[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-112285-en":3,"doc-seo-112285-105":28,"detail-sidebar-cat-0-en-105":88},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":4,"category_id":11,"category_name":12,"doc_title":13,"doc_description":14,"doc_content":15,"file_id":16,"file_url":17,"file_type":18,"file_size":19,"view_count":4,"is_deleted":4,"is_public":20,"is_downloadable":20,"audit_status":20,"page_count":20,"language":21,"language_code":22,"site_id":23,"html_lang":22,"table_of_contents":24,"faqs":25,"seo_title":13,"seo_description":14,"update_tm":26,"read_time":27},112285,3848291630094,"Emma Wilson","https://eur-avatar.wpscdn.com/davatar_085a072bc5b1113ac321206ff7593b45",8,"Research & Report","A WBG Strategy for Engaging in FCV Settings (2026-2030) - Chair Summary - June 2, 2026","The Chair Summary records Executive Directors’ support for the WBG FCV Strategy 2026-2030, describing key strategic shifts and framing the strategy as mission-critical for the institution. It highlights calls to better anticipate and manage FCV risks, adopt a differentiated approach across FCV situations, and calibrate programs and financing to on-the-ground realities while exhausting all viable pathways to lasting development impact. It also emphasizes institutional fragility, coordination with the IMF, human resources measures, attention to gender, climate, and governance, and commitments to annual implementation updates, systematic tracking and reporting, and a mid-term review by end-2028 plus an IEG evaluation at the close.","Public Disclosure Authorized Public Disclosure Authorized  \nA WBG Strategy for Engaging in FCV Settings (2026-2030)  \nChair Summary*  \nJune 2, 2026  \nExecutive Directors expressed strong support for the WBG FCV Strategy 2026-2030, includingthe key strategic shifts, underscoring that the Strategy is mission-critical for the WBG.  \nDirectors supported Management to better anticipate and manage FCV risks in fragile countries, before they fully materialize. They welcomed the adoption of a differentiated approach across FCV situations to calibrate WBG programs and financing to the realities on the ground, support trajectory-shifting actions, and maximize the potential for lasting development impact. They emphasized the importance of institutional fragility and of engaging with client countries and discussing with the Board before making decisions on downward calibration, highlighting that all viable pathways to lasting impact should be exhausted and remaining engaged should continue tobe prioritized.  \nDirectors welcomed the stronger description of the one WBG approach, including the roles ofIFCand MIGA in FCV. Directors expressed support for working on IFC 2030 and MSMEs strategies with impact in FCV settings in focus. Directors requested continued attention to institutional fragility in developing FCV country lists and coordinating with the IMF.  \nDirectors underlined the importance of delivering on proposed human resources-related measures to attract, develop, and staffing in FCV settings, and looked forward to updates on staffing, budget and change of behavior on the ground in the FCV settings. Directors urged that topics like gender, climate and governance continue to be paid attention to.  \nDirectors commended WBG Management for the constructive and inclusive engagement process, and for incorporating the Board’s input and lessons learned from IEG evaluations. They encouraged Management to develop clear guidance to support teams implementing the strategy, with greater attention to security context and spending. They welcomed Management’s commitment to provide annual updates on the implementation of the FCV Strategy and to strengthen systematic tracking and reporting to the Board, including the Corporate Scorecard, FCV-related results under key Strategic Initiatives, and country program outcomes in FCVaffected settings. They also welcomed the commitment to complete a Mid-Term Review by end- 2028 and an IEG evaluation at the close of the implementation period.  \n*This Summary is not an approved record.","cbCaidubgII0exq9","https://ap.wps.com/l/cbCaidubgII0exq9","pdf",91302,1,"English","en",105,"# Executive Directors’ Support\n## Strategic shifts and differentiated approach\n## Anticipating and managing FCV risks\n## Institutional fragility and engagement with clients\n## Roles of IFC and MIGA in FCV\n## Human resources, staffing, and priority topics\n## Implementation guidance and monitoring","[{\"question\":\"What is the overall stance of Executive Directors toward the WBG FCV Strategy 2026-2030?\",\"answer\":\"Executive Directors expressed strong support, underscoring the strategy as mission-critical for the WBG and endorsing the key strategic shifts.\"},{\"question\":\"How do Directors suggest the WBG manage FCV risks and calibrate programs?\",\"answer\":\"They urge better anticipation and management of FCV risks in fragile countries, using a differentiated approach to calibrate WBG programs and financing to real conditions, while supporting trajectory-shifting actions.\"},{\"question\":\"What implementation and oversight commitments are highlighted in the Summary?\",\"answer\":\"Directors welcome annual updates, stronger tracking and reporting (including the Corporate Scorecard and FCV-related results), and a Mid-Term Review by end-2028 plus an IEG evaluation at the end of the implementation period.\"}]",1784494129,3,{"code":4,"msg":29,"data":30},"ok",{"site_id":23,"language":22,"slug":31,"title":13,"keywords":32,"description":14,"schema_data":33,"social_meta":83,"head_meta":85,"extra_data":87,"updated_unix":26},"a-wbg-strategy-for-engaging-in-fcv-settings-2026-2030-chair-summary-june-2-2026","",{"@graph":34,"@context":82},[35,51,65],{"@type":36,"itemListElement":37},"BreadcrumbList",[38,42,46,48],{"item":39,"name":40,"@type":41,"position":20},"https://docshare.wps.com","Home","ListItem",{"item":43,"name":44,"@type":41,"position":45},"https://docshare.wps.com/document/","Document",2,{"item":47,"name":12,"@type":41,"position":27},"https://docshare.wps.com/document/research-report/",{"item":49,"name":13,"@type":41,"position":50},"https://docshare.wps.com/document/a-wbg-strategy-for-engaging-in-fcv-settings-2026-2030-chair-summary-june-2-2026/112285/",4,{"url":49,"name":13,"@type":52,"author":53,"headline":13,"publisher":55,"fileFormat":58,"inLanguage":22,"description":14,"dateModified":59,"datePublished":59,"encodingFormat":58,"isAccessibleForFree":60,"interactionStatistic":61},"DigitalDocument",{"name":9,"@type":54},"Person",{"url":39,"name":56,"@type":57},"DocShare","Organization","application/pdf","2026-07-19",true,{"@type":62,"interactionType":63,"userInteractionCount":4},"InteractionCounter",{"@type":64},"ViewAction",{"@type":66,"mainEntity":67},"FAQPage",[68,74,78],{"name":69,"@type":70,"acceptedAnswer":71},"What is the overall stance of Executive Directors toward the WBG FCV Strategy 2026-2030?","Question",{"text":72,"@type":73},"Executive Directors expressed strong support, underscoring the strategy as mission-critical for the WBG and endorsing the key strategic shifts.","Answer",{"name":75,"@type":70,"acceptedAnswer":76},"How do Directors suggest the WBG manage FCV risks and calibrate programs?",{"text":77,"@type":73},"They urge better anticipation and management of FCV risks in fragile countries, using a differentiated approach to calibrate WBG programs and financing to real conditions, while supporting trajectory-shifting actions.",{"name":79,"@type":70,"acceptedAnswer":80},"What implementation and oversight commitments are highlighted in the Summary?",{"text":81,"@type":73},"Directors welcome annual updates, stronger tracking and reporting (including the Corporate Scorecard and FCV-related results), and a Mid-Term Review by end-2028 plus an IEG evaluation at the end of the implementation period.","https://schema.org",{"og:url":49,"og:type":84,"og:title":13,"og:site_name":56,"og:description":14},"article",{"robots":86,"canonical":49},"index,follow",{"doc_id":7,"site_id":23},{"code":4,"msg":5,"data":89},[90,94,98,102,107,112,117,120,125,128,132],{"id":20,"doc_module":4,"doc_module_name":44,"category_name":91,"show_sort_weight":92,"slug":93},"Story & Novel",90,"story-novel",{"id":45,"doc_module":4,"doc_module_name":44,"category_name":95,"show_sort_weight":96,"slug":97},"Literature",80,"literature",{"id":50,"doc_module":4,"doc_module_name":44,"category_name":99,"show_sort_weight":100,"slug":101},"Exam",70,"exam",{"id":103,"doc_module":4,"doc_module_name":44,"category_name":104,"show_sort_weight":105,"slug":106},5,"Comic",60,"comic",{"id":108,"doc_module":4,"doc_module_name":44,"category_name":109,"show_sort_weight":110,"slug":111},6,"Technology",50,"technology",{"id":113,"doc_module":4,"doc_module_name":44,"category_name":114,"show_sort_weight":115,"slug":116},7,"Healthcare",40,"healthcare",{"id":11,"doc_module":4,"doc_module_name":44,"category_name":12,"show_sort_weight":118,"slug":119},30,"research-report",{"id":121,"doc_module":4,"doc_module_name":44,"category_name":122,"show_sort_weight":123,"slug":124},9,"Religion & Spirituality",20,"religion-spirituality",{"id":123,"doc_module":4,"doc_module_name":44,"category_name":126,"show_sort_weight":123,"slug":127},"World Cup","world-cup",{"id":129,"doc_module":4,"doc_module_name":44,"category_name":130,"show_sort_weight":129,"slug":131},10,"Lifestyle","lifestyle",{"id":133,"doc_module":4,"doc_module_name":44,"category_name":134,"show_sort_weight":103,"slug":135},19,"General","general"]