## Executive Board Report to the IMFC on Reform of Fund Governance

_Policy Papers, October 3, 2009_

## Source details

**Canonical URL:** [Executive Board Report to the IMFC on Reform of Fund Governance](https://www.imf.org/en/publications/policy-papers/issues/2016/12/31/executive-board-report-to-the-imfc-on-reform-of-fund-governance-pp4377)

## Other formats

- [Markdown version](/en/publications/policy-papers/issues/2016/12/31/executive-board-report-to-the-imfc-on-reform-of-fund-governance-pp4377/index.md)
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## Bibliographic details
- Published: October 3, 2009
- Series: Policy Papers

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### Overview
- Responds to the request in the April 2009 IMFC communiqué for the Executive Board to report on governance reform.
- Observes that the current crisis has shown the Fund’s decision-making structures can deliver innovative and rapid responses the membership needs and expects.
- Notes an undercurrent of doubt about the future driven by the perception that recent responsiveness was driven by outside forces (e.g., the G-20) and that, once the crisis fades, old dissatisfactions with vote, voice and process may resurface to undermine political backing.

### Key findings and diagnosis
- The Fund demonstrated capacity for rapid and innovative responses during the crisis.
- Perception exists that responsiveness was externally driven rather than internally sustained.
- Sustained political backing that enabled the Fund’s renewal is fragile and could be eroded if governance issues are not addressed.

### Focus areas (the report concentrates on five areas)
- Fair quota share
- High-level engagement
- Effective decision-making and representation at the Executive Board
- Open selection of management (and, more broadly, staff diversity)
- Updating of the Fund’s mandate

### Policy implications and recommendations (implicit in report focus)
- Reform efforts should aim to underpin the institution’s legitimacy and effectiveness.
- Addressing vote, voice and process concerns is important and timely to maintain political backing.
- Enhancing representation and decision-making at the Executive Board is central to institutional effectiveness.
- Promoting open selection processes for management and broader staff diversity supports credibility and inclusiveness.
- Revisiting and updating the Fund’s mandate is necessary to align the institution with evolving global needs.

### Document metadata (as presented on the page)
- Title: Executive Board Report to the IMFC on Reform of Fund Governance
- Date shown on page: October 3, 2009
- Citation snippet on page: Executive Board Report to the IMFC on Reform of Fund Governance, (USA: International Monetary Fund, 0) accessed 9/18/2026

*Executive Board Report to the IMFC on Reform of Fund Governance — October 3, 2009.*

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## Content in this bundle

- **Executive Board Report to the IMFC on Reform of Fund Governance; IMF Policy Paper; October 3, 2009**
  - [Executive Board Report to the IMFC on Reform of Fund Governance; IMF Policy Paper; October 3, 2009 (Markdown version)](/-/media/websites/imf/imported-full-text-pdf/external/np/pp/eng/2009/_100309.pdf.md){rel="alternate" type="text/markdown"}
  - [Executive Board Report to the IMFC on Reform of Fund Governance; IMF Policy Paper; October 3, 2009 (PDF)](/-/media/websites/imf/imported-full-text-pdf/external/np/pp/eng/2009/_100309.pdf){rel="external" type="application/pdf"}

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_Source: https://www.imf.org/en/publications/policy-papers/issues/2016/12/31/executive-board-report-to-the-imfc-on-reform-of-fund-governance-pp4377_