World Bank alumni report points out problems in internal management, human resource functions and policy leadership; calls for reform.
The World Bank’s 1818 Society published an open letter to Dr. Jim Yong Kim detailing their concerns for the Bank’s future. A copy of their report is available below.
To
Dr. Jim Yong Kim,
President,
Dartmouth College
Office of the President
207 Parkhurst Hall
Hanover, NH 03755
Dear Dr. Kim:
On behalf of more than 6,000 members worldwide of the World Bank’s 1818 Society, I would like extend our warm congratulations to you on your appointment and welcome you to the helm of this remarkable institution.
The 1818 Society is an official organization of the retirees and alumni of the World Bank Group. Our goal is to support the Bank in its development mission in various ways, including information sharing, knowledge networking and representing Bank interests in a variety of ways. Bank Management also works closely with us on policy matters that relate to retirees. It is obvious that we have a significant stake in the future of the Bank.
You are taking over the reins of office at a moment when the World Bank Group faces daunting challenges. It is yet to articulate clearly its development role in a world that has changed rapidly, particularly in the last two decades. Internally, it faces numerous and serious structural issues that have compromised its ability to effectively deliver the services that its increasingly sophisticated clients demand.
In anticipation of the change in leadership, the 1818 Society commissioned a group of alumni, who combined among them rich experience in several aspects of the Bank’s work, to articulate some of the most critical challenges the Bank faces. I am pleased to forward to you the report of the group which I hope will serve as a useful input for your deliberations.
The report concludes that the World Bank’s role has to shift dramatically. It must make itself a more useful lender to the increasingly prosperous middle-income countries, while becoming a far more effective helper to the poorest people in all the developing countries. It points out serious flaws in internal management, human resource functions and policy leadership. In particular, it notes that the Bank has neglected to invest in policy-relevant research and learning, and to support the people who do this work. It has to re-establish itself as a place where clients look for global knowledge and expertise. It has to adopt an integrated approach to global recruitment, retention and promotion of the best and brightest, and cross-fertilization of knowledge. And the senior management team must be transparently selected and fully accountable executives instead of mere offshoots of the president’s office. Finally, the Bank has to recharge its financial firepower with more capital and a more effective use of the billions of dollars of donors’ trust funds.
We recognize this report’s limitations. It is not based on a thorough review of all of the Bank’s functions. For example, it does not touch on how the Bank should keep abreast with information technology advances. It does not say enough on the critical areas of collaboration with the private sector and civil society. And it reflects the views of a segment of alumni who are in numbers but a small minority of all stake holders. But nevertheless we hope you find it useful as consultations on the Bank’s future are launched under your leadership and guidance.
The Society would be pleased to discuss emerging issues with you at your convenience and to working with you in any way we can as you take on this immense responsibility.
With best regards
Yours sincerely
J Shivakumar
President
The 1818 Society
www.worldbank.org/1818
(202) 458-1956