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Lesson
It is unlikely that civil servants in the Kyrgyz Republic have the necessary incentives to manage complex projects as unremunerated, part-time project managers, even if they are highly competent. It is also unlikely that public procurement processes can be managed without specialized procurement skills. A fully dedicated project manager and a procurement specialist should have been appointed to the project.

Project Number: 41544-072
Project Name: Investment Climate Improvement Program System Support Project
Report Date:
Lesson
Implementation of a single window for foreign trade is an extremely complex process that requires a long-term commitment and high-level support. It also requires continuous dialogue with all concerned government agencies to lower resistance to change, including by middle managers and operational staff. The project should have had a longer implementation period and should have included a stronger communication and change management component. A project administration manual and a design and monitoring framework (DMF) at an earlier stage could have helped expedite implementation.

Project Number: 41544-072
Project Name: Investment Climate Improvement Program System Support Project
Report Date:
Lesson
One significant additional lesson is the importance of monitoring the results of reform programs even after the financial closure of the program, ensuring that the government and its various implementing agencies develop a strong sense of ownership for the reform initiatives. As pointed out in para. 19, these types of SME reform measures would usually take much longer time to achieve real outcomes on the ground.

Project Number: 34344 -013, 38335-013
Project Name: Small and Medium-Sized Enterprise Development Program Cluster (Subprograms 1 and 2)
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:
Lesson
the components should be better prepared and formulated to facilitate their successful implementation

Project Number: 33167-013
Project Name: Small Business Development Project
Report Date:
Lesson
Rigorous due diligence should be carried out on the various proposed components, to ascertain their viability and increase the likelihood of their implementation in practice by obtaining firm upfront commitments from the parties that champion their promotion;

Project Number: 33167-013
Project Name: Small Business Development Project
Report Date:
Lesson
The focus and selection of project components should take into consideration the developmental context of the country and its absorptive capacity;

Project Number: 33167-013
Project Name: Small Business Development Project
Report Date:
Lesson
The need to be aware, during program design, of present or future laws that could impede reform. In this case, the passage of the Decentralization Law (2001) appears to have delayed the enactment of the investment law and to have led to the cancellation of the final loan tranche.

Project Number: 31644-013
Project Name: Industrial Competitiveness and Small and Medium Enterprise Development Program [Loan 1738-INO]
Report Date:
Lesson
One of these pertains to the linking of loan tranche releases with conditions for the passage of new laws. The passage of laws by the Parliament is normally not within the control of ADB or the government. Therefore, the question arises whether such conditions should continue to be imposed by ADB or, if such links are made, whether more time should be allowed for the laws to be passed. In this case, the delay in the passage of the investment law led to the cancellation of the final loan tranche, and thus to diminished efficiency in resource use.

Project Number: 31644-013
Project Name: Industrial Competitiveness and Small and Medium Enterprise Development Program [Loan 1738-INO]
Report Date:
Lesson
The lack of success in restructuring SME Bank also reconfirms lessons identified by IED and other development partners with regard to state bank restructuring, including labor retrenchment and incentive issues, as well as the difficulties associated with privatization such as determining an acceptable sale price and finding reputable strategic investors for a bank with an SME focus. On the positive side, the 7 ADB. 2006. Guidelines for Preparing Performance Evaluation Reports for Public Sector Operations. Manila.

Project Number: 34327-013, 34327-023
Project Name: Small and Medium Enterprise Sector Development Program [Loan 2066-2067- PAK]
Report Date: