The World Bank has launched a major internal restructuring. It plans to eliminate about 22,000 Short Term Consultant positions by January 2027. These roles form almost a quarter of its workforce and support operations in more than 160 countries. The change will reshape how the Bank manages expertise and delivers development projects.
STCs have played a key role in the Bank’s work. They support research and project design while handling field operations and financial analysis. Consultants also conduct impact assessments and offer technical advice. Their combined output equals the work of about 7,000 full time staff. This flexible group has allowed the Bank to scale its workforce quickly and respond fast during crises.
The Bank now says this model is unsustainable. An internal review found heavy reliance on temporary labour, creating risks in continuity and accountability. The dependence also affects data security and long term planning. A more stable workforce is the goal. Leadership aims to improve consistency and strengthen responsibilities across departments.
Impact on Consultants
The new plan stops all new STC contracts after July 2026. Current consultants will follow different paths under the transition. Some will receive extended term consultancy roles with more structured, longer contracts. Others may move into ful time jobs, while some will continue as independent contractors. Many will leave the institution.
The decision has raised concerns among staff and development experts. STCs handle a large share of fieldwork and provide specialised skills in climate, finance, agriculture, energy, education, and infrastructure. Many country offices depend on them to run essential programs. Critics warn that removing this flexibility may slow project delivery, especially in regions with limited expertise.
There are also fears of losing critical talent. Many consultants are respected specialists who join the Bank for specific assignments. Stricter contract terms may reduce the institution’s ability to attract such experts. Visa challenges may also rise, as many rely on short term contracts to maintain legal status abroad.
Despite these worries, the Bank believes the change will bring long term benefits. The plan aims to strengthen institutional memory and reduce turnover. Leadership expects better project quality and clearer accountability. Staff will work under stable contracts with defined expectations.
The shift comes at a difficult time for the development sector. Consulting opportunities have reduced, and competition has increased as budgets tighten. Countries that rely heavily on the Bank may feel the impact through slower approvals and project delays. Even so, the Bank remains confident. It views the overhaul as a path to stronger and more sustainable development work in the future.
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