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KfW Entwicklungsbank, Development Arm of German Bank, Lends $14.7m to Moroccan Microfinance Institution (MFI) Fondation pour le Développement Local et le Partenariat (FONDEP)
The Microfinance Capital Markets Newsletter of the Consultative Group to Assist the Poor (CGAP) reported that KfW Entwicklungsbank, the emerging-economy financing arm of a German banking group, issued a loan of EUR 10 million (USD 14.7 million) to the Fondation pour le Développement Local et le Partenariat (FONDEP), a Morocco-based non-governmental organization (NGO). The loan accompanies a convention of partnership signed by both parties that aims to establish a basis for future collaborations. The loan is refundable over eight years with a grace period of two years.
Private Chinese Direct Investment in Africa: Some Examples
The examples below are based on Naidu (2007) and a Chinese government website (http://preview.english.mofcom.gov.cn). The examples are by no means comprehensive; nor are they necessarily consistent with official statistics. Nevertheless, they suggest the scope and scale of private Chinese investment in Africa.
III. C. Commercial Policies: THE ROLE OF CHINA’S PUBLIC SECTOR
Market access and trade policy are important in fostering China-Africa trade. The Chinese government in January 2005 implemented the Special Preferential Tariff Treatment (SPTT), which removes the tariff from some 190 items exported to China from 25 of the least developed countries in Africa.
Many Countries Fall Short
There is substantial scope to make budgets more growth oriented.

Other economic cooperation Related Articles

Fusion Marketing
The key to successful guerrilla marketing is in embracing not the concept of competition, but the beauty and advantage of cooperation. Fuse for fun & profit.
1.15 Building an employment agenda: Working Out of Poverty
Employment, and the promotion of enterprise that creates it, remains the most effective route to poverty eradication. The objective of full employment is essential – an issue on which the European Union has given political leadership. Most policy prescriptions, however, do not view job creation as an explicit objective of economic and social policies, but rather as a hopedfor result of sound macroeconomic policies. At the ILO, we believe that sound macroeconomic policies are essential for desired growth, but such growth must be employment-intensive to effectively reduce poverty. While the main challenge remains at the national level, development cooperation has a role to play. Donor countries and institutions, especially international financial institutions, should build this in as an integral part of their vision.
HUMAN RESOURCE DEVELOPMENT AND ATTRACTING INWARD FDI
One of the characteristics of rich industrial economies is the availability of a workforce with a high level of human capital. Whether human capital has been the key driver of economic prosperity or vice-versa is still a matter of debate. Nevertheless, long time series trends in educational attainment and economic growth during the last century indicate that HRD and economic prosperity went hand in hand10. Some developing countries followed similar trends in human capital and economic growth. What was distinctive about these developing countries is that they appeared to have realised large economic benefits in attracting MNEs into host economies, and have thus mobilised inward FDI to attain rapid economic growth.
What Drives China’s Growing Role in Africa?
China’s fast-growing economic ties with Africa are attracting considerable attention. The relationship came into the spotlight during the summit of the Forum on China-Africa Cooperation (FOCAC) in Beijing in November 2006 and the Annual Meetings of the African Development Bank (AfDB) in Shanghai in May 2007. While the expansion of trade and investment between Africa and China has been generally welcomed, concerns have been expressed about how China’s growing presence might affect African development.2 But what roles exactly has China played?
Cooperation vs. Competition in Today's Business
If you are in business today – do you still feel the need to compete? Or are you thinking cooperation? These are two very different business models, which lead to different marketing strategies and outcomes. Because they offer great business opportunities in difficult economic times; I invite you to think cooperation in the form of Joint Ventures.

The Tour De France, Relationships and Success
Successful people are interpersonally competent. Interpersonally competent people build and maintain solid relationships with the people in their lives. Just like in bicycle racing, cooperation, sharing the lead and the work are key to creating strong, mutually beneficial relationships. If you get a chance, tune into the Tour de France one July. You'll see cooperation in action, even among competitors.
ENCOURAGING AND SUSTAINING COOPERATION
Organizations are complex structures with many interdependencies. We must rely on others to help get things done and meet our objectives, and that means cooperation and collaboration are often the key to our success. While there is evidence that human beings base our actions on self-interest in an effort to maximize personal benefit, ample evidence also supports the proposition that our natural inclination is toward cooperation. The challenge you face in the workplace is to ensure the conditions that create and sustain cooperation and collaboration are in place.

How to Get Your Results Though Others
Gaining cooperation is important to managers, salespeople and leaders. Here are 6 points that get the job done.
Some Things Are Easier For Your Business in a Recession
If your business is feeling the impact of the economic downturn, think differently about how you could take advantage of the current economic circumstances. Some things are definitely more challenging, but others might actually be easier in these tough economic times.
Get What You Need From Your Matrix Partners: Five Guidelines for Influencing in a Matrix Structure
In a matrix organization-where people rely on getting work done through others over whom they have no direct authority-maintaining high levels of cooperation and coordination can be a challenge. What can leaders do to encourage and sustain cooperation?

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