World Bank Group Strategy for Fragility, Conflict and Violence [FCV] 2020-2025

World Bank Group Strategy for Fragility, Conflict and Violence [FCV] 2020-2025
December 5, 2019 :: 69 pages
Timeframe: April 2019 – January 2020
Draft Strategy for Fragility, Conflict and Violence (.pdf)

Phase 2 consultations are open until January 16, 2019.

The World Bank Group has released its draft strategy for Fragility, Conflict and Violence (FCV). The objective of the strategy is to address the drivers of FCV in affected countries and their impact on vulnerable populations, with the ultimate goal of contributing to peace and prosperity. To ensure the strategy benefits from a wide range of inputs, the World Bank Group is undertaking global consultations to inform the strategy’s development.

Introduction
1. By 2030, around half of the world’s extreme poor will live in fragile and conflict-affected situations (FCS). Preventing and mitigating fragility, conflict, and violence (FCV) is central to achieving the Sustainable Development Goals (SDGs) and the World Bank Group’s (WBG) twin goals of ending extreme poverty and promoting shared prosperity. It will also support the international community’s broader efforts to promote peace and prosperity.

2. The global fragility landscape has worsened significantly. According to Pathways for Peace: Inclusive Approaches to Preventing Violent Conflict, there are more violent conflicts globally than at any time in the past 30 years,6 and the world is also facing the largest forced displacement crisis ever recorded. Rising inequality, lack of opportunity, and exclusion are fueling grievances and perceptions of injustice. Climate change, demographic change, migration, digital transformation, illicit financial flows, and violent extremism are often interconnected, with effects that transcend borders. These factors can increase vulnerability to shocks and crises and create regional spillovers. They can cause lasting and devastating impacts, especially on women, children, and youth, that will be felt for generations. Without swift and effective action, FCV risks could both erode gains made in the fight against poverty and undermine the prospects for progress.

3. The objective of the FCV Strategy is to enhance the WBG’s effectiveness to support countries in addressing the drivers and impacts of FCV and strengthening their resilience, especially for the most vulnerable populations. To this end, the strategy sets out a framework to support countries in addressing diverse challenges across the FCV spectrum. While FCV challenges are often more longstanding and acute in low-income and lower-middle income countries (LICs and LMICs), the strategy also addresses countries at higher levels of income that are affected by high levels of violence, forced displacement shocks, and subnational conflict. The FCV Strategy builds on successive IEG reviews of WBG engagement in FCV settings, portfolio reviews and lessons learned in FCS, to systematically address the root causes of fragility and long-term risks that can drive or exacerbate conflict and violence.

4. This strategy is among the WBG’s contributions to the collective global effort to tackle FCV. While the WBG strives to increase its direct impact on FCV, it also approaches this task with humility. It recognizes the intractable challenges of FCV, and that the full commitment of local and national actors
is imperative to achieve progress. The WBG has prioritized supporting countries’ efforts to mitigate FCV and promote peace, and is committed to deepening partnerships with a diverse set of actors, based on respective complementarities and comparative advantages.

5. This strategy has greatly benefitted from extensive global consultations held during 2019. The consultations engaged a wide range of partners, including governments, international organizations, global and local civil society, and the private sector. They captured lessons learned and best practices such as: (i) the need to tailor interventions and financing to the distinct FCV challenges faced by a country; (ii) the importance of supporting the most vulnerable and marginalized groups, and addressing the grievances underlying and driving FCV; (iii) the importance of vibrant and inclusive private sector development to support job creation and provide economic opportunities; and (iv) the recognition of the crucial role of partnerships in FCV settings to address the drivers and impacts of FCV…