[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-112294-en":3,"doc-seo-112294-105":29,"detail-sidebar-cat-0-en-105":91},{"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":20,"is_deleted":4,"is_public":20,"is_downloadable":20,"audit_status":20,"page_count":21,"language":22,"language_code":23,"site_id":24,"html_lang":23,"table_of_contents":25,"faqs":26,"seo_title":13,"seo_description":14,"update_tm":27,"read_time":28},112294,3848291630094,"Emma Wilson","https://eur-avatar.wpscdn.com/davatar_085a072bc5b1113ac321206ff7593b45",8,"Research & Report","A World Bank Group Strategy for Engaging in Fragility, Conflict and Violence Affected Settings - 2026-2030 - Strategic agenda","Fragility, conflict, and violence (FCV) increasingly shape global development results, with FCV-affected countries surpassing half of the world’s people living in extreme poverty. The strategy links these shifts to changing conflict dynamics, overlapping global stressors, and major spillovers across borders and economies. It focuses 2026–2030 on implementing a jobs and wealth-creation agenda, using differentiated delivery and One WBG coordination. The approach strengthens knowledge, operational tools, partnerships, staffing, and internal accountability to sustain large-scale employment in FCV settings.","Pub lic Disclosure Authorized Pub lic Disclosure Authorized Pub lic Disclosure Authorized Pub lic Disclosure Authorized  \nA World Bank Group Strategy for Engaging  \nin Fragility, Conflict and Violence Affected Settings  \n(2026-2030)  \n© 2026 International Bank for Reconstruction and Development / The World Bank  \n1818 H Street NW Washington DC 20433 Telephone: 202-473-1000  \n[Internet: www.worldbank.org](Internet: www.worldbank.org)  \nThis work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent.  \nThe World Bank does not guarantee the accuracy, completeness, or currency of the data included in this work and does not assume responsibility for any errors, omissions, or discrepancies in the information, or liability with respect to the use of or failure to use the information, methods, processes, or conclusions set forth. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries.  \nNothing herein shall constitute or be construed or considered to be a limitation upon or waiver of the privileges and immunities of The World Bank, all of which are specifically reserved.  \nRights and Permissions  \nThe material in this work is subject to copyright. Because The World Bank encourages dissemination of its knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given.  \nAny queries on rights and licenses, including subsidiary rights, should be addressed to World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; e-mail: [pubrights@worldbank.org](pubrights@worldbank.org).  \nDesign: Will Kemp, GCS, World Bank Group  \nContents  \nExecutive Summary 1  \nAnticipate better 3  \nAdopt a differentiated approach 3  \nDeliver as One WBG on the jobs agenda 4  \nEnhance the WBG knowledge, operational toolkit, partnerships, and staffing 5  \nImplementing corporate and sectoral initiatives 6  \nHolding ourselves accountable 7  \n1 Why a New FCV Strategy? 13  \nSuccess in FCV-affected countries is increasingly critical to achieving the WBG’s mission 13  \nImplementing the jobs agenda in FCV-affected countries requires tailored approaches 14  \nLessons have been learned 17  \n2 Operationalizing Four Strategic Shifts 21  \nAnticipate better 21  \nAdopt a differentiated approach 26  \nDeliver as One WBG on the jobs agenda 34  \nEnhance the WBG knowledge, operational toolkit, partnerships, and staffing 38  \n3 Implementing Corporate and Sectoral Initiatives 47  \n4 Holding Ourselves Accountable 53  \nAnnex 1: Internal processes to institutionalize the  \ndifferentiated approach 58  \nAnnex 2: Implementing corporate initiatives in FCV settings 63  \nExecutive Summary  \nFragility, conflict, and violence (FCV) have become central determinants of global development outcomes. In 2024, for the first time, FCV-affected countries accounted for more than half of the people living in extreme poverty. This shift has far-reaching implications for poverty reduction, international security, and development cooperation. Implementing a jobs-and wealth-creation agenda in FCVaffected countries is critical to rebooting the long-term global decline in extreme poverty.  \nThe nature of FCV has changed. Conflict is not confined to a set of low-income, low-capacity countries: it affects countries at all income levels, through interstate and civil wars, coups, political upheaval, organized crime, and sub-national insecurity. These dynamics increasingly overlap with other global stresses—climate change, pandemics, debt distress—creating mutually reinforcing risks. Spillovers are comm","cbCaioWXwn6SXfyM","https://ap.wps.com/l/cbCaioWXwn6SXfyM","pdf",958717,1,76,"English","en",105,"# Executive Summary\n## Anticipate better\n## Adopt a differentiated approach\n## Deliver as One WBG on the jobs agenda\n## Enhance the WBG knowledge, operational toolkit, partnerships, and staffing\n## Implementing corporate and sectoral initiatives\n## Holding ourselves accountable\n# 1 Why a New FCV Strategy?\n## Success in FCV-affected countries is increasingly critical to achieving the WBG’s mission\n## Implementing the jobs agenda in FCV-affected countries requires tailored approaches\n## Lessons have been learned\n# 2 Operationalizing Four Strategic Shifts\n## Anticipate better\n## Adopt a differentiated approach\n## Deliver as One WBG on the jobs agenda\n## Enhance the WBG knowledge, operational toolkit, partnerships, and staffing\n# 3 Implementing Corporate and Sectoral Initiatives\n# 4 Holding Ourselves Accountable\n# Annex 1: Internal processes to institutionalize the differentiated approach\n# Annex 2: Implementing corporate initiatives in FCV settings","[{\"question\":\"Why is the World Bank Group launching a new FCV strategy for 2026-2030?\",\"answer\":\"FCV-affected countries now represent a majority of people living in extreme poverty, making FCV outcomes central to the World Bank Group’s mission. The strategy responds to changing conflict patterns and rising, interacting global risks.\"},{\"question\":\"How does the strategy link FCV with jobs and wealth creation?\",\"answer\":\"Jobs are positioned as the most durable pathway to raise incomes and dignity in FCV settings. The strategy emphasizes large-scale employment to reduce frustration, social tensions, and conflict risks.\"},{\"question\":\"What are the four strategic shifts the strategy operationalizes?\",\"answer\":\"The strategy operationalizes: (1) anticipate better, (2) adopt a differentiated approach, (3) deliver as One WBG on the jobs agenda, and (4) enhance knowledge, the operational toolkit, partnerships, and staffing.\"}]",1784494177,192,{"code":4,"msg":30,"data":31},"ok",{"site_id":24,"language":23,"slug":32,"title":13,"keywords":33,"description":14,"schema_data":34,"social_meta":86,"head_meta":88,"extra_data":90,"updated_unix":27},"a-world-bank-group-strategy-for-engaging-in-fragility-conflict-and-violence-affected-settings-2026-2030-strategic-agenda","",{"@graph":35,"@context":85},[36,53,68],{"@type":37,"itemListElement":38},"BreadcrumbList",[39,43,47,50],{"item":40,"name":41,"@type":42,"position":20},"https://docshare.wps.com","Home","ListItem",{"item":44,"name":45,"@type":42,"position":46},"https://docshare.wps.com/document/","Document",2,{"item":48,"name":12,"@type":42,"position":49},"https://docshare.wps.com/document/research-report/",3,{"item":51,"name":13,"@type":42,"position":52},"https://docshare.wps.com/document/a-world-bank-group-strategy-for-engaging-in-fragility-conflict-and-violence-affected-settings-2026-2030-strategic-agenda/112294/",4,{"url":51,"name":13,"@type":54,"author":55,"headline":13,"publisher":57,"fileFormat":60,"inLanguage":23,"description":14,"dateModified":61,"datePublished":62,"encodingFormat":60,"isAccessibleForFree":63,"interactionStatistic":64},"DigitalDocument",{"name":9,"@type":56},"Person",{"url":40,"name":58,"@type":59},"DocShare","Organization","application/pdf","2026-07-20","2026-07-19",true,{"@type":65,"interactionType":66,"userInteractionCount":20},"InteractionCounter",{"@type":67},"ViewAction",{"@type":69,"mainEntity":70},"FAQPage",[71,77,81],{"name":72,"@type":73,"acceptedAnswer":74},"Why is the World Bank Group launching a new FCV strategy for 2026-2030?","Question",{"text":75,"@type":76},"FCV-affected countries now represent a majority of people living in extreme poverty, making FCV outcomes central to the World Bank Group’s mission. 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