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This paper brings together the many formal and informal discussions over the past year between the staff, management, and the Executive Board on the strategic direction of the Fund. Some ideas have also been discussed with country authorities and with outside observers, as part of the Fund's normal outreach and consultation. While not comprehensive in scope, the paper does aim for a shared vision that could inform the day-to-day work and decisions of the Fund.
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Within the terms of the proposed decisions, staff has formulated specific proposals on a number of issues raised in general terms during the previous Board discussion: (i) the modalities for a fixed schedule of reviews, including how to signal that a program is back on track; (ii) the application of a misreporting framework under the PSI; and (iii) the relationship between the PSI and the PRS process.
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This paper brings together the many formal and informal discussions over the past year between the staff, management, and the Executive Board on the strategic direction of the Fund. Some ideas have also been discussed with country authorities and with outside observers, as part of the Fund's normal outreach and consultation. While not comprehensive in scope, the paper does aim for a shared vision that could inform the day-to-day work and decisions of the Fund.
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Within the terms of the proposed decisions, staff has formulated specific proposals on a number of issues raised in general terms during the previous Board discussion: (i) the modalities for a fixed schedule of reviews, including how to signal that a program is back on track; (ii) the application of a misreporting framework under the PSI; and (iii) the relationship between the PSI and the PRS process.
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