This paper proposes a comprehensive Strategy to strengthen IMF support to FCS in accordance with the Fund’s mandate and comparative advantage. The Strategy is a response to the Board-endorsed recommendations of the 2018 Independent Evaluation Office (IEO) Report on The IMF and Fragile States. To achieve these goals, the Strategy will benefit from additional resources reflected in the FY23-25 Medium-Term Budget, as per the budget augmentation framework discussed by the Board in December 2021. The Strategy also provides measures to better support staff working on FCS. Given the inherent risks in FCS engagement, the Strategy will be phased in starting in FY22, with implementation gradually accelerating between FY23-FY25.
, capacity development, and lending programs, inform program design and conditionality, as well as the dialogue with country authorities and partners.
Calibrating IMF modalities of engagement to better serve the needs of FCS. Surveillance and analytics will address more systematically the macro-critical implications of fragility and conflict drivers such as governance and corruption, food insecurity, climate change, or regional spillovers from conflict. An expanded IMFfieldpresence will ensure that capacity development (CD) intensifies support for institution
International Monetary Fund. Independent Evaluation Office
should participate in UFR missions to FCS only when the mission is otherwise fully staffed. An acknowledgment of local capacity limitations, and the potential regional repercussions of a state’s fragility, should help shape the IMF-wide criteria for determining the size of staff resources allocated to a country.
Helping FCS has been deemed an international priority, and the IMF has a key role to play in these international efforts. The business case for IMFfieldpresence is strong in high-risk locations where development partners operate. The IMF must find pragmatic