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Croatia: Justice Sector Support Project (PPAR)

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Croatia has one of the highest per capita incomes ($15,870 in 2018) among World Bank borrowers. It has a small population (4.179 million in 2019) and a large tradable goods sector; imports and exports accounted for 48.8 and 51.1 percent, respectively, of the gross domestic product in 2017. In 2013, Croatia joined the European Union (EU) as the 28th member state. Since then, the country has reaped Show MoreCroatia has one of the highest per capita incomes ($15,870 in 2018) among World Bank borrowers. It has a small population (4.179 million in 2019) and a large tradable goods sector; imports and exports accounted for 48.8 and 51.1 percent, respectively, of the gross domestic product in 2017. In 2013, Croatia joined the European Union (EU) as the 28th member state. Since then, the country has reaped significant benefits from EU transfers. The World Bank Group provided substantial support to help Croatia align with EU policies and to strengthen the public sector’s capacity to administer and absorb EU funding. Compared with most peer countries in the EU, Croatia has weaker governance, a less business-friendly environment for investment and entrepreneurship, and relatively weak human capital indicators (World Bank 2018b).The project development objective (PDO) was to improve the efficiency of Croatia’s justice system. The project was restructured in 2013 and 2015, but the PDO remained unchanged. The rationale for the Justice Sector Support Project (JSSP) was that the efficiency of the justice system was hampered by the large existing case backlog in the court system, poor court infrastructure, poor enforcement of judgments, and in 2015, a weak personal bankruptcy framework. An additional factor, although part of the neither PDO nor of Croatia’s pre-accession requirements to the European Commission, was to address concerns expressed by the European Union (EU in their annual country reports. The EU stated that the Croatian justice sector had several deficiencies related to court performance that needed to be addressed once accession had occurred. Ratings for the Justice Sector Support Project are as follows: Outcome was moderately satisfactory, Overall efficacy was substantial, Bank performance was moderately unsatisfactory, and Quality of monitoring and evaluation was modest. This assessment offers the following lessons: (i) At the design stage, a diagnostic assessment of the main contributors to court backlogs and consultations with major stakeholders could have informed project design to address other important constraints to achieving the PDO. (ii) When infrastructure works need to be ready for implementation at project start-up, it is important to verify that this is the case in advance. (iii) Delays in critical reviews during project implementation can compromise midterm corrections. (iv) When elections are in the near future, continuity risks can be attenuated by briefing key opposition politicians on the rationale for a project.

Addressing the ‘Infodemic’ to cope with the COVID-19 (Coronavirus) pandemic

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Coronavirus infodemia concept illustration. Sad Woman standing with mobile phone full of news and warnings about economy crisis and COVID 19 outbreak
In addition to tackling the COVID-19 pandemic, governments and professionals responsible for monitoring the progress of policies and evaluating their impact face a phenomenon that has particularly intensified in this crisis: that of an infodemic — a flood of information, some accurate and some not. As governments and average citizens face difficult decisions in the trade-off between protecting Show MoreIn addition to tackling the COVID-19 pandemic, governments and professionals responsible for monitoring the progress of policies and evaluating their impact face a phenomenon that has particularly intensified in this crisis: that of an infodemic — a flood of information, some accurate and some not. As governments and average citizens face difficult decisions in the trade-off between protecting public health while preserving the economy and livelihoods, this flood of information makes it hard to find trustworthy sources and reliable guidance when they are needed the most. To help address this challenge, Clear Lusophone Africa and Brazil (LAB) officially launched the Monitor de Evidências Covid-19 (COVID-19 Evidence Monitor) during gLocal Evaluation Week 2020 that wrapped up earlier this month. Our aim is to provide our partners in government and the evaluation community, along with the various segments of society in the countries where we work, with a source of reliable information to support evidence-based decision making. Misinformation can lead to a great deal of harm, and many organizations, such as the UN, are now officially fighting it. On the brighter side, however, knowledge-production and information-sharing has skyrocketed. Technology giants have signed the Open COVID Pledge, making their intellectual property available free-of-charge under open license. Major scientific publications such as Elsevier and Springer have given free access to research related to the new coronavirus. Many relevant magazines and newspaper globally have also taken down their paywalls for their pandemic coverage - a decision that has often led to new subscribers. The  main role of the Monitor de Evidências Covid-19 is to help our audience navigate the infodemic associated with the new coronavirus crisis by curating  qualified, relevant, and evidence-based content from around the world about various topics, such as the economy, labor market, social policy, education, health, and early childhood, among others. The next step is to organize this data-gathering from multilateral bodies, governments, think tanks, and academic institutions into an online repository and make it available to our audience — public leaders, policy makers, academics, students, and so on, in Lusophone Africa and Brazil — through our social media channels and a brand new weekly newsletter, which is now available for subscriptions. For the next few months, the Monitor de Evidências Covid-19 will also add regular reviews of the evidence-based, curated content to the online repository. All communications products provided by the Monitor will be delivered in Portuguese, making it easier for our community to access quality knowledge and use it in their everyday work in the policy arena.  By focusing our efforts on filtering trustworthy sources and information, we expect to provide reliable guidance to professionals and the public at large seeking evidence to make decisions in these uncertain times of the COVID-19 pandemic and contribute to make them less susceptible to the toxic aspects of the infodemic phenomenon. This initiative is also part of the  commitments and efforts of the CLEAR global network to promote the planning and implementation of evidence-based public policies. It is an assertive way of strengthening systems and capacities for monitoring and evaluation, which will be a key element to produce the most effective and efficient responses to the new challenges posed by the current crisis.

Pakistan: First and Second Programmatic Fiscally Sustainable and Inclusive Growth Development Policy Credit (PPAR)

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This Project Performance Assessment Report evaluates a programmatic series of two development policy operations for Pakistan. The series was the World Bank’s first policy-based operation in Pakistan in more than a decade. The project development objective was to (a) foster private and financial sector development to bolster economic growth, and (b) mobilize revenue while expanding fiscal space to Show MoreThis Project Performance Assessment Report evaluates a programmatic series of two development policy operations for Pakistan. The series was the World Bank’s first policy-based operation in Pakistan in more than a decade. The project development objective was to (a) foster private and financial sector development to bolster economic growth, and (b) mobilize revenue while expanding fiscal space to priority social needs”. The objective was matched by two policy areas. The first policy area covered reforming trade tariffs, privatizing state-owned enterprises, improving business registration, developing the microinsurance sector, and improving the availability of credit information. The second policy area covered improving revenue performance and enhancing the social safety net program. Ratings for the First and Second Programmatic Fiscally Sustainable and Inclusive Growth Development Policy Credits are as follows: Outcome was moderately satisfactory, Risk to development outcome was high, Bank performance was moderately satisfactory, Borrower performance was moderately unsatisfactory, and Quality of M&E was modest. This PPAR offers the following lessons: (i) In Pakistan, the World Bank reengagement with development policy lending after a long break benefited from a longer-term strategy (or program) that provides for several interrelated DPCs, a large and relevant technical assistance program, and close cooperation with the IMF. (ii) Dividing important sectoral issues among separate operations could be an effective strategy when the government is facing multiple reform challenges. (iii) Political economy analysis and communication support related to politically sensitive reforms were insufficient.

Independent Evaluation Group and École nationale d'administration publique formalize collaboration towards building a new global partnership

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Independent Evaluation Group and École nationale d'administration publique formalize collaboration towards building a new global partnership
The World Bank's Independent Evaluation Group (IEG) and the École nationale d'administration publique (ENAP) have signed a Memorandum of Understanding (MOU) to pool resources and expertise to meet the global demand for stronger monitoring and evaluation capacity.  Working together, they will be in a much stronger position to meet this demand in key regions, including Francophone Africa, Show MoreThe World Bank's Independent Evaluation Group (IEG) and the École nationale d'administration publique (ENAP) have signed a Memorandum of Understanding (MOU) to pool resources and expertise to meet the global demand for stronger monitoring and evaluation capacity.  Working together, they will be in a much stronger position to meet this demand in key regions, including Francophone Africa, North America and the Caribbean, and the Middle East and North African regions.   The agreement comes at a time when there is a great need for evaluation capacity building around the world, which no single organization can meet on its own. Formalizing the collaboration between IEG and ENAP will enable the two institutions to work together to share knowledge and lessons learned, coordinated their efforts and expertise, and capitalize on their respective networks to advance evaluation capacity development in key areas of the world. The collaboration will help expand the delivery of ENAP's Programme International de formation en évaluation du développement (PIFED) to geographic and linguistic spaces that remain currently under-served. Watch IEG Director-General Alison Evans and ENAP Director-General Guy LaForest introduce this new collaboration for global evaluation capacity development. {"preview_thumbnail":"/sites/default/files/Data/styles/video_embed_wysiwyg_preview/public/video_thumbnails/oi7W5IK2YkQ.jpg?itok=GtdFWLJh","video_url":"https://youtu.be/oi7W5IK2YkQ","settings":{"responsive":0,"width":"854","height":"480","autoplay":0},"settings_summary":["Embedded Video (854x480)."]}  "This agreement will allow ENAP and IEG to go much farther in building and developing evaluation capacity in developing countries," said Guy Laforest, the Executive Director of ENAP. “I am pleased that our school's expertise in evaluation is now available on a wider scale, especially in this year of the 10th anniversary of the PIFED.” “IEG looks forward to strengthening its partnership with ENAP in order to generate synergies and thus extend the impact of the monitoring and evaluation support programs of our two institutions,” said Alison Evans, the Director General of IEG. “This partnership will enable us to support more governments and institutions in strengthening their systems and capacity to support data-based decision-making and results-based information, and thus accelerate their progress towards the sustainable development goals (SDGs).” As a step towards signing the MoU, ENAP hosted an event during the 2020 gLOCAL Evaluation Week, which took place from June 1 to 5, and was organized by IEG and the CLEAR Initiative. ENAP held a joint panel with the Francophone Evaluation Network of Canada and International Program for Development Evaluation Training (IPDET) on the theme "The Online Transition of Pandemic Assessment Capacity Building Practices: Challenges, Opportunities and Limits" in which hundreds of people participated. Note: This is a translated version of the original news story in French. Sign up to receive updates about the growing global partnership to close the gap in monitoring and evaluation capacity worldwide.  

Bangladesh Country Program Evaluation (Approach Paper)

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The Country Program Evaluation (CPE) for Bangladesh aims to assess the development effectiveness of the World Bank Group’s engagement with Bangladesh during the last 10 years (fiscal year [FY]11–20). The CPE will review the extent to which the Bank Group contributed to Bangladesh’s development outcomes. In so doing, it will assess the extent to which Bank Group support was aligned with the Bank Show MoreThe Country Program Evaluation (CPE) for Bangladesh aims to assess the development effectiveness of the World Bank Group’s engagement with Bangladesh during the last 10 years (fiscal year [FY]11–20). The CPE will review the extent to which the Bank Group contributed to Bangladesh’s development outcomes. In so doing, it will assess the extent to which Bank Group support was aligned with the Bank Group’s corporate twin goals—ending extreme poverty and boosting shared prosperity—and with International Development Association (IDA) priorities. It also will assess how that support adapted over the evaluation period to changing circumstances and priorities. It will cover two country engagement cycles as defined in the Country Assistance Strategy (CAS) for FY11–15 and the Country Partnership Framework (CPF) for FY16–21.

Georgia: Secondary and Local Roads Project and Kakheti Regional Roads Improvement Project (PPAR)

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Trade is important for Georgia’s economy, and good transport links are essential to promote and sustain it. Roads are the main mode of transport in the country. Therefore, upgrading and managing roads adequately is vital to sustained economic growth. These two projects were the first World Bank projects that focused on secondary and local roads in the country. Previous operations focused on Show MoreTrade is important for Georgia’s economy, and good transport links are essential to promote and sustain it. Roads are the main mode of transport in the country. Therefore, upgrading and managing roads adequately is vital to sustained economic growth. These two projects were the first World Bank projects that focused on secondary and local roads in the country. Previous operations focused on highways and other transport modes. Secondary and local roads both support the country’s economy by providing access to agriculture areas and tourism sites and are important to improving people’s living standards by facilitating access to markets and services, for example. The key finding of this Project Performance Assessment Report is that the two projects contributed to improved road management in Georgia linked to strong government commitment and continuous World Bank support, though results were limited for certain project components mainly because of design and implementation shortcomings. Ratings for the Secondary and Local Roads Project are as follows: Outcome was moderately satisfactory, Risk to development outcome was moderate. Bank performance was moderately satisfactory, and Borrower performance was satisfactory. Kakheti Regional Roads Improvement Project ratings are as follows: Outcome was satisfactory, Risk to development outcome was modest, Bank performance was moderately satisfactory, and Borrower performance was satisfactory. This assessment offers the following key lessons of experience: (i) It is impossible to implement a holistic road safety approach through a small, regional project without the formal involvement of key road safety stakeholders, (ii) A sustained engagement on road safety over time can help transform the road safety culture in a country, (iii) Upgrading a road that is barely passable can make it less safe despite the implementation of road safety engineering measures. (iv) Measuring improved road safety resulting from project interventions requires a carefully designed approach. (v) The successful introduction of performance-based maintenance and rehabilitation contracts requires contractors to be aware of the paradigm shift such contracts imply to avoid financial losses.

The World Bank and global collaboration: Lessons for the COVID-19 (coronavirus) response

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The World Bank and global collaboration: Lessons for the COVID-19 (coronavirus) response
The coronavirus pandemic (COVID-19) calls for an international response. But when and why does collective action work best? We studied the World Bank Group’s global collaborations to find out. The global health ecosystem is complex, with many actors, initiatives and competing priorities. The World Bank has been navigating this landscape and supporting a wide spectrum of collaborations for Show MoreThe coronavirus pandemic (COVID-19) calls for an international response. But when and why does collective action work best? We studied the World Bank Group’s global collaborations to find out. The global health ecosystem is complex, with many actors, initiatives and competing priorities. The World Bank has been navigating this landscape and supporting a wide spectrum of collaborations for decades. In the early 2000s, the Bank helped create the Global Fund and GAVI, the Vaccine Alliance. Since then, the Bank has found itself contributing to important global public health issues, including responding to many epidemics that are now household names – SARS, MERS, Ebola, Avian Flu, and others. Unlike these past epidemics, the COVID-19 pandemic has rapidly morphed into a global health and economic crisis. Addressing the multiple impacts of the pandemic will require collective action on a greater scale and bringing together, or convening, multiple actors to draw on their respective comparative advantages. Lessons from Evaluating “the World’s bank” The Independent Evaluation Group recently finished a major evaluation of the World Bank Group’s global convening. Though the report was wrapped up just before the COVID-19 outbreak, some of its key findings and recommendations are relevant to the global response: We found high demand for the World Bank Group’s global convening. The high demand is because partners see the need to come together to develop joint solutions to pressing challenges and trust the Bank Group to do a good job. Trust is always important in a crisis. Now, more than ever, people look for experts and organizations that they can trust to lead. Several factors drive effectiveness. Our evaluation found that the Bank Group’s convening is more likely to be effective when global partners share a common understanding and sense of urgency that collective action is needed; internal capacities are strong; and initiatives have clear objectives, links to country programs, and sustained engagement. These conditions are all present for the World Bank Group’s COVID-19 response. There is value in focus and continuity. A clear sense of the specific goals of the Bank Group’s convening and the scope of its engagements are essential foundations for effective global work.  If an organization, any organization, tries to do everything, it does nothing well. If debt relief for the poorest countries is the key goal, stick to that goal for some time. Don’t introduce too many competing goals, and don’t abandon the goal before it is within sight. Set goals and track progress. The Bank Group often does not give itself enough credit for the results of its global work. When there often are no clear goals for the global work, and no tracking of progress, reporting the results becomes impossible. It would help the World Bank Group to better track, assess, and report the results of its global work. Manage tensions between – and within – organizations. There is some degree of tension and competition over roles and mandates in the global community. Tension may arise with other organizations as both they and the World Bank Group seek, or are perceived to seek, pieces of the COVID-19 agenda and the organizational prestige that comes from being at the forefront of the crisis response. Also, inside the World Bank, units may compete to stake out their piece of the action. Tensions are not necessarily a bad thing, but they do need to be managed. An understanding of when collective action works best and why, with the same focus on results applied to global and other work, will help lay the foundations for even more effective joint efforts to address a host of global challenges. A recent IEG evaluation traces the successes of international collaboration in tackling global challenges.   Laying the groundwork for global teamwork Digging down into the initiatives that are at the forefront to help developing countries cope with COVID-19, reveals many of the footprints of the World Bank Group’s global work. These build on years of concerted effort setting up partnerships, cooperation platforms, data exchanges, and financial mechanisms that allow countries and organizations to join forces on shared problems. Recent examples are the Global Preparedness Monitoring Board, which was co-convened by the Bank and WHO to ensure preparedness for global health crises, and the Coalition for Epidemic Preparedness Innovations (CEPI), a global mechanism to finance and co-ordinate vaccine development for which the World Bank is a trustee. While these were launched in 2018 and 2017 respectively, they are in fact the fruits of the World Bank’s focused and sustained global engagements in health.  The G20’s push for bilateral debt relief for poor countries, to free up resources to cope with the impacts of the coronavirus, is another example of current global convening. This can be traced back to the World Bank Group’s and the International Monetary Fund’s convening of G20 member countries over many years, working on debt relief, crisis responses and diverse initiatives in many sectors. The global effort to address the COVID-19 pandemic will face many more challenges, and drawing on lessons from past experiences of convening can help individual actors navigate the complex terrain of collective action. The World Bank plays a large convening role in global health issues. Learn more in Appendix F of The World’s Bank: An Evaluation of the World Bank Group’s Global Convening. Read the full evaluation   Image Credit: adapted from shutterstock/ GoodStudio and shutterstock/ Marish

IEG Work Program and Budget (FY21) and Indicative Plan (FY22-23)

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IEG will build on the strategic framework it adopted in FY 20, centering its work program around 6 work streams on i) Gender, ii) Fragility, Conflict, and Violence (FCV), iii) Climate Change and Environmental Sustainability, iv) Mobilizing Finance for Development (MFD), v) Human Capital, and vi) Jobs, Growth, and Shared Prosperity, and 2 cross cutting themes on i) Governance and Institutions, and Show MoreIEG will build on the strategic framework it adopted in FY 20, centering its work program around 6 work streams on i) Gender, ii) Fragility, Conflict, and Violence (FCV), iii) Climate Change and Environmental Sustainability, iv) Mobilizing Finance for Development (MFD), v) Human Capital, and vi) Jobs, Growth, and Shared Prosperity, and 2 cross cutting themes on i) Governance and Institutions, and ii) the WBG’s Corporate Effectiveness. IEG will also maintain an increased and balanced focus on country level outcomes. To contribute meaningfully to the WBG response to the COVID-19 crisis, in the near term, IEG will update its pipeline evaluations to contextualize findings and lessons where relevant. IEG will also respond to WBG management requests for just in time notes that synthesize evidence and lessons from past evaluations to inform the crisis response, and IEG will provide on-demand M&E advice to WBG operational teams working on crisis related programs and play an active role in sharing relevant evaluative insights and lessons drawn from past crises. In the short to medium term, IEG will also conduct early stage evaluations of the WBG’s response to the crisis, intended to offer evidence useful to enhancing implementation effectiveness. In the medium to longer term, IEG will undertake ex post evaluations of the impact of the Bank Group’s response and lessons to inform future crisis response.

Addressing administrative data gaps in India to fight COVID-19 (coronavirus) and speed recovery

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Mumbai, Maharashtra, India,2020. Installing Aarogya Setu app on mobile phone under home quarantine. Launched by government of India for tracking prevention & testing of Coronavirus (Covid-19) pandemic
The authors work with CLEAR South Asia, hosted by Abdul Latif Jameel Poverty Action Lab (J-PAL), South Asia As the world moves to ease restrictions imposed for COVID-19, it is increasingly clear that we will need to learn to live with the virus for some time and make significant behavioral changes. Governments have a difficult role to play in balancing public health concerns with economic needs Show MoreThe authors work with CLEAR South Asia, hosted by Abdul Latif Jameel Poverty Action Lab (J-PAL), South Asia As the world moves to ease restrictions imposed for COVID-19, it is increasingly clear that we will need to learn to live with the virus for some time and make significant behavioral changes. Governments have a difficult role to play in balancing public health concerns with economic needs and are grappling with questions related to how and what to open. Apart from these immediate challenges there is a need to hasten the economic recovery and build greater resilience to fight future pandemics. India has made significant progress in the use of data to guide its strategies for coping with the impacts of the pandemic, a tool that will prove as useful for navigating the reopening. In view of its critical importance, CLEAR South Asia has been working with state governments in India to build capacity to collect and evaluate data better. The COVID-19 pandemic, more than ever, has demonstrated the value of data in addressing public health crises. Researchers in the US analyzed anonymized cell phone location data to understand which enterprises can be ‘super spreaders’. India Observatory has developed a GIS-enabled dashboard to show the movement of migrants in real time and to identify relief centers on their routes. Moreover, governments are using data in different forms for contract tracing and isolation. Good quality data, particularly administrative data, can become a vital tool for governments to plan reopening and rebuilding the economy.              Enlarge and download this infographic Administrative data, or admin data, which is data collected during routine transactions, can be a rich and inexpensive source of information to generate useful research, especially when data from different sources is combined (e.g. mobile signal data and incidence of disease) for easy use. However, in developing countries like India, there are significant challenges with regard to accessibility and usability of admin data, especially when government is the data provider, which limits its use. Access to admin data for research use in India is largely driven by individual champions rather than a comprehensive legal framework or protocols to govern access, storage, transfer and use in a transparent manner. In addition, there are constraints due to capacity and knowledge in making data available to researchers in a secure manner. For instance, ensuring a secure means of data transfer, determining sensitivity level of data fields, meta-data documentation, ability to anonymize data at source are a challenge for data providers, especially governments. Another barrier, particularly for government generated admin data, is its usability in terms of appropriate formats, standardization of collection process and quality. Digitized data in PDF formats or at an aggregated level are not very useful for research purposes. Often, codes are not standardized even for basic geographical units (such as districts, villages) across datasets in India which makes combining datasets difficult. Another challenge is ascertaining data quality in regard to its reliability and accuracy. Given the growing importance of data, the Indian government is increasingly aware of these gaps. A data protection bill is under consideration by the Parliament. The government released data protocols to address privacy concerns under its contract tracing application Arogya Setu. Moreover, NITI Aayog, a premier think tank of the Government of India, has recently launched its vision for the National Data and Analytics Platform (NADP) to address some issues around data usability. While most of these efforts are concentrated at the national level, there is also scope and demand for capacity building at the state level (federal units in India), where implementation takes place. CLEAR South Asia has been working actively with state governments in India to address issues related to access and usability of government data (both primary and admin). We have conducted customized trainings and hands-on workshops for government staff on conducting independent data audits and quality checks. We have also provided advisory support to our government partners on their data policy, for transitioning to digital data collection and improving the data collection/recording process. In one such partnership, the CLEAR/ J-PAL South Asia team provided advisory inputs into the design of a new data collection system that the department was looking to transition to for recording complaints received on their women’s helpline. Our team also helped the government with more standardized formats for recording information in the interim. Going forward, as CLEAR South Asia center, we plan to intensify our engagement with state governments and other data providers to demonstrate the potential of data use and in the process strengthen the access and usability of their admin data systems. Our team will ramp up efforts to provide customized capacity building workshops, and/or advisory services on how to make data more accessible for research, strengthening data collection processes, instituting systematic data quality checks as well as strengthening its use for decision-making to address specific needs and help in course correction. Through these efforts, we hope to support the government’s increasing use of data to inform their decision-making process and as a foundation for rigorous evaluations. We hope that through these sustained efforts of CLEAR SA and our government stakeholders we can build better data systems to help recover and fight the next pandemic.   Pictured above: Mumbai, Maharashtra, India,2020. Installing Aarogya Setu app on mobile phone under home quarantine. Launched by government of India for tracking prevention & testing of Coronavirus (Covid-19) pandemic.  Image credit: Shutterstock/ PhotographerIncognito

The International Finance Corporation’s and Multilateral Investment Guarantee Agency’s Support for Private Investment in Fragile and Conflict-Affected Situations (Approach Paper)

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In countries affected by fragility, conflict, and violence (FCV), the private sector can play a critical role in providing jobs and income. Inclusive and sustainable economic growth led by private investment can help heal grievances stemming from economic exclusion. Although the private sector in fragile environments and in conflict is often informal, constrained, and distorted and may involve Show MoreIn countries affected by fragility, conflict, and violence (FCV), the private sector can play a critical role in providing jobs and income. Inclusive and sustainable economic growth led by private investment can help heal grievances stemming from economic exclusion. Although the private sector in fragile environments and in conflict is often informal, constrained, and distorted and may involve entities that are parties to conflict, it is essential for providing livelihoods, income, and services to people. This evaluation seeks to inform the implementation of the Bank Group FCV strategy and IFC’s and MIGA’s commitments to scale up investments in FCS. As the Bank Group is launching its 2020–25 FCV strategy, this evaluation will inform its implementation. The report will help gauge the effectiveness of and develop lessons from efforts to enhance the range of IFC and MIGA initiatives to scale up and improve sustainable private investments in FCS under the Capital Increase Package and IFC’s and MIGA’s strategies.