How to improve results in situations of fragility, conflict, and violence: 12 recommendations

This strategy document details the World Bank's updated approach to FCV-affected countries.

It identifies key challenges for M&E in FCV contexts and offers guidance on integrating FCV features into project design and M&E plans to enhance adaptation and learning.

In this strategy document, Martin et al. (2022) discuss the World Bank Group’s 2020 Strategy for Fragility, Conflict, and Violence (FCV), which aims to enhance its approach to FCV-affected countries and update its outcome orientation. Central to this strategy are the results agenda and project monitoring and evaluation (M&E) in FCV environments. The authors identify key challenges for results orientation and M&E in FCV contexts, including low and fragile institutional capacity, difficult operating conditions with limited access due to insecurity, a rapidly changing high-risk environment, and the complexity of measuring FCV issues. The note offers practical recommendations to address these challenges and improve results orientation and M&E, structured into 12 recommendations across three sections of the project cycle.

Key content

Key takeaways from the resource include:

I. Applying FCV knowledge and evidence to project design

1. Use drivers of fragility, sources of resilience, and risk factors (DRRs) to inform project design

   • The authors recommend tailoring projects to the specific FCV context by identifying and integrating drivers of fragility, sources of resilience, and risk factors. This involves conducting thorough contextual analysis, utilizing evidence-based strategies, and aligning project activities with the unique development challenges of each country to build resilience and trust.

2. Integrate FCV elements in stakeholder analysis and project selectivity

   • The authors advise conducting comprehensive stakeholder analysis to understand how various groups are affected by FCV elements. This includes identifying beneficiaries, assessing impacts on different stakeholders—especially marginalized groups—and developing FCV-sensitive interventions to ensure positive outcomes and effective stakeholder management.

3. Embed FCV elements in the theory of change and project development objective (PDO)

   • The authors recommend developing the PDO and theory of change with a focus on flexibility and adaptation to the evolving FCV environment. This entails embedding DRRs into the theory of change to highlight their impact on FCV dynamics, ensuring the project aligns with high-level outcomes, and adapting based on real-time conditions and feedback.

4. Align the risks and results equation

   • The authors suggest proactively monitoring and managing risks by aligning project results with evolving risks in high-risk and volatile FCV contexts. This involves creating a comprehensive risk management plan, continuously monitoring changes, and adjusting project activities to mitigate negative impacts and achieve intended outcomes.

II. Integrating FCV features into the M&E plan and system

5. Keep the results framework and M&E plan realistic and FCV-smart

   • The authors recommend designing realistic and FCV-sensitive M&E plans by selecting appropriate indicators and data collection methods. This includes considering the limitations of the FCV context, ensuring the M&E plan is practical and implementable, and aligning it with existing systems to build local capacity and enhance sustainability.

6. Make good use of innovative and digital tools

   • The authors advise leveraging innovative and digital tools to enhance M&E systems in FCV settings. This involves identifying suitable tools for different project needs, understanding the pros and cons of each tool, and effectively integrating these tools to improve data collection, monitoring, and evaluation processes.

7. Strengthen in-country M&E capacity and systems

   • The authors emphasize the importance of building local M&E capacity and systems to ensure long-term sustainability and effectiveness. This includes conducting capacity assessments, designing systems that support evidence-based decision-making, and providing training and resources to local stakeholders to enhance their M&E capabilities.

8. Budget more purposefully for M&E in FCV settings

   • The authors recommend allocating sufficient resources for M&E activities, ensuring that budgets are realistic and purposefully designed to meet the unique needs of FCV settings. This involves planning for data collection, human resources, training, evaluations, and contingencies to address emerging needs.

9. Use M&E to enhance citizen-state communications and relations

   • The authors suggest using M&E systems to build and strengthen communication channels between citizens and state institutions. This involves using M&E data to enhance transparency, accountability, and trust, thereby improving relations and collaboration between stakeholders and government entities.

III. Adapting, learning, and evaluating with an FCV lens

10. Monitor, learn, and adapt more frequently

    • The authors emphasize the importance of maintaining flexibility and fostering continuous learning throughout project implementation. This includes using real-time data to make informed decisions, adapting project activities based on changing conditions, and promoting a culture of learning and improvement.

11. Consider pros and cons of an impact evaluation in FCV contexts

    • The authors recommend assessing the feasibility and appropriateness of conducting impact evaluations in FCV settings. This involves weighing the benefits and challenges, considering alternative evaluation methods, and offering practical tips for designing and implementing successful impact evaluations in these contexts.

12. Put an FCV twist in project completion reports

    • The authors advise ensuring that project completion reports reflect the specific challenges and achievements related to FCV elements. This includes documenting how the project addressed FCV dynamics, adapted to changes, impacted DRRs, and contributed to institutional resilience, utilizing diverse data sources to capture comprehensive lessons learned.