States of Fragility 2020 sets a policy agenda for fragility at a critical turning point: the final countdown on Agenda 2030 is at hand, and the pandemic has reversed hard-fought gains. This report examines fragility as a story in two parts: the global state of fragility that existed before COVID-19, and the dramatic impact the pandemic is having on that landscape.

Three years into the 2030 Agenda it is already apparent that those living in fragile contexts are the furthest behind. Not all forms of fragility make it to the public’s eye: fragility is an intricate beast, sometimes exposed, often lurking underneath, but always holding progress back. Conflict ...

The world is getting more violent, and violence is occurring in surprising places. Over the past 15 years, 3.34 billion people, or almost half of the world’s population, have been affected by violence. The number of violent conflicts is decreasing, but conflicts are killing more people: conflict-related deaths have tripled since 2003. Violent extremism and terrorism are also on the rise. The economic cost of violence is rising too: the global economic impact of violence is a staggering USD 13.6 trillion, equivalent to 13.3% of Global GDP. And civilians, especially children and women, are most at risk. States of Fragility 2016: Understanding Violence takes a long hard look at violence in the world – and what we should do about it. The report showcases emerging thinking about violence, presents a new risk-based approach to monitoring various dimensions of fragility, and looks at financial flows in support of fragile contexts. Understanding Violence finds that development, peace and security efforts in the developing world have not kept pace with the new reality of violence. We need to dedicate more resources and attention to violence. And to be effective, we need to put people – especially youth – at the centre of our efforts.

This publication takes stock of i) the evolution of fragility as a concept, ii) analyses of financial flows to and within fragile states between 2000 and 2010, and iii) trends and issues that are likely to shape fragility in the years to come.

The 2011 WDR on Conflict, Security and Development underlines the devastating impact of persistent conflict on a country or region's development prospects - noting that the 1.5 billion people living in conflict-affected areas are twice as likely to be in poverty. Its goal is to contribute concrete, practical suggestions on conflict and fragility.

State fragility is a much-debated yet underinvestigated concept in the development and international security worlds. Based on years of research as part of the Country Indicators for Foreign Policy project at Carleton University, Exiting the Fragility Trap marks a major step toward remedying the lack of research into the so-called fragility trap. In examining the nature and dynamics of state transitions in fragile contexts, with a special emphasis on states that are trapped in fragility, David Carment and Yiagadeesen Samy ask three questions: Why do some states remain stuck in a fragility trap? What lessons can we learn from those states that have successfully transitioned from fragility to stability and resilience? And how can third-party interventions support fragile state transitions toward resilience? Carment and Samy consider fragility’s evolution in three state types: countries that are trapped, countries that move in and out of fragility, and countries that have exited fragility. Large-sample empirical analysis and six comparative case studies—Pakistan and Yemen (trapped countries), Mali and Laos (in-and-out countries), and Bangladesh and Mozambique (exited countries)—drive their investigation, which breaks ground toward a new understanding of why some countries fail to see sustained progress over time.

Large-scale investments in fragile states - in Latin America, Africa, the former Soviet Union and Asia - become magnets for conflict, which undermines business, development and security. International policy responds with regulation, state-building and institutional reform, with poor and often perverse results. Caught up in old ways of thinking about conflict and fragility, and an age-old fight over whether multinational corporations are good or bad for peaceful development, it leaves business-related conflicts in fragile states to multiply and fester. Surveying a new strategic landscape of business and conflict, Brian Ganson and Achim Wennmann conclude that neither company shareholders nor advocates for peaceful development need, or should, accept the growing cost of business-related conflict in fragile states. Drawing on decades of experience from mainstream conflict prevention and violence reduction efforts, as well as promising company practice, they show that even acute conflict is manageable when dealt with pragmatically, locally and on its own terms. The analysis and conclusions of this Adelphi book will interest policymakers, business leaders and community advocates alike - all those hoping to mitigate today's conflicts while helping to reduce fragility and build a firmer foundation for inclusive development.