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Displaying 181 - 195 of 258

Lesson
Structuring and implementing a PPP project is complex, time-consuming, and requires significant resources and commitment by all parties involved. Knowing that the PPP concept was at an early development stage in the Maldives at the time of project inception and that few ministries had the capacity or resources for PPP project development, ADB and the executing agency should have identified appropriate focal points and obtained stronger management commitment from relevant line ministries to ensure efficient implementation.

Project Number: 41149-013
Project Name: Private Sector Development Project
Report Date:
Lesson
There should have been adequate assessment at appraisal of the suitability of a new facility such as the cost-sharing facility, especially in the context of Bhutan where the number of business development services (BDS) providers is small and where government heavily subsidizes training for BDS.

Project Number: 39221-022
Project Name: Micro, Small, and Medium-Sized Enterprise Sector Development Program
Report Date:
Lesson
Pricing needs to reflect market demand. The formal price change from ADB came too late to make a difference, since by then the price waivers had been granted. Likewise the first loss provision outlined in the RRP was dropped from the guarantee agreement between ADB and SBC.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date:
Lesson
An adequate pipeline is needed. More care is needed in establishing a pipeline of PFIs. Due diligence was weak, preventing the participation of more banks before approval or immediately afterwards. Given more participants, the volume of guarantees would have increased and a wider variety of SMEs could have taken part. More exhaustive due diligence is needed in the future, especially in identifying and assessing PFIs. Poor monitoring and supervision of the project by ADB contributed to the low utilization of the facility.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date:
Lesson
Need to proactively monitor facility utilization. The need for effective monitoring was stressed in the RRP, but it was not carried our satisfactorily. Monitoring facility utilization was necessary to guide restructuring, realignment, and modifications, and, where required, to cancel allocations so ADB capital could be deployed more efficiently. ADB originally expected that over time, the PCG facility would allow PFIs to become familiar with SME risks and provide guarantees for a wider range of instruments, which would have prompted more PFIs to participate.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date:
Lesson
Carefully assess effective demand for new instruments. For projects where similar models do not exist in the local market, more exhaustive studies and analyses of the demand and willingness to pay for guarantees covering SME exposure should take place.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date:
Lesson
Better due diligence of financial intermediaries is required. ADB did not adequately assess the risk rating process of SBC or do enough work to understand its processes and procedures. A better understanding of SBC would have enabled ADB to assume more decision-making responsibility on the implementation of the facility. In addition, ADB should have undertaken due diligence of other potential PFIs at appraisal.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date:
Lesson
Underestimating the impact of staff changes. PSOD preferred to assume financial intermediary risk rather than risk associated with SMEs, which contributed to the delay in raising the credit limit to URC and the selection of new PFIs. ADB staff changes at the project officer level confused SBC and contributed to the lack of continuity and consistency of efforts by ADB.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date:
Lesson
There has neither been a follow-up project in the Philippines, nor has ADB financed a similar project elsewhere in the Asia Pacific region. The issue of taking on SME risk against that of the financial intermediary needs resolution before its further application. The PCG facility could potentially be adopted in a number of ADB’s developing member countries, but further work is required to adequately measure and assess the risk-return benefits of the instrument for stakeholders.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date:
Lesson
Promoting a standard anchor for interest rates is needed to conform development partners’ assistance to the local environment and to avoid market distortions.

Project Number: 36117-013
Project Name: Small and Medium Enterprise Regional Development Project
Report Date:
Lesson
Project administration should give greater attention to efficient and timely disbursement to facilitate implementation

Project Number: 36117-013
Project Name: Small and Medium Enterprise Regional Development Project
Report Date:
Lesson
Institutional support in various business aspects would make small and medium enterprises more bankable.

Project Number: 36117-013
Project Name: Small and Medium Enterprise Regional Development Project
Report Date:
Lesson
Training in basic information and communication technology skills. While the project recognized the importance of training in basic ICT skills for users of the unified automated information system, it left the provision of this training to the executing and implementing agencies. Because this is a prerequisite for any large-scale ICT system development, future projects should set this as an appropriate loan covenant.

Project Number: 38177-013
Project Name: Regional Customs Modernization and Infrastructure Development Project
Report Date:
Lesson
Project implementation capacity of the executing and implementing agencies. The provision of training for the executing and implementing agencies at the outset, not only in ADB procurement procedures but also in project management techniques, would probably have reduced the project start-up delays. Future projects should include appropriate training to new executing and implementing agencies at start-up.

Project Number: 38177-013
Project Name: Regional Customs Modernization and Infrastructure Development Project
Report Date:
Lesson
Business process reengineering, which is at the core of customs reform, must be conducted in line with international standards, particularly the World Customs Organization's Revised Kyoto Convention. This will maximize harmonization of customs procedures across borders in the interest of facilitating international trade.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date: