Over the past several years, to improvedevelopment outcomes, the Bank has developed new and moreeffective tools and approaches for dealing with governanceand anticorruption (GAC) issues at the country, sector, andproject levels. At the same time, the Bank has increased itsfocus on fragile and conflict-affected states (FCS), asreflected in the 2011 World Development Report (WDR):conflict, security, and development. Helping these countriesachieve their development objectives, including theMillennium Development Goals (MDGs), is a critical part ofthe Bank s mission to reduce poverty. On a parallel track,the Bank is working to strengthen its support to the FCS.The approach includes both near-term policy and proceduralchanges to improve the Bank s operational effectiveness, andthe preparation of a more comprehensive strategy forlonger-term engagement, building on the analysis andrecommendations of the 2011 WDR. In attempting to integratethe GAC and FCS agendas, it is clear that we have much tolearn. For example, that governance and corruption riskspose a serious threat in many of the FCS, not just to theachievement of development objectives but to the prospectsfor sustaining peace and building more accountable stateinstitutions. However, emerging good practice GAC tools andapproaches may not work in FCS, or at least they will needto be adapted to FCS circumstances. This note aims to sharewhat authors have learned so far about some of the practicalthings that task team leaders (TTLs) should take intoaccount in designing and supervising Bank-financed projectsin FCS.
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