The World Bank is a vital source of financial and technical assistance to developing countries around the world. We are not a bank in the ordinary sense but a unique partnership to reduce poverty and support development. The World Bank Group has two ambitious goals: End extreme poverty within a generation and boost shared prosperity.
- To end extreme poverty, the Bank's goal is to decrease the percentage of people living on less than $1.25 a day to no more than 3% by 2030.
- To promote shared prosperity, the goal is to promote income growth of the bottom 40% of the population in each country.
The World Bank Group comprises five institutions managed by their member countries.
The World Bank Group and Land: Working to protect the rights of existing land users and to help secure benefits for smallholder farmers
The World Bank (IBRD and IDA) interacts primarily with governments to increase agricultural productivity, strengthen land tenure policies and improve land governance. More than 90% of the World Bank’s agriculture portfolio focuses on the productivity and access to markets by small holder farmers. Ten percent of our projects focus on the governance of land tenure.
Similarly, investments by the International Finance Corporation (IFC), the World Bank Group’s private sector arm, including those in larger scale enterprises, overwhelmingly support smallholder farmers through improved access to finance, inputs and markets, and as direct suppliers. IFC invests in environmentally and socially sustainable private enterprises in all parts of the value chain (inputs such as irrigation and fertilizers, primary production, processing, transport and storage, traders, and risk management facilities including weather/crop insurance, warehouse financing, etc
For more information, visit the World Bank Group and land and food security (https://www.worldbank.org/en/topic/agriculture/brief/land-and-food-security1
Resources
Displaying 2166 - 2170 of 4907Burkina Faso : Determinants of Cereal Production, Stochastic Frontier Approach for Panel Data
Burkina Faso's Poverty Reduction
Strategies (PRS) of the 2000s, which were implemented as
annually rolled-over Priority Action Programs, focused on
four pillars: a) accelerating broad based growth; b)
expanding access to social services for the poor; c)
increasing employment and income-generating activities for
the poor; and d) promoting good governance. Increased public
expenditure and targeted social service provision also led
The Heterogeneous Effects of a Food Price Crisis on Child School Enrollment and Labor : Evidence from Pakistan
Using a panel survey, this paper
investigates how the increase in food prices in Pakistan in
2008-2010 affected children's school enrollment and
labor. The causal identification relies on geographical
variations in the price of food (wheat). The results show
that the negative impacts of food price increase on school
enrollment differ by gender, economic status, and the
presence of siblings. The negative effects on school do not
Turkey Green Growth Policy Paper : Towards a Greener Economy
The report is organized in seven
chapters. Following the introductory chapter, chapter two
sets the stage by reviewing the structure of Turkey's
economy and its performance, as well as the challenges and
opportunities provided by Turkey's current growth path
from implementing a 'green agenda' linked to
achieving standards set by European Union (EU) Directives
and Organization for Economic Cooperation and Development
Tajikistan : Overview of Climate Change Activities
This overview of climate change
activities in Tajikistan is part of a series of country
notes for five Central Asian countries that summarize
climate portfolio of the major development partners in a
number of climate-sensitive sectors, namely energy,
agriculture, forestry and natural resources, water, health,
and transport. Recognizing the nature and significance of
climate change contribution to an increase in disaster risk,
Strategies for Managing Low-probability, High-impact Events
Every country should develop strategies
for managing low-probability, high-impact extreme
events-strategies that reflect their own as well as global
experiences with mega-disasters. These strategies should
integrate structural and nonstructural measures tailored to
local conditions. Forecasting and early warnings, land-use
planning and regulation, hazard maps, education, and
evacuation drills are all vital. Lessons from the Great East