A Refreshed WBG Strategy for Engaging in FCV Settings

More than half of the world’s extreme poor live in countries affected by Fragility Conflict and Violence (FCV). Recognizing that success in FCV contexts is essential to achieving our development mandate, the WBG is refreshing its FCV strategy.

In Phase I, from January to December 2025, the FCV team engaged with over a hundred constituencies —including civil society, academia, think tanks, private sector representatives, shareholders, UN constituencies, client governments, and other MDBs — to garner valuable input for the upcoming strategy. These engagements helped define the strategic directions. See details: Towards a Refreshed WBG Strategy for Engaging in FCV Settings.

Consultations for Phase II have now concluded. The team is currently working on an operationalization plan, to be delivered in Spring 2026. This plan is informed by written feedback received through this online platform and will be further complemented by continued face‑to‑face engagement with stakeholders.

Consultations for Phase II have now concluded.

A consistent message has emerged in our Phase I engagements: while it is essential for the World Bank Group to maintain its engagement in FCV contexts, there is a pressing need to operate with greater flexibility and agility, particularly in response to declining Official Development Assistance. Other key recommendations include prioritizing prevention, strengthening partnerships, supporting private sector involvement to drive job creation, and expanding on-the-ground presence in FCV contexts.

You can access the presentation Towards a Refreshed WBG Strategy for Engaging in FCV Settings. Below is an overview of four strategic shifts:

1. Anticipate better. Improve forecasting and monitoring of country-level FCV risks, including through AI-enabled tools, and institutionalize risk monitoring and management processes to surface emerging risks and adjust country programs accordingly.

2. Adopt a differentiated approach. The WBG remains committed to engaging across the spectrum of FCV contexts but will be more intentional about calibrating resources to maximize lasting development outcomes. The Refreshed Strategy will develop a decision-making framework to inform engagement in FCV settings and align WBG financing with operating conditions and potential for sustainable development impact.

3. Deliver on the jobs agenda in FCV. Focus on supporting private sector development for job creation, including: (i) promoting private investments—both domestic and foreign direct investment where possible—in job-rich sectors, including through flagship WBG platforms such as M300 and AgriConnect; and (ii) supporting domestic MSMEs to sustain jobs, provide essential goods and services, and lay a foundation for future private investment opportunities.

4. Strengthening our operational toolkit, partnerships, and talent. We are considering introducing a systematic review process— “FCV sensitivity tag”—to ensure that risks related to FCV are consistently identified and mitigated across all operations. In FCV settings, we are also considering providing intensive client support for operations, for example for procurement. Additionally, we will pursue mission-driven partnerships, especially when it comes to areas such as security and access to justice to align with country contexts and government reform priorities.

 
FCV Strategy Consultations

RELATED

Jan 05, 2026