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The UN-World Bank Fragility and Conflict Partnership Trust Fund is a multi-country, multi-donor trust fund that supports partnership activities, fostering a closer relationship between the United Nations and the World Bank to promote a more effective and sustainable international response in fragile and conflict-affected situations. Funding is currently provided by the Governments of Switzerland and Norway.

The Trust Fund has three key objectives:

  • To support joint initiatives or approaches in fragile and conflict-affected situations
  • To strengthen capacity in both institutions to work effectively in partnership
  • To collect good cooperation practices and support knowledge sharing

Applications are received on a rolling basis for proposals that have been developed jointly by UN and World Bank teams, show alignment with the Strategic Results Framework (SRF) and towards the broader strategic objectives of the two organizations, as well as in support of country priorities. The SRF outlines a number of goals and activities that aim to strengthen the collaboration between the

UN and the World Bank in FCS, around three core objectives:

  • improved regional and country-specific collaboration at strategic and operational levels
  • strengthened institutional co-operation and communications on policy and thematic issues
  • increased operational policies, frameworks and tools to facilitate co-operation and cross financing

Activities should aim to gather broader lessons learned or other partnership-strengthening or transformative potential. To date, grants have averaged between $100,000 – $200,000, with proposals of up to $500,000 considered on an exceptional basis, going to support projects in Mali, South Sudan, CAR, DRC, Liberia, Yemen, Jordan/Syria, PNG and Honduras, as well as global initiatives to improve our collective response supporting Core Government Functions, Justice, Extractive Industries, PCNAs and Civilian Capacities in FCS settings.  All applications are reviewed and approved jointly by the World Bank and the UN.

For more information on applying to the Trust Fund, please see Guidance for Applicants.

Examples of Grant-Supported Projects

The Fund provides resources for a range of initiatives aimed at promoting strategic dialogue, operational and programmatic collaboration, in line with the principles outlined in the 2008 UN-World Bank Partnership Framework Agreement for Crisis and Post-Crisis Situations. It welcomes proposals that advance the partnership in FCS in priority areas, including:

Upstream collaboration on analysis and strategy, including through studies, workshops and joint retreats. Examples:

  • Development of a joint UN-Bank diagnostic framework for reestablishing core government functions in post-conflict situations.
  • Joint economic impact assessment of the peacekeeping mission in Mali.

Advancing key themes from the 2011 World Development Report on Conflict, Security and Development: security, justice and job creation. Examples:

  • Collaboration around a joint problem-solving approach to designing justice service interventions in FCS.
  • Strengthening UN-WB engagement in Security Sector Expenditure Reviews in peacekeeping settings.

Support for the development, implementation and monitoring of national development and peacebuilding strategies. This includes initiatives related to the implementation of the New Deal. Examples:

  • Developing the aid architecture to implement the New Deal priorities in Somalia.
  • Secondment of a senior WB Governance Specialist to the UN in Yemen to develop the UN-WB framework to support implementation of the outcomes of the National Dialogue Conference.

Strategic staffing and consultancy assignments, including secondments, to drive forward partnership initiatives in the field. Example:

  • Deployment of a Partnership Advisor to South Sudan to lead development of an action plan for closer joint UN–WB cooperation in support of national efforts toward peacebuilding and longer-term development.
  • Deployment of a WB-seconded specialist seconded to MONUSCO’s Stabilization Support Unit in eastern DRC to support the implementation of the Government’s Stabilization Strategy.

Other Initiatives supported by the Trust Fund have included:

  • A broad review of UN-Bank partnership efforts in order to identify good practices and lessons learned and to recommend ways to strengthen collaboration
  • Development of targeted training and knowledge/learning activities to promote greater understanding and interaction between the two institutions and to develop a shared repository of best practices and lessons learned
  • Development of instruments and guidance to strengthen interoperability and systematize collaboration at different levels.

Institutional Partners

The UN-World Bank Fragility and Conflict Partnership Trust Fund is managed by the World Bank Fragility, Conflict and Violence (FCV) Group. The UN window is administered by the UN Development Operations Coordination Office (DOCO) for the UN Development Group.

The institutional partners in the Trust Fund’s Steering Committee, from the UN, include:

o   the Executive Office of the Secretary-General (EOSG)

o   the Department of Peacekeeping Operations (DPKO)

o   the Department of Political Affairs (DPA)

o   the UN Development Operations Coordination Office (UNDOCO) for the UN Development Group

o   the UN Development Programme (UNDP)

o   the Peacebuilding Support Office (PBSO)

o   the FCV Group and the Africa Region (AFR) represent the Bank.

Related Blogs and Country stories

Silo Fighters Blog

Revisioning Somalia: An appeal for ‘this way of working’

BY Kanni Wignaraja | June 6, 2018

My recent visit to Somalia was a mere 48 hours, to take in a decades long story of conflict and climate-driven destruction of Mogadishu. Of Somalia. They say what you hear and see in those initial moments, in the blink of an eye, is what stays with you and gets deeply etched in memory, despair and in hope. So here goes. Green saplings rising The sharp banking of the plane I was coming in on, and a runway that went toe-to-toe with the Indian Ocean waves, should have been a give-away. The heavily fortified ‘green zone’ where the diplomatic missions, UN and some government and NGOs reside, made the working reality stark to me. The challenges faced cried out for all working in Somalia to do the impossible. To re-vision a country, together with many of its young people, growing back from the ashes as a green sapling tries to do. The question is if the UN can accompany a very young country on this journey, and guide and nurture this next generation, however fragile the openings may be, as they inspire us with their dreams and plans for a new, phoenix-like Somalia. For the few young people I spoke to, the idea of their country is one filled with a youthful exuberance and energy that makes one want to leap out of one’s container (where most staff still sleep at night) and get out there to help. This is the story of the UN in Somalia. So can we move from the forever-an-emergency modus operandi, to take a moment to carve out and protect some spaces, in our plans and with our funding, to be there also for the re-visioned Somalia? Amidst all that challenges a faster national level rebuild, two factors, in particular, seem to slow down the shift in gear that the UN in Somalia wishes to make. The UN team is trying to support a disproportionately large displaced population – well over 6 million - that live in highly vulnerable situations, confronted daily by the fragility of climate change, injustice and clashing clan identity, with little protection, and hence a very real need to be there for them every day. There are also the factors within the UN, where we are divided by the way we are governed and funded, with the large proportion of funds received targeted for shorter term needs, and not enough for helping to rebuild institutions that will govern judiciously, provide essential local services, invest in sustainable agriculture and ensure greater access and quality of education, health and dignity for all Somalis. Camel yoghurt to coding: Showing (or paving) the way for longer-lasting transformations There are pilot efforts supported by several UN entities, to innovate and to test out new ventures. And this provides the evidence that says this different path is also present, albeit a slim and less trodden one: to accompany the ingenuity and smarts of young people, who see a different future for themselves. During my short stay, I talked to young entrepreneurs who see bottled spicy ketchup and not the wasteful dumping of an abundance of tomatoes at days end; and another animated group who wish to produce and export camel’s milk yoghurt to a Somali diaspora; also feisty leaders calling for women’s rights, and most amazingly Bilan Codes – yes, ‘women can code’ - a local group run by Zahra, who the men in the room said they also learnt their computer skills from, and here she was teaching the next generation of Somali women to code! These can be more than small pilot projects, to light the way for longer-lasting transformations. The UN leadership and Country Team in Somalia see the disconnect between this re-vision, and over a dozen years of our presence doing the same-same. They live and work through the presence of violence, and having lost colleagues to mortars and truck bombs, are rightly contained in their response. The UN team cannot and must not forego its humanitarian role and support, as many lives depend on it. However, the UN team is also trying to get behind a young Somalia willing to leap-frog the usual, by using IT and mobile apps, and moving, however tentatively, behind a new Constitution and a first-time one person-one vote election in 2021. Rewarding positive disruption To stay relevant to this story, we must bring what we know and what we do much more together in Somalia, and in so many more places, to disrupt the negative trends and to support positive change for: a safer urban growth, with more clean green energy, to invest in values-based governance and the protection of the rights and dignities of all people, to address positive technology solutions and cyber security, to mitigate climate shocks and adaption of consumption and production patterns, and to ensure meaningful education and jobs for young people. And more. To support countries such as Somalia progress on sustainable development, the UN will have to share capacities and resources, within and with others. And colleagues must be rewarded for innovating, being forward-leaning and taking on this way of working. I will not pretend to understand all the complexity, but before I blink, I do know this - our tired rules that keep us silo’d, aversion to risk given programmes under daily stress from security concerns, and agency-first mentalities that limit what we can do together, do not belong here. We have a team on the ground, more-or-less ready to brave the new path. The current UN reforms that are underpinned by a call to invest in prevention and longer term sustainable development, that demand more efficient business operations, that expect shared bold analytics and higher levels of accountability to the people we serve, shout out to be demonstrated in this country context. Agency leaders, funders and rule-makers must let this UN country team show the way. Photo: UNHCR / S.Ostermann / October 2014

Country Stories

The stories behind the numbers in Kivu

June 10, 2016

Results, results, results. The age old monitoring and evaluation question: how do you [actually] draw a connection between transformational changes in the lives of people and the development projects that aim to help them? The hard part is that the traditional monitoring approach does not focus on measuring outcome indicators, a weakness corrected by a new monitoring method: SenseMaker Narrative Capture. This initiative focuses on transformational changes, and uses qualitative and quantitative methods and collects narratives shared by the beneficiary populations. As head of the Monitoring and Evaluation unit in the UNDP Democratic Republic of Congo country office, I led the implementation of this new monitoring and evaluation approach in South Kivu. Overall, the project was designed to to support the stabilization of the South Kivu region, which has been part of a conflict since 1994 among several actors looking to expand their territories in the Great Lakes Region. Overall we believe that strengthening community management of conflict resolution and social infrastructure will help reduce potential sources of tension, which will help displaced and refugee populations return and reintegration process. Monitoring change with a participatory approach Generally, we were interested to learn about the changes in the life of communities involved in this joint programme developed by UNDP, UNICEF and FAO and particularly, we wanted to capture people’s experiences and feelings around the Kivu conflict, peace-keeping efforts surrounding the conflict, and the reintegration experiences of displaced individuals. For this purpose, we approached different organizations and community leaders involved in the peace process following the conflict in the region. Our idea was to seek for their support designing monitoring tools and instruments we were planning to use and, because they took part in this first phase of the process, the tools obtained added value to the project. This participatory approach ensured that the content of the tools and questionnaires was well aligned with the reality in the field. This reality check empowered us to move to the most challenging part of the process, the data collection. Capturing the stories behind the data During the the data collection process, more than a thousand community members shared with us their story about the conflict, the stabilization and the peace process. On this process of capturing the stories, what mostly amazed us, beyond their content, was the storytellers’ feedback: “By sharing this story I realize how was my life before, during and after the conflict, I realize how bad a conflict can be, why it is important to live as a community, to bring our children up with a new mindset. I realize how the different actors: the local authority, the church, the national army, the self-defense groups were interacting to either maintain crisis situation or to improve the situation of the communities”. Some of the participants also shared their positive feedback on the way the data collection was done: “The way you designed the questionnaire without asking me to share my opinion but to tell my story was fantastic. I used to give my opinion for surveys conducted by other organizations but I was never able to look back on the conflict and all the horror, the death, the tears, the food insecurity that we had to face everyday.” Through this methodology, we realized that assessing the situation helps the storytellers focus not only on their opinion but also on their past experience. That is why we believe that Sense@Maker is an interesting and relevant addition to the M&E exercise as it is a realistic tool based on the commitment and strong participation from the beneficiaries and we plan to use it to influence future programme design and implementation. Among the findings, one pointed out that education is a top concern for the communities. According to the results, communities find education a key component to promote skills, knowledge and new employment opportunities. So we are currently studying how education can be used to achieve a deeper impact in shaping attitudes towards conflict resolution and expanding access to social services. We will keep you in the loop!