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 816 - 820 of 4907Institutional Change, Political Economy, and State Capabilities
This paper is one of a series aimed at
deepening the World Bank’s capacity to follow through on
commitments made in response to the World Development Report
(WDR) 2011, which gave renewed prominence to the nexus
between conflict, security, and development. Nigeria is a
remarkable illustration of how deeply intractable the cycle
of poverty, conflict, and fragility can become when tied to
the ferocious battles associated with the political economy
Determinants of Participation and Transaction Costs in Rwanda’s Land Markets
Land markets play a limited role in
subsistence economies with low skill-intensity of
agricultural cultivation, equally distributed land
endowments and little movement out of agriculture to join
the non-farm economy. But, as the economy starts to
diversify, the scope for efficiency-enhancing land transfers
beyond immediate kin and for longer than just one season
assumes significantly greater importance. Lease markets can
Doing Business in Punjab
This report examines the Doing Business
database for 6 cities in Pakistan in order to assess how
cities in the Punjab – Lahore, Faisalabad and Sialkot, may
hypothetically improve their global rankings, as defined by
the Doing Business methodology, by adopting the policies,
regulations and practices of other cities in Pakistan. The
report attempts to distinguish between those areas which are
related to policies and regulations from those which are
The World Bank Approach to Public Sector Management 2011-2020
Public sector management (PSM) reform is concerned with improving public sector results by changing
the way governments work. It is a challenging reform area in which to offer assistance. Sustainable institutional
change often requires that thousands of public agents alter their behavior, and political incentives may be at odds
with improving public sector performance. “What works” in PSM reform is highly context-dependent and
explicit evidence remains limited.
The Bank’s Approach to PSM for 2011-2020 emphasizes that public sector reform is a pragmatic
Republic of India Manufacturing Plan Implementation
This set of reports on manufacturing
plans implementation in India includes the following: (1) A
new agenda. Improving the competitiveness of the textiles
and apparel value chain in India report is structured as
follows: section one sets out the context, describing trends
in global markets and in the textiles and apparel supply
chain in India; section two analyzes in detail the choke
points that are hindering the growth of the latter; section