URU, Alm.del - 2019-20 - Bilag 167: Invitation fra Verdensbanken til virtuelt parlamentarikermøde den 6. maj 2020 om skrøbelighed, konflikter og vold

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URU Alm.del Bilag 167
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World Bank Group Strategy for

Fragility, Conflict, and Violence

2020

–

2025

Addressing the challenges of fragility, conflict, and

iole e is riti al to a hie i g the World Ba k Group’s

twin goals of ending extreme poverty and boosting

shared prosperity. By 2030, more than half of the

orld’s e tre e poor ill li e i ou tries

characterized by fragility, conflict, and violence (FCV)

Preventing and mitigating FCV challenges is key to

making progress toward the Sustainable Development

Goals (SDGs)

a d to the i ter atio al o

u it ’s

broader efforts to promote peace and prosperity.

The global fragility landscape has worsened

significantly in recent years, impacting both low and

middle-income countries. Violent conflicts have

increased to the highest levels observed in the past

three decades

, and the forced displacement crisis has

been the largest ever recorded

. Inequalities are rising

and fueling grievances and perceptions of injustice.

Without swift and effective action, FCV risks could both

erode gains made in the fight against poverty and

undermine the prospects for further progress.

Faced with these dynamics, the World Bank Group

(WBG) has been changing the way it works in FCV

settings. This work has evolved from a focus on post-

conflict reconstruction to addressing challenges across

the full spectrum of fragility,

a d a pi ot to

pre e tio

. The WBG can meaningfully engage to

preserve institutional capacity and human capital that

ill e riti al for the ou tr ’s future re o er . A d

when signs of recovery emerge, the WBG can support

governments that are embarking on transformational

change.

To meet the growing challenges, the WBG is

significantly scaling up the volume and types of

financial support it provides for FCV in both low and

middle-income countries. The $14 billion available in

IDA18 for IDA countries affected by

fragile a d

conflict-affe

ted situatio s

FCS is double the level of

IDA17, the previous three-year replenishment period.

IDA18 has also introduced a more tailored engagement

in different situations of fragility, including investing in

conflict prevention, supporting refugees and host

communities, preventing and responding to gender-

based violence, engaging in situations of active conflict,

and supporting transitions from conflict to peace.

Looking forward, the 19th replenishment of IDA

(IDA19)

will scale up resources to countries affected

by FCV, including through an FCV Envelope that offers

a structure of incentives and accountabilities for

countries to reduce FCV risks.

Recognizing that the private sector lies at the center of

a sustainable development model in FCV settings,

International Finance Corporation (IFC) and the

Multilateral Investment Guarantee Agency (MIGA) are

significantly scaling up their efforts. IFC committed to

increasing its share of investment commitments in IDA

and FCS to 40 percent by Fiscal Year 2030, with 15-20

percent in low-income IDA and IDA FCS countries,

requiring at least a five-fold increase in investment

volumes from the current level. Similarly, MIGA has

prioritized FCS since 2005, and its portfolio with FCS

stood at a record $2 billion in 2019. IFC and MIGA

efforts were further boosted by the introduction in

IDA18 of the $2.5 billion Private Sector Window (PSW),

which allows them to further scale up their

investments in FCS. IFC has also strengthened its

engagement in FCS through the Conflict-Affected

States in Africa (CASA) and FCS Africa initiatives, and its

advisory support through the Creating Markets

Advisory Window (CMAW).

The o je ti e of the WBG’s FCV Strateg is to e ha e

the WBG’s effe ti e ess to support ou tries i

addressing the drivers and impacts of FCV and

strengthening their resilience, especially for their most

vulnerable and marginalized populations. This work is

riti al to a hie i g the WBG’s t i goals. The strateg

sets out a new framework for understanding FCV and a

robust set of measures to increase the effectiveness of

WBG development support to both low- and middle-

The

FCV o ept groups three issues that are ofte related: i deep gover a e issues a d

state institutional weakness; (ii) situations of active conflict; and (iii) high levels of interpersonal

and/or gang violence.

Displacement in 2018 (Geneva: UNHCR, 2019), 13, https://www.

unhcr.org/en-us/statistics/unhcrstats/5d08d7ee7/unhcr-globaltrends-2018.html.

The 2018 joint UN-WBG report, Pathways for Peace, called

o the WBG to pivot to

preve tio

y further prioritizi g i lusive approa hes to develop e t that a help preve t

and mitigate FCV risks before conflict and violence take hold.

United Nations and World Bank, Pathways for Peace: Inclusive Approaches to Preventing

Violent Conflict (Washington, DC: The World Bank Group, 2018), xvii and 12,

https://openknowledge. worldbank.org/handle/10986/28337. (Based on 2016 data.)

The IDA19 cycle begins in July 2020 and concludes in June 2023.

The UN High Commissioner for Refugees, Global Trends: Forced

URU, Alm.del - 2019-20 - Bilag 167: Invitation fra Verdensbanken til virtuelt parlamentarikermøde den 6. maj 2020 om skrøbelighed, konflikter og vold

income countries that are dealing with diverse

challenges across the FCV spectrum.

An essential premise for the FCV Strategy is that, given

the diversity of FCV challenges, there can be no one-

size-fits-all approach. Operating in FCV settings means

often rapidly changing circumstances, differing levels

of insecurity, fragile and volatile political situations,

macroeconomic instability, low institutional capacity, a

weak enabling and investment climate for the private

sector, higher risks of violence against vulnerable

populations, and significantly higher risks and costs of

engagement. The WBG approach must therefore be

adapted to the distinct circumstances of FCV settings,

with Country Partnership Frameworks (CPFs) and

programs tailored to addressing the root causes of

fragility.

Building on operational and analytic experience in FCV

settings, the FCV Strategy articulates a differentiated

approach to FCV. It is structured around a set of

guiding principles and four pillars of engagement that

are desig ed to stre gthe the WBG’s approa h a d

address challenges across the full spectrum of FCV.

They are:

In addition, the WBG will place special emphasis on six

high-priority issues in FCV settings: (i) investing in

human capital; (ii) supporting macroeconomic stability

and debt sustainability; (iii) creating jobs and economic

opportunities; (iv) building community resilience and

preparedness, especially regarding the impacts of

climate change and environmental degradation; (v)

engaging on justice and the rule of law; and (vi)

developing approaches to dealing with the security

se tor ithi the WBG’s a date a d o parati e

advantage. Throughout WBG engagement in FCV

settings, a special focus will be put on gender in line

with the WBG Gender Strategy.

To carry out the FCV Strategy, the WBG has set out 23

measures to strengthen its effectiveness in FCV

settings. While full operationalization of the strategy

will take place through WBG regional implementation

plans, country programs, and operations covering FCV,

these easures are ru ial to stre gthe i g the WBG’s

approach to the distinct nature of FCV settings. The

easures are orga ized alo g Four P’s : poli ies,

programming, personnel, and partnerships.

Implementation of the strategy will occur at four levels

to ensure that the WBG adapts its approach to the

distinct nature of FCV settings:

Preventing violent conflict and interpersonal

violence

by addressing the drivers of fragility and

immediate to long term risks and strengthening the

sources of resilience and peace before tensions turn

into full-blown crises.

through 23 operational measures outlined in the

strategy;

through corporate strategies, initiatives, and

Remaining engaged during conflict and crisis

situations

to preserve hard-won development gains,

protect essential institutions, build resilience, and be

ready for future recovery.

commitments where FCV is prioritized, such as the

IDA19 Replenishment, the IBRD and IFC Capital

Increase package, the FY20-22

HR Strateg , a d MIGA’s

FY21-23 Strategy;

Helping countries transition out of fragility,

through FCV country and regional programs; and

through analytics and operations in FCV impacted

promoting approaches that can renew the social

contract between citizens and the state, foster a

healthy local private sector, and strengthen the

legitimacy and capacity of core institutions.

countries.

For more information on the World Bank Group

Fragility, Conflict, and Violence 2020

–

2025 Strategy,

please consult this link:

http://documents.worldbank.org/curated/en/8328215

82824032543/pdf/Executive-Summary.pdf.

Mitigating the spillovers of FCV

to support countries

and the most vulnerable and marginalized

communities that are impacted by cross-border crises,

such as forced displacement or shocks resulting from

famines, pandemics, and climate and environmental

challenges.