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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

In DRC, building bridges between peacekeeping and development

BY Per Bjälkander | May 4, 2017

Have you ever read an article about the failures of UN peacekeeping? And wondered why the UN invests significant money towards sending foreigners into war-torn countries, only to get caught up in stories of sex abuse and some peacekeepers hiding in their bases when the going gets tough? The Democratic Republic of the Congo (DRC) is not new to such stories. When President Mobutu was overthrown in 1997 after over 30 years of autocratic rule, the country tumbled into chaos with an increased number of armed groups. This led to internal and regional conflict involving many neighboring countries. Despite several peace agreements, the country is struggling to recover from this history of conflict. Old problems continue year after year. State building, where the international community tries to support the government in developing institutions, is still ongoing. Several presidential elections have been postponed. Armed conflict has escalated in new parts of the country such as the Kasai provinces, where we recently lost UN workers. There are currently approximately 2.1 million people who have been forced to leave their homes due to violent conflict. Collaborating for a cause We at the UN are asking ourselves: how do we help break this trend? UN civilian and military peacekeepers (MONUSCO) have been in the country 18 years and have tremendous capacity. The United Nations in the Democratic Republic of Congo includes over 20 other UN organizations that are also present in the DRC, and many work on similar issues as the peacekeeping forces. The problem is that there isn’t enough collaboration between the UN organizations and the peacekeepers. However, with the new global consensus as agreed in the 2030 Agenda for Sustainable Development, there is an understanding that development actors, peacekeepers and humanitarian workers need to work together. To sustain peace, we need functioning schools, social services and local councils just as much as we need “blue helmets.” The UN in the DRC wants to innovate by finding ways to take advantage of the peacekeepers’ presence to implement the Sustainable Development Goals (SDGs), focusing on promoting peace, justice and strong institutions. Peace keeping and development agencies working together  Our main objective is to ensure that MONUSCO and the UN country team have a joint strategy that builds on what each one does best. The UN Development Assistance Frameworks (UNDAFs) need to be in line with national priorities and capture the SDGs. Therefore, the UN decided to first support the government in adapting the SDGs to the Congolese context, in order to prepare a new National Development Plan. For SDG 16 which aims to promote peace, justice and strong institutions, the government prioritized reducing violence, fighting corruption and good governance. To build on this work, the UN also supports the Ministry of Planning in arranging a meeting with government officials, specifically on the topics of peace, justice, and strong institutions. With the help of MONUSCO, government officials presented and discussed baseline data for reducing violence, fighting corruption and good governance. It is critical to know where we stand in order to measure future impact. What’s next? The UNDAF has been postponed by one year due to significant political issues and delays in drafting a national development plan that the UN could align itself with. The year will provide extra time for a discussion between the UN and the government on strategic priorities. In the meantime, the UN is putting in place “joint task forces” on specific themes where MONUSCO and the UN country team have a common interest. Inspired by the call for new ways of working at the World Humanitarian Summit, we are working together on reintegration of ex-combatants, displacement, justice, gender and human rights. Stay tuned for more about this in future posts. In countries where violent conflict exists, let’s remember that teaching a young person a skill is peacekeeping, and getting a young combatant out of war is development. Photo: UNHCR/B.Sokol

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!

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