Islamic Development Bank: Member Country Partnership Strategy

The Member Country Partnership Strategy (MCPS), introduced in 2010 as an outcome of the Islamic Development Bank Reform Agenda, is a tool to mainstream the newly adopted post-reform business model of the IDB Group. This new business model embodies three operating principles of pro-activeness (reaching out to clients instead of waiting to be approached), inclusiveness (seeking the support and cooperation of all stakeholders) and prioritization (allocating available resources to the most urgent and priority needs of member countries). It is thus a strategy document that guides the operations of the IDB Group in its member countries over the medium-term (3-5 years) clearly specifying comparative advantage and niche areas for the IDB Group (IDB, ITFC, ICD, ICIEC and IRTI) as well as financing instruments and role play. The MCPS also endeavours to promote mutually beneficial partnerships among member countries such as transfer of technology, cross-border investments, trade exchanges and sharing of country experiences, etc., which are collectively known as “Reverse Linkages” (RL).

As an IDB Group undertaking, the MCPS is intended to enhance Group synergy and development results by aligning member country priorities with the IDB Group Vision 2020 and capacity. In addition, the MCPS provides the IDB Group a platform for structured dialogue with member countries and other stakeholders with a view to having an “inclusive” country strategy. Through these consultations, the MCPS enables the IDB to forge strategic partnerships and other joint initiatives with many development partners.

“The MCPS also endeavours to promote mutually beneficial partnerships among member countries such as transfer of technology, cross-border investments, trade exchanges and sharing of country experiences.”

The MCPS preparation follows a two steps process. It starts with the formulation of a concept note asserting the importance of the MCPS framework in articulating member country needs; diagnosing member country’s development situation and future aspirations; gauging these against Government’s development strategies and plans; assessing the lessons learnt from IDB’s own experience; suggesting possible support areas for future intervention by the IDB Group, etc. The second step in the process is field visit for consultations with an array of stakeholders including the government, civil society, private sector and development partners, etc., and subsequent preparation of the strategy.

So far, the IDB has prepared nine MCPS on Turkey, Indonesia, Mali, Uganda, Mauritania, Pakistan, Kazakhstan, Senegal, and Morocco. Ten others are under preparation.

CFI

Recent Posts

BIAT: Strengthening Market Leadership Through Innovation, Digitalisation, and Responsible Governance

BIAT continues to assert its dominance in the Tunisian financial market, reinforcing its resilience with…

3 days ago

From Oil Barrels to Algorithms: Why the Gulf’s Digital Future Needs Chief AI Officers

With oil prices projected to plateau or decline in the coming years, Gulf states are…

1 week ago

Corporación Zona Franca Santiago: Forging the Next 50 Years of Sustainable Innovation and Growth

As Corporación Zona Franca Santiago (CZFS) marks its 50th anniversary, the organisation stands at the…

1 week ago

Central Reserve Bank of El Salvador: Driving Innovation and Financial Inclusion for National Development

The Central Reserve Bank of El Salvador (BCR) continues to set the standard for leadership,…

2 weeks ago

Fortress Europe? Navigating the Perils of a Global Trade War

As global trade tensions escalate, Europe finds itself in a precarious position. Caught between competing…

2 weeks ago

Kathrein Privatbank: Innovating Private Banking with Digitalisation, Sustainable Investing, and Regional Expansion

For over a century, Kathrein Privatbank has remained a benchmark for private banking excellence in…

3 weeks ago