Great Expectations but Disappointing Results : What Went Wrong with the Cambodia Institute of Banking?

Great Expectations but Disappointing Results : What Went Wrong with the Cambodia Institute of Banking?

There were great expectations of success in January 2004 when International Finance Corporations (IFC's) multidonor advisory initiative, the Mekong Private Sector Development Facility (MPDF) launched the Cambodia Institute of Banking (CIB), Ca...

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Bibliographic Details
Main Author:	Biallas, Margarete O.
Format:	Brief
Language:	English
Published:	World Bank, Washington, DC 2012
Subjects:	ACCESS TO FINANCE ACCOUNTING ADVISORY SERVICES AFFORDABLE PRICES ANNUAL SALARY BANK TRAINING BANKING INDUSTRY BANKS BENEFICIARIES BUSINESS DEVELOPMENT BUSINESS DEVELOPMENT SERVICE BUSINESS PLAN COMMERCIAL BANKS COMMERCIAL FINANCE CONTRIBUTION COST-SHARING CURRICULA CURRICULUM CURRICULUM DESIGN CURRICULUM DEVELOPMENT DEPOSITS DONOR FUNDING ECONOMIC DEVELOPMENT EMPLOYEE ENROLLMENTS FINANCE INDUSTRY FINANCIAL MARKETS FINANCIAL SECTOR FINANCIAL SELF-SUFFICIENCY FINANCIAL SERVICES FIXED COSTS GROUP LOANS JOB CREATION JOB TRAINING LARGE BANKS LEVEL OF EDUCATION LOAN LOAN OFFICER LOAN OFFICERS LOCAL BANKS MARKET DEVELOPMENT MARKETING MEDIA RELATIONS MEDIUM ENTERPRISES MFIS MICROFINANCE MICROFINANCE INSTITUTIONS NATIONAL BANK NEEDS ASSESSMENT RESPONSIBILITIES RURAL BANKS SALARY SENIOR TELLERS TRAINEES TRAINING CENTER TRAINING MATERIALS TRAINING OF TRAINERS TRAINING PROGRAM TRANSACTION
Online Access:	http://documents.worldbank.org/curated/en/2007/11/9853990/great-expectations-disappointing-results-went-wrong-cambodia-institute-banking-great-expectations-disappointing-results-went-wrong-cambodia-institute-banking http://hdl.handle.net/10986/10634

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Summary:	There were great expectations of success in January 2004 when International Finance Corporations (IFC's) multidonor advisory initiative, the Mekong Private Sector Development Facility (MPDF) launched the Cambodia Institute of Banking (CIB), Cambodia's first training center for the finance industry. There was obvious need, the Association of Banks in Cambodia was backing CIB with members' own money, and IFC advisory staff was well qualified to help launch and advice CIB after three years of advising a similar, successful institution in Vietnam. So, with many good reasons for success, why was CIB a disappointment, and what lessons can be learned from this? Establishing business development service providers such as CIB is a good use of donor money, because many more enterprises can be served. But the approach is based on several important assumptions that should not be underestimated. The market must be large enough; financing must be sufficient; and the sponsor must be committed and provide enough funding. Also, Board members must have the right skills and enough time, and be willing to serve for several years. And in a frontier, post conflict country like Cambodia, where qualified staff is in short supply, the time frame for spin-off must be much longer.