FINAL REPORT - USAID Macedonia

Donor Coordination
Whenever possible, MCP coordinated activities with donors operating with similar mandates. Without this type
of collaboration, limited donor resources are wasted and opportunities are lost through duplication. MCP
ensured intensive collaboration with GIZ, SIPPO and CBI in market linkage activities, and collaborated with the
EU commission and Austrian Development Agency (ADA) and other activities. MCP partnered with USAID’s
Ag-Biz Project in access to finance and helped generate opportunities in fruit exports, and with USAID BEA to
reform internship legislation. The Project coordinated with a World Bank project to assist development of an
export promotion strategy for Invest Macedonia. We estimate that collaboration leveraged at least $150,000 in
project activities—particularly in market linkages.
Learning Process
As initiatives were piloted or rolled-out, MCP used project monitoring, engagement with the market,
implementation partners and beneficiaries to identify changes in methodology or practice to improve
effectiveness, scale-up results and achieve sustainability. The learning process also helped staff prioritize project
investments, steering resources towards those initiatives with potential for high impact. For example, increased
funds were allocated to the Financial Platform as the initiative gained traction and started to produce results.
Later, as the model was proven in the market, MCP adjusted its compensation model to focus on priority sectors
and types of investments, while reducing the amount paid. This contributed to scaled results, plus a more
sustainable outcome, as cost-shares from beneficiaries increased.
In some cases, this learning process meant MCP phased out activities that did not demonstrate beneficiary
demand. For example, a pilot of the Marketing Platform, in which companies outsourced export marketing
activities to a local marketing firm, achieved limited results. As a result, MCP chose not to extend the pilot.
MCP partners also benefited from the learning process. By working closely with the Project, a variety of
partners were able to internalize lessons to enhance their own capabilities and strategies beyond the scope of
MCP. For example, the Textile Trade Association’s (TTA) work with MCP has helped it become more effective
in matchmaking and facilitating relationships with European buyers. Financial service providers involved in the
Financial Platform became more effective as a result of accumulated experience of working with multiple
clients, as well as MCP-supported training programs (e.g. CMC, PMP). Financial institutions used engagement
with the project and its financial facilitators to become more responsive to the needs of companies (e.g.
Macedonian Development Bank offering factoring as a new working capital solution). Educational institutions
grew to value the role of internships and career development in preparing their students to join the workforce.
MCP communicated the outcomes of its learning through public events (e.g. financial platform matchmaking,
Workforce Development Working Group), newsletters and staff participation in the local media.
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