## _052710a — Implementation Plan for IEO Evaluation Recommendations

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---

### IEO recommendations and Board reactions
- Evaluation covered three themes:
  - (i) make the Fund more attractive to country authorities and promote traction;
  - (ii) improve effectiveness of outreach;
  - (iii) improve management of interactions.
- Key recommendations:
  - Improve the quality and relevance of the international dimensions of the Fund‟s work.
  - Develop menus of products and services for emerging and advanced economies; ensure they are transparent, compelling, and feasible.
  - Replace country surveillance agendas with strategic agendas.
  - Bring more experts on country visits if country interest/traction is waning.
  - Clarify the rules of the game on outreach.
  - Decide how to handle the Fund‟s negative reputation legacy and guide staff beyond communications toolkits.
  - Provide guidance and training on professional conduct for staff interactions and for IMF senior/staff management on country assessments.
  - Increase mission chief and staff tenure on country assignments, and provide training and incentives.
  - Clarify relationship management arrangements, define responsibilities and accountabilities, and set appropriate performance measures.
- Board response:
  - Board endorsed the thrust of the evaluation‟s recommendations.
  - Directors noted the report covers principally the pre-crisis period and that significant progress has been made on several fronts since then.
  - Directors emphasized complexity warrants further analysis and discussion and that effective interaction also calls for efforts by national authorities and Executive Directors.
  - Many Directors underscored the importance of governance reforms to underpin effective interactions with members.

### Overarching implementation approach
- Plan builds on recent Board papers and discussions on the Fund‟s mandate.
- Focuses on issues commanding broad Board support and builds on existing plans and ongoing reform initiatives aligned with the evaluation‟s recommendations.
- Table 1 maps evaluation recommendations, Directors‟ responses, and proposals for implementation.
- Board reflection and any specific decisions on options in the Mandate papers expected to be conveyed in a Board report to the IMFC in September 2010.

### Improve international/systemic dimensions of surveillance
- Mandate paper proposals and follow-up initiatives:
  - New bilateral and multilateral surveillance products/procedures to address broader/systemic effects beyond WEO, GFSR, EWE, or Article IV reports, including:
    - thematic multi-country reports to promote understanding of cross-country linkages and improve traction of bilateral surveillance;
    - spillover reports for countries whose policies or circumstances may significantly affect system stability;
    - multilateral consultations, on an as needed basis, on specific topics with systemic implications.
  - G-20 Mutual Assessment Process (MAP) launched in 2009 complements Fund surveillance.
  - Article IV staff reports increasingly emphasize international and spillover aspects, especially for large economies.
  - Spillover reports planned on a pilot basis for all five major economies (China, Euro Area, Japan, United Kingdom, and United States) over the course of the next 18 months.
  - Multilateral surveillance decision: many Directors supported or were open to explore a decision to clarify the Fund‟s role and provide a framework for engaging policymakers on systemic effects.
- Financial sector and data proposals:
  - Improve Fund access to data to assess spillovers through global financial networks and implications for macro-financial stability, including enhanced coordination with other international agencies and financial sector standard-setting bodies.
  - Make the FSAP stability module a mandatory part of surveillance for members with systemically important financial systems.

### Menus of products and lending-side options
- Surveillance-side initiatives:
  - More emphasis on cross-country analysis and spillovers.
  - New “knowledge products” on cross-cutting themes introduced (example areas: economies with extremely large financial systems; emerging market economies‟ performance during the crisis).
- Lending-side options under consideration:
  - facilities for emergency financing in systemic crises via multi-country swap/credit lines;
  - cooperation with regional financing arrangements;
  - refinements to the Flexible Credit Line (FCL);
  - introduction of a Precautionary Credit Line for members with strong policies who may not qualify for an FCL.
  - Staff refining designs with objective of finalizing proposals by the time of the 2010 Annual Meetings.
- Low-Income Countries (LICs):
  - Consideration of further refinements to the Fund‟s toolkit for LICs.
  - Concessional facilities comprehensively overhauled since the evaluation period to close most gaps and increase flexibility.
  - Proposed Post-Catastrophe Debt Relief (PCDR) Trust Fund to enable Fund participation in international debt relief efforts for Haiti and other LICs hit by catastrophic disasters while preserving concessional lending integrity.
  - Development of a Vulnerability Exercise for LICs to assist in managing vulnerabilities.

### Strategic agendas and traction
- Recommendation to replace country surveillance agendas with strategic agendas; Mandate options aim to provide a strategic approach to bilateral surveillance.
- Experience: country surveillance agendas often overtaken by events; a formal “agenda” may create burden with little effect.
- Elements providing strategic perspective include:
  - enhanced multilateral surveillance to highlight systemic effects and spillover risks;
  - Board involvement via the work program;
  - increased use of regional advisory groups (current and former policymakers/academics) to promote buy-in and underpin strategic approach.
- Elements of a strategic agenda are being defined in successive Board discussions of Mandate papers.

### Staffing, expertise, and presence in the field
- Bringing more experts on country visits requires added resources in the short run.
- Recruitment and staffing developments:
  - Department strategies emphasize recruitment of mid-career and specialized staff.
  - The Fund hired 108 mid-career economists on staff in 2009, more than twice the average in the preceding 5 years.
    - Of these, 13 were financial sector experts, compared to five each in 2007 and 2008.
    - In addition, 16 financial sector experts were hired on contracts.
  - The Fund hired a larger proportion of experienced economists with substantial policy experience in 2009, more than 1.5 times the average of the preceding 5 years.
  - New economists possess a wide range of up-to-date skills in macroeconomics with many specialized in the financial sector.
  - Increased support for external assignments in the financial sector to update and develop skills of existing staffing.
  - Five regional advisory groups established to allow area departments to exchange views and advice with experts in the region.
- Increase Fund presence in the field:
  - Working Group on Fund Presence in the Field established to assess business case for increasing staff presence in the field, including technical expertise, to enhance interaction, particularly in emerging and advanced economies.
  - Working Group expected to submit its report to management by end-May.

### Outreach, reputational legacy, and conduct
- Clarify the rules of the game on outreach:
  - Interdepartmental Communications Group now chaired by the FDMD; meets regularly to provide guidance on strategic communications and outreach priorities.
  - Communications toolkit launched in mid-2009 to consolidate policy messages for staff.
  - Increased support and advice for outreach activities at headquarters and in the field, including engagement with non-official stakeholders (CSOs, think tanks, academia).
  - Staff outreach mindful of Directors‟ call for care in engaging in policy debates outside the official dialogue.
- Address the Fund‟s negative reputational legacy:
  - Recent reforms to conditionality and lending frameworks expected to help address legacy issues, but will take time to be fully effective.
  - Decision to move to review-based monitoring of structural conditionality intended to ease concerns about being heavy handed and promote country ownership.
  - Early real-time review of recent crisis programs underlines differences between current program policies and those in the past; outreach to communicate these differences is ongoing.
  - Establishment of the Flexible Credit Line (FCL) with its focus on ex-ante conditionality important; refinements under consideration.
  - Operational Guidance Note on Conditionality recently revised—emphasizes review-based conditionality and increased flexibility in structural conditions (December 2009 Revisions).
  - Staff increased outreach with official and non-official interlocutors to disseminate thrust of recent and ongoing Fund reforms.
- Guidance, training, and professional conduct:
  - Broad and continuously updated training framework supports staff, especially mission chiefs.
  - Proposed actions:
    - Additional training in “conducting country relations”, including media communications and outreach skills training for mission chiefs and refresher sessions for resident representatives.
    - Systematic training needs analysis involving area departments; preliminary work started; bulk of analysis to take place in FY 2011.
    - Expected to start design and offering of at least one training session during the fiscal year.
    - Work ongoing on Standards for Staff Conduct with participation of the Ethics Officer to review and update rules for the staff Code of Conduct.
  - Only a few Directors supported establishing a task force to develop “professional standards” for staff interactions; staff not convinced of need for another working group; no further action proposed on perceived lack of management support for staff analysis.

### Tenure, incentives, and relationship management
- Increase mission chief and staff tenure; incentives:
  - Challenge: balancing mission team stability with career development and departmental flexibility.
  - Recent downsizing has made increasing staff tenure more difficult; average mission chief tenures have likely declined.
  - Departments plan to increase staff tenure from this low base, particularly for mission chiefs.
  - Directors called for fresh perspectives on country teams and departmental flexibility during crises when staff redeployment is needed.
- Clarify relationship management arrangements and strengthen TA framework:
  - Resident representatives typically assume role of trusted advisor and complement mission chief; resident representative is a member of the country team with management responsibilities outlined in terms of reference.
  - Technical assistance (TA):
    - Work ongoing to strengthen TA framework and anchor functional departments‟ work in area department priorities.
    - Some functional and area departments, jointly with country authorities, are experimenting with medium-term TA programs to strengthen country ownership and improve TA predictability.
    - Strategic directions for regional TA centers developed by headquarters in close consultation with functional and area departments under guidance of Steering Committees.
    - Fund continues to implement strategy to enhance TA effectiveness, including expansion of regional TA centers.
    - Work in progress to set up two new centers in Africa, AFRITAC South and AFRITAC West 2 (covering non-francophone countries in West Africa), as well as CASTAC in Central Asia.

### Deputy managing directors’ responsibilities; Board reaction
- Finding: Deputy managing directors are already responsible and accountable for all aspects of country relations.
- Board response: Only a “few Directors supported the IEO recommendation that the responsibilities and accountabilities of management in interactions with members need to be better established.”
- Follow-up: No actions are proposed in this area; proposal not broadly supported.

### Resource implications and timing
- Several initiatives are within the existing budget envelope; some new initiatives would have resource and organizational implications.
- Initiatives with potential resource implications include those under the Mandate papers and those resulting from the Working Group on Fund Presence in the Field.
- Cost and staffing estimates:
  - A spillover report would involve roughly 1-2 staff years to produce.
  - Up to ten additional staff years would be required to produce a handful of spillover reports.
  - Costs could be larger for ideas in the financial sector and data areas.
- Offset considerations:
  - Synergies should exist between new activities and existing ones.
  - Some experience would be needed to derive more accurate cost implications.
- Field presence initiatives: resource implications will be revealed once the Working Group reports its assessment and recommendations.
- Budgetary framing:
  - New initiatives requiring net additional resources would need to be framed within discussions of the Mandate papers and considered within the medium-term budget strategy.
  - The work program envisages a Board discussion of these issues in October 2010.

- Selected timeline and milestone references in source:
  - Staff refining lending proposals by the time of the 2010 Annual Meetings.
  - Working Group on Fund Presence in the Field expected to submit report by end-May.
  - Bulk of training needs analysis to take place in FY 2011.
  - Operational Guidance Note revisions dated December 2009 Revisions.
  - Board report to the IMFC expected in September 2010.
  - Work program envisages Board discussion in October 2010.

*Source: _052710a - 20. Deputy managing directors are already responsible and accountable for all (IMF PDF).*

### 1.      This paper presents a forward-looking implementation plan for Board-endorsed

### 1.      This paper presents a forward-looking implementation plan for Board-endorsed recommendations of the IEO Evaluation of IMF Interactions with Member Countries.

### IEO recommendations and Board reactions
- Evaluation covered three themes:
  - (i) make the Fund more attractive to country authorities and promote traction;
  - (ii) improve effectiveness of outreach;
  - (iii) improve management of interactions.
- Key recommendations from the evaluation main report:
  - Improve the quality and relevance of the international dimensions of the Fund‟s work.
  - As an element of a concerted strategy to engage more deeply with both emerging and advanced economies, develop menus of products and services to be offered and make sure they are transparent, compelling, and feasible.
  - Replace the now defunct country surveillance agendas with strategic agendas.
  - Bring more experts on country visits, especially if country interest/traction is waning.
  - Clarify the rules of the game on outreach.
  - Decide how to handle the Fund‟s negative reputation legacy and tell staff so they can act upon it (in ways that go beyond new communications toolkits and media training).
  - Provide guidance and training on professional conduct for staff interactions with the authorities and IMF senior/staff management on matters of country assessments.
  - Increase mission chief and staff tenure on country assignments, as well as training and incentives for interactions.
  - Clarify relationship management arrangements, emphasizing the importance of team work—setting out clearly who is responsible and accountable for what, along with appropriate performance measures.
- Board response:
  - Board endorsed the thrust of the evaluation‟s recommendations.
  - Directors noted the report covers principally the pre-crisis period and that significant progress has been made on several fronts since then.
  - Directors emphasized that complexity warrants further analysis and discussion and that effective interaction also calls for efforts by national authorities and Executive Directors.
  - Many Directors underscored the importance of governance reforms to underpin effective interactions with members.

### Implementation plan — overarching approach
- Plan builds on recent Board papers and discussions on the Fund‟s mandate.
- Focuses on issues commanding broad Board support and builds on existing plans and ongoing reform initiatives aligned with the evaluation‟s recommendations.
- Table 1 (in source) maps evaluation recommendations, Directors‟ responses, and proposals for implementation.
- Board reflection and any specific decisions on options in the Mandate papers expected to be conveyed in a Board report to the IMFC in September 2010.

### Improve the quality and relevance of the international dimensions of the Fund’s work
- Mandate papers propose options to strengthen systemic and international aspects of surveillance:
  - New products and procedures to buttress bilateral and multilateral surveillance to address broader/systemic effects beyond WEO, GFSR, EWE, or Article IV reports, including:
    - thematic multi-country reports to promote understanding of cross-country linkages and improve traction of bilateral surveillance;
    - spillover reports for countries whose policies or circumstances may significantly affect the stability of the system;
    - multilateral consultations, on an as needed basis, on specific topics with systemic implications to foster collaboration and collective action.
  - G-20 Mutual Assessment Process (MAP) launched in 2009 complements Fund surveillance and offers another avenue to strengthen engagement with G-20 members.
  - Article IV staff reports increasingly emphasize international and spillover aspects, especially for large economies.
  - Spillover reports planned on a pilot basis for all five major economies (China, Euro Area, Japan, United Kingdom, and United States) over the course of the next 18 months.
  - A multilateral surveillance decision: many Directors supported or were open to explore a decision to clarify the Fund‟s role and provide a framework for engaging policymakers on systemic effects of country policies and interactions.
  - Financial sector proposals:
    - improve Fund access to data to assess spillovers through global financial networks and implications for macro-financial stability, including enhanced coordination with other international agencies and financial sector standard-setting bodies;
    - make the FSAP stability module a mandatory part of surveillance for members with systemically important financial systems.

### Menus of products and services; engagement with emerging, advanced, and low-income countries
- Surveillance-side initiatives:
  - More emphasis on cross-country analysis and spillovers.
  - New “knowledge products” on cross-cutting themes introduced (example areas: economies with extremely large financial systems; emerging market economies‟ performance during the crisis).
- Lending-side options under consideration:
  - facilities for emergency financing in systemic crises via multi-country swap/credit lines;
  - cooperation with regional financing arrangements;
  - refinements to the Flexible Credit Line (FCL);
  - introduction of a Precautionary Credit Line for members with strong policies who may not qualify for an FCL.
  - Staff refining designs with objective of finalizing proposals by the time of the 2010 Annual Meetings.
- Low-Income Countries (LICs):
  - Consideration of further refinements to the Fund‟s toolkit for LICs.
  - Concessional facilities comprehensively overhauled since the evaluation period to close most gaps and increase flexibility.
  - Proposed Post-Catastrophe Debt Relief (PCDR) Trust Fund to enable Fund participation in international debt relief efforts for Haiti and other LICs hit by catastrophic disasters while preserving concessional lending integrity.
  - Development of a Vulnerability Exercise for LICs to assist in managing vulnerabilities.

### Replace country surveillance agendas with strategic agendas (or equivalent)
- Mandate options aim to provide strategic approach to bilateral surveillance.
- Experience showed country surveillance agendas often overtaken by events; a formal “agenda” may create burden with little effect.
- Elements providing strategic perspective include:
  - enhanced multilateral surveillance to improve traction by highlighting systemic effects and spillover risks;
  - Board involvement via the work program on various aspects;
  - increased use of regional advisory groups (current and former policymakers/academics) to promote buy-in and underpin strategic approach.
- Elements of a strategic agenda are being defined in successive Board discussions of Mandate papers.

### Bring more experts on country visits
- Constraint: implementing this recommendation requires added resources in the short run.
- Ongoing efforts to strengthen specific expertise:
  - Department strategies emphasize recruitment of mid-career and specialized staff.
  - The Fund hired 108 mid-career economists on staff in 2009, more than twice the average in the preceding 5 years.
    - Of these, 13 were financial sector experts, compared to five each in 2007 and 2008.
    - In addition, 16 financial sector experts were hired on contracts.
  - The Fund hired a larger proportion of experienced economists with substantial policy experience in 2009, more than 1.5 times the average of the preceding 5 years.
  - New economists possess a wide range of up-to-date skills in macroeconomics with many specialized in the financial sector.
  - Increased support for external assignments in the financial sector to update and develop skills of existing staffing.
  - Five regional advisory groups established to allow area departments to exchange views and advice with experts in the region.

### Increase Fund presence in the field
- Working Group on Fund Presence in the Field established to assess business case for increasing staff presence in the field, including technical expertise, to enhance interaction, particularly in emerging and advanced economies.
- Working Group expected to submit its report to management by end-May.

### Clarify the rules of the game on outreach
- Ongoing initiatives to assist staff outreach:
  - Interdepartmental Communications Group now chaired by the FDMD; meets regularly to provide guidance on strategic communications and outreach priorities.
  - Communications toolkit launched in mid-2009 to consolidate policy messages on topical issues for staff use.
  - Increased support and advice for outreach activities at headquarters and in the field, including engagement with non-official stakeholders (CSOs, think tanks, academia).
  - Staff outreach mindful of Directors‟ call for care in engaging in policy debates outside the official dialogue.

### Address the Fund’s negative reputational legacy
- Recent reforms to conditionality and lending frameworks expected to help address legacy issues, but will take time to be fully effective.
- Decision to move to review-based monitoring of structural conditionality intended to ease concerns about being heavy handed and promote country ownership.
- Early real-time review of recent crisis programs underlines differences between current program policies and those in the past; outreach to communicate these differences is ongoing.
- Establishment of the Flexible Credit Line (FCL) with its focus on ex-ante conditionality important; refinements under consideration to align features with member needs.
- Communications toolkit regularly updated to disseminate reforms.
- Operational Guidance Note on Conditionality recently revised to reflect conditionality framework changes—emphasizes review-based conditionality and increased flexibility in structural conditions (December 2009 Revisions).
- Staff increased outreach with official and non-official interlocutors to disseminate thrust of recent and ongoing Fund reforms, focusing on increased flexibility and adaptability of policy advice and lending toolkit.

### Guidance, training, and professional conduct for staff interactions
- Existing framework:
  - Broad and continuously updated training framework to support staff, especially mission chiefs, in conducting country relations.
- Proposed actions:
  - Additional training in “conducting country relations” being considered, including media communications and outreach skills training for mission chiefs and refresher sessions for resident representatives.
  - Systematic training needs analysis involving area departments to identify priorities and form basis for new or redesigned courses.
    - Preliminary work started; bulk of analysis to take place in FY 2011.
    - Expected to start design and offering of at least one training session during the fiscal year.
  - Work ongoing on Standards for Staff Conduct with participation of the Ethics Officer to review and update rules for the staff Code of Conduct.
  - Only a few Directors supported establishing a task force to develop “professional standards” for staff interactions; staff not convinced of need for another working group; no further action proposed on perceived lack of management support for staff analysis.

### Increase mission chief and staff tenure; incentives
- Challenge: balancing mission team stability with career development and departmental flexibility.
- Recent downsizing has made increasing staff tenure more difficult; average mission chief tenures have likely declined.
- Departments plan to increase staff tenure from this low base, particularly for mission chiefs.
- Considerations:
  - Directors called for fresh perspectives on country teams and departmental flexibility during crises when staff redeployment is needed.
  - Diversity of experience important for mobility and promotion.

### Clarify relationship management arrangements and strengthen TA framework
- Resident representatives:
  - Typically assume role of trusted advisor and complement mission chief.
  - Resident representative is a member of the country team; management responsibilities outlined in terms of reference.
- Technical assistance (TA):
  - Work ongoing to strengthen TA framework and anchor functional departments‟ work in area department priorities.
  - To strengthen country ownership and improve TA predictability, some functional and area departments, jointly with country authorities, are experimenting with development of medium-term TA programs.
  - Strategic directions for regional TA centers developed by headquarters in close consultation with functional and area departments under guidance of Steering Committees.
  - Fund continues to implement strategy to enhance TA effectiveness, including expansion of regional TA centers.
  - Work in progress to set up two new centers in Africa, AFRITAC South and AFRITAC West 2 (covering non-francophone countries in West Africa), as well as CASTAC in Central Asia.

*Implementation Plan for Board-endorsed recommendations of the IEO Evaluation of IMF Interactions with Member Countries.*

### 20.      Deputy managing directors are already responsible and accountable for all

### _052710a - 20.      Deputy managing directors are already responsible and accountable for all

### Deputy managing directors’ responsibilities and Board reaction
- Finding: Deputy managing directors are already responsible and accountable for all aspects of country relations.
- Board response: Only a “few Directors supported the IEO recommendation that the responsibilities and accountabilities of management in interactions with members need to be better established.”
- Follow-up: Thus, no actions are proposed in this area.  
- Related note in Table 1: Recommendation to clarify responsibilities and accountabilities of MD and DMDs for interactions — “A few Directors supported the IEO recommendation...” — Follow-Up: “No action; proposal not broadly supported.”

### IV. RESOURCE IMPLICATIONS
- Several initiatives are within the existing budget envelope; some new initiatives would have resource and organizational implications.
- Initiatives with potential resource implications include those under the Mandate papers and those resulting from the Working Group on Fund Presence in the Field.
- Current estimation challenges:
  - Board deliberation on specifics of several initiatives and proposals is still ongoing, making precise cost estimates difficult.
  - Example estimate: a spillover report would involve roughly 1-2 staff years to produce.
  - Implication: up to ten additional staff years would be required to produce a handful of spillover reports.
  - Costs could be larger for ideas in the financial sector and data areas.
- Offset considerations:
  - Synergies should exist between new activities and existing ones.
  - Some experience would be needed to derive more accurate cost implications.
- Field presence initiatives:
  - Resource implications for new initiatives to increase Fund presence in the field will be revealed once the Working Group reports its assessment and recommendations.
- Budgetary framing:
  - New initiatives requiring net additional resources would need to be framed within discussions of the Mandate papers and considered within the medium-term budget strategy.
  - The work program envisages a Board discussion of these issues in October 2010.

### Table 1 — Selected recommendations, Board responses, and proposed follow-up (high-level synthesis)
- Recommendation 1: Improve quality and relevance of international dimensions of the Fund’s work (e.g., “Cross-Country Brief”, stronger cross-country analysis and spillovers).
  - Directors: stressed importance of enhancing international dimension; open to exploring other products.
  - Follow-Up initiatives in the Mandate papers include:
    - New bilateral and multilateral surveillance procedures and products: (i) thematic multi-country reports; (ii) spillover reports; (iii) multilateral consultations
    - Multilateral surveillance decision
    - Continue strengthening Fund’s financial sector analysis and understanding of macro-financial linkages: (i) improve access to data for analysis of spillover risks; (ii) make the FSAP stability module mandatory for countries with systemically important financial systems
- Recommendation 2: Develop menus of products for country groupings; transparent, compelling, feasible offerings.
  - Directors: open to considering menus within resource limits and preserving evenhandedness.
  - Follow-Up initiatives in the Mandate papers include:
    - New ‘knowledge products’ (e.g., work on economies with large financial systems; emerging market economies’ performance during the crisis)
    - Multi-country swap/credit lines
    - Support to regional financing arrangements (RFAs)
    - Precautionary Credit Line (PCL)
    - Refinements to FCL
    - PCDR Trust Fund for disaster-stricken fragile states
    - Vulnerability Exercise for LICs
- Recommendation 3: Replace country surveillance agendas with “strategic agendas” linking surveillance, programs, technical assistance, outreach, budgets, accountability, and learning.
  - Directors: mixed views; some supported further consideration, others concerned about additional burden.
  - Follow-Up: Options in the Mandate papers; see initiatives under recommendation 1.
- Recommendation 4: Bring more experts on country visits; improve staff skills mix and recruit mid-career practitioners; use panel of world-class experts.
  - Directors: some saw merit; others concerned about team continuity.
  - Follow-Up:
    - Continue emphasis on mid-career and specialized skills recruitment
    - Regional advisory groups
    - Working Group on Fund Presence in the Field report by end-May
- Recommendation 5: Clarify rules of the game on outreach.
  - Directors: useful to provide greater guidance while ensuring flexibility; caution on engaging in policy debates outside official dialogue.
  - Follow-Up:
    - Interdepartmental Communications Group, now chaired by FDMD, meets regularly to provide guidance to staff on strategic communications and outreach priorities
    - Continue updating communications toolkit with changing Fund policies and facilitate staff use of toolkit
- Recommendation 6: Decide how to handle the Fund’s negative reputational legacy and provide staff guidance beyond communications toolkits.
  - Directors: agreed Fund should deal forthrightly with controversies; did not broadly support specific guidance in this area.
  - Recent reforms cited:
    - Adoption of review-based monitoring of structural conditionality
    - Establishment of FCL (ex-ante conditionality)
    - Update communications toolkit
    - Revised Conditionality Guidance Note
    - Increased targeted outreach activities
- Recommendation 7: Provide guidance and training on professional conduct for staff interactions and establish a task force to report by summer 2010.
  - Directors: strongly supported enhancing candor and effectiveness; supported continued deepening of guidance and training.
  - Follow-Up:
    - Continue updating training framework for staff and mission chiefs: new course on ‘conducting country relations’
    - Communication and outreach refresher courses for resident representatives and mission chiefs
    - Systematic training needs analysis
    - Working Group on Standards for Staff Conduct
- Recommendation 8: Increase mission chief and staff tenure on country assignments; enhance training and incentives.
  - Directors: generally supported increasing tenure while balancing need for fresh perspectives and career development.
  - Follow-Up:
    - Increase staff tenure from the current low base, while remaining mindful of Directors calls for fresh perspectives on country teams as well as the importance of departmental flexibility and staff career development needs
    - Training framework: new course on ‘conducting country relations’
- Recommendation 9: Clarify relationship management arrangements (mission chief vs resident representative), strengthen TA strategies, and better establish MD/DMD responsibilities for interactions.
  - Directors: “A few Directors supported the IEO recommendation that the responsibilities and accountabilities of management in interactions with members need to be better established.”
  - Follow-Up actions:
    - Continue efforts to improve clarity about relations and management responsibilities between mission chief and resident representative
    - Continue strengthening framework for provision of technical assistance
    - Medium-term technical assistance programs on pilot basis
    - No action on clarifying MD/DMD management responsibilities; proposal not broadly supported

*Source: _052710a - 20. Deputy managing directors are already responsible and accountable for all (IMF PDF).*

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_Source: https://www.imf.org/-/media/websites/imf/imported-full-text-pdf/external/np/pp/eng/2010/_052710a.pdf_