Search

Displaying 1 - 11 of 11

Lesson
Consider targeting support for reform initiatives in the FSM at individual states. Decentralized practices among the four states (Chuuk, Kosrae, Pohnpei, and Yap) make coordination and communication on policy issues a challenge. This challenge was compounded by the weak capacity of various implementing agencies and different views and levels of political commitment regarding the reform agenda. These resulted in varying degrees of performance.

Project Number: 33314-013
Project Name: Federated States of Micronesia: Private Sector Development Program
Report Date:
Lesson
A design and monitoring framework can be an effective instrument to attain results only if it is properly shared with implementing agencies and provides clear performance targets with appropriate timelines, monitoring mechanisms, and baseline data. Sufficient resources and time should have been allocated for consultation with implementing agencies in determining program inputs, outputs, and outcomes, as well as in setting and monitoring performance targets.

Project Number: 33314-013
Project Name: Federated States of Micronesia: Private Sector Development Program
Report Date:
Lesson
Policy actions must be formulated in a manner that does not leave room for ambiguity or interpretation of supported policy principles. A large number of policy actions under PSDP were not sufficiently defined to ensure or help ascertain the achievement of meaningful results.

Project Number: 33314-013
Project Name: Federated States of Micronesia: Private Sector Development Program
Report Date:
Lesson
Public enterprise reform in the FSM requires creative approaches to involving the private sector in the management of public assets given limited private sector capacity and interest. The effort to reform and divest public enterprises has not been as successful as hoped. One reason is that in such a small and remote lower-income country with a weak private sector, there are few people with the capital or business experience to bid for or successfully manage such enterprises.

Project Number: 33314-013
Project Name: Federated States of Micronesia: Private Sector Development Program
Report Date:
Lesson
Ascertaining legislative support at both the national and state levels is an important aspect of determining project readiness in the FSM. The unexpected delays in obtaining national and state legislative authorization delayed the loan approval and loan effectiveness, each by 1 year, respectively. Reform momentum was lost during the long interval between appraisal and program inception.

Project Number: 33314-013
Project Name: Federated States of Micronesia: Private Sector Development Program
Report Date:
Lesson
IT-related project components need extra attention from ADB in small, remote countries with low capacity. From the start, the IT components for the land management administrations and FSMDB were not properly scoped and resourced. They did not adequately consider the limited capacity of internal IT departments and local IT providers. They also failed to address such related problems as the need to provide implementation support throughout the first year of operation.

Project Number: 33314-013
Project Name: Federated States of Micronesia: Private Sector Development Program
Report Date:
Lesson
Program implementation arrangements in the FSM need to recognize the limited authority of a program implementation unit at the national level over state administrations.

Project Number: 33314-013
Project Name: Federated States of Micronesia: Private Sector Development Program
Report Date:
Lesson
Support for capacity building should be geared towards promoting the long-term sustainability of institutions. While technical assistance in the form of logistical support, advisory assistance (through consultant inputs), study tours, and training help to improve project capabilities, they do not necessarily address long-term sustainability of institutions.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date:
Lesson
Early identification of the constraints to implementation, and development of clear strategies to address these constraints would have made implementation more effective and efficient. The capacity constraints of implementing agencies were not clearly defined early on in implementation, especially the credit components. No clear strategies were developed to address constraints in the social and cultural environment and in market conditions that affect the policy component. As a result, the project suffered delays and the delivery of outputs and outcomes was significantly affected.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date:
Lesson
A project design based on a sound and thorough assessment of institutional constraints and market conditions would have ensured smoother implementation and improved loan performance. In the context of Samoa—where the financial market is relatively underdeveloped, the collateral framework is weak, and institutions have limited capacity—a more simple and focused project design would have been more appropriate.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date:
Lesson
Enterprise finance projects need to have a clear exit strategy at completion. The project had no clear strategy on how the Small Business Enterprise Centre (SBEC) should be supported beyond the life of the project. The SBEC was left with a huge loan guarantee portfolio at the end of the project and no long-term means to sustain its operations.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date: