Development Associates, Inc.Factor Beginning situation Impact onassistanceStarting competitivenessposition <strong>of</strong> assistedenterprises (sectors)Experience <strong>and</strong> tradition, Loss <strong>of</strong> tradition, skills Negativetechnological skills <strong>and</strong> <strong>and</strong> knowledgeknowledgeCurrent situationSome more sophistication.Still lagging far behindLevel <strong>of</strong> business skills Lack <strong>of</strong> essential skills Negative Some improvement, stilllacking essential skillsAccess to markets <strong>and</strong> Little, lack <strong>of</strong> market Negative Improvinginformation, servicesinformationAccess to external financing Almost none Short-term available, nolong termCustomer perception <strong>of</strong>domestic productsLow, preference givento imported productsNegative Somewhat improving,needs major changePerceptiveness <strong>of</strong> targetgroupUnderst<strong>and</strong>ing <strong>of</strong> how marketsfunction, underst<strong>and</strong>ing <strong>of</strong>competitivenessDependence <strong>of</strong> beneficiary’sincome on competitivenessLow level <strong>of</strong>underst<strong>and</strong>ing, lots <strong>of</strong>misconceptionsA lot <strong>of</strong> incomegenerated fromreconstruction, donormoney <strong>and</strong> diasporaremittancesNegativeReducesreadiness t<strong>of</strong>acecompetitiverealitiesReadiness to embrace change Low Negative MediumEnterprise managers reports <strong>the</strong>se constraints:Competition becoming amajor factorDegree <strong>of</strong> dependence <strong>of</strong>company income on localproduction increases, likelyto become a major factor infuture• Customs <strong>and</strong> tax regimes that give preference to imported products while charging 26.5%(customs plus VAT) for machinery <strong>and</strong> raw materials required for production;• The inability to obtain credit on terms <strong>and</strong> conditions applicable to <strong>the</strong>ir productionenvironment; <strong>and</strong>• Lack <strong>of</strong> energy (electricity) in rural areas which prevents using machinery or entails costlydiesel generators.7. Have activities been well coordinated with o<strong>the</strong>r donors <strong>and</strong> o<strong>the</strong>r <strong>USAID</strong> projects<strong>and</strong> focused on achieving mutually agreed objectives?There is clearly coordination at <strong>the</strong> program level between <strong>USAID</strong> <strong>and</strong> <strong>the</strong> EAR <strong>and</strong>undoubtedly o<strong>the</strong>r major donors. At <strong>the</strong> project level, <strong>the</strong> bright spot was KBS workingcooperatively with KBF in earlier years. FINCA reports no direct cooperation with KBS. TheSFS project had <strong>and</strong> continues to have cooperative activities with KBS agriculture. In oneinstance, for vegetable processing, cooperation ended when <strong>the</strong> new competitiveness initiative<strong>Evaluation</strong> <strong>of</strong> <strong>the</strong> <strong>USAID</strong>/<strong>Kosovo</strong> <strong>SME</strong> 13 May 2004<strong>and</strong> <strong>Agriculture</strong>/Agribusiness ProgramsVolume I
Development Associates, Inc.generated by Modification # 10 did not include <strong>the</strong> activity <strong>and</strong> KBS stopped supporting <strong>the</strong>processing company, Progress. Coordination is usually a positive outcome if <strong>the</strong>re are resourcesthat can help deliver more than one output. The Regional Enterprise Activities <strong>of</strong> <strong>the</strong> EAR mighthave provided some value added, particularly in regions well away from <strong>the</strong> Pristinaheadquarters, but did not appear to be a point <strong>of</strong> focus.8. Have <strong>the</strong> project activities been implemented efficiently <strong>and</strong> are <strong>the</strong>y cost effective?At our request, KBS divided <strong>the</strong> funds available to <strong>the</strong> project, not including home <strong>of</strong>fice costs,but to include all <strong>of</strong> <strong>the</strong> project’s supporting project infrastructure—<strong>of</strong>fice space, vehicles,management, etc.-- <strong>and</strong> apportion it to <strong>the</strong> various project activities. General BusinessDevelopment Services (including enterprise accounting, support <strong>and</strong> marketing), Trade <strong>and</strong>Investment <strong>and</strong> <strong>the</strong> minority <strong>of</strong>fice. This is <strong>the</strong> estimate: 7General Business Development Services $5,300,000Trade <strong>and</strong> Investment $1,000,000Zvecan Minority Area Office $ 851,000SCAAK (considered below) $ 861,000Agribusiness (considered below) $1,695,000Wood Processing <strong>and</strong> Construction $ 750,000Total Estimated Field Budget $10,459,000GBS, T&I <strong>and</strong> Zvecan add to $7,151,000, which is 68% <strong>of</strong> <strong>the</strong> total field budget. The conclusionis that <strong>USAID</strong> received value for money for this portion <strong>of</strong> <strong>the</strong> project, which was a strongproducer <strong>of</strong> benefits <strong>and</strong> cooperating, growing business clients. 8Impact1. Is <strong>the</strong> assistance provided achieving <strong>the</strong> desired results as set out in <strong>USAID</strong>’sstrategy for <strong>Kosovo</strong> for 2001-2003, SO 1.3 <strong>and</strong> IR 1.3.5, including objectives <strong>and</strong>benchmarks set forth in contract with <strong>the</strong> implementing firm?A detailed analysis <strong>of</strong> <strong>the</strong> KBS Task Order <strong>and</strong> Modification Targets has been presented inDiscussion Paper No. 1, “Assessing <strong>the</strong> Development Impact <strong>of</strong> KBS”, presented as Exhibit1 inVolume II. Many <strong>of</strong> <strong>the</strong> targets were not consequential in determining impact. O<strong>the</strong>rs weresound concepts, but were measured in ways to provide no useful indicators <strong>of</strong> success. 9 In <strong>the</strong>absence <strong>of</strong> useable measurements from <strong>the</strong> Task Order Modifications, <strong>the</strong> evaluation team hasgenerated a new set <strong>of</strong> development impact indicators <strong>and</strong> attempted to find KBS data, <strong>of</strong>tennewly created from <strong>the</strong>ir own data base, to apply to <strong>the</strong>m.7 See Exhibit 5 in Volume 2.8 Modification #10 required fee charges for GBD services, o<strong>the</strong>r than those supported by Zvecan. The feerequirement is considered below.9 An unanswered question is why <strong>the</strong> home <strong>of</strong>fice <strong>of</strong> <strong>the</strong> contractor, Chemonics International, did not review <strong>the</strong>targets, particularly <strong>of</strong> Modification #10, <strong>and</strong> provide formal feedback to <strong>the</strong> Contracting Officer on ei<strong>the</strong>r, in somecases, <strong>the</strong> impossibility <strong>of</strong> reaching <strong>the</strong> goals or, in o<strong>the</strong>rs, <strong>the</strong> futility <strong>and</strong> misplaced resources in providing <strong>the</strong>required data.<strong>Evaluation</strong> <strong>of</strong> <strong>the</strong> <strong>USAID</strong>/<strong>Kosovo</strong> <strong>SME</strong> 14 May 2004<strong>and</strong> <strong>Agriculture</strong>/Agribusiness ProgramsVolume I
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