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Lesson
Proper sequencing and program readiness. Proper sequencing of program activities is essential to ensure success. In the case of the Small and Medium Enterprise Sector Development Program (SMESDP), gaps in program readiness led to delays in its implementation. As discussed in para. 8, adoption of a two-step approach would have been more appropriate; first, the technical assistance (TA) loan to prepare the outputs needed and recommendations for implementation, followed by a second step of putting the SMESDP in place to implement the recommendations of the TA loan.

Project Number: 35225-013
Project Name: Small and Medium Enterprise Sector Development Program
Report Date:
Lesson
Trade policy should include measures that increase the benefits to small and medium-sized enterprises (SMEs) from trade, including measures to make it administratively easy to obtain certificates of rules of origin, an outreach strategy to help SMEs on trade policy developments and utilization of preferential trade agreements, and implementation of intellectual property rights that could benefit SMEs, such as geographical indications (regional trademarks).

Project Number: 35304-032, 35304-045
Project Name: Private Sector and Small and Medium-sized Enterprises Development Program Cluster (Subprograms I and II)
Report Date:
Lesson
Effective orientation programs on project approaches, implementation modalities, and the roles of stakeholders contributed to successful project implementation. Implementation partners should be well informed of the approaches and strategies of the project prior to implementation.

Project Number: 29472-013
Project Name: Road Network Development Project
Report Date:
Lesson
During the implementation of Part C, the change in construction method from labor to equipment based (otta seal standard) had an effect on the original road length. Detailed study on the construction method needs to be carefully undertaken during the design phase to avoid changes during the implementation phase.

Project Number: 29472-013
Project Name: Road Network Development Project
Report Date:
Lesson
Policy-based programs should be designed to reflect the capacity of the executing and implementing agencies, and policy reforms should be commensurate with the program loan or grant amount.

Project Number: 35304-032, 35304-044
Project Name: Private Sector and Small and Medium-sized Enterprises Development Program Cluster (Subprograms I and II)
Report Date:
Lesson
The project was implemented during the conflict period (2001-2006) and it faced challenges from local communities, which made additional demands and at times disrupted the work progress. Part A could not be completed as it was highly affected by unrest in Terai. A proper analysis of road design and selection of road sections should be carried out during the design phase to ensure timely completion of the selected road sections is possible.

Project Number: 29472-013
Project Name: Road Network Development Project
Report Date:
Lesson
Institutional development and engagement of stakeholders in the program are necessary for quality policy development.

Project Number: 35304-032, 35304-043
Project Name: Private Sector and Small and Medium-sized Enterprises Development Program Cluster (Subprograms I and II)
Report Date:
Lesson
A few civil works contracts could not be completed even after extending the loan closing date by 18 months. The timeframe, working season, and site analysis should be considered prior to award of contract to ensure timely completion of the contracts.

Project Number: 29472-013
Project Name: Road Network Development Project
Report Date:
Lesson
Continuous policy dialogue and policy development are important for sustaining reforms. Under the Private Sector and Small and Medium-sized Enterprises Development Program Cluster (PSME) this was achieved through regular reviews, production of policy discussion notes, and joint work with counterparts. The post-program partnership framework (P3F) has been instrumental in maintaining the dialogue between ADB and government counterparts.

Project Number: 35304-032, 35304-042
Project Name: Private Sector and Small and Medium-sized Enterprises Development Program Cluster (Subprograms I and II)
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
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
While the project-preparation facilities made sense, the TA loan itself was spread too thinly. The funds were dispersed across three sectors, and were handled by numerous agencies managing subprojects in many locations. This made coordination a challenge right from the outset, especially given the absence of an experienced and capable local coordination team. It did not work. In retrospect, the multi-sector design of the TA was wrong, and approval should not be given for similar TA loans in the future. The important lesson learned here is to restrict loans to one sector at a time.

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date:
Lesson
ADB should have restructured its technical assistance (TA) loan much earlier, taking into account two events: (i) the approval of new multitranche financing facilities (MFFs) with project-preparation components that duplicated some of the TA's work, and (ii) dramatic changes in the economy that made some subprojects irrelevant and/or unfundable. The review missions reported on consultant services and their performance, and they did propose a major restructuring of the TA over time.

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date: