Regions and Countries

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p. 6 of 21 BACK | NEXT I. Country Performance Assessment A. Economic Performance Assessment B. Poverty Assessment C. Assessment of Socio-Environmental Performance D. Governance: Sound Development Management E. Implementation Assessment II. Country Operational Strategy III. Sector Strategies IV. Regional Cooperation V. Donor Activities and Aid Coordination VI. Cofinancing and Catalyzing External Resources VII. ADB’s Operational Program VIII. Economic and Sector Work Program IX. Local Cost Financing

Country Assistance Plans - Kiribati : I. Country Performance Assessment

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E. Implementation Assessment

1. The Portfolio

11. Since Kiribati joined ADB in 1974, six loans totaling $15.1 million and 33 Technical Assistance (TA) totaling $8.3 million have been approved. All projects except SAPHE have been completed, and two have been post-evaluated (see Appendix 2, pages 1 and 2). Of the two post-evaluated projects, one for Betio Shipyard Rehabilitation² was rated unsuccessful, primarily because it did not achieve its principal objective of reducing overhead cost or lowering passenger fare and cargo freight rates. The other one for Tarawa Power³ was rated generally successful.

12. The first ADB loan to Kiribati since 1990 was approved in December 1998 for $10.2 million for SAPHE. The loan and two related TAs⁴ are part of ADB's ongoing support to public sector reforms in Kiribati. The second phase of a three-phase TA program to strengthen the Government's institutional capacity for Financial and Economic Management (FEM) was approved in January 1999⁵. Implementation of SAPHE and FEM is expected to be the prime focus of ADB activities in Kiribati over the next 2 to 3 years.

2. Issues in Project Implementation

13. In view of the magnitude and complexity of the project, and lack of familiarity with such venture, implementation of the SAPHE project will represent a major challenge for the Government over the next four years. The Government's performance in implementing the project, including agreed institutional reform of the Public Utility Board (PUB), will have a determinant impact on the pace and engagement. For this reason, it is of prime importance for the Government to maintain maximum ownership over this project as well as ensure effective and timely implementation of the project's physical and policy-related components. Past experience in Kiribati show that this can best be achieved through a carefully designed program of institutional strengthening which focuses on skill transfer and effective on-the-job training.

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