## CHAPTER XIII — Organization and staffing (structure and headcounts)

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### Organization and headcounts (as of April 30, 1998)
- Area, functional/special services, information & liaisons, and support departments with budgeted regular staff (parentheses indicate number of budgeted regular staff):
  - African Department (176)
  - Asia and Pacific Department (105)
  - Middle Eastern Department (72)
  - Western Hemisphere Department (136)
  - IMF Institute (82)
  - Fiscal Affairs Department (118.5)
  - Monetary and Exchange Affairs Department (85)
  - Legal Department (44)
  - Research Department (97.5)
  - Statistics Department (139)
  - External Relations Department (63)
  - Regional Office for Asia and the Pacific (4)
  - Fund Office United Nations (3)
  - Office in Europe (12)
  - Administration Department (204)
  - Secretary's Department (96)
  - Bureau of Computing Services (58)
  - Bureau of Language Services (97.5)
  - Office of Internal Audit and Inspection (17)
  - Investment Office—Staff Retirement Plan (4)
  - Treasurer's Department (138)
  - Managing Director Deputy Managing Directors 1
  - Office of Budget and Planning (17)
  - Policy Development and Review Department (143.5)
  - Technical Assistance Secretariat (6)
  - Office in Geneva (5)

### Departmental responsibilities and key functions
- Monetary and Exchange Affairs Department:
  - Works with area departments in context of surveillance and requests for the use of IMF resources.
  - Contributes to the exercise of IMF jurisdiction on exchange practices and restrictions.
- Policy Development and Review Department:
  - Central role in the design and implementation of IMF financial facilities and operations, in surveillance policies, and in other areas.
  - Together with the Research Department, takes the lead in multilateral surveillance, policy coordination, and associated review and support activities.
  - With area departments, helps mobilize other financial resources for member countries using IMF resources, including work on debt and program financing (through the Paris Club and international banks).
- Research Department:
  - Conducts policy analysis and research relating to the IMF’s work.
  - Prominent role in development of IMF policy concerning the international monetary system and surveillance.
  - Coordinates the semiannual World Economic Outlook exercise and prepares the annual International Capital Markets report.
  - Prepares analysis for the Group of Seven policy coordination exercise and the Executive Board’s seminars on World Economic and Market Developments.
- Statistics Department:
  - Maintains databases of country, regional, and global economic and financial statistics and reviews country data in support of the IMF’s surveillance role.
  - Develops statistical concepts in balance of payments, government finance, and money and financial statistics, and produces methodological manuals.
  - Provides technical assistance and training to help members develop statistical systems.
  - Produces the IMF’s statistical publications and develops and maintains standards for dissemination of data by member countries.
- Treasurer's Department:
  - Formulates the IMF’s financial policies and practices.
  - Conducts and controls financial operations and transactions in the General Department, SDR Department, and Administered Accounts (including the ESAF Trust and related accounts).
  - Effects and controls expenditures under the administrative and capital budgets; maintains IMF accounts and financial records.
  - Responsibilities include quota reviews, IMF financing and liquidity, borrowing, investments, the IMF’s income, and operational policies on the SDR.
- External Relations Department:
  - Edits, produces, and distributes the IMF’s nonstatistical publications.
  - Provides information services to the press and general public; maintains contacts with nongovernmental organizations and parliamentary bodies; manages the IMF’s website.
- IMF offices:
  - The IMF maintains four offices—in Asia and the Pacific, in Europe, in Geneva, and at the United Nations—to foster close contacts with other international and regional institutions.

### Resident Representatives — review findings and Director guidance
- Program context:
  - At the end of 1997/98, the IMF had 70 resident representatives in 64 countries.
  - Posts typically filled by a single staff member; often set up in conjunction with an IMF-supported adjustment program.
- Review conclusions and guidance:
  - Review conclusion: resident representative positions have a major impact on the quality of the IMF’s country work; they alert the IMF and the host country to potential policy slippages and facilitate program implementation.
  - Review emphasis: place broadly equal emphasis on policy and program support and activities to strengthen underlying macroeconomic capacities and institutions and enhance transparency; view these posts as transitional.
  - Directors’ observations:
    - Exceptional access to key national policymakers is an important asset for the IMF.
    - General satisfaction with resident representatives, but problems in about one-third of the posts undermined effectiveness.
    - Support for focusing on resident representatives’ comparative advantage: providing on-site macroeconomic advice and program support.
    - Need for consistently high-quality staff in these posts with strong economic policy and communication skills, self-confidence, and initiative.
    - Favor two-to-three-year assignments given high start-up costs.
    - Member country receptiveness is vital; IMF staff should work closely with national authorities to define objectives for the post and prioritize joint work.

### Support services: organizational responsibilities
- Administration Department:
  - Manages recruitment, training, and career planning programs.
  - Supervises operation of IMF headquarters building and leased space; provides administrative services; administers the Joint Fund-Bank Library.
- Secretary’s Department:
  - Assists management in preparing and coordinating the work program of the Executive Board and other official bodies, including scheduling and assisting in the conduct of Board meetings.
  - Manages the Annual Meetings (in cooperation with the World Bank); responsible for the IMF’s archives, communications, and security program.
- IMF bureaus, offices, and secretariats:
  - Responsible for computer services; translation services; auditing, evaluation, and work practices; budget matters; technical assistance; and investments under the staff retirement plan.

### Staff composition, use, recruitment, separations, and salary (as of December 31, 1997 and 1997/98 data)
- Staff counts (as of December 31, 1997):
  - 693 assistant staff.
  - 1,488 professional and managerial staff (approximately two-thirds of whom were economists).
  - Some 480 additional positions in “other authorized staff” (experts, consultants, Economist Program participants, and other nonregular resources).
  - Of the IMF’s 182 member countries, 122 were represented on the staff.
- Staff-years used in 1997/98:
  - Total: 2,941 staff-years (compared with 2,904 in 1996/97).
  - Included 1,988 regular staff-years (1,999 in 1996/97).
  - Other resources including Economist Program staff, overtime, contractual and temporary staff-years: total of 2,585 staff-years (2,545 in 1996/97).
  - Office of Executive Directors: 230 staff-years (232 in 1996/97).
  - Externally financed technical assistance experts and related overhead resources: 125 staff-years (127 in 1996/97).
- Recruitment in 1997:
  - 149 new staff members joined (84 economists, 26 professionals in specialized career streams, and 39 assistants).
  - Comparators: 133 staff members hired in 1996.
  - Of new hires in 1997: 49 were mid-career economists (up from 30 in 1996); 31 entered the Economist Program (a two-year program placing participants in two different IMF departments each for a 12-month period).
- Separations in 1997:
  - 137 staff separated from the IMF (an increase of 22 over 1996).
  - Separation rate of professional staff rose to 7 percent (104 staff) in 1997 from 5!/2percent (82 staff) in 1996.
  - Increase in turnover largely attributable to a sudden and sharp rise in resignations of economists joining private sector financial firms.
- Salary and compensation:
  - Compensation and benefits system reviewed annually vs. selected private financial and industrial firms and public sector organizations in the United States, France, and Germany.
  - Salary structure increased by 4.3percent in 1997/98; Board approved an increase of 4.3 percent for 1998/99.
- Staff appointment principles:
  - Managing Director appoints staff whose sole responsibility is to the IMF; efficiency and technical competence to be of the “highest standards”; diversity to reflect IMF membership by “due regard to the importance of recruiting personnel on as wide a geographical basis as possible.”
  - Employment policy designed to recruit and retain international civil servants for careers at the IMF; some Board members see need for greater movement in and out of IMF.
  - For certain skills (technology, certain services, highly specialized economics skills), contractual employment relationships or outsourcing are being used.

### Diversity initiatives and outcomes
- Diversity strategy and actions:
  - Special Advisor on Diversity designed initiatives to enhance nationality and gender diversity.
  - Departments began implementing diversity action plans in 1997/98, including mentoring, flexible work arrangements, recruitment emphasis on diversity, and grade and salary equity initiatives; first progress reports submitted to the Managing Director.
  - Expanded monitoring revealed some progress in recruitment, promotions, and representativeness in staff groups earlier identified as having unequal opportunities.
  - Statement: achievement of satisfactory diversity of staff will take some time.
- Gender and regional distribution (selected figures):
  - Total professional and managerial staff by region (1997, percent): Africa 5.2; Asia 15.0; Japan 1.6; Other Asia 13.4; Europe 33.2; Middle East 6.1; Western Hemisphere 40.5; Canada 3.5; United States 25.5; Other Western Hemisphere 11.5; Total 100.0.
  - Gender distribution (1997, selected levels and percents):
    - Total (all levels): Number 2,181; Women 1,014 46.5 percent; Men 1,167 53.5 percent.
    - Professional staff total: Number 1,179; Women 390 33.1 percent; Men 789 66.9 percent.
    - Economists total (professional level): Number 770; Women 150 19.5 percent; Men 620 80.5 percent.
    - Managerial staff total: Number 309; Women 31 10.0 percent; Men 278 90.0 percent.
  - Note: Some 480 additional positions fall into “other authorized staff.”

### Administrative and Capital Budgets — medium-term outlook and 1997/98 outturn
- Budget framework:
  - Administrative Budget considered in rolling three-year medium-term outlook; Capital Budget in rolling five-year outlook; reviewed annually by the Executive Board.
  - January 1998 Board supported modest increase in authorized staff in 1998/99 to carry out additional work from the financial crisis in Asia and other priorities.
  - Proposal stipulated staffing reductions in financial years 2000 and 2001 once the crisis abated, continuing budgetary consolidation policy begun in 1994/95.
  - Management to redeploy resources from lower priority activities to front-line activities: strengthen IMF surveillance (including banking sector and related financial sector issues, proposed amendment to Articles of Agreement, and data dissemination standards); work associated with use of IMF resources; strengthening IMF financial resources; provision of internal and external technical assistance to members.
  - Capital Budget strategy: continue and finalize major building projects already approved; continue capital investments that result in cost savings or to comply with building codes or to maintain existing buildings and equipment.
- 1997/98 Administrative and Capital Budgets (actuals and approvals):
  - Administrative Budget for financial year ended April 30, 1998 (1997/98): $503.7 million (approved).
  - Administrative actual expenditures during the year totaled $495.3 million.
  - Capital project budgets approved for projects beginning in financial year 1998: $27.2 million.
  - Capital project approved for Part 3 of the Building Fit-Out Project (Phase III): $17.0 million.
  - Capital project disbursements totaled $56.3 million, including $40.5 million for major building projects.
- Distribution of 1997/98 Administrative Budget resources (proportions and percent shares; estimates):
  - Surveillance and use of IMF resources, with over 115 countries classified as programs/intensive, 70 resident representatives located in 64 countries, and an estimated 285 person-years of technical assistance: 66.1 percent of expenses.
  - External relations: 4.7 percent.
  - Administrative support: 18.2 percent.
  - Board of Governors: 4.0 percent.
  - Executive Board: 7.1 percent.
- Table 19 — Estimated Cost of Major IMF Activities, Financial Years 1997–99 (Millions of U.S. dollars):
  - Surveillance: 1997 $132.4 28.1 percent; 1998 $141.1 28.5 percent; 1999 $149.6 28.8 percent.
  - Use of IMF resources: 1997 $116.7 24.7 percent; 1998 $104.3 21.1 percent; 1999 $126.3 24.3 percent.
  - Technical assistance: 1997 $65.7 13.9 percent; 1998 $81.6 16.5 percent; 1999 $80.3 15.5 percent.
  - External relations: 1997 $21.2 4.5 percent; 1998 $23.2 4.7 percent; 1999 $24.1 4.6 percent.
  - Administrative support: 1997 $78.5 16.6 percent; 1998 $90.1 18.2 percent; 1999 $80.8 15.6 percent.
  - Subtotal staff and management: 1997 $414.6 87.9 percent; 1998 $440.3 88.9 percent; 1999 $461.1 88.8 percent.
  - Executive Board: 1997 $36.4 7.7 percent; 1998 $35.4 7.1 percent; 1999 $37.7 7.3 percent.
  - Board of Governors: 1997 $20.6 4.4 percent; 1998 $19.6 4.0 percent; 1999 $20.7 4.0 percent.
  - Total: 1997 $471.6 100.0 percent; 1998 $495.3 100.0 percent; 1999 $519.5 100.0 percent.
  - Note in source: “Details may not add to total because of rounding.”
- Table 20 — Administrative and Capital Budgets, Financial Years 1996–99 (Thousands of U.S. dollars; selected rows):
  - Administrative Budget totals (Actual Expenses):
    - Financial year ended April 30, 1996: Total Administrative Budget $470,836.
    - Financial year ended April 30, 1997: Total Administrative Budget $471,564.
    - Financial year ended April 30, 1998: Total Administrative Budget $495,279.
    - Financial year ending April 30, 1999: Budget $519,533.
  - Net Administrative Budget expenses (excluding certain reimbursements):
    - 1996: $429,361.
    - 1997: $421,862.
    - 1998: $489,279.
    - 1999: $513,733.
  - Capital Budget:
    - Capital project budgets approved: 1996 $152,500; 1997 $20,123; 1998 $27,240; 1999 $14,440.
    - Capital project disbursements: 1996 $34,800; 1997 $151,500; 1998 $56,061; 1999 $46,391.
  - Personnel expenses (selected amounts):
    - Salaries: 1996 $210,216; 1997 $216,350; 1998 $229,150; 1999 budget $247,270.
    - Other personnel expenses: 1996 $131,115; 1997 $129,550; 1998 $117,213; 1999 budget $126,019.
    - Subtotal personnel: 1996 $341,331; 1997 $345,901; 1998 $346,363; 1999 budget $373,289.
  - Other expenses subtotal: 1996 $162,743; 1997 $165,033; 1998 $184,752; 1999 budget $188,368.
  - Reimbursements: 1996 –33,239; 1997 –39,368; 1998 –35,836; 1999 –42,124.
  - Note: Net Administrative Budget expenses exclude valuation or loss on administrative currency holdings; multiyear capital budgets for projects beginning in each financial year.

### Budgets, staffing adjustments, and priorities for 1998/99
- 1998/99 work program priorities:
  - Strengthening multilateral, regional, and bilateral surveillance, including seeking ways to strengthen the architecture of the international monetary system.
  - Increased work associated with use of IMF resources as a result of the ESAF and the HIPC Initiative.
  - Ensure IMF continues to meet changing and expanding needs of its membership, including provision of technical assistance.
  - Intensified external relations and communication efforts to the general public about IMF role and work.
- 1998/99 budgets and staffing:
  - Board approved Administrative Budget for 1998/99 of $519.5 million, a 3.1 percent increase over the approved budget for the previous year.
  - Capital projects budget of $14.4 million approved for facility improvements, new technology, and data-processing equipment.
  - 1998/99 Administrative Budget includes an increase of 32.5 positions in the authorized staffing level to meet heavy workload associated with the financial crisis in Asia and other priority activities and to increase Economist Program participants.
  - Increase in authorized staffing intended to reduce uncompensated overtime and accumulated leave balances; additional positions to be eliminated once crisis abates and work returns to more normal levels.
  - One-time increase in intake of economists into the Economist Program intended to expand IMF flexibility over the medium term and rebuild economist ranks.
  - Despite the increase in authorized staffing, policy maintained to keep administrative expenses relatively flat in real terms compared with the 1997/98 budget.
- Capital projects and building occupancy:
  - Addition to the headquarters building (Phase III) essentially completed; staff began to move out of leased space and occupy the building in March 1998.
  - PEPCO building (Phase IV) adjacent to headquarters will be ready for occupancy after the current tenant vacates and building renovation completed; when Phase IV completed, staff will be housed in two immediately adjacent IMF-owned buildings, reducing overall occupancy costs.

*Content derived from CHAPTER XIII, ANNUAL REPORT 1998 (organization as of April 30, 1998).*

### CHAPTER XIII

### CHAPTER XIII

### Organization and staffing (structure and headcounts)
- Area departments and functional/special services departments with budgeted regular staff (parentheses indicate number of budgeted regular staff):
  - African Department (176)
  - Asia and Pacific Department (105)
  - Middle Eastern Department (72)
  - Western Hemisphere Department (136)
  - IMF Institute (82)
  - Fiscal Affairs Department (118.5)
  - Monetary and Exchange Affairs Department (85)
  - Legal Department (44)
  - Research Department (97.5)
  - Statistics Department (139)
  - External Relations Department (63)
  - Regional Office for Asia and the Pacific (4)
  - Fund Office United Nations (3)
  - Office in Europe (12)
  - Administration Department (204)
  - Secretary's Department (96)
  - Bureau of Computing Services (58)
  - Bureau of Language Services (97.5)
  - Office of Internal Audit and Inspection (17)
  - Investment Office—Staff Retirement Plan (4)

- Area departments, functional and special service departments, information & liaisons, and support services:
  - Treasurer's Department (138)
  - Managing Director Deputy Managing Directors 1
  - Office of Budget and Planning (17)
  - Policy Development and Review Department (143.5)
  - Technical Assistance Secretariat (6)
  - Office in Geneva (5)

- Note: Organization as of April 30, 1998. Parentheses indicate number of budgeted regular staff.

### Departmental responsibilities and functions
- Monetary and Exchange Affairs Department:
  - Works with area departments in context of surveillance and requests for the use of IMF resources.
  - Contributes to the exercise of IMF jurisdiction on exchange practices and restrictions.

- Policy Development and Review Department:
  - Central role in the design and implementation of IMF financial facilities and operations, in surveillance policies, and in other areas.
  - Together with the Research Department, takes the lead in multilateral surveillance, policy coordination, and associated review and support activities.
  - With area departments, helps mobilize other financial resources for member countries using IMF resources, including work on debt and program financing (through the Paris Club and international banks).

- Research Department:
  - Conducts policy analysis and research in areas relating to the IMF’s work.
  - Prominent role in development of IMF policy concerning the international monetary system and surveillance.
  - Cooperates with other departments in formulating IMF policy advice to member countries.
  - Coordinates the semiannual World Economic Outlook exercise and prepares the annual International Capital Markets report.
  - Prepares analysis for the Group of Seven policy coordination exercise and the Executive Board’s seminars on World Economic and Market Developments.
  - Maintains contacts with the academic community and other research organizations.

- Statistics Department:
  - Maintains databases of country, regional, and global economic and financial statistics and reviews country data in support of the IMF’s surveillance role.
  - Responsible for developing statistical concepts in balance of payments, government finance, and money and financial statistics, and producing methodological manuals.
  - Provides technical assistance and training to help members develop statistical systems.
  - Produces the IMF’s statistical publications and develops and maintains standards for dissemination of data by member countries.

- Treasurer's Department:
  - Formulates the IMF’s financial policies and practices.
  - Conducts and controls financial operations and transactions in the General Department, SDR Department, and Administered Accounts (including the ESAF Trust and related accounts).
  - Effects and controls expenditures under the administrative and capital budgets; maintains IMF accounts and financial records.
  - Responsibilities include quota reviews, IMF financing and liquidity, borrowing, investments, the IMF’s income, and operational policies on the SDR.

- External Relations Department:
  - Edits, produces, and distributes the IMF’s nonstatistical publications.
  - Provides information services to the press and general public; maintains contacts with nongovernmental organizations and parliamentary bodies; manages the IMF’s website.

- IMF offices:
  - The IMF maintains four offices—in Asia and the Pacific, in Europe, in Geneva, and at the United Nations—to foster close contacts with other international and regional institutions.

### Notes and institutional support
- Footnote 1: The Institute supports the Joint Vienna Institute, a training center in Vienna, Austria.
- Footnote 2: Beginning in May 1998, the IMF-Singapore Regional Training Institute, a new regional training center, was established and will receive support from the IMF Institute.

### Box 17 — IMF Resident Representatives (program evaluation context)
- At the end of 1997/98, the IMF had 70 resident representatives in 64 countries.
- These posts—typically filled by a single staff member—are intended to enhance the provision of IMF policy advice and are often set up in conjunction with an IMF-supported adjustment program.
- To evaluate their effectiveness, the IMF’s Office of Internal Audit and Inspection reviewed the program.

*Source: CHAPTER XIII, ANNUAL REPORT 1998 (organization as of April 30, 1998).*

### 1997. The review concluded that resi-

### _file07pdf - 1997. The review concluded that resi-

### Resident Representatives: review findings and Director guidance
- Review conclusion: resident representative positions have a major impact on the quality of the IMF’s country work; they alert the IMF and the host country to potential policy slippages and facilitate program implementation.
- Review emphasis: place broadly equal emphasis on policy and program support and activities to strengthen underlying macroeconomic capacities and institutions and enhance transparency; view these posts as transitional.
- Directors’ observations:
  - Exceptional access to key national policymakers is an important asset for the IMF.
  - General satisfaction with resident representatives, but problems in about one-third of the posts undermined effectiveness.
  - Support for focusing on resident representatives’ comparative advantage: providing on-site macroeconomic advice and program support.
  - Need for consistently high-quality staff in these posts with strong economic policy and communication skills, self-confidence, and initiative.
  - Favor two-to-three-year assignments given high start-up costs.
  - Member country receptiveness is vital; IMF staff should work closely with national authorities to define objectives for the post and prioritize joint work.

### Support Services (organizational responsibilities)
- Administration Department:
  - Manages recruitment, training, and career planning programs.
  - Supervises operation of IMF headquarters building and leased space; provides administrative services; administers the Joint Fund-Bank Library.
- Secretary’s Department:
  - Assists management in preparing and coordinating the work program of the Executive Board and other official bodies, including scheduling and assisting in the conduct of Board meetings.
  - Manages the Annual Meetings (in cooperation with the World Bank); responsible for the IMF’s archives, communications, and security program.
- IMF bureaus, offices, and secretariats:
  - Responsible for computer services; translation services; auditing, evaluation, and work practices; budget matters; technical assistance; and investments under the staff retirement plan.
- Reference: staffing by department as of April 30, 1998 (See Figure 9 in source).

### Staff: composition, use, recruitment, separation, and salary
- Staff appointment principles:
  - Managing Director appoints staff whose sole responsibility is to the IMF; efficiency and technical competence to be of the “highest standards”; diversity to reflect IMF membership by “due regard to the importance of recruiting personnel on as wide a geographical basis as possible.”
  - Employment policy designed to recruit and retain international civil servants for careers at the IMF; some Board members see need for greater movement in and out of IMF.
  - For certain skills (technology, certain services, highly specialized economics skills), contractual employment relationships or outsourcing are being used.
- Staff counts (as of December 31, 1997):
  - 693 assistant staff.
  - 1,488 professional and managerial staff (approximately two-thirds of whom were economists).
  - Some 480 additional positions in “other authorized staff” (experts, consultants, Economist Program participants, and other nonregular resources).
  - Of the IMF’s 182 member countries, 122 were represented on the staff.
- Staff-years used in 1997/98:
  - Total: 2,941 staff-years (compared with 2,904 in 1996/97).
  - Included 1,988 regular staff-years (1,999 in 1996/97).
  - Other resources including Economist Program staff, overtime, contractual and temporary staff-years: total of 2,585 staff-years (2,545 in 1996/97).
  - Office of Executive Directors: 230 staff-years (232 in 1996/97).
  - Externally financed technical assistance experts and related overhead resources: 125 staff-years (127 in 1996/97).
- Recruitment in 1997:
  - 149 new staff members joined (84 economists, 26 professionals in specialized career streams, and 39 assistants).
  - Comparators: 133 staff members hired in 1996.
  - Of new hires in 1997: 49 were mid-career economists (up from 30 in 1996); 31 entered the Economist Program (a two-year program placing participants in two different IMF departments each for a 12-month period).
  - Economist Program participants who perform well during the two-year period are offered regular staff appointments.
- Separations in 1997:
  - 137 staff separated from the IMF (an increase of 22 over 1996).
  - Separation rate of professional staff rose to 7 percent (104 staff) in 1997 from 5!/2percent (82 staff) in 1996.
  - Increase in turnover largely attributable to a sudden and sharp rise in resignations of economists joining private sector financial firms.
- Salary structure:
  - Compensation and benefits system reviewed annually vs. selected private financial and industrial firms and public sector organizations in the United States, France, and Germany.
  - Salary structure increased by 4.3percent in 1997/98; Board approved an increase of 4.3 percent for 1998/99.

### Diversity initiatives and outcomes
- Diversity viewed as an important asset; Special Advisor on Diversity designed initiatives to enhance nationality and gender diversity (Table 18).
- Departments began implementing diversity action plans in 1997/98, including mentoring, flexible work arrangements, recruitment emphasis on diversity, and grade and salary equity initiatives; first progress reports submitted to the Managing Director.
- Expanded monitoring revealed some progress in recruitment, promotions, and representativeness in staff groups earlier identified as having unequal opportunities.
- Statement: achievement of satisfactory diversity of staff will take some time.
- Gender and regional distribution data (selected figures from source tables):
  - Total professional and managerial staff by region (1997, percent): Africa 5.2; Asia 15.0; Japan 1.6; Other Asia 13.4; Europe 33.2; Middle East 6.1; Western Hemisphere 40.5; Canada 3.5; United States 25.5; Other Western Hemisphere 11.5; Total 100.0.
  - Gender distribution (1997, selected levels and percents from Table 18):
    - Total (all levels): Number 2,181; Women 1,014 46.5 percent; Men 1,167 53.5 percent.
    - Professional staff total: Number 1,179; Women 390 33.1 percent; Men 789 66.9 percent.
    - Economists total (professional level): Number 770; Women 150 19.5 percent; Men 620 80.5 percent.
    - Managerial staff total: Number 309; Women 31 10.0 percent; Men 278 90.0 percent.
  - Note: Some 480 additional positions fall into “other authorized staff.”

### Administrative and Capital Budgets: medium-term outlook and 1997/98 outturn
- Budget outlook approach:
  - Administrative Budget considered in rolling three-year medium-term outlook; Capital Budget in rolling five-year outlook; reviewed annually by the Executive Board.
  - January 1998 Board supported modest increase in authorized staff in 1998/99 to carry out additional work from the financial crisis in Asia and other priorities.
  - Proposal stipulated staffing reductions in financial years 2000 and 2001 once the crisis abated, continuing budgetary consolidation policy begun in 1994/95.
  - Management to redeploy resources from lower priority activities to front-line activities: strengthen IMF surveillance (including banking sector and related financial sector issues, proposed amendment to Articles of Agreement, and data dissemination standards); work associated with use of IMF resources; strengthening IMF financial resources; provision of internal and external technical assistance to members.
- Capital Budget strategy: continue and finalize major building projects already approved; continue capital investments that result in cost savings or to comply with building codes or to maintain existing buildings and equipment.

- 1997/98 Administrative and Capital Budgets (actuals and approvals):
  - Administrative Budget for financial year ended April 30, 1998 (1997/98): $503.7 million (approved).
  - Administrative actual expenditures during the year totaled $495.3 million.
  - Capital project budgets approved for projects beginning in financial year 1998: $27.2 million.
  - Capital project approved for Part 3 of the Building Fit-Out Project (Phase III): $17.0 million.
  - Capital project disbursements totaled $56.3 million, including $40.5 million for major building projects.
- Distribution of 1997/98 Administrative Budget resources (proportions and percent shares; estimates):
  - Surveillance and use of IMF resources, with over 115 countries classified as programs/intensive, 70 resident representatives located in 64 countries, and an estimated 285 person-years of technical assistance: 66.1 percent of expenses (combined surveillance/use/technical assistance context in source).
  - External relations: 4.7 percent.
  - Administrative support: 18.2 percent.
  - Board of Governors: 4.0 percent.
  - Executive Board: 7.1 percent.
- Table 19: Estimated Cost of Major IMF Activities, Financial Years 1997–99 (Millions of U.S. dollars):
  - Staff and management category estimates by financial year and percent of year total:
    - Surveillance: 1997 $132.4 28.1 percent; 1998 $141.1 28.5 percent; 1999 $149.6 28.8 percent.
    - Use of IMF resources: 1997 $116.7 24.7 percent; 1998 $104.3 21.1 percent; 1999 $126.3 24.3 percent.
    - Technical assistance: 1997 $65.7 13.9 percent; 1998 $81.6 16.5 percent; 1999 $80.3 15.5 percent.
    - External relations: 1997 $21.2 4.5 percent; 1998 $23.2 4.7 percent; 1999 $24.1 4.6 percent.
    - Administrative support: 1997 $78.5 16.6 percent; 1998 $90.1 18.2 percent; 1999 $80.8 15.6 percent.
    - Subtotal staff and management: 1997 $414.6 87.9 percent; 1998 $440.3 88.9 percent; 1999 $461.1 88.8 percent.
  - Executive Board:
    - 1997 $36.4 7.7 percent; 1998 $35.4 7.1 percent; 1999 $37.7 7.3 percent.
  - Board of Governors:
    - 1997 $20.6 4.4 percent; 1998 $19.6 4.0 percent; 1999 $20.7 4.0 percent.
  - Total:
    - 1997 $471.6 100.0 percent; 1998 $495.3 100.0 percent; 1999 $519.5 100.0 percent.
  - Note in source: “Details may not add to total because of rounding.”
- Table 20: Administrative and Capital Budgets, Financial Years 1996–99 (Thousands of U.S. dollars; selected rows)
  - Administrative Budget totals (Actual Expenses):
    - Financial year ended April 30, 1996: Total Administrative Budget $470,836.
    - Financial year ended April 30, 1997: Total Administrative Budget $471,564.
    - Financial year ended April 30, 1998: Total Administrative Budget $495,279.
    - Financial year ending April 30, 1999: Budget $519,533.
  - Net Administrative Budget expenses (excluding certain reimbursements):
    - 1996: $429,361.
    - 1997: $421,862.
    - 1998: $489,279.
    - 1999: $513,733.
  - Capital Budget:
    - Capital project budgets approved: 1996 $152,500; 1997 $20,123; 1998 $27,240; 1999 $14,440 (all in thousands of U.S. dollars).
    - Capital project disbursements: 1996 $34,800; 1997 $151,500; 1998 $56,061; 1999 $46,391 (all in thousands of U.S. dollars).
  - Personnel expenses (selected amounts from Table 20, thousands of U.S. dollars):
    - Salaries: 1996 $210,216; 1997 $216,350; 1998 $229,150; 1999 budget $247,270.
    - Other personnel expenses: 1996 $131,115; 1997 $129,550; 1998 $117,213; 1999 budget $126,019.
    - Subtotal personnel: 1996 $341,331; 1997 $345,901; 1998 $346,363; 1999 budget $373,289.
  - Other expenses subtotal: 1996 $162,743; 1997 $165,033; 1998 $184,752; 1999 budget $188,368.
  - Reimbursements: 1996 –33,239; 1997 –39,368; 1998 –35,836; 1999 –42,124 (thousands of U.S. dollars).
  - Note: Net Administrative Budget expenses exclude valuation or loss on administrative currency holdings; multiyear capital budgets for projects beginning in each financial year.

### Budgets and expenditure plans for 1998/99 and staffing adjustments
- 1998/99 work program priorities:
  - Strengthening multilateral, regional, and bilateral surveillance, including seeking ways to strengthen the architecture of the international monetary system.
  - Increased work associated with use of IMF resources as a result of the ESAF and the HIPC Initiative.
  - Ensure IMF continues to meet changing and expanding needs of its membership, including provision of technical assistance.
  - Intensified external relations and communication efforts to the general public about IMF role and work.
- 1998/99 budgets and staffing:
  - Board approved Administrative Budget for 1998/99 of $519.5 million, a 3.1 percent increase over the approved budget for the previous year.
  - Capital projects budget of $14.4 million approved for facility improvements, new technology, and data-processing equipment.
  - 1998/99 Administrative Budget includes an increase of 32.5 positions in the authorized staffing level to meet heavy workload associated with the financial crisis in Asia and other priority activities and to increase Economist Program participants.
  - Increase in authorized staffing intended to reduce uncompensated overtime and accumulated leave balances; additional positions to be eliminated once crisis abates and work returns to more normal levels.
  - One-time increase in intake of economists into the Economist Program intended to expand IMF flexibility over the medium term and rebuild economist ranks.
  - Despite the increase in authorized staffing, policy maintained to keep administrative expenses relatively flat in real terms compared with the 1997/98 budget.
- Capital projects and building occupancy:
  - Addition to the headquarters building (Phase III) essentially completed; staff began to move out of leased space and occupy the building in March 1998.
  - PEPCO building (Phase IV) adjacent to headquarters will be ready for occupancy after the current tenant vacates and building renovation completed; when Phase IV completed, staff will be housed in two immediately adjacent IMF-owned buildings, reducing overall occupancy costs.

*Italic: Content derived from the IMF Annual Report 1998 chapter on Organization, Staffing, and Budget (file _file07pdf - 1997. The review concluded that resi-).*

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_Source: https://www.imf.org/-/media/websites/imf/imported-flagship-issues/external/pubs/ft/ar/98/pdf/_file07pdf.pdf_