of a consultative group that would coordinate external financial assistance for the country.

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

1972 - 1987

A more significant reorganization of the operations complex took effect in October 1972. The seven departments that made up the Area Departments were elevated to five Regional Vice Presidencies (RVP). South and Central America and the Caribbean were reunited in the Latin America and the Caribbean Vice Presidency (LCN). The RVPs reported to the new Senior Vice President, Operations (SVPOP). In order 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 the RVPs. Regional units within RVPs were given "line authority" to analyze, decide and act on country development operationswhile the remaining staff was organized into sector-oriented departments within each RVP; these were known as Central Projects Staff and constituted each Region's Project Department.

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, the organizational structure in LCN included two Country Programs Departments (with four divisions reporting to each) and a Projects Department containing five sector divisions (Agriculture; Development Finance Companies; Education; Public Utilities; and Transportation). The Country Program Departments were staffed by country economists and loan officers whose primary responsibilities were: conducting area reviews of Bank activities and countries' economic and political developments; formulating country lending and economic and sector work programs and implementing country programs; and reviewing loan applications, negotiating loans, and administering loans. The Projects Department provided technical assistance and advice to members and borrowers on sectoral issues, priorities, and project development from identification through operation. The Projects Department, consisting of economists, financial analysts, and sector specialists, was specifically responsible for: creating sector policies; assisting countries with the identification and preparation of projects; appraising potential projects and assisting the Country Programs Departments in loan negotiation and credit agreements; and helping borrowers manage consultants and procurement.

Note that not all operational responsibility was transferred from the Projects Departments 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 Projects Department units which had their operational functions dispersed to the RVPs still maintained a core staff in the CPSVP with responsibility for policy and advisory work only.

1987 - 1997

While the make-up of the Country Programs 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 departments as well as the RVPs were 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 which replaced the Country Program Departments in the 1987 reorganization combined the macro-economic work of the former Country Programs Departments and the sector work of the former Projects Department. Each Country Department would consist of a Country Operations Division (COD) as well as multiple Sectoral Operations Divisions (SOD) made up of staff from the former 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 the former Project Departments into the Country Departments' SODs in the reorganization of 1987. Those remaining formed a new 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.

During the 1987 reorganization the number of RVPs was decreased from six to four. However, the Latin America and Caribbean Vice Presidency remained constant in its name. It did, however, change its acronymto LAC. Beginning in 1987, LAC had four Country Departments.

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.

1997 - present

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 CountryManagement 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 Latin American Region, the number of CMUs rose from four 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. Already by 2000, new CMUshad been established in Mexico City, Mexico (LCC1C), Brasilia, Brazil (LCC5C), Lima, Peru (LCC6C), and Buenos Aires, Argentina (LCC7C). 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 group of Technical Families was placed alongside a number of CMUs within each Regional Vice Presidency.

As a result of the 1997 reorganization, the Latin America and the Caribbean Region retained its original name but again changedits acronym, this time to LCR.

South Asia Regional Vice Presidency

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.

Office of the President -- Eugene R. Black (President, 1949 - 1962)

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.

Office of the President -- George D. Woods (President, 1963 - 1968)

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.

Individual Staff Members -- Kraske, Jochen

Jochen Kraske joined the World Bank in 1964. He was chief of the India Division in the South Asia Department, 1971-1975; twice chief of the Bank's Resident Mission in New Delhi, 1975-1979 and 1988-1991; Director of the Country Program Department of East Africa, 1979-1987; and Director of the Country Department for Bangladesh, Nepal and Sri Lanka in the South Asia Region, 1991-1992. He served as World Bank Historian, 1993-1997, and retired in 1997.

Individual Staff Members -- Rist, Leonard B.

Leonard B. Rist, a French national, was born in 1905 and studied law and literature at Paris University. From 1927 to 1928 he served as attache to the French Embassy in Moscow. In the following year he went to New York to join a banking training program at William Blair & Company.

Rist returned to France to work as a private banker at J.P. Morgan's Paris office, Morgan & Cie from 1930 until 1939 when he enlisted in the French Army. He was imprisoned by Nazi forces and spent 18 months in German prison camps before he was freed with the help of Morgan & Cie bankers. Rist became Vice-President of Morgan & Cie in 1945. In the same year, the French Treasury requested Rist to be their representative for the Allied Council's Finance Committee in Austria. He served as the Chief of Finance, French Division from August 1945 until March 1946.

He arrived in Washington in April 1946 at the request of the French Treasury and thereafter the Government of France appointed Rist the French Alternate Executive Directorof IBRD in May 1946. He joined the Bank staff in August 1946 as the first Director of the Research Department which he later renamed the Economics Department. Rist was responsible for developing the basis of the economic aspects of lending, directing country economic studies, and setting standards for economic appraisals and assessing creditworthiness.

Rist served as head of the Economic Department until April 1961, when he was appointed as the Bank's Special Representative for Africa. From January 1963 until 1970 he was the Special Adviser to the President beginning with President George D. Woods. The first of his assignments was to direct the work of the economic group studying the economic implications of the new Federation of Malaysia.

Rist retired from the Bank in April 1970. Following his retirement, Rist returned to his native France and was also a consultant to the Bank as chief of the economic mission to Togo. He died in Paris on 1 February 1982.

Individual Staff Members -- Hopper, W. David

W. David Hopper joined the World Bank in 1978 as the Vice President, South Asia Regional Office. A Canadian citizen, he had previously been the president and CEO of the International Development Research Centre in Canada; his background was in agricultural development. In May 1987 he was appointed Senior Vice President for Policy Planning and Research, a position he held until November 1989. During his service with the Bank he chaired the Consultative Group on International Agricultural Research (CGIAR)and the Special Program for African Agricultural Research. Hopper was a member of the Personnel and Administration Committee (PAC) and the Senior Management Council (SMC). He retired in April 1990.

Individual Staff Members -- King, John A.

John A. King joined the World Bank in 1963 in the Economic Development Institute, then became a policy planning officer in the Development Service Department and in 1970 became a training adviser in the Office of the Director, Projects. From 1972-1978 he served as the Assistant to the Vice President, Projects. He was the secretary of the Steering Committee of the 1972 Bank reorganization. He left the Bank in 1978.

Individual Staff Members -- Nowicki, Alexander

Alexander Nowicki was employed by the Bank as an Economist between 1965 and 1990. During this time, Nowicki served in numerous Bank departments, including: the Economics Department, Industry Division (ECDIN, June 1969 to April 1971); South America Department (SAMDC, May 1971 to July 1972); Operations Evaluation Department (PABOE, then OED) as Senior Evaluation Officer (August 1972 to October 1975); Latin America and Caribbean, Country Programs (LC1DR, November 1975 to June 1982); South Asia Projects, Office of the Director (ASPDR, July 1982 to December 1986); and the Operations Evaluation Department, Division 2, Industry and Policy Review (OEDD2) as Division Chief (January 1987 to September 1990).

Individual Staff Members -- Wood, Joseph

Joseph Wood was educated at Yale, the University of Munich, and Oxford before joining the World Bank in 1968. Wood would eventually serve as the Bank's Regional Vice President for South Asia (SAR) between 1991 and 1997. However, before gaining this position, he held a variety of other roles in the Bank, including: Economist in the East African Department (EAFEA), September 1968 to May 1971; Economist in the East Africa Field Office (EPMEA), May 1971 to January 1972; Economist in the Development Finance Companies Director's Office (DFCDR), February 1972 to January 1974; Division Chief in the Programming and Budget Department Financial Analysis Division (PABFA), April 1974 to March 1976; Assistant Director in Programming and Budget Department Office of the Director (PABDR), June 1976 to March 1979; Director Financial Policy and Analysis Department (FPADR), August 1980 to May 1983; Vice President Financial Policy, Planning, and Budgeting Vice Presidency (FPBVP), September 1983 to May 1987; and Vice President ofthe Financial Policy and Risk Management Vice Presidency (FPRVP), July 1987 to May 1991.

Wood became the Regional Vice President of the South Asia Region (SASVP) in December 1991 and held the position until February 1997. Wood then served briefly as the Senior Adviser to the Office of the President Development Effectiveness Unit (EXCDE) and Senior Adviser to Development Effectiveness Unit (DEU) before retiring from the World Bank in 1998. Subsequently, he was retained as a consultant for the Managing Director Operations Quality Assurance Group (MDOQA) in 1999, and the Quality Assurance Group (QAG) in 2000.

Individual Staff Members -- Karaosmanoglu, Attila

Attila Karaosmanoglu was born in Manisa, Turkey in 1931. He attended the Faculty of Political Sciences at Ankara University and received a Bachelor of Arts in 1954. He later obtained a PhD in Economics from the University of Istanbul in 1956. During his postdoctoral studies, he participated as a visiting scholar at Harvard University and New York University, and later returned to Turkey to research and teach at Ankara University and the Middle East Technical University (Ankara, Turkey).

Upon graduation, Karaosmanoglu joined the State Planning Organization of Turkey, and later served as senior advisor to the Organization for European Economic Cooperation (OEEC, now OECD). In 1966, Karaosmanoglu's World Bank career began as a Senior Economist in the Europe and Middle East Department (EME). In 1971, he took leave from the World Bank to serve as Deputy Prime Minister for the cabinet of Turkish Prime Minister Nihat Erim. In 1973, he returned to the World Bank and served in numerous roles thereafter, including: Chief Economist in the Europe, Middle East, and North Africa Region (EMN) from 1973 to 1975; Director in the Development Policy Vice Presidency (VPD) from 1975 to 1979; Director in the Country Programs Department 1, Europe, Middle East, and North Africa Region (EM1DR) from 1979 to 1982; Vice President in the East Asia and Pacific Region (AENVP) from 1983 to 1987; Vice President in the Asia Region (ASIVP) from 1987 to 1991; and Managing Director (MDS) from 1991 to 1994. Karaosmanoglu retired from the World Bank in 1994.

Attila Karaosmanoglu passed away at the age of 81 in Istanbul, Turkey on November 10, 2013.

Individual Staff Members -- Kaji, Gautam

Gautam Subodh Kaji was born in Bombay, India on June 15, 1941. After receiving a Bachelor of Commerce from Sydenham College of Commerce and Economics at the University of Bombay in 1961, he attended the Wharton School of Finance, University of Pennsylvania, where he received a Master of Business Administration (MBA) in 1963. Prior to his employment with the World Bank, Kaji worked in the commercial banking sector for the Bank of India in India, Hong Kong, and the United Kingdom.

Kaji began his career atthe World Bank in 1968 as a Young Professional with assignments to the Western Africa Department (WAF) and to the International Finance Corporation (IFC). He would go on to serve in numerous positions throughout the Bank, including: Loan Officer in East Africa Department, Division B (EAFDB), 1969-1972; Loan Officer in Eastern Africa Vice Presidency, Country Programs Department 1, Division 1C (EA1DC), 1972-1973; Resident Representative in East Africa Vice Presidency Resident Mission - Sudan (EAFSD), 1973-1975; Senior Loan Officer in Europe, Middle East and North Africa Vice Presidency, Country Programs Department 1, Division 1C (EM1DC), 1975-1976; Division Chief in Europe, Middle East and North Africa Vice Presidency, Country Programs Department 1, Division 1C (EM1DC), 1976-1979; Management Policy Advisor in the Office of the Vice President, Administration, Organization, and Personnel Management (AOPVP), 1979-1980; Assistant Director, Management Development and then Director of the Personnel Management Department (PMDDR), 1980-1984; Director of the East Asia and Pacific Vice Presidency, Country Programs Department (AEADR), 1984-1987; and Director of Asia Vice Presidency, Country Department 2 (AS2DR), 1987-1991. In 1991, Kaji was named the Regional Vice President of the East Asia and Pacific Vice Presidency. In 1994, Kaji was made a Managing Director of the World Bank. As Managing Director, his tasks included: oversight responsibility of the institution's programs in Asia and Africa; chairing the Bank-wide Operations Committee (formerly the Loan Committee); co-chairing the Private Sector Development Group; and serving as a member of the Executive Committee.

Kaji left the World Bank in November 1997. He subsequently founded and served as Chairman of the Board of Directors of Centennial Group, Inc., a strategic advisory firm specializing in emerging market economies. Between 2007 and 2010, he served as a Director of Swarna Dwipa Co LLP, Singapore: a fund management company he co-founded. Kaji has also served on theBoard of Directors for numerous companies and charitable organizations.

Office of the Chief Economist -- Office of the Vice President, Development Economics and Chief Economist and later Senior Vice President, Development Economics and Chief Economist

The Development Economics Vice Presidency (DEC) was established in the May 1987 Bank reorganization as part of the new senior vice presidential complex for policy, planning, and research (SVPPR). One goal of the reorganization was to more closely subordinate research activities to the Bank's strategic agenda and operational requirements. In September 1987, President Conable announced the selection of Stanley Fischer for the position of Vice President, Development Economics and Chief Economist (DECVP). Upon assuming duties, Fischer had multiple responsibilities, the foremost being principal adviser to the Bank President and to the Senior Vice President, Policy, Planning and Research (SVPPR).

Initially, only the International Economics Department (IEC), the Country Economics Department (CEC), and the Economic and Statistical Advisers in the DEC Front Office reported to DECVP. By 1988, DECVP's responsibilities were expanded by the transfer from the Front Office of PRESV [Senior Vice President, Policy, Planning and External Affairs] to the DEC Front Office of the Economic Development Institute (EDI), the Director of The World Development Report (WDR), the Research Administrator (RA) and his Research Advisory Staff (RAD), and the editors of The World Bank Economic Review and The World Bank Research Observer.

DECVP also chaired several boards, committees, and other panels including the EDI Advisory Board, the Research and Publications Policy Council, the Social and Economic Statistics Committee, the Planning Assumptions Committee, and the Advisory Committee on Economist Training. DECVP was also ex-officio Chairman of the Research Projects Approval Committee (REPAC) which had responsibility for administering the Bank's Research Support Budget (RSB). A permanent Research Committee, also chaired by DECVP, was introduced in January 1988 to establish overall research priorities and to evaluate and make recommendations on individual research proposals submitted for funding from the RSB. The Research Administrator, who headed the Research Administration Unit (RAD), was Deputy Chairman of the Research Committee and REPAC. By 1993, RAD's responsibilities, in addition to administering the RSB, included: managing and editing The World Bank Research Observer and The World Bank Economic Review; administering, producing, and disseminating the Working Papers Series, the Research Abstracts, the Development Briefs, and the Bulletin, and managing the Annual Bank Conference on Development Economics (ABCDE) which was also fundedby RSB.

Fischer was succeeded as DECVP by Lawrence H. Summers who reported to the Bank on January 14, 1991. By 1991, the DEC Front Office included a Program Coordinator for Administration. Lewis Preston, who assumed the Bank Presidency in 1991, terminated the Senior Vice Presidencies which resulted in the reassignment of the Geneva Office from the SVPPR Front Office to the DEC Front Office. The Economic Advisory Staff (EAS) was also transferred from the SVPPR Front Office to become the Development Policy Group (DPG) under DEC. The Geneva Office was closed on 30 June 1993 and DPG was merged with the DEC Front Office in November 1993. After the termination of SVPPR, DECVP reported to Managing Director Attila Karaosmanoglu in the President's Office (EXT).

Lawrence Summers left the Bank in January 1993 and Michael Bruno became DECVP effective September 1, 1993. The duties of the DEC Front Office under Bruno included providing research support and policy advice to DECVP, managing review functions within DEC, and coordinating the DEC work program, budget, and other administrative services. In a December 7, 1995 Announcement to Staff on the Restructuring of the Bank's Top Management, Bruno's position as DECVP was elevated to Senior Vice President, Development Economics and Chief Economist and was made part of the President's new Executive Committee effective January 1, 1996. A Bank announcement of April 30, 1996 indicated that Michael Bruno had informed President Wolfensohn of his intention to leave the Bank bySeptember 1, 1996.

On December 11, 1996, President Wolfensohn announced that Joseph Stiglitz would succeed Michael Bruno as Senior Vice President, Development Economics and Chief Economist (DECVP) effective February 1, 1997. As a result of further Bank reorganizations, by January 1998 DEC consisted of the Research Data and Prospects Group and EDI (which later became known as the World Bank Institute). Nicholas Stern succeeded Joseph Stiglitz as DECVP in July 2000 and filled the position until September 28, 2003. By 2000, the majority of research funding came from the department budget of DEC's Research Group. The Research Committee membership included Regional Chief Economists and managers of the Networks, IFC [International Finance Corporation], World Bank Institute, and the Operations Evaluation Department. Their primary responsibility was to advise DEC on the allocation of the Bankwide RSB. The Committee was to normally consider research projects with planned completion dates within three years.

DEC records include the records of organizations which were assigned to the Development Economics Vice Presidency in May 1987, records of noted economist Bela Balassa who served as a consultant with DEC and predecessor organizations from 1966 to 1991, and records of the Bank's Special Representatives to the U.N. Organizations in Geneva dating from 1979 to the close of the Geneva office in 1993. Records of organizations formed within DEC in the May 1987 reorganization as well as organizations formerly assigned to other parts of the Bank and whose functions and records were later transferred to DEC in the 1990s include the following:

Policy and Review Department

The Policy and Review Department (PRD), which was established on July 1, 1990 and reported to the Senior Vice President, Policy, Research and External Affairs (PRESV), was formed as part of the fine tuning of the 1987 Reorganization. PRD replaced the Strategic Planning and Review Department (SPR) after the International Economic Division had been transferred from SPR to the International Economic Relations Division (EXTIE) in the External Relations Department (EXT) and the policy analysis and review function had been expanded and assigned to PRD. PRD was responsible for: 1) coordinating and managing the policy formulation process in the PRE complex; 2) maintaining a systematic strategic planning process; 3) managing the Bank's work in support of the Development Committee; and 4) providing support to the Secretary of the Policy Committee. In addition, the Department provided support to PRESV on PRE-wide matters, including the PRE policy agenda, work program, and budget. Paul Isenman served as PRD Director during the entire period of its existence. The Department had one division, the Review and Analysis Division (PRDRA) and two units: the Policy Development Unit (PRDPD) and the Program Management Unit (PRDPM).

The Review and Analysis Division (PRDRA): 1) coordinated PRE's ex ante review of adjustment lending, Country Strategy Papers, Policy Framework Papers, and other policy issues coming before the President's Council, the Operations Committee and other Bank-wide Committees (e.g., the Finance Policy Committee) as appropriate; 2) carried out, with Operations, the annual lending allocations review; 3) provided a focal point for PRE work on poverty; and 4) managed PRE's development effectiveness work. The responsibility for development effectiveness work was new to PRDRA (prior to July 1, 1990, it was the responsibility of Sector Policy and Research), but the other responsibilities were inherited from the Policy Analysis and Review Division (SPRPA) of the Strategic Planning and Review Department (SPR).

The Policy Development Unit (PRDPD), headed by Geoffrey B. Lamb, had responsibility for: coordinating and assisting in the development of PRE's agenda of policy work; serving as secretariat for the PRE Committee; and monitoring PRE work on selected issues which cut across departmental and sectoral responsibilities.

The Program Management Unit (PRDPM) coordinated for all PRE units work program and budget preparation, Apex reports, and mid-year and retrospective reviews. PRDPM also administered the Management Information System (MIS) and Office Technology (OT) plan for all PRE units.

The Policy and Review Department was abolished on November 30, 1991, as part of a reorganization of the senior management structure which eliminated all the Senior Vice Presidencies and distributed their functions to three Managing Directors in the Executive Office (EXC). Thereview functions of PRD and the Economic Advisory Staff (EAS) were merged in DEC as the newly established Development Policy Group (DPG).

Economic Advisory Staff

The Economic Advisory Staff (EAS) succeeded the Country Policy Department (CPD) of the Operations Policy Vice President (OPSVP) in May 1987. CPD had served as the principal unit in charge of improving country and economic sector work in Bank operations from 1982 to 1987. The Bank-wide reorganization and termination of the OPSVP in 1987, however,prompted the transfer of functions and staff to EAS.

The Economic Advisory Staff (EAS) was established in May 1987 and placed directly subordinate to the Senior Vice President, Operations (OPNSV). EAS furnished economic advice to OPNSV. EAS's prime mission was to assist OPNSV in the approval process of Country Strategy Papers (CSPs) and adjustment loans. Specifically, ERS was responsible for: 1) advising the Senior Vice President of Operations on economic matters to be reviewed by the Policy Committeeor approved by the Senior Vice President; 2) serving as the Secretariat for the Operations Committee (later called the Loan Committee) and organizing the review by the Operations Committee of policy papers, country strategy papers, and adjustment operations; 3) maintaining the Bank's coordination with other international institutions such as the International Monetary Fund (IMF), the Paris Club, the Berne Union and OECD Export Credit Group; and 4) representing the Operations Complex on the Social and Economic Statistics Committee.

Throughout its existence, EAS had no subordinate units. Its Director (Vinod Dubey, June 1, 1987 to July 30, 1990; Enzo R. Grilli, August 1, 1990 to November 30, 1991) was assisted by a Senior Adviser (Fred David Levy) and a Chief Economist (Enzo Grilli until July 31, 1990). After Grilli was appointed Director, the Chief Economist position was abolished. In spring 1991, a second Senior Adviser, Anandarup Roy, was added to the staff.

On December 1, 1991, with the terminationof the Operations Senior Vice Presidency, the ERS staff and functions were transferred to the Development Economics Vice Presidency (DEC) as the Development Policy Group (DPG).

Development Policy Group

The Development Policy Group (DPG) was established as part of the restructuring following the appointment of President Lewis Preston when the Senior Vice Presidencies were terminated and the functions located in their Front Offices were assigned to a vice presidency. On December 1, 1991, the Economic Advisory Staff (EAS) which had reported directly to the Senior Vice President, Operations (OPNSV), was transferred to the Development Economics Vice Presidency (DEC) and renamed the Development Policy Group. DPG continued the main duties of EAS: monitoring and reviewing adjustment operations and country strategies. The DPG staff reviewed all adjustment operations prior to consideration by the Loan Committee and before they were sent to the Board for approval. The staff reviewed country strategies (CSPs) whilethey were being formulated at the regional level and prior to reaching the Policy Review Committee. In addition, DPG had a leadership role in determining country performance rankings for IDA allocations and was responsible for advising the Vice President and Chief Economist on Bank policies and procedures and on coordination with the International Monetary Fund, the Berne Union, the Paris Club, and other international institutions. DPG began as a separate unit in DEC but was absorbed into the DEC Front Office in November 1993. Throughout its existence, DPG had no subordinate units. Its directors were: Enzo Grilli, December 1, 1991 to December 31, 1992; Anadarup Ray, acting from January 1, 1993 to October 31, 1993; and Mark Baird, November 1, 1993 to June 30, 1997. The Director was assisted by one senior adviser and by one or more economic advisers. DPG was abolished in the reorganization of DEC which went into effect on July 1, 1997.

International Economics Department

The International Economics Department (IEC), established as part of the 1987 Reorganization of President Conable, absorbed the functions of the former Economic Analysis and Projections Department (EPD) of the Economics and Research Vice Presidency (ERS). IEC focused on global policy issues and trends in the world economy, supported and generated national and international data for research and Bank operations, and carried out research on international finance and trade issues. More specifically, IEC had responsibility for: analyzing global trade issues in manufactures and services; maintaining and analyzing data on external debt and capital flows; advising on policy options concerning foreign borrowing and debt management; researching and maintaining data on primary commodity markets; preparing market forecasts and advising on policy options regarding Bank lending for commodities; formulating an overview of the global economic situation and promoting consensus on it throughout the Bank through Long-Term and Short-Term Outlook papers and other reports; building tools for model-based global forecasting and doing problem-focused research; managing the Bank's Social and Economic Database (BESD); developing computing systems for socio-economic data management, analysis, modeling and reporting; providing statistical services to the Bank and to developing countries; and directing the preparation of such publications as the World Bank Atlas, the World Development Indicators, the World Debt Tables, and Global Economic Prospects (GEP).

When the World Bank's Geneva office closed on June 30, 1993, IEC assumed its functions regarding GATT. Beginning in November 1993, responsibility for the Paris Club and Berne Union was transferred from the DEC Front Office to IEC, and IEC staff represented the Bank at the Paris Club and Berne Union meetings. The Directors of IEC were:

  • Jean Baneth: June 1, 1987 - October 16, 1989

  • Johannes Linn: October 16, 1989 - May 1, 1990

  • D.C. Rao: May 1, 1990 - November 1993

  • Masood Ahmed: December 1, 1993 - July 1, 1997

IEC was terminated in the July 1997 reorganization of DEC.

Country Economics Department, Policy, Research Department, and the Finance and Private Sector Development Division

The Country Economics Department (CEC) was established in May 1987 as part of a general Bank reorganization and was placed in the new Development Economics Vice Presidency (DEC). The CEC incorporated functions of the former Development Research Department (DRD), the Economic Analysis and Projections Department (EAP) and the Country Policy Department (CPD). CEC was responsible for providing leadership in the design and analysis of country development policies through research policy work, operation advice and support, and training and liaison with outside research groups. It did so in specified issue areas, among them: 1) trade policy; 2) macroeconomic adjustment and its relationship to economic growth and poverty alleviation; 3) public economics with regard to resource mobilization, pricing, taxation and subsidies; 4) public sector management and private sector development, focusing on institutional reform of government and state enterprises, and the conditions for private sector development; and 5) financial policy and systems, including financial sector lending, regulation, supervision and restructuring.

At the time of its establishment in 1987, the CEC had the following divisions: the Trade Policy Division (CECTP); the Debt and Macroeconomic Adjustment Division (CECDA, later the Macroeconomic Adjustment and Growth Division [CECMG]); the Public Economics Division (CECPE); the Financial Policy and Systems Division (CECFP); the Public Sector Management and Private Sector Development Division (CECPS); and the Special Studies Division (CECSS). On 1 January, 1990 a Socialist Economy Reform Unit (CECSE) was established. In July 1992, the CECSE and the CECMG were merged into the new Transition and Macro-Adjustment Division (CECTM).

In the January 1993 Bank reorganization, two of CEC's divisions (Public Sector Management and Private Sector Development [CECPS] and Financial Policy and Systems [CECFP]) were transferred, respectively, to the Private Sector Department (PSD) and the Financial Sector Development Department (FSD) in the Finance and Private Sector Development Vice Presidency (FPD). The remaining CEC divisions, along with research positions from the terminated Sector and Operations Policy Vice Presidency (OSP), were reorganized to form the principal research arm of the Bank, the Policy Research Department (PRD). These developments effectively consolidated all research functions of the Bank under the Vice President, Development Economics (DEC). The PRD Department had the mandate to engage in research on the full range of macro and microeconomic issues underpinning the Bank's country assistance strategies and operations. To that end, it was assigned responsibility for: 1) providing operational support through direct input on issues needing research; 2) producing major, crosscutting research studies; 3) testing and disseminating state-of-the art analytical approaches in an operational context; and 4) providing operational and country-based experience to staff.

The following new divisions were announced as part of PRD as of February 1, 1993: Trade Policy (PRDTP, formerly CECTP); Transition and Macro-Adjustment (PRDTM, formerly CECTM); Poverty and Human Resources (PRDPH, formerly CECPH), Public Economics (PRDPE, formerly CECPE); Finance and Private Sector Development (PRDFD, formerly CECFD); and Environment, Infrastructure and Agriculture (PRDEI, formerly CECEI). PRD ended with the reorganization of DEC which went into effect on July 1, 1997.

Development Research Group

The Development Research Group (DECRG) was established in the Bank reorganization which took effect on July 1, 1997. It replaced the former Policy Research Department. The creation of DPG was in part the result of new organizational changes within the Bank, particularly the creation of networks. Policy research was consolidated under one DEC Group, DECRG, and researchers in the International Economics Department (mainly in the trade area) were reassigned to DECRG. The five former PRD divisions were abolished and their budgets were centralized and replaced by multi-year task-based budgets, with task managers held responsible for delivering products within the budgets. Tasks included cross-cutting issues such as aid effectiveness, industrial pollution, and growth and the environment. Six new Research Managers were recruited, some of which were designated network research coordinators. The new DECRG Director and the new Research Managers formed the management team for DECRG.

Chief Financial Officer

The Chief Financial Officer (CFO) is responsible for providing leadership for the following Bank functions: institutional planning and budgeting; financial planning and policy; risk assessment and management; market fund-raising, investment, cash management, and liability management; resource mobilization; financial controls and reporting; and pension fund management. These functions together make up the financial operations or Finance Complex of the Bank. The CFO has its origins in the Bank's Treasurer's Department (TRE) established in 1947. The Treasurer's Department was responsible for the development and application of all Bank practices pertaining to funds and securities of the Bank. More specifically, the responsibilities of TRE included:

  • development of overall financial policies for the Bank;

  • management of Bank funds and securities;

  • development and maintenance of a program of fiscal operations;

  • development and maintenance the Bank's accounting system; and

  • development and maintenance of a program of budgeting and budgetary control.

The following subordinate units reported to TRE: the Fiscal Operations Loan Division (TREOL); the Fiscal Operations Borrowing Division (TREOB); the Fiscal Operations Administrative Division (TREOA); Receipts and Disbursement Division (TRERD); and the Accounts and Financial Reports Division (TREAF). Daniel Crena de Iongh served as the Bank's Treasurer and reported to the Vice President Robert Garner (OVPRG).

In October 1948, the TREOA Division of TRE wasterminated and its functions related to administrative budget and control were transferred to the new Controller (CTR) located in the Administration Department (ADM), which was also responsible for administrative activities related to personnel, office services, and records management. The CTR broadly oversaw responsibilities related to administrative budget and expense, auditing, and organization and methods planning. Francis Poore served as the Bank Controller (CTR).

In 1953, Henry Riley replaced Daniel Crena de Iongh as Bank Treasurer.

In 1959, Robert Cavanaugh replaced Henry Riley as Bank Treasurer.

In February 1967, the Controller (CTR) of the ADM Department, as well as staff from the TRE Department responsible for budgeting and programming functions, were transferred to the new Department of Program Evaluation and Control (PEC). The PEC, which reported to the Office of the President (EXC), was established to improve the President's control over the use of the Bank's manpower and financial resources and monitor the effectiveness of the Bank's programs. PEC responsibilities included:

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

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

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

  • instituting procedures for effective budgetary control;

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

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

PEC had no formal subordinate units. John H. Williams served as Director for PEC.

In June 1968, the position of Vice President of Finance (VPF) was created in the reorganization following the appointment of Robert S. McNamara as President of the Bank earlier that year. The VPF was responsible for managing the Bank's financial operations or Finance Complex, and was also responsible for advising the President on the Bank's financial policies. With the creation of the VPF, the PEC was renamed the Programming and Budgeting Department (PAB) and joined the TRE as a subordinate unit to the new Vice President of Finance (VPF). At this time, it appears budgetary control functions were transferred to the TRE Department, while remaining functions were retained by the PAB. The first VPF, Siem (Simon) Aldewereld, was not only responsible for the Bank's financial and programming activities, but also served as Director for the Projects Department (DRP), which was responsible for providing leadership in evaluating, improving, performing quality control, and setting policies and procedures for project work of the Bank's Projects Department (PRJ).

In the following years, the Finance Complex expanded rapidly. In May 1969, the TRE was split to include the new Controller's Department (CTR) with the TRE. The TRE retained the functions of borrowing, investment, and receipt and payment of funds. The new CTR was assigned responsibility for the Finance, Loan Disbursement and Administrative Expense Divisions previously located in the TRE Department. The Internal Audit Office (ADMIA) was also transferred from the Administration Department (ADM), assigned the new acronym IAD, and placed in the PAB Department of VPF in May 1969.

In July 1973, the IAD and the operations evaluation functions located in the PAB were transferred to Auditing and Evaluation, Vice President Mohamed Shoaib (OVPMS).

In July 1974, I.P.M. Cargill replaced Simon Aldewereld as VPF. With the appointment of Cargill, the VPF also assumed responsibility for the coordination of IDA replenishments from the retiring Vice President Sir Denis Rickett (OVPDR). Later that year, the Tokyo Office (TOK), created in 1971, started reporting to the VPF, as did the Loan Portfolio and Analysis Unit (LPAU) which was created by merging the Budget and Operations Review Divisions of the PAB.

In 1975, the Front Office of the VPF was expanded to include a Director, Financial Policy and two assistants for the IDA-5 Replenishment to help support the VPF in IDA Replenishment negotiations.

Following Vice President Shoaib's retirement in January 1976, the Internal Auditing Department (IAD) was reassigned to the VPF.

In July 1978, I.P.M. Cargill was promoted to the new position of Senior Vice President of Finance (SVPFI) to assist the President more broadly in managing the work of the Bank. On July 1, 1979, Cargill relinquished the management of the Finance Complex to Moeen Qureshi, who was appointed the new VPF. Cargill continued to oversee the negotiations for the 6th IDA replenishment, and remained SVPFI until his scheduled retirement in 1980. Upon Cargill's retirement, Qureshi was named the new SVPFI, and the position of Vice President of Finance (VPF) was abolished.

With the appointment of Qureshi to SVPFI in 1980, the role took on more expanded responsibilities. The creation of the SVPFI reflected the increasing importance ofthe Finance Complex as the unit primarily responsible for the mobilization of financial resources and their management and control in a more constrained external environment. In addition to managing the Finance Complex, the SVPFI also advised the President and the Executive Directors on overall Bank financial policies and prospects, and served as a liaison with member countries on matters involving sources of funds for the Bank, including leadership on IDA replenishment and International Bank for Reconstruction and Development (IBRD) capital increase negotiations. In conjunction with Qureshi's appointment to the SVPFI, two new vice presidential positions were created: the Office of the Vice President and Controller (CTRVP) and the Vice President of Programming and Budgeting, and Pension Fund (PBPVP). The Pension Fund, previously located in the SVPFI Front Office, was upgraded to the Staff Retirement Plan Department (SRP) and placed in PBPVP. A new Financial Policy and Analysis Department (FPA) was also created, which upgraded the resource mobilization support functions previously located in the Financial Studies Division (PABFS) and Financial Policies Division (PABFA) of the PAB. The TRE, Internal Auditing (IAD), and the Tokyo Office continued to report to the SVPFI.

In July 1981, the Treasurer's Department was upgraded to the Treasurer's Vice Presidency (TREVP). In the same year, Bank President A.W. Clausen established the Managing Committee for the purpose of providing overall guidance for and managementof the Bank. The SVPFI served as a committee member for the Managing Committee, along with the Senior Vice President of Operations (SVPOP) and other Bank vice presidents.

In late 1982 the Vice President of Programming and Budgeting and Pension Fund (PBPVP) was reduced to the Vice President of Pension Fund (PFDVP) with the removal of the Programming and Budgeting Department (PAB). The PAB reported directly to the SVPFI until its absorption into the new Financial Policy, Planning, and Budgeting Vice Presidency (FPBVP) in August 1983. The new FPBVP was established to improve the Bank's institutional planning and resource allocation and control processes by integrating the FPA Department and the refocused Programming and Budgeting Department (PBD). PFDVP and the FPBVP continued to report to SVPFI.

In 1985, the Internal Auditing and the Tokyo Office were placed in the Front Office of the SVPFI.

In May 1987, the SVPFI was reorganized as part of a Bank wide reorganization, and its acronym changed to FINSV. The reorganization included replacement of the FPBVP with the Vice Presidency of Financial Policy and Risk Management (FPRVP). This was accomplished by transferring the planning and budgeting functions located in PBD to the new Policy, Planning and Research Complex (SVPPR); consolidating the Financial Policy and Planning Division (FPAPP) and the Financial Management and Analysis Division (FPAMA) of FPA into the new Risk Management and Financial Policy Department (FRS) of FPRVP; and upgrading the FPA's Financial Studies Division (FPAFS) to the new Resource Mobilization Department (FRM) of FPRVP. The creditworthiness review function located in PBD was also transferred to the new FRS Department. The former Vice President of Pension Fund (PFDVP) was replaced by the Office of the Pension Plan Administrator (PENAD) and placed in the FINSV Front Office, along with the Tokyo Office. The IAD was transferred from the former SVPFI Front Office to the new Senior Vice President of Administration (SVPEA). The reorganized FINSV was responsible for the major resource mobilization activities of the Bank and the management and control of its financial resources. More specifically, the FINSV was responsible for:

  • executing all IBRD and IDA financial transactions, including IBRD capital subscriptions, IDA replenishments, borrowings, and investment operations;

  • collecting, keeping custody, and disbursing of funds;

  • maintaining accounts for loans and trust funds;

  • accounting for and reporting of financial information; and

  • formulating risk management and financial policy.

Subsequent to the completion of the reorganization, the following vice presidencies reported to FINSV: TREVP, CTRVP, and FPRVP. Ernest Stern succeeded Moeen Qureshi as the new Senior Vice President of Finance (FINSV).

In December 1991, following the appointment of World Bank President Lewis T. Preston, the senior management structure was significantly reorganized, and the Bank's senior vice presidencies were abolished, including the FINSV. The senior vice presidents were replaced by a broad oversight team of the Office of the Managing Directors (MDC) that reported directly to the President. Each Managing Director was assigned responsibilities of regional oversight, policy, and finance. The functions of the former FINSV were not exclusively assigned to one Managing Director. Instead, the oversight responsibilities related to the finance functions of treasurer, controller, financial policy, risk management, and resource mobilization were dispersed among the Managing Directors. As a result, the senior or chief financial officer did not exist at this time. The newly appointed Managing Directors, which shared finance responsibilities, included: Ernest Stern, Sven Sandstrom, and Attila Karaosmanoglu.

In July 1995, James Wolfensohn's was appointed the World Bank President following the passing of Lewis T. Preston earlier that year. Immediately upon his appointment, Wolfensohn initiated a Bank wide reorganization. As part of this reorganization, the Office of the Managing Directors (MDC) was reorganized to include the appointment of five new Managing Directors and a new Executive Committee. Among the new appointments, the Managing Director of Finance and Resource Mobilization (MDFMD) was created, and absorbed oversight responsibilities of the finance complex vice presidencies. At the time of the creation, the following vice presidencies reported to the MDFMD: the Vice President of the Treasurer (TREVP); the Vice President of the Controller (CTRVP); theVice President of Cofinancing and Advisory Services (CFSVP); and the Vice President of Financial Policy and Risk Management (FPRVP). Jessica Einhorn was appointed the new MDFMD.

In April 1996, the CFSVP was replaced by the Vice President of Resource Mobilization and Cofinancing (RMCVP), which absorbed the units of the former CFSVP, but also the Resource Mobilization Department (FRM) of the FPRVP. The FPRVP was replaced by the new Vice President of Financial Policy and Institutional Strategy (FPIVP), which absorbed the functions of the Risk Management and Financial Policy Department (FRS) of the former FPRVP. Both vice presidencies continued to report to the MDFMD.

In 1997, the FPIVP was renamed the Vice President of Financial Policy and Risk Management (FPRVP).

In September 1998, MDFMD Jessica Einhorn retired from the Bank. The role of MDFMD was replaced by the new role of Senior Vice President and Chief Financial Officer (CFO).

Gary Perlin assumed the role of Senior Vice President and Chief Financial Officer (CFO) in January 1999. Perlin absorbed the oversight responsibilities of the former MDFMD for the following Finance Complex vice presidencies: the CTRVP; the TREVP; and the FPRVP. The Vice President of Resource Mobilization and Cofinancing (RMCVP) reported to Managing Director Sven Sandstrom, who was also responsible for oversight of some the Bank's regional vice presidencies, the Corporate Secretariat, External Affairs, and the Poverty Reduction and Economic Management Network (PREM).

In 2000, the Senior VP and CFO Gary Perlin began reporting to Managing Director Jeffrey Goldstein. Perlin retained oversight responsibilities for the finance complex, but Goldstein served as another level of oversight for the finance complex, and was also responsible for oversight of financial sector development related units, including the Financial Sector Vice Presidency (FSEVP).

In 2003, Gary Perlin retired from the Bank. Jeffrey Goldstein was appointed his successor, and the role of Managing Director and CFO was combined. The following finance complex and financial sector development vice presidencies reported to the Managing Director and CFO (MDCFO) Jeffrey Goldstein: the TREVP; the CTRVP; the Concessional Finance and Global Partnerships Vice Presidency (CFPVP, formerly the RMCVP); the Vice President of Strategy, Finance, and Risk Management (SFRVP); and the FSEVP.

In 2004, Jeffrey Goldstein retired from the Bank, and was succeeded by Acting CFO John Wilton. The position of combined Managing Director and CFO was terminated with Goldstein's departure.

In September 2005, Vincenzo La Via was appointed the new CFO responsible for finance complex oversight. The SFRVP, the CTRVP, and the TREVP continued to report to the CFO. The CFPVP was removed and reported directly to the Bank President.

In late 2006, however, the CFPVP once again reported to the CFO. Around this same time, the CTRVP and the SFRVP were combined and renamed the Controllers, Strategy, and Resource Management Vice Presidency (CSR).

In 2009, the CSR was reorganized and split into two new vice presidencies: the Vice President and Controller (CTRVP) and the Vice President of Corporate Finance and Risk Management (CFRVP). The General Services Department (GSD) located formerly in the Information Services Group (ISG) and the new VP and World Bank Group Chief Risk Officer (CROVP) also reported to the CFO at this time.

In 2012, Vincenzo La Via left the Bank, and Charles McDonough served as Acting CFO.

In March 2013, Betrand Badrewas appointed the new Managing Director and CFO (MDCFO). The CFPVP, CTRVP, TREVP, CROVP, and GSD continued to report to the MDCFO. The Vice President of Budget, Performance Review, and Strategic Planning (BPS) and the World Bank Group Chief Information Officer (CIO) and Vice President of Information and Technology Solutions (ITS) also reported to the MDCFO later in 2013.

In 2014, the CFPVP was replaced by the Vice President of Development Finance (DFIVP) and continued to report to the MDCFO.

Senior Vice President of Operations

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).

Theodores, James L.

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.

Private Sector Development Vice Presidency

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.

Garcia de Truslow, Aura

Aura Garcia de Truslow was born in Peru in 1938. She entered the employment of the World Bank in 1980 as an Urban Affairs Specialist. In 1981 she joined the Latin America and Caribbean Regional Vice Presidency's (LCNVP) Urban Division (LCPUR) as an Urban Planner. In this capacity she supported lending programs and conducted country and sector studies focusing on the urban and housing sectors.

In 1987, Garcia de Truslow joined the new Strategic Planning and Review Department (SPR) as a Planning Officer. SPR was created in 1987 as part of the new Policy, Planning and Research Complex (PPRSV) and was responsible for coordinating and managing PPRSV policy formation and developing a systematic Bank-wide strategic planning process. Garcia de Truslow worked in the department's Strategic Planning Division (SPRSP).

Following the termination of SPR in 1990, Garcia de Truslow rejoined the Bank's operations complex in the Latin America and Caribbean Regional Vice Presidency (LACVP) as a Senior Projects Officer. She served in a variety of LAC divisions during the subsequent seven years, including: Country Department 4's Infrastructure and Energy Operations Division (LA4IE, 1990); Country Department 4's Trade, Finance, and Industry Operations Division (LA4TF, 1991-1993); Country Department 4's Environment Division (LA4EN, 1994); and Country Department 1's Country Operations Division (LA1CO, 1994-1995). Garcia de Truslow retired from the Bank in 1997. She returned to the Bank briefly as a consultant in the Finance, Private Sector, and Infrastructure Division of LACVP between 1997 and 1998.

Biderman, Jaime

Jaime Biderman was born in 1949. He joined the World Bank in 1973 as a researcher in the Economic Department's Urban and Regional Economics Division (ECDRB). The following year Biderman entered the Bank's Young Professionals Program (YPP). Upon his completion of the Program in 1976, Biderman was made an Economist in the Transportation and Urban Projects Department's Urban Division (TRUD2). Shortly thereafter the two sectors, Transport and Urban Development, were separated and Biderman was placed in the newUrban Projects Department (URB). Note that while following the 1972 Bank-wide reorganization most sector departments were only responsible for policy formulation and quality control, URB functioned as a centralized operating projects department, meaning that it provided a full operational package of technical services to the regional operational vice presidencies. This included the planning, direction, and supervision of project work.

Biderman took an extended leave from the World Bank from 1978 to 1983.Upon his return he continued his work as an Economist in the Urban Development sector. Regionalization of URB and project planning and supervision functions had, however, begun in 1979. Thus when Biderman joined the East Asia and Pacific Regional Vice Presidency's Urban and Water Supply Division (AEPUW) in 1983, its functions included the full operational package of responsibilities within the East Asia and Pacific Regional Vice Presidency (AENVP). Biderman remained in the AEPUW through 1987.

In 1987 Biderman moved to the Africa Vice Presidency's Department 6 (AF6) responsible for overseeing lending operations in Botswana, Lesotho, Malawi, Mozambique, Swaziland, Tanzania, Zambia, and Zimbabwe. Biderman worked as a Senior Economist in the Department's Country Operations Division (AF6CO).

In 1991, following a brief period in the Development Economic's Policy and Review Department (PRD), Biderman was named Senior Country Officer in the Europe and Central Asia Vice Presidency (ECA).

In 1994 Biderman was named Operations Adviser in the Operations Policy Department (OPR). OPR was responsible for operational policy development, portfolio management monitoring and evaluation, and procurement guidance and policy, among other activities. Biderman worked in the Department's Policy Group (OPRPG).

In 1998 Biderman returned to the Africa Vice Presidency (AFR) and would remain there until 2009. During this period Biderman held a variety of positions in a number of AFR's divisions. These included:

  • Lead Specialist,Operations Support 1 (AFTS1, 1998-1999)

  • Lead Specialist, Operational Quality and Knowledge (AFTQK, 1999-2000)

  • Operations Adviser, Operational Quality and Knowledge (AFTQK, 2001)

  • Operations Adviser, Quality and Knowledge Operations Support (AFTOS, 2002)

  • Sector Manager, Water and Urban 1 (AFTU1, 2002-2008)

  • Sector Manager, Urban and Water (AFTUW, 2009)

Biderman served as an Adviser in 2010 and 2011 in an unspecified role before retiring from the Bank in 2011. In [year], he returned as a consultant for a variety of Bank units, including the Independent Evaluation Group (IEG).

Transportation, telecommunication, water, and urban development

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.

Commission on International Development [Pearson Commission]

In August 1968, former Canadian Prime Minister and Nobel Peace Prize winner, Honorable Lester Bowles Pearson, accepted an invitation from the President of the World Bank, Robert S. McNamara, to form an international commission "to review the impact of external assistance on the development of the poorer nations over the past two decades", assess the results, and make recommendations for the future of aid and development.

The initiative for the Commission came from McNamara's predecessor, George D. Woods. Amid international concern about declining foreign aid available from major donor countries, particularly during the declared United Nations Development Decade, President Woods explored different methods to increase development funding. In 1967, Woods spent a weekend at Sussex University to discuss these problems with a small group of individuals including diplomat William Clark and Barbara Ward, author of the UN Midterm Report on the Decade. The meeting resulted in the proposal for a commission of experts to examine the state of development and the steps necessary for maintaining hope and progress. Woods launched the idea of a "grand assize" of experts when he spoke to the Swedish Bankers' Association in Stockholm on October 27, 1967 in his last major speech as Bank president. He stated that the World Bank would be prepared to finance necessary research and to assist in recruiting a group of experts to examine the development problem. According to Woods, "[s]uch a Grand Assize - judging the world's record and prospects of growth - should in any case precede any attempt to round off our faltering Decade of Development with a genuine reformation of policy". The proposal was formally instituted ten months later during McNamara's tenure as World Bank president.

The Commission on International Development, also known as the Pearson Commission, was financed by the World Bank but operated as a completely independent body, just as its members were not representatives of their respective governments. Chairman Pearson had the authority to assemble the Commission members and by mid-October 1968, seven prominent international figures, each from a different country and background, had agreed to serve with Pearson in a non-official capacity. They were: Sir Edward Boyle (United Kingdom); Roberto de Oliveira Campos (Brazil); C. Douglas Dillon (United States); Dr. Wilfried Guth (West Germany); Sir W. Arthur Lewis (St. Lucia); Robert E. Marjolin (France); and Dr. Saburo Okita (Japan).

Because of the crisis in aid shortfalls, the Commission decided that its report should be made available as early as possible. To complete its objective in a timely manner and to sufficiently study the multitude of topics, the Commission employed contractors to conduct the research. Between October and December 1969, the Commission was also staffed with senior professionals and experts, some of whom were World Bank employees on loan. The group was housed in an office building at 1900 L Street NW, Washington D.C.

The Commission's eight members met four times in order to direct the staff's work, to receive senior staff's analysis of their study topics, to make decisions about the ideas and conclusions, and to write the report. The first meeting was in Mont Gabriel near Montreal, December 16-17, 1968, followed by Rome (March 1969), Copenhagen (June 1969), and Geneva (August 1969). Between these meetings, the Commission also sponsored a series of regional hearings in developing countries across four continents. Pearson, accompanied by one or more commissioners, invited governments and in some cases distinguished private individuals, to come during the few days spent in each location and give testimony to the Commission on the full range of development issues under study. The regional hearings took place in Santiago, Abidjan, Kampala, Rawalpindi, New Delhi, Singapore, and Ankara, and were attended by government representatives of some seventy countries to present their views.

The Commission investigated a wide variety of topics, including the volume and terms of aid, the debt burden of developing countries, technical assistance, trade, private investment, economic growth, population control, and education and research. The findings and recommendations of the Commission on International Development were published September 15, 1969 under the title "Partners in Development". The report presented thirty-three recommendations and argued that developed countries needed to make a more substantial commitment to foreign aid and to economic development as a global initiative. Many of the proposals would involve the leadership and support of international organizations including World Bank Group and Organization for Economic Co-operation and Development (OECD).

The Commission was dissolved in 1969 following the completion of its report. "Partners in Development" was the first sustained evaluation of international development assistance.

Incentives and Comparative Advantage (INCA) Unit

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

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

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

  • support policy related studies;

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

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

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

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

Population, Health, and Nutrition Sector

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

Friedman, Irving S.

Irving S. Friedman was born on in New York City in 1915. After graduating from Columbia University, Friedman began his career as an economist in the office of the Secretary of the Treasury. He joined the International Monetary Fund (IMF) in 1946 where became a senior department director and headed missions to member countries. In 1950 Friedman became director of the Fund's Exchange Restrictions Department.

In October 1964, Friedman joined the World Bank. He was appointed by President George S. Woods as the first Economic Adviser to the President and was placed in the President's immediate staff. Friedman supervised the Economics Department and the Director of Special Economic Studies. He also oversaw the Economic Program Department, the Computing Activities Department, and the Development Research Center. Friedman was succeeded by Hollis B. Chenery as Economic Adviser to the President in October and left the Bank soon after.

After his time at the World Bank, Friedman joined Citibank in Manhattan in 1974 and First Boston Corporation in 1989. In the 1980s he held senior advisory positions with the African, Asian, and Inter-American Development Banks in addition to other public and commercial financial institutions. Throughout the 1970s and 80s, Friedman taught at a variety of academic institutions, including Yale University, the University of Virginia, and Fordham University. He also lectured abroad as well as at the Bank's Economic Development Institute (EDI, now the World Bank Institute [WBI]).

Irving Friedman died in November 1989.

Europe and Central Asia Regional Vice Presidency

The operations function of the World Bank has, in one form or another, been organized by geographic region throughout the Bank's history. The units responsible for World Bank lending and technical assistance have changed frequently in name and status since the Bank began operations in 1946. The history of the Europe and Central Asia Region (ECA) is complex primarily because of its previous integration with the Middle East and North Africa Region (MNA). Between 1965 and 1991, the countries within these two regions formed a single regional department/vice presidency called the Europe, Middle East, and North Africa Region (EMN or EMENA). Since 1991, the area covered by ECA countries has remained constant. As of 2016, ECA countries included: Albania, Armenia, Azerbaijan, Belarus, Bosnia and Herzegovina, Bulgaria, Croatia, Cyprus, Czech Republic, Estonia, Georgia, Hungary, Kazakhstan, Kosovo, Kyrgyz Republic, Latvia, Lithuania, Macedonia, Moldova, Montenegro, Poland, Romania, Russia, Serbia, Slovak Republic, Slovenia, Tajikistan, Turkey, Turkmenistan, Ukraine, and Uzbekistan.

1946 - 1952

Upon the Bank's opening in 1946, operational lending was executed out of the Loan Department (LOD) led by Charles C. Pineo. The LOD was responsible for developing loan operations 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 and, in particular, European countries. This is evident in the initial divisional organization of the LOD. Of the seven original divisions, four dealt with Europe and two with the Western Hemisphere.

This strong focus on Europe in the early years of the Bank is evident. The Bank's first Resident Mission was established in Paris, France in 1947 and a number of the Bank's first visits by its senior staff, including Research Director Leonard Rist, Treasurer Crena de Iongh, and Vice President Robert Garner, were to Europe. Almost all of the Bank's first loan applications were received from European countries: Czechoslovakia, Denmark, France, Luxembourg, and Poland (the lone exception being Chile). This resulted in the signing of the World Bank's first loan: on May 9, 1947 World Bank Executive Directors approved a loan for $250 million to Credit National of France (P037383) for reconstruction of its economic, finance, and trade sectors. Three loans to European countries followed before a non-European country, Chile, received Bank funding.

With the appointment of W. A. Iliff as Director of the Loan Department in 1948, LOD's 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 briefly abolished altogether, as loans were assigned to loan officers on an ad hoc basis. In 1950, LOD was again divided into three geographical areas: Latin America Division; Asia and the Middle East Division; and European Division.

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

1952 - 1972

When the World Bank opened, its primary focus had been the reconstruction and revitalization of European countries devastated by World War II. However, as other sources of investment became available to war torn European countries, the Bank quickly shifted its focus to non-European countries. Largely due to the resulting expansion in operations in Latin America, Africa, and Asia, a Bank-wide reorganization took effect in September of 1952. The new operational structure endured for the next twenty years. The major feature of the reorganization was the merging of LOD staff with country-related staff from the ECD to form three distinct geographical Area Departments: Europe, Africa and Australasia (EAA); Asia and Middle East (AME); and Western Hemisphere (WHM). These units were primarily responsible for World Bank-member country relations. Functions included: loan policy and plan development; country development program appraisal and review; preparation of proposed loans; and country economic monitoring.

There was no formal divisional structure within EAA. Note that, in 1952 when the Department was initially formed, only two EAA countries were not located in Europe: Australia and South Africa. The Department was led by A. S. G. Hoar between 1952 and 1955. Sydney Raymond Cope became Department Director in June of 1955. All three Area Departments reported to Vice President Robert Garner from 1952 to 1956. After Garner became President of the new International Finance Corporation (IFC) in 1956, the Area Departments reported to J. Burke Knapp and William Iliff.

As part of the 1952 reorganization, the sector-oriented staff of the former ECD moved to 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; assisting borrowers in procurement efforts; and monitoring and reporting on member countries' sector economies.

By 1962, a division of the Europe, Africa and Australasia Area Department (EAA) was necessary as a result of the dramatic increase in membership by African countries. Two new departments were created out of the former EAA: the Department of Operations - Europe (EUP); and the Department of Operations - Africa (AFR). EUP functional responsibilities were the same as its predecessor and it did not have a formal divisional structure. Sydney Cope became the Director of the new EUP and oversaw lending operations with 20 European countries, Australia, New Zealand, and South Africa.

In 1965 the World Bank implemented a major reorganization of country groupings in its regional departments and EUP was significantly impacted. The countries previously in EUP were combined with Middle Eastern countries formerly located in the Department of Operations - Europe and Middle East Department (EME). In addition, five northern African countries (Egypt, Libya, Algeria, Tunisia, and Morocco) were also included In EME. Functional responsibilities of the new department remained unchanged from predecessor departments. Sydney Cope served as Director of EME.

The new combination of European and Middle Eastern countries was briefly undone in 1967 when EME was divided into two separate departments: Europe Department (EUR); and Middle East and North Africa Department (MNA). European, Middle Eastern, and North African countries were again reunited during a significant reorganization in 1968, forming the new Europe, Middle East and North Africa Department (EMN). Thus began an uninterrupted period of 23 years during which Middle Eastern and North African countries would be combined with European countries in a single department or Vice Presidency. The new EMN was led by Michael L. Lejeune; he was replaced by Munir P. Benjenk in 1970. The Department was initially divided into five divisions roughly based on geography. European countries roughly made up two divisions while Middle Eastern and North African countries formed the other three.

1972 - 1987

A massive, Bank-wide reorganization was initiated by World Bank President Robert S. McNamara in 1972. As part of the reorganization, the geographic organization of the regional units was again altered. The seven departments that made up the Area Departments were elevated to five Regional Vice Presidencies (RVP). However, the composition of EMN was not altered. All RVPs reported to the new Senior Vice President, Operations (SVPOP).

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

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

The Projects Department provided technical assistance and advice to members and borrowers on sectoral issues, country priorities, and project development from identification through implementation and review. It consisted of economists, financial analysts, and sector specialists, and was specifically responsible for: creating sector policies; assisting countries with the identification and preparation of projects; appraising potential projects; assisting the Country Program Departments in loan negotiation and credit agreements; and helping borrowers manage consultants and procurement.

EMN's Project Department was initially divided into five sector-based divisions: Agriculture; Education; Public Utilities; Transportation; and Development Finance Companies. Over the next fifteen years, new divisions were created for sectors such as energy, water, telecommunications, industry, finance, and urban.

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

When EMN became a Vice Presidency in 1972, it contained the following countries: Afghanistan, Egypt, Iraq, Saudi Arabia, Iran, Denmark, Finland, Iceland, Italy, Norway, United Kingdom and African Dependencies, Yugoslavia, Austria, Bahrain, Belgium France, Ireland, Jordan, Luxembourg, Netherlands, Portugal, Qatar, South Africa, Spain, United Arab Emirates, People's Democratic Republic of Yemen, Turkey, Algeria, Libya, Morocco, Greece, Israel, Tunisia, Cyprus, Lebanon, Malta, Oman, Syria, and Yemen Arab Republic. EMN's first Vice President was Munir P. Benjenk. Benjenk served in this position from 1972 through 1980 with the exception of a ten month period between 1975 and 1976 when Willi A. Wapenhans took over. Roger Chaufournier was named EMN Vice President in 1980 and Wapenhans once again assumed the position in 1984.

1987 - 1991

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

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

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

During the 1987 reorganization the number of RVPs decreased from six to four but EMN was not affected in this regard. The number of EMN Country Departments did, however, increase from two to four. The allocation of countries between departments during this period and the sector-oriented divisions comprising the country departments changed over time to reflect changing priorities in the region's operations. EMN was led by Vice President Wilfried P. Thalwitz from 1987 to 1989 and Willi A. Wapenhans from 1990 to 1991.

1991 - 1996

The fall of the Soviet Union and the end of the Cold War had significant implications for the World Bank and its organization. Beginning in July 1990, the World Bank, in cooperation with G7 countries and other international organizations, participated in a series of studies on the Soviet Union's economy. (See the Documents & Reports website for access to World Bank authored reports on the various aspects of the region's transition and the World Bank's involvement.) Only a month after the Soviet Union dissolved in December 1991, the government of the Russian Federation formally applied for membership in the World Bank. During 1992 the fifteen republics of the former Soviet Union also applied for membership. The World Bank subsequently engaged in one of the largest operations in its history as it established working relations with its new members, set up new resident missions and offices, and prepared and negotiated new projects.

A reorganization of the Bank's regional vice presidencies and a reallocation of countries was deemed necessary as a result of these developments. In 1991 the Europe, Middle East, and North Africa Regional Vice Presidency (EMN) was divided into two new RVPs: the Europe and Central Asia Vice Presidency (ECA) and the Middle East and North Africa Vice Presidency (MNA). During this reorganization the Asia Regional Vice Presidency [ASI] was also divided into separate east and south Regional Vice Presidencies, increasing the number of RVPs from four to six). ECA maintained the same functions and internal organization as its predecessor unit. Note, however, that ECA and the new MNA continued to share a single Technical Department. Composed of various sector-oriented divisions, the Technical Department maintained responsibility for sector knowledge dissemination, research and development, and operational review and advice.

As a result of the G7 Summit held in Tokyo in October 1992, the World Bank was asked to chair consultative group meetings to assess public investment and technical assistance for the former Soviet Union republics. The Bank agreed and convened the first consultative group beginning with Kazakhstan in 1992. The operations of the consultative groups varied according to its different circumstances but in most cases the Bank's responsibilities were, as defined in 1965: providing periodic, comprehensive reports onthe country's development possibilities, problems, and performance as a basis for the consultative group's deliberations; analyzing the country's aid requirements and problematic debt commitments, and recommending types and terms of aid; assisting the recipient government to prepare or revise a development program or advise on problems in its implementation; assisting in identifying projects and other technical assistance and arranging for feasibility studies; and advising participants on which sectors andprojects deserve priority for external funding. The role of the group's chairman, typically the Area or Country Director, encouraged dialogue at meetings and coordinated donor efforts to meet the country's financing needs. The department also drafted the minutes or summary of proceedings and the list of delegates of group meetings. These functions essentially remained unchanged through 1999.

A subsequent reorganization in 1993 strengthened the Country Departments' SODs through unit reorganization and atransfer 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.

Wilfred Thalwitz was named Vice President of the new ECA in 1991 and would hold the position through the end of 1995.

1996 - 2014

Another reorganization in 1996-97 modified the changes made to the RVPs in 1987 and 1993. The RVP continued to be responsible for all aspects of country development assistance for its member countries, including: country assistance strategy; lending operations; technical assistance operations; and economic and sector work. 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 formerCountry Departments. The CMUs were smaller than their predecessor (that is, each was responsible for a smaller number of countries) while their number correspondingly increased. The internal reorganization of ECA resulted in an increase from four Country Departments in November 1996 to eleven CMUs in January 1998.

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

During the reorganization, the former Technical Departments were changed into Sector or Technical Families. The role of the Technical Families, which consisted of sector and project economists and selected specialist staff, was to formulate knowledge on technical subjects and best practice, and to suggest innovation through research and development. From this point on, ECA ceased sharing its technical units with MNA.

Johannes Linn was named Vice President of ECA in 1996 and served in this position until 2003 at which time Shigeo Katsu took over the position. Philippe Le Houerou replaced Katsu in 2009 and he, in turn, was replaced by Laura Tuck in the fall of 2013.

2014 - Present

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

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

Cyril Muller replaced Laura Tuck as ECA Vice President on July 1, 2015.

General Vice Presidents and Managing Directors

Between 1946 and 1974, the World Bank had between one and four vice presidents whose responsibility was the Bank as a whole. During the reorganization in 1972, vice presidencies were created with specific areas of oversight, and when Sir Denis Rickett left the Bank in 1974 the era of general vice presidents was over.

In late 1991, following the appointment of Lewis T. Preston as Bank President, Managing Director positions were created to provide administrative assistance to the President of the Bank. Reporting directly to the President, the Managing Directors each had an area of oversight responsibility, but as a whole they formed the kind of broad oversight team that the general vice presidents had provided. The number of Managing Directors ranged from three to five, with varying areas of emphasis.

Human Development Network

The Human Development Network (HDN) 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 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.

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.

HDN was the first of three networks to be created in 1997; the others were the Poverty Reduction and Economic Management Network (PREM) 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).

HDN is organized in the same way as the other Bank networks. Each network is headed by a Vice President and Head of Network. Under the Vice President is a network council which 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.

Each thematic network covers several related sectors of development. 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.

When the HDN was created in 1997, three sector departments from the former Human Development Department (HDD) were placed in the network: Education Team (HDNED); Health, Nutrition, and Population Team (HDNHE); and the Social Protection Team (HDNSP). In2003 an HIV/AIDS Global Program Team (HDNGA) was created and added to HDN. In or around 2004, an advisor position for Children and Youth was created in HDN. Similarly, an advisor position for Development Dialogue was moved to HDN in 2008 or earlier.

Woods, Louise Taraldson

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.

Education Sector

The World Bank first began lending for education projects in fiscal year 1963 with an International Development Association (IDA) credit to Tunisia. The credit financed the extension of a teacher's training college and the construction and expansion of secondary and middle schools, including a new secondary school for girls. In October of 1963, a memorandum from the President on Proposed Bank/IDA Policies in the Field of Education was issued in which the basic policy on education projects was set forth. Initially, the objectives were to promote educational planning, build infrastructure, and attract additional capital investment from other donor agencies.

1963 - 1972

Functional responsibility for education-related activities was first articulated in the organizational structure of the World Bank in early 1963 with the creation of the Education Division in the new Department of Technical Operations. Ricardo Diez-Hochleitner was appointed chief of the Education Division that was charged with appraisal of educational projects submitted for financing, and for assisting countries to plan their educational investments along lines which will promote their economic development. The Technical Operations Department became the Projects Department (PRJ) on January 18, 1965, and was responsible for: the identification, appraisal and supervision of projects; policy formulation and research; and advice in support of the operational activities of the area departments. The Projects Department initially had five subordinate divisions: Agriculture Division (PRJAG); Public Utilities Division (PRJPU); Industry Division (PRJIN); Transportation Division (PRJTP); and Education Division (PRJED).

On November 1, 1968, the Projects Department was terminated and the subordinate divisions were upgraded to the department level. The Education Department (EDP) was one of the newly created departments along with the Departments of Agriculture (AGP), Transportation (TRP), and Public Utilities (PBP). Duncan S. Ballantine was the department's director and served until 1977. Initially, EDP had two divisions: Education Division 1 (EDP1) and Education Division 2 (EDP2). In 1970, Education Division 3 (EDP3) was created.

From 1968 until a Bank-wide reorganization in 1972, the individual Projects Departments reported to the Director of 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; and

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

In 1971, the Bank issued the first formal statement on the priority for education lending in an Education Sector Working Paper.

1972 - 1986

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, such as the Education Department, were largely decentralized. While maintaining a centralized core staff of department advisors, the majority of department 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. 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. In the case of the decentralized sectors (Agriculture, Education, Public Utilities, Transportation and non-African Development Finance Companies), specialized personnel assigned to Central Projects Staff were loaned tothe 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.

The Education 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 1974 Sector Working Paper that focused on education was published in December 1974 and introduced a new policy direction that emphasized the urgency for increased financing to improve access of the rural and urban poor to education, making curricula relevant to rural needs, and promoting functional adult literacy.

On July 1, 1977, the Education Department was assigned a new acronym (EDC) and a Training Unit (EDCTR) was established. On July1, 1983, three other units were created: Education Research Program (EDCRS); Education Operational Policy Program (EDCOP); and Education Project Related Training Program (EDCPT).

In late 1977, an External Advisory Panel of international experts in education was appointed by President McNamara to review the status of education in the developing world including the Bank's education and training lending and projects and recommend areas for future action. The panel was chaired by David E. Bell of the Ford Foundation. A report containing conclusions and recommendations was issued in 1978.

In 1979, the Education Sector Policy Paper was released. It emphasized primary education as the foundation of educational development and called for: improved access of girls and rural children to basic education; a limitation of additional investments in secondary and higher education; enhanced instructional quality by providing cost-effective school inputs and teacher training; improving internal efficiency; mobilizing community resources and the mass media; and building local institutions.

In fiscal year 1984, the sector adopted a plan to enhance Bank staff training and introduced four types of courses for sector staff centering on: introductory training for new staff; advanced training on project design and implementation; technical training; and cross-specialization, including education of non-educators.

In July 1984, EDC was renamed the Education and Training Department (EDT). In February 1985, the subordinate units of EDT were given the status of divisions. This resulted in: Research Division (EDTRS); Education Policy Division (EDTEP); and Project Related Training Division (EDTPT). EDTPT was subsequently terminated on July 1, 1986, and EDTEP received a new acronym (EDTPD) on July 30, 1986.

A major policy paper on Sub-Saharan Africa was released on January 27, 1988 titled "Education in Sub-Saharan Africa: Adjustment, Revitalization and Evaluation". The policy discussion brought together twenty-five donor governments and agencies in Paris to assist in developing strategies for educational reform in Africa. The paper identified common problems in educational development, provided comparative data and analytical toolsfor developing policies and procedures, and suggested specific policy directions by governments and donors.

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 reported 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 on January 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 EDT and the Population, Health and Nutrition Department (PHN); it also assumed responsibility for activities related to 'strengthening the role of women in development.' The Department 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). 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. 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 householddata on living standards; and

  • assisting in the recruitment and training of staff.

In 1991, the priority areas of education sector lending were:

  • improving the effectiveness and efficiency of primary education;

  • increasing the access of women and girls to education;

  • strengthening science and technology education;

  • improving the efficiency and flexibility of training systems;

  • strengthening the contributions of higher education and sciences and technology institutions to development; and

  • continuing support for project-related training and the development of sectoral training capacity.

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 PHR. 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. 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 education and employment 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 the 1993 reorganization, the PHR was terminated and its functions were split between a new Education and Social Policy Department (ESP) and a Population, Health and Nutrition Department (PHN). 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).

On July 1, 1995, HRO became Human Capital Development and Operations Policy (HCO). At this time ESP was terminated; the education functions were moved into the new Human Development Department (HDD) which consisted of education as well as the previous Population, Health and Nutrition functions of PHN. The Social Policy function of ESP was moved into the new Poverty and Social Policy Department (PSP).

Among the major initiatives in the early 1990s was the World Conference on Education for All (WCEFA), an inter-agency initiative involving the Bank that began with a conference to focus on achieving universal basic education. The impetus for the conference was the United Nations General Assembly declaration of 1990 as International Literacy Year. WCEFA was held March 2-5, 1990, in Jomtien, Thailand and was co-hosted by the Bank. It brought together 155 governments, 33 intergovernmental bodies, and 125 nongovernmental organizations. Participants adopted the World Declaration on Education for All charter which outlined six goals designed to meet the learning needs of children, youth, and adults. A Framework for Action: Meeting Basic Learning Needs was also adopted. It outlined general priority actions for countries. At Jomtien, the Bank pledged to double its lending for education. WCEFA launched the international Education for All (EFA) program.

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 and placed in HDN. The teams included: 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 the HDN, led by Adviser Dr. Debrework Zewdie (later director).

Also, as a result of the 1997 reorganization, sector boards were established 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 Education Team's key initiatives during this period was the establishment of the Education Advisory Service (ESA) in fiscalyear 1997 to help staff leverage knowledge and information. An education management system was launched to respond to requests for Bank teams to locate consultants, learn about project experiences, improve project design, and implement projects. Clients included field mission teams, countries, and partner institutions. Also, the 1999 Education Sector Strategy paper was issued. Thestrategy focused on taking stock of global changes and progress in educational development as well as priorities and programs to help countries progress toward international education goals and improve the quality of teaching and learning.

The World Education Forum held in Dakar, Senegal in 2000 convened partners from government, UN agencies, the Bank, NGOs, and academia to determine the direction education was to take in the new millennium, both in their own countries and around the world. Ten years after Education for All (EFA), many countries were far from reaching the established goals. The commitment to achieve EFA by the year 2015 was affirmed at the Dakar forum. Bank President James D. Wolfensohn told the forum that no country with viable and sustainable plan for achieving EFA will be unable to implement it for lack of external resources.

In 2002, the Bank, with its development partners, established the Education for All Fast Track Initiative (EFA-FTI) to help low-income countries achieve free, universal basic education by 2015 pursuant to the United Nations' Millennium Development Goals (MDGs).

In 2011, the Education Sector Strategy 2020 "Learning for All" was launched. The strategy encouraged countries to invest in early childhood education to build foundational skills and lifelong learning, and to invest in efforts shown to improve learning. The EFA-FTI was also rebranded as the Global Partnership for Education and a Global Partnership for Education Fund (GPEF) was established as a Financial Intermediary Fund (FIF) to support its operations. The GPE secretariat was hosted by the Bank, within HDN.

2014

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 were 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 the EDU GP include:

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

  • developing and deploying expertise globally;

  • delivering integrated solutions to client countries;

  • capturing and leveraging knowledge in education.

The Education Team (HDNED) established from the 1997 reorganization now became Education Global Practice (EDU)reporting to the Human Development Practice Group Vice Presidency (GGHVP). Claudia Costin was appointed senior director and Amit Dar, director. The senior director continued to lead the sector board. Nine Education Global Practice managers reporting to the director were responsible for the following regions divided into: Latin America and Caribbean, (HLCED); Middle East (HMNED); Europe and Central Asia (HECED); Africa 1 (HAEE1); Africa 2 (HAWE2); Africa 3 (HAWE3); South Asia (HSAED); East Asia and Pacific (HEAED), and Global Engagement and Knowledge unit (HEDGE).

Past directors or sector leaders are as follows:

1963 - 1964 Ricardo Diez-Hochleitner

1964 - 1977 Duncan S. Ballantine

1977 - 1978 Mats G. Hultin (acting)

1978 - 1987 Aklilu Habte

1987 - 1988 Wadi D. Haddad (senior adviser, Education under PHR director)

1989 - 1992 Adriaan M. Verspoor

1993 - 1994 Peter Russell Moock (manager, Education under ESP director)

1995 - 2000 Maris O'Rourke (senior adviser HDD then director HDNED 1997)

2000 - 2001 Bruno LaPorte and Marlaine Lockheed (acting)

2001 - 2008 Ruth Kagia

2009 - 2014 Elizabeth King

2014 - 2017 Claudia Costin

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