所罗门群岛2026财年至2031财年国家伙伴关系框架 COUNTRY PARTNERSHIP FRAMEWORK FOR SOLOMON ISLANDS FY26–31

OfficialUseOnly

PublicDisclosureAuthorizedPublicDisclosureAuthorized

Documentof

TheWorldBankGroup

FOROFFICIALUSEONLY

ReportNo.CPF0000038

INTERNATIONALDEVELOPMENTASSOCIATION

INTERNATIONALFINANCECORPORATION

MULTILATERALINVESTMENTGUARANTEEAGENCY

COUNTRYPARTNERSHIPFRAMEWORK

FOR

SOLOMONISLANDS

FORTHEPERIODFY2026–FY2031

March31,2026

PapuaNewGuinea,SolomonIslands,andVanuatu

CountryManagementUnit

EastAsiaandPacificRegion

InternationalFinanceCorporation

EastAsiaandPacificRegion

MultilateralInvestmentGuaranteeAgency

Thisdocumenthasarestricteddistributionandmaybeusedbyrecipientsonlyintheperformanceoftheirofficialduties.ItscontentsmaynototherwisebedisclosedwithoutWorldBankGroupauthorization.

OfficialUseOnly

ThedateofthelastCountryPartnershipFrameworkwasAugust2,2018,followedbythePerformanceandLearningReviewinAugust2022(ReportNo.174891-SB).

CURRENCYEQUIVALENTS

ExchangerateeffectiveasofFebruary17,2026

Currencyunit:SolomonIslandsdollars(SBD)

US$1=SBD8.033

FISCALYEAR

July1–June30

ABBREVIATIONSANDACRONYMS

ABPE:annualbusinessplanningexercise

MSME:micro,small,andmediumenterprise

ADB:AsianDevelopmentBank

NSO:NationalStatisticsOffice

B-READY:BusinessReadySurvey

OAG:OfficeoftheAuditorGeneral

CBR:correspondentbankingrelationship

PER:PublicExpenditureReview

CPF:CountryPartnershipFramework

PFM:publicfinancialmanagement

EEZ:exclusiveeconomiczone

PIC:PacificIslandcountry

GDP:grossdomesticproduct

RAMSI:RegionalAssistanceMissiontoSolomonIslands

IDA:InternationalDevelopmentAssociation

SBD:SolomonIslandsdollars

IFC:InternationalFinanceCorporation

SIG:SolomonIslandsGovernment

IPF:InvestmentProjectFinancing

SME:SmallandMediumEnterprise

JPRG:JointPolicyReformGroup

TRHDP:TinaRiverHydropowerDevelopmentProject

MIGA:MultilateralInvestmentGuaranteeAgency

WBG:WorldBankGroup

WorldBank

IFC

MIGA

VicePresidents

CarlosFelipeJaramillo

SarveshSuri

EdMountfield

Directors

HanFraeters

KeikoMiwa

SebnemErolMadan

Country

Representatives

BernardHarborne

BernardHarborne

BernardHarborne

TaskTeamLeaders

DawoonChung

AlisonOfotalau

LanVanNguyenMarcoHernandezSmileyGiobautaRuchiraKumar

EugeniuCroitor

OfficialUseOnly

COUNTRYPARTNERSHIPFRAMEWORKFORSOLOMONISLANDSFY26–31

FromFragilitytoInclusiveandEquitableGrowth

TheWorldBankGroup(WBG)CountryPartnershipFramework(CPF)outlinesanewengagementwiththeSolomonIslandsGovernment(SIG)thatbuildsonthegovernment’spolicypriorities,includingthe2016–35NationalDevelopmentStrategy,ImprovingtheSocialandEconomicLivelihoodsofAllSolomonIslanders

.1

Thisframework,basedonthenewWBGSmallStatesStrategy,envisionsthecountry’stransitionoutoffragilitybyprovidinggreaterconnectivityofpeopleandmarkets,accesstocheaperenergy,andstrengtheningeconomicgovernanceandfiscalresilience.

Asaremotesmallislandnationwithapopulationof828,857

2

spreadacross90inhabitedislands,theSolomonIslandsconfrontssignificantobstaclesinitspursuitofjobcreationandsustainablegrowth.Despitethesechallenges,SolomonIslandershavemanagedtoovercometheimpactsofthe1998–2003civilconflict,knownastheTensions,andthemorerecent2021socialunrestinHoniara,thecapitalcity.Thecountryhashostedmajorinternationaleventssuchasthe2023PacificGamesandthe2025PacificIslandLeadersForum.However,economicprogresshasbeenweak,withgrowthaveragingjust2.5percentannuallyfrom1981to2021.Whilelogging,historicallythemainexport,continuestodecline,alternativesectorsthatdependonastrongprivatesector,suchasfisheries,tourism,andmining,remainunderdeveloped.

SolomonIslandsisoneofthemostaid-reliantcountriesintheworld,withaidaccountingforsome20percentofGDP,placingit13thamong125developingcountries.AndyetSolomonIslandsremainsinalow-levelgrowthequilibriumwithpoorhumandevelopmentoutcomes.Overthelasttwoandhalfdecadesthecountryhasreceivedhighlevelsofaid,includingsomeUS$2.6billionduringtheRegionalAssistanceMissionforSolomonsIslands

3

periodfrom2003–13.Despitethis,humancapitaloutcomesremainlow.Aboutoneinthreechildrenarestuntedandnoncommunicablediseasesaccountforabout70percentofadultdeaths.Thefactthatonlyabout4,000studentsenrollintertiaryeducationeveryyear,whichamountstooneofthelowestratesintheworld,reinforcesthelowhumancapitallevelsthatcompoundthechallengesthatbusinessesface.

Privatesector-ledgrowthisconstrainedbymultiplefactors.Theseincludethecountry’sgeographicalexpanse

,4

complexlandtenuresystems,skillgapsinthelabormarket,limitedaccesstofinance,andthehighcostofelectricity.Furthermore,regulatorybottlenecksandastarkdigitaldivide—lessthan1percentofhouseholdshaveaccesstofixedbroadband—presentmajorhurdlestodevelopment.Spatialinequalitypersists,withmultidimensionalpovertyincidencesignificantlyhigherinruralareas(43percent)thaninurbanareas(16percent).Thepredominantlyruralpopulation(74percent)isdisconnectedfromcommercialactivities,jobs,andpublicinvestmentscenteredinandaroundHoniara,where85percentofregisteredbusinessesarelocated.Youngpeople,whomakeupapproximately70percentofthepopulation,facediminishedprospectsduetohighunemployment.

ThedesignofthisCPFisinformedbykeylessonsfrompastengagements,stakeholderconsultations,aswellastheWBGSmallStatesStrategy.Thesetogetheremphasizetherequirementtoprioritizeemergingrisks,suchasexternalshocksandfragility,toenableadynamicresponsetocriseswhilemaintainingessentialservices.Secondly,thereisaneedtosimplifytheprogrambyfocusingonfewerobjectivesthroughlargerimpactful“lighthouse”projectsthatleverageprovenprogrammaticapproachesandscalable,replicableregionalplatforms,andensuringadivisionoflaborwithotherpartners.Thirdly,earlyupstreamengagementisrequiredtode-riskprivateinvestmentopportunitiesinkeysectorslikeenergy,fisheries,andtourism.Finally,astronglocalpresenceandhands-onsupportisneededtoensureprojectreadinessandsuccessfulimplementation.

1MinistryofDevelopmentPlanningandAidCoordination.2016.

SolomonIslandsNationalDevelopmentStrategy,2016–2035https://solomonislands-

/system/files/National%20Development%20Strategy.pdf

anditsMid-TermReviewofOctober2025.

2ThePacificCommunity:

/sb.

3TheRegionalAssistanceMissionforSolomonsIslands(RAMSI)wasaregionalpeacekeepingmissionpresentinthecountryafterthecivilconflictattheturnofthecenturytoestablishpeaceandstability.

4Theexclusiveeconomiczone(EEZ)is1.5millionsquarekilometers,the22ndlargestglobally,andaboutthesamesizeastheEEZofthePhilippines.

1

2

AProgramLayingFoundationsforMoreandBetterJobs

TheCPFwilldrawontheWBGSmallStatesStrategybyaligningwithtwoofthesixlighthouseinitiatives—connectivityandaccesstoenergy—tohelptheSIGaddresstwobindingconstraintstojobgrowth.TheCPFwillspatiallytargetlargeinfrastructureinvestments,suchasroadsandairstrips,resultingingreaterconnectivityofpeopleandmarketsthatpromotesgrowthinthemostpromisingsectors.Atthesubnationallevel,investmentswillcontinuesupportingurbandevelopmentinHoniaraandafewkeysecondarytownsandcriticaleconomicinfrastructureintheprovinces.TheCPFalsoaimstobringdowntheenormouscostsassociatedwithelectricityandtoexpandaccess.Theseinvestmentswillinthefirstinstancebefocusedonurbanareaswithaviewtowardstrengtheningeconomicagglomerationsinthecountryashubsofeconomicproductivity.

SolomonIslandsrequiresafocusedresponsefromtheWBG,wherebytransformationcanonlybeachievedbyworkingatscaleinafewselectsectorsinwhichtheWBGhasacomparativeadvantage.Suchworkcannotbedonealone;theTinaRiverHydropowerDevelopmentProject(TRHDP,seebelow),whichinvolvessixfunderswiththeWBGasthelead,isanexampleofsuccessfulpartnership.NetdevelopmentassistanceisestimatedtobeUS$244millionannually,about34percentofwhichisfinancedbyAustraliaand20percentbyChina.TheWBGseekstoemulatethesuccessoftheTRHDP,suchasbypartneringwithAustraliainitsurbandevelopmentworkinHoniara,toachievescale,or,conversely,notinvestinginthosesectorswhereotherpartnersdoso,suchashumandevelopment.

Suchinvestmentininfrastructurewillbeaccompaniedbyalinkedpolicyagendaaimedatstrengtheningeconomicgovernanceandfiscalresilience.Thisjointutilizationofinvestmentandpolicyfinancingwillimprovethecountry’sriskmanagementandcrisispreparednessaswellashelpaddressunderlyinggrievancesandthelongstandingperceptionthatdevelopmentisconfinedtothecapital.Together,thesemeasureswillcreatemeaningfulpathwaystowardtheeconomicempowermentofwomen,youngpeople,andpeoplewithdisabilities,andmakejobcreationameasurableoutcomeofeveryWBGinterventioninthenextsixyears.

Figure1:TheoryofChange

scaleandreplicabilitythroughregionalprojects,emphasisonclientcapacityandhands_onimplementationsupport,operationale仟iciencythroughfiexibilityandsimplification

weakinstitutionalcapacityregardingsubnationaldelieryofserices

socialexclusion(particularlyyouthandwomen)andspatialdisparities

PrioritizingscalablesectorsinformedbywBGsmallstatesstrategy,s

LighthouseInitiatieapproaches,suchasphysicalconnectiity,

a仟ordableenergyandMsMEs

Increasedconnectiity

a)peoplethatbenefitfromimproedaccesstosustainabletransportinfrastructureandserices:b)a)$intotalpriatecapitalenabled

strengthenedEconomicGoernance

a)shareofnon_loggingdomesticreenueinGDP(%)

Intermediateutcomes

InterentionLogic_Resultschain

MoreandBetterJobs

ImproedAccesstoEnergy

a)peopleproidedwithaccesstoelectricity

Addressingulnerabilitytooercomeexposures

toshocks,includingtheuseofcrisisFinancing

Toolkit

wBG

smallstates

strategy

DriersofFragility

strengthenedbusiness

caseforpriateinestment

inselectedsectors(e.g.,

fisheries,tourism)

Addressingstructuralconstraintstosupport

iablesectorswithcomparatieadantage

(blueeconomy/tourism)

Greateraccessto

transportnetworksfor

thoseliinginrural

communities

Improed

infrastructurein

urbanareaswith

promisingmajor

inestments

strengthened

small

economic

infrastructure

forrural

communities

Increaseda仟ordability&reliabilityof

electricity

Enhanced

go,tcapacity

forengaging

businesses&

inestors

connected

toregional

correspon

dent

banking

system

Reforms&capacitybuilding:

budget/fiscalmanagement

stronger

credit

reporting

capacity&

products

forMsMEs

Greateraailability

ofo仟_gridsolar

aailability

Improedpreparednessagainstexternalshocks

strengthenedfinancial

sector

cPFutcomes&Indicators

Electricityproduction increased

Disasterrisk

financing

Outcome1:Increasedconnectivity

EconomicactivityanddiversificationhavebeenhinderedbytheSolomonIslands’remotenessaswellasthechallengesoftravelandconnectionwithinthe1,500-kilometer-longarchipelago—structuralconstraintsasasmallislandstate.Unlockingthejob-creationpotentialofunderdevelopedsectorssuchastourism,agriculture,fisheries,andminingwillrequiregreaterconnectivitybetweenkeylocationsaswellaswithinkeyurbancenters.Honiara,whichisgrowingat6

3

percentperyear,isoneofthefastestgrowingcitiesinthePacificandwillreachsome330,000personsby2030.BuiltonaWWIIbattlezone

5

andregularlyasiteforsocialunrest,thecityisinurgentneedofincreasedsocioeconomicinvestmentandurbanplanning.Thereisalsoaneedtoinvestinclimate-anddisaster-resilientmultimodaltransportlinkstailoredfordispersedislandcommunitiestobridgestructuralisolation.

Thiswillbedonebywayoftwosetsofinterventions,leveragingtheWBGSmallStatesStrategy’sphysicalanddigitalconnectivitylighthouseinitiativethatappliesscalablesolutions.First,atthenationallevel,thespatialtargetingofmajorinvestmentswillaimatinfrastructuretoenablemorereliableandresilientaccesstolocalandinternationalmarkets.Thesewillprimarilyfocusonkeyairports,mainroads,andbridges.Second,attheprovinciallevel,investmentswillsupportcriticaleconomicinfrastructureincludingports,bridges,accessandfeederroads,flooddrainage,pedestrianwalkways,wastedisposalsystems,andlocalmarkets.Thesewillalsoprovidelifelineconnectivity,servingasessentialgatewaysforthemovementofpeopleandgoods,aswellasforemergencyresponse.Allsuchinfrastructurewillbeimplementedinwaystopromotelocalcontentandthegradualbuildingofalocalprivateconstructionsectoralongwithmeasuresforclimateresiliencegiventheislands’propensitytonaturaldisaster.Onthepolicyside,theWBGwillsupportthedevelopmentofastand-alonetransportmaintenancefund,highlyimportantforclimateresilience,aswellasprovidetheunderpinninggeospatialandeconomicanalyticstosupportprioritizationandtargetingofkeyinfrastructure.

Theseinvestmentscansupporteconomicdiversificationandjobcreation,forexampleinfisheriesandtourism.AgovernmentpriorityistodevelopBinaHarbor,MalaitaProvince,asatransporthubandonshoretunaprocessingplant,creatingaround1,600jobs.IFCwillmaintainitstransactionaladvisoryrole,workingcloselywiththeNewZealandgovernmenttoassisttheMinistryofFisheriesandMarineResourcesindevelopingthebusinesscasepotentiallysupportedbyIDA/IBRDonpublicinvestmentneeds.Asimilarapproachisbeingtakenintourism,inwhichIFCistakingtheleadinitsinvestmentneedsanalysis,pavingthewayforpotentialprivatesectorinvestmentinkeyresortsintheWestern,Central,andGuadalcanalprovinces.Suchinvestmentswillbemorelikelywhenlinkedwithlast-mileroad,sea,andairconnections.TheMultilateralInvestmentGuaranteeAgency(MIGA)willaimtoleveragetheWBGGuaranteePlatformtomobilizecapitalfortourismandotherkeyinfrastructureprojects.

Theexpectedresultswillimprovetransportconnectivityfor20percentofthepopulation,includingthosewholiveinoneofthemostpopulousruralprovincesthathaslongstruggledwithlimitedtransportnetworkswhilepotentiallyenablingprivateinvestmentamountingtoUS$10millioninselectsectors.

Outcome2:Improvedaccesstoenergy

Economicgrowthisseverelyhamperedbychallengesinbothenergyandotherservicesectors.Thecountry’selectricitysectorexhibitssomeofthehighesttariffsintheworld,drivenbyaheavydependenceonimporteddiesel,lowrenewableenergypenetration,andtheabsenceofanindependentregulator.Electricitytariffsin2024wereUS$0.67/kWh,overfourtimestheglobalaverageandmorethandoubletheregionalaverage.Consequently,only15percentofthepopulationhasgrid-connectedpower,primarilyaroundHoniara.Thisunreliabilityforcesover90percentofsurveyedfirmstorelyoncostlydieselgeneratorsandmakeselectricityamajorconstraintforover70percentofbusinesses.Thecountry’shighelectricitytariffspluspersistentpoweroutageshavecontributedtoincreasedoperatingcosts.Thisunderscorestheneedtoscaleupaffordable,renewableenergysolutionsthatsupplyreliable,climate-resilientpowertocommunitiesandbusinessesbyadaptingscalableapproachesthathaveproveneffectiveinothersmall-statecontexts.

TheCPFdrawsupontheWBGSmallStatesStrategy,anditsaccesstoaffordableenergylighthouseinitiative,tohelpdeliverenergysystemsthatareaffordable,reliable,andefficient.TheWBG’sinvestmentintheTRHDPasleaddevelopmentpartnerwillprovideaquarterofthecountry’spopulationwithreliableandaffordableaccesstoelectricity.Thiswillbetransformativeforcommunitiesandbusinessesalike.MIGAcontinuestoengageTRHDPguaranteeholderstosupporttheimplementationofenvironmentalandsocialstandards.TheWBGwillsupporttheSolomonIslandsElectricityAuthoritytomovealongthetransitiontorenewableenergy.Suchadvisoryservicewillfacilitateprivateinvestmentinrenewableenergy,especiallysolar,upgradeexistingnetworks,andsimultaneouslylowertariffsand

5Dataonunexplodedordinances(UXOs)isverypoor,butHoniara,GuadalcanalwasthesiteofthemostintensefightinginthePacificinWWII,andthelegacyisthatover6,000UXOsareretrievedanddisposedofeveryyearfromlocationsinandaroundcommunities.

4

increaseaccess.Inthiscontext,IFCandMIGAwouldassessopportunitiestoenableandaccompanyprivatesectorinvestmentastheregulatoryenvironmentevolvesandthecountrytransitionstorenewableenergy.

Thisintegratedapproachisexpectedtobenefitmorethan150,000peoplebyprovidingthemwithaccesstoaffordableelectricity.Anadditionalbenefitwillbeanincreasedshare(upto70percent)ofrenewableenergyandhydropowerintheenergymix.

Outcome3:Strengthenedeconomicgovernance

Buildingfiscalresiliencethroughbetterpublicfinancialmanagementandrevenuemobilizationwillbecrucialtomaintaininfrastructureandservicestothepopulationandpropeleconomicgrowth.Withrevenuefromtheloggingsectorindecline,alargepublicinvestmentpipeline,andrisingmaintenancecosts,reformsareneededtoensurelong-termfiscalsustainability.Thisincludeseffortstobolsterdomesticrevenuemobilizationthroughtaxandnon-taxrevenuereform,measurestoimprovethequalityofpublicspending,andpublicfinancemanagementreforms.Inturn,therearecriticalreformsrequiredinthefinancialandprivatesectortobroadenfinancialinclusionandattractinvestment.Asof2019,only30percentofthepopulationheldanaccount.Thebusinesscommunitycomplainsofaslowbureaucracyandlackofaccesstocredit.Finally,asminingtakesoverfromloggingasthemainsourceofrevenue,thereisaneedtosupportgovernanceandregulatoryreform.

TheWBGishelpingtheSIGdevelopgreaterconfidenceamongthecommercialbankstoeventuallybeginrelendingtogovernment.TheWBGhasdeployedadevelopmentpolicyoperationaspartofaseriestoimprovefiscalandbudgetmanagementandcontinuestosupportreformrelatedtodebtmanagementdebttransparency,andfiscalsustainability.Thiswillbecombinedwithspecificsectorreforms,particularlyonenergyandtheminingsector.IFCwillcontinuetosupportreformstothelicensingofhotelsandtourismenterprisestoreducetheburdenofcomplianceontheprivatesector.AlignedwiththeWBGSmallStatesStrategy’sfocusonregionalsolutions,assistancetothefinancialsectorwillbedeliveredthroughbroaderPacific-wideprojects,enablingsharedconstraintstobetackledmoreefficientlyandcost-effectively.BuildingontheBank’ssupporttoenablethecontinuousaccesstocorrespondentbankingrelationship(CBR)servicesundertheregionalCBRproject,IFCwillsupportthedevelopmentofthefinancialsectorwithinitiativessuchascomprehensivecreditreportingthatwillhelpfinancialinstitutionsmakemoreaccuratecreditdecisionsandstrengthenthecustomerbase.IFChaslaunchedasmallloanguaranteeschemewithoneofthecommercialbanks,akeyexampleofthelighthouseapproach,tofacilitateaccesstofinanceforsmallandmediumenterprises(SMEs).And,byleveraginginvestmentfinancing,theBankwillcontinuetosupportdisasterriskfinancingtointegratemoreadaptationmeasures,ensuringcriticalservicesremainoperationalaftermajordisasters.

Theexpectedresultsareanincreaseintheshareofnon-loggingdomesticrevenueinGDPto23.5percentby2031.

DeliveringResults:ScalingAmbitionthroughaOneWBGStrategy

AdoptingRegionalApproachesforScaleandReplication.Toachievegreaterscaleandoperationalefficiency,theCPFwillpromoteregionalsolutionsalignedwiththeRegionalPartnershipFrameworkforNinePacificIslands.Thesesolutionswillbuildonprovenregionalmodelslikefisheries,regionaltradefacilitation,loanguaranteeschemes,andcorrespondentbankingsystemswhereshareddeliveryarrangementsandsimplifiedimplementationhavehelpedaddressgovernmentcapacityconstraints.

PartnershipsandDonorCoordinationActivities.Theprogramwillprioritizestrategicpartnershipswithregionalorganizationsanddevelopmentpartners,suchastheAsianDevelopmentBank(ADB)-cofinancedTRHDP,tomaximizecomplementarities,reducetransactioncosts,andaccelerateresults.BuiltonlessonslearnedfromTRHDPimplementation,theprogramwillexploremulti-partnerco-financingopportunitiestodelivertransformativeoutcomesthroughincreasedoperationalsize.Foroperationalefficiencyandsimplification,theCPFprioritizespartnerplatformssuchastheJointPolicyReformGroupthatconveneskeypartnerssuchastheADB,Australia,Japan,NewZealand,andtheOrganizationofthePetroleumExportingCountriesaroundpolicyreformtiedtodirectbudgetsupport.

Data,Knowledge,Learning,andCapacityBuilding.Givencriticalgapsindevelopmentdata,theCPFwillleveragetheWBG’sanalyticalandtechnicalexpertise,includingafirm-levelsurveythroughtheBusinessReady(B-READY)

5

initiative.TheCPFwillcontinuetobuildclientcapacityindatacollection,asdemonstratedbyitsongoingsupporttotheNationalStatisticsOffice(NSO).TheNSO-led2025HouseholdIncomeandExpenditureSurveywillbemadeavailableduringtheCPFperiod,providingup-to-dateinsights.InlinewiththeWBGSmallStatesStrategy’semphasis,theprogramwillcontinuetoembedcapacity-strengtheningsupportfornationalcounterparts.Inadditiontofosteringprojectstaffandgovernmentofficials’participationintheregionalWBGAcademy,theprogramwillcontinuetooffertargeted,hands-onimplementationsupportinfinancialmanagement,procurement,monitoringandevaluation,andenvironmentalandsocialsafeguardsastoolsandtechnologiesevolveornewofferingsareintroducedforoperationalefficiency.

GenderEquality.TheCPFprogramwillpromotepolicysolutionsdesignedtoshiftwomenfromunpaidandvulnerableworkintomoreproductive,formalemployment.AsoutlinedintheCountryGenderActionPlan,women’seconomicpotentialislimitedbytheirconcentrationintheinformalsector,highercareresponsibilities,andrestrictedaccesstoformaljobs,skillstraining,andproductiveassets,particularlyinruralareas.TheCPFwillmainstreamgender-sensitiveinterventionstotacklethesebarriersandboostinclusivegrowth.Jobcreationandprivatesector-ledgrowththroughthefocusofOutcomes1and2areexpectedtogenerateopportunitiesforwomenatscale.

AnnualBusinessPlanningExercise(ABPE).TheWBGwillapplysystematicbusinessplanningtoreduceportfoliofragmentationandconsolidateoperationsintofewer,largerprojects.ThiswillbedrivenbytheABPE,thefirstofwhichwillbecompletedbyFebruary2027.Toinformgovernmentbudgetdiscussions,whichtakeplaceinNovemberandDecemberofeachyear,theABPEwillconveneaOneWBGworkshopinOctober,andthismeetingwilltakestockofprogresstowardachievingCPFoutcomes,alongwithemergingrisksandtheiroperationalimplicationsforWBGprogramming,andtoensurethatCPFimplementationremainscloselyalignedwiththeWBGSmallStatesStrategy.TheABPEwillbeinformedbystakeholderinsightsdrawingfromregularengagementswiththeauthorities,civilsociety,theprivatesector,anddevelopmentpartners.Toreduceportfoliofragmentationanddelivermoreimpactfulprojects,thenumberofInvestmentProjectFinancing(IPF)operationswillbereducedtosixfromthecurrentten(excludingregionalprojects)bytheIDA21mid-termreview.

FinancialEnvelope.OvertheCPFperiod,theWBGwillcontinuetoexpanditsfinancialandadvisorysupportinacalibratedmanne