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
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Displaying 3201 - 3205 of 4907To Buy or Lease? Farm Revival in Eastern and Central Europe
Buying, selling and mortgaging farmland
are still rare in Eastern and Central Europe. Not
surprisingly, given the level of risk in many of these
countries, short-term transactions, especially leasing, are
more common. These short-term transactions do almost as well
as land sales in allocating resources. Making them more
secure by improving simple registration and enforcement
systems and increasing public access to information on what
Climate Change and Sub-Saharan Africa : Issues and Opportunities
Largely due to the potential threats to
development, and human lives of well known climate changes,
the World Bank is getting involved in a range of activities
under the subject. The note focuses on climate changes in
Africa, and, although it is argued that greenhouse gas (GHG)
emissions from development projects in Africa should be paid
minor attention, - because GHG emissions from Africa are
negligible on a global scale; industrial countries should be
War-to-Peace Transition in Mozambique : The Provincial Reintegration Support Program
By mid-1994, nearly a third (5.7
million) of the entire population of Mozambique had been
uprooted, either internally displaced or living as refugees
in neighboring countries. Rails, roads, and bridges
throughout the country were in disrepair. It was estimated
that about half of the nation's schools and a third of
its health clinics had been damaged or destroyed.
Agricultural fields and by-ways had been hardened by drought
Best Practice in War-to-Peace Transition : The Uganda Veterans Assistance Program
Veterans and their dependents
constituted a particularly vulnerable group due to their
lack of civic awareness, low skill level and few resources,
a culture of dependency, and their potential threat to
security. The Uganda Veterans Assistance Program (UVAB)
assistance consisted of three components: demobilization,
reinsertion assistance (a transitional safety net cash
equivalent to meet basic needs for a six-month period or one
Pastoral Rangelands in Sub-Saharan Africa : Strategies for Sustainable Development
The Sahel Operational Review (SOR) seeks
to accelerate the transfer of lessons learned in natural
resource management from ongoing Bank projects to the design
of new Bank projects. This paper is the final report of the
second phase of the SOR. It summarizes 29 SOR activities
between 1989 and July 1994, including project reviews,
seminars, workshops, conferences, and studies. This final
report is an attempt to incorporate the major lessons and