This volume documents decisions, interpretations, and resolutions of the Executive Board and Board of Governors of the International Monetary Fund, as well as documents relating to the United Nations and other international organizations.
In consultation with the Ministry of Finance (MOF) of Lao PDR, a virtual technical assistance (TA) mission supported by the IMF’s Asia and Pacific Department (APD) was conducted during October 4–29, 2021, by the IMF Statistics Department (STA) and the Capacity Development Office in Thailand (CDOT). This ongoing peripatetic capacity development mission was delivered virtually by the CDOT-based LTX with staggered remote meetings. The TA mainly worked with the Fiscal Policy and Law Department (FPLD) and the External Finance and Debt Management Department (EFDMD) on compilation of government finance statistics (GFS) and public sector debt statistics (PSDS) in line with international standards, as the agreed work plan with the authorities in the April/May 2021 TA mission.
International Monetary Fund. Strategy, Policy, & Review Department
On July 22, 2022, the Executive Board of the International Monetary Fund (IMF) approved the IMF’s first Strategy toward Mainstreaming Gender into the IMF’s core activities. Mainstreaming gender at the IMF starts with the recognition that reducing gender disparities goes hand-in-hand with higher economic growth, greater economic stability and resilience, and lower income inequality. At the same time, economic and financial policies can exacerbate or narrow gender disparities. Well-designed macroeconomic, structural, and financial policies can support efficient and inclusive outcomes and equitably benefit women, girls, and the society in general. The strategy lays out how the IMF can help its member countries address gender disparities in the context of carrying out its core functions—surveillance, lending, and capacity development. The strategy comprises four key pillars: first, gender-disaggregated data collection and development of modeling tools to enable staff to conduct policy analysis; second, a robust governance framework for an evenhanded approach across members based on the macro-criticality of gender; third, strengthening collaboration with external partners to benefit from knowledge sharing and peer learning, leverage complementarities, and maximize the impact on the ground; and fourth, the efficient use of resources allocated to gender by putting in place a central unit for realizing scale economies and supporting country teams.