所罗门群岛2026财年至2031财年国家伙伴关系框架

FOR OFFICIAL USE ONLY Report No.CPF0000038 INTERNATIONAL DEVELOPMENT ASSOCIATION INTERNATIONAL FINANCECORPORATION MULTILATERAL INVESTMENT GUARANTEE AGENCY COUNTRY PARTNERSHIP FRAMEWORK FOR SOLOMON ISLANDS FOR THE PERIODFY2026–FY2031 March31, 2026 Papua New Guinea, Solomon Islands,andVanuatuCountry Management UnitEast Asia and PacificRegion International Finance CorporationEast Asia and Pacific Region Multilateral Investment Guarantee Agency The date of the last Country Partnership Framework was August 2, 2018, followed by the Performance andLearning Review in August2022(Report No. 174891-SB).CURRENCY EQUIVALENTS Exchangerateeffective as ofFebruary 17, 2026Currencyunit: Solomon Islandsdollars (SBD)US$1=SBD8.033 FISCAL YEARJuly 1–June 30 ABBREVIATIONS AND ACRONYMS COUNTRY PARTNERSHIP FRAMEWORKFOR SOLOMON ISLANDS FY26–31From Fragility to Inclusive and Equitable Growth The World Bank Group (WBG) Country Partnership Framework (CPF) outlines a new engagement with the SolomonIslandsGovernment (SIG)that builds on the government’s policy priorities, including the 2016–35 NationalDevelopment Strategy, ImprovingtheSocial and Economic Livelihoods of All Solomon Islanders.1This framework,based on the new WBG Small States Strategy, envisions the country’s transition out of fragility by providing greaterconnectivity of people and markets, access to cheaper energy, and strengthening economic governance and fiscalresilience. As aremotesmall island nation with a population of 828,8572spread across 90 inhabited islands, the Solomon Islandsconfronts significant obstacles in its pursuit of job creation and sustainable growth.Despite these challenges, SolomonIslanders have managed to overcome the impacts of the 1998–2003 civil conflict, known as the Tensions, and the morerecent 2021 social unrest in Honiara, the capital city. The country has hosted major international events such as the 2023Pacific Games and the 2025 Pacific Island Leaders Forum. However, economic progress has been weak, with growthaveraging just 2.5 percent annually from 1981 to 2021. While logging, historically the mainexport,continues to decline,alternative sectors that depend onastrong private sector, such as fisheries, tourism, and mining, remain underdeveloped. Solomon Islands is one of the most aid-reliant countries in the world, with aid accounting for some 20 percent of GDP,placing it13thamong 125 developing countries.And yetSolomon Islandsremains in a low-level growth equilibrium withpoor human development outcomes. Over the last two and half decades the country has received high levels of aid,including someUS$2.6 billion during the Regional Assistance Mission for Solomons Islands3period from 2003–13.Despite this, human capital outcomes remain low. About one in three children are stunted and noncommunicable diseasesaccount for about 70 percent of adult deaths. The fact that only about 4,000 students enroll in tertiary education everyyear,which amounts toone of the lowest rates in the world, reinforces the low human capital levels that compound thechallenges that businesses face. Private sector-led growth is constrained by multiple factors. These include the country’s geographical expanse,4complexland tenure systems, skill gaps in the labor market, limited access to finance, and the high cost of electricity. Furthermore,regulatory bottlenecks and a stark digital divide—less than 1 percent of households haveaccess to fixed broadband—present major hurdles to development.Spatial inequality persists, with multidimensional povertyincidencesignificantlyhigher in rural areas (43 percent) than in urban areas (16 percent). The predominantly rural population (74 percent) isdisconnected from commercial activities, jobs, and public investments centered in and around Honiara, where 85 percentof registered businesses are located.Young people, who make up approximately 70 percent of the population, facediminished prospects due to high unemployment. The design of this CPF is informed by key lessons from past engagements, stakeholder consultations,as well as the WBGSmall States Strategy. Thesetogetheremphasize therequirementtoprioritize emerging risks, such as external shocks andfragility, to enable a dynamic response to crises while maintaining essential services. Secondly,there is a need tosimplifythe programby focusing on fewer objectives through larger impactful“lighthouse”projectsthat leverage provenprogrammatic approaches and scalable, replicable regional platforms,and ensuring a division of labor with other partners.Thirdly,early upstream engagementis requiredto de-risk private investment opportunities in key sectors like energy,fisheries,and tourism. Finally, a strong local presence and hands-on supportis neededto ensure project readiness andsuccessful implementation. A ProgramLayingFoundationsforMore and Better Jobs The CPF will draw on the WBG Small States Strategy byaligning with two of the sixlighthouseinitiatives—connectivityand acce