Catalog

	Table of Contents
p. 29 of 32 BACK | NEXT I. Introduction II. Assessment of Past Performance III. Rationale and Role IV. Operational Strategy V. Operational Improvements VI. Resource Requirements A. Capital Resources B. Human Resources VII. Conclusions and Recommendations

Private Sector Operations: Strategic Directions and Review

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VI. Resource Requirements

105. The intensified work in the infrastructure sector and capital markets, with a heightened emphasis on development impact, the plan to extend PSO to more countries and sectors, and the need to strengthen risk management and enhance PSG’s field presence in project administration and other areas, will have capital and human resource implications that need to be addressed. Within PSG’s current resource allocation, which supports only intermittent PSO interventions in certain countries and sectors, PSG has failed to serve some clients at all and has served many client DMCs on a sporadic basis at best. This clearly falls short of what is needed to implement the proposed updated strategy for PSO, and arguably also, to support ADB’s PSD Strategy. Additional resources are required to enable ADB to undertake PSO in all its DMCs⁷⁴ on a more regular, continuing basis across a range of sectors in accordance with specific country needs and conditions. The following sections discuss proposals regarding capital and human resources required for PSO.

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