The CDTA will support the commercial transformation of BNCTL through (i)support to the implementation of BNCTL's strategic and business plan, (ii) design and delivery of products (credit, savings, payments, trade finance) that are suited to the Timorese context and that are currently not available for a large part of the population; (iii) the introduction of technologies that improve efficiency; and (iv) building staff capacity and support for the commercial transformation of the institution to underpin commercial objectives and attract strategic investors.
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|Project Name||Expansion of Financial Services|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Inclusive economic growth
|Drivers of Change||Gender Equity and Mainstreaming
Governance and capacity development
Private sector development
|Sector / Subsector||
Finance / Inclusive finance
|Gender Equity and Mainstreaming||Effective gender mainstreaming|
|Description||The CDTA will support the commercial transformation of BNCTL through (i)support to the implementation of BNCTL's strategic and business plan, (ii) design and delivery of products (credit, savings, payments, trade finance) that are suited to the Timorese context and that are currently not available for a large part of the population; (iii) the introduction of technologies that improve efficiency; and (iv) building staff capacity and support for the commercial transformation of the institution to underpin commercial objectives and attract strategic investors.|
|Project Rationale and Linkage to Country/Regional Strategy||The TA is aligned with the country partnership strategy (2011 2015) in that it helps to achieve economic growth and sharing of economic opportunities across the population. ADB's support in infrastructure, financial services and skills training helps to meet the needs of a growing economy and improve competitiveness of the private sector. It is a continuation of previous technical assistance provided and also intends to link or complement existing ADB projects, such as the Technical and Vocational Education and Training program and PSDI Phase III, or those of other development partners.|
|Impact||Large portion of the population has access to and use a range of financial services|
|Description of Outcome||An improved BNCTL, growing and operating sustainably, consistent with its commercial banking license|
|Progress Toward Outcome||The commercial transformation of BNCTL has completed its first phase. The TA is now in its second phase, supporting the implementation of the transformation plan. An additional co-financing of A$300,000 by the Australian Government will further support strengthening of corporate governance and risk management of BNCTL.|
|Description of Project Outputs||
BNCTL management and staff apply commercial banking principles efficiently and effectively
Road map and action plan for comprehensive institutional strengthening finalized
|Status of Implementation Progress (Outputs, Activities, and Issues)||The first phase of the TA has been successfully completed with the preparation of a transformation roadmap. In the second phase, IT, operations and transformation experts were engaged who assisted with upgradation of BNCTL's core banking software. With additional co-finance of A$300,000 from the Australian Government, the duration was extended to 31 December 2019 and it will provide support in corporate governance and risk management areas. BNCTL rolled a national network of ATMs in November 2016. The new core banking system went on live in September 2017.|
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design||The TA fact-finding mission concluded with a memorandum of understanding outlining agreed impact, outcome, outputs, implementation arrangements, and outline terms of reference for consultants. The TA was discussed with BNCTL; development partners and government agencies.|
|During Project Implementation||The project team continues to consult with BNCTL; development partners and government agencies.|
A total of six international consultants were engaged on an intermittent basis by the TA: a transformation manager (21.6 person-months), a bank operations advisor (7.7 person-months), a bank information technology expert (8.2 person-months), a Credit Risk Management Expert (5.6 person-months), an Operational Risk Expert (6.8 person-months), and a Compliance Expert (6.1 person-months).
The additional cofinancing coverd intermittent international consultant inputs of approximately 6.4 months
|Responsible ADB Officer||Nizami, Masudur R.|
|Responsible ADB Department||Pacific Department|
|Responsible ADB Division||Pacific Liaison and Coordination Office in Sydney, Australia|
Banco Nacional de Com rcio de Timor-Leste
Ave.Martires da Patria Mandarin
Dili, Timor Leste
|Concept Clearance||08 Oct 2014|
|Fact Finding||08 Oct 2014 to 10 Oct 2014|
|Approval||20 Nov 2014|
|Last Review Mission||-|
|Last PDS Update||26 Mar 2019|
|Approval||Signing Date||Effectivity Date||Closing|
|20 Nov 2014||30 Dec 2014||30 Dec 2014||30 Jun 2018||31 Dec 2019||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|977,460.00||298,600.00||0.00||0.00||0.00||0.00||1,276,060.00||20 Nov 2014||1,028,147.14|
Project Data Sheets (PDS) contain summary information on the project or program. Because the PDS is a work in progress, some information may not be included in its initial version but will be added as it becomes available. Information about proposed projects is tentative and indicative.
The Public Communications Policy (PCP) recognizes that transparency and accountability are essential to development effectiveness. It establishes the disclosure requirements for documents and information ADB produces or requires to be produced.
The Accountability Mechanism provides a forum where people adversely affected by ADB-assisted projects can voice and seek solutions to their problems and report alleged noncompliance of ADB's operational policies and procedures.
In preparing any country program or strategy, financing any project, or by making any designation of, or reference to, a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.
|Title||Document Type||Document Date|
|Expansion of Financial Services: Technical Assistance Report||Technical Assistance Reports||Dec 2014|
Safeguard Documents See also: Safeguards
Safeguard documents provided at the time of project/facility approval may also be found in the list of linked documents provided with the Report and Recommendation of the President.
None currently available.
Evaluation Documents See also: Independent Evaluation
None currently available.
None currently available.
The Public Communications Policy (PCP) establishes the disclosure requirements for documents and information ADB produces or requires to be produced in its operations to facilitate stakeholder participation in ADB's decision-making. For more information, refer to the Safeguard Policy Statement, Operations Manual F1, and Operations Manual L3.
Requests for information may also be directed to the InfoUnit.
Access to Finance Stimulates Small Business Growth in Timor-LesteADB helped launch Timor-Leste’s first locally-owned commercial bank that provides loans to individuals and businesses. The National Commercial Bank of Timor-Leste (NCBTL), now has branches in towns and rural areas.
|Tender Title||Type||Status||Posting Date||Deadline|
|Risk and Corporate Governance Expert||Individual - Consulting||Closed||19 Sep 2018||25 Sep 2018|
|Finance Risk Specialist||Individual - Consulting||Closed||02 Dec 2017||08 Dec 2017|
|Credit Risk Expert||Individual - Consulting||Closed||10 Aug 2017||23 Aug 2017|
|Transformation Manager||Individual - Consulting||Closed||01 Aug 2017||07 Aug 2017|
|Compliance Risk Expert||Individual - Consulting||Closed||18 Jul 2017||24 Jul 2017|
|Operational Risk Expert||Individual - Consulting||Closed||18 Jul 2017||24 Jul 2017|
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