Fragility is no longer the exception. It is the new development reality
Fragility, conflict, and violence (FCV) are not abstract to us. They are lived realities. Today, nearly half of the world’s extremely poor live in FCV settings, and that number is rising. We have felt the impact of fragility firsthand. We have seen how it destroys lives, but also how resilience takes root. And we have learned that when development institutions truly listen and partner, they can help turn pain into progress and restore hope where it’s needed most.
Jeehan: As a Yemeni woman, FCV is not abstract. It is the story of my life. FCV shaped my life and steered my career path into international development. I have seen how conflict tears at the fabric of trust, but also how resilience can emerge through courage and the right support. That conviction led me to pursue a PhD focusing on institutional resilience during war, and to serve with the UN, DFID, and now as a Senior Advisor at the World Bank Group Board, contributing to IDA replenishments, World Bank Group Evolution Roadmap and FCV agenda. As both Yemeni and American, I bring a dual lens and a core belief: when we co-create rather than impose, we build trust, restore dignity, and lay the foundation for lasting peace.
Abdirahman: Coming from Somalia, fragility and conflict are not concepts to me. They are daily realities. My own displacement shaped my worldview. It also drives my work today as Senior Advisor for the Africa Group I Constituency at the World Bank, where I help shape policy on IDA21, FCV, and beyond.
In FCV settings, development is not about quick fixes. It is about restoring dignity, rebuilding institutions, and helping countries reclaim their future. That requires humility, patience, and partnership rooted in national ownership.
From strategy to reality
The World Bank’s 2020 FCV Strategy marked a turning point. It acknowledged fragility as central to development and committed to staying engaged, strengthening institutions, and preventing conflict. But five years later, crises are longer, spillovers wider, and need more complex. The new FCV Strategy under development and IDA21 cycle offer a critical opportunity, not just for financing, but to rethink how we define success, design programs, and support local institutions.
Our recommendations for World Bank FCV priorities
To be effective in FCV contexts, development should begin with a clear theory of change that tackles root causes, political, economic, and social exclusion, environmental stress, and institutional breakdown. Programs need to be conflict-sensitive and shaped through local lenses.
National systems and institutions, especially those delivering services and justice, need to be strengthened. Sustainable progress hinges on the legitimacy and capability of public institutions.
Presence builds credibility. The World Bank and other development partners should continue to expand their footprint where fragility runs deepest. Staff working in FCV settings require more than technical know-how; they need cultural understanding, emotional intelligence, and time to build trust.
Adaptability is crucial. Fragile environments shift rapidly. Programming that is responsive to local context and grounded in accountability can better navigate uncertainty and adjust when needed.
Communities deserve to lead. Local voices understand both the terrain and the path forward. Women, in particular, shoulder much of the burden during conflict but are also essential to rebuilding. It is crucial to continue prioritizing gender- sensitive development.
In these settings, crises often converge, from climate shocks and displacement to institutional erosion. Responses should be coherent and cross-sectoral. At the same time, digital transformation must reach the last mile. Without foundational infrastructure and skills, digital progress risks widening inequality.
While third-party implementation has played a vital role in ensuring continuity of services and delivering results in some FCV situations, it should not become the default model. Relying solely on external actors may yield short-term gains but can inadvertently weaken national systems and erode local ownership. A more sustainable path lies in hybrid approaches that leverage the strengths of third parties while embedding clear exit strategies, investing in knowledge transfer, and deliberately building institutional resilience for the long term.
Finally, inclusive growth cannot be an afterthought. Fragile economies often rely on local private sectors. With the right de-risking tools, access to finance, and targeted support, entrepreneurship and jobs can take root. In FCV contexts, job creation is more than economic policy. It is a cornerstone of peacebuilding.
From “staying engaged” to “building from within”
We have seen what is possible when institutions are trusted, communities are heard, and development is grounded in local priorities. FCV should not reduce our ambition. It should sharpen our focus.
Development in FCV contexts is about fewer lives lost, more children in school, stronger institutions, jobs created, and a renewed sense of hope and possibility. Every $1 invested in prevention can save up to $16 in crisis response and recovery. These are not just financial returns. They are investments in peace, dignity, and stability.
When the World Bank leads, others follow. Its presence shapes the development ecosystem: setting standards, catalyzing co-financing, and raising the bar for responsible engagement.
FCV no longer respects borders. It is a global challenge. Investing in FCV helps manage risks and advances global priorities, from climate resilience to migration, food security, and inclusive growth. It is an investment in a better future for all.
Source : World Bank
