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AbstractThe costs of sending remittances to Pacific small island developing states (SIDS) are among the highest in the world. Tackling this issue is crucial not only for economic and social development, but also for improving financial inclusion. This article analyses fintech adoption in remittance services, namely the adoption of alternative payment methods in transferring money by using the internet or mobile phones, in the Pacific. It introduces an original framework to assess the current landscape of fintech in the remittance sector and draws tailored policy recommendations. The framework is conceptualised through a ladder with five rungs: availability, accessibility, awareness, literacy and trust. Based on the ladder analysis, the authors observe the lack of basic digital infrastructure and digital platforms in many Pacific SIDS. Where the technological landscape is better developed, fintech services have established strong footholds, but there is a need for greater awareness to broaden its appeal and customer base. The benefits of fintech platforms are high, especially in the context of lower remittance costs which constitute an unduly large share of GDP in Pacific SIDS. The basic infrastructure needed to develop fintech services are equally important for the overall sustainable development of Pacific SIDS. The article observes fintech services in the Pacific are a means for financial inclusion of the unbanked, that can accelerate the economic and social development of the SIDS, and countries in the Pacific region are at different stages in their readiness for fintech adoption.

The challenges faced by Indonesia in creating a robust Public-Private Partnership (PPP) program are similar to those faced by many other middle-income countries. This paper provides a gap analysis for Indonesia's PPP framework based on lessons learned and good practice from countries with successful PPP programs. It identifies, in particular, the need for the government to: select good projects for PPP, rather than only complex ones that are less likely to attract private partners. Establish a list of projects by a limited cabinet meeting and stick to it-issuing different lists of projects and holding showcase summits with open agendas tends to confuse the market. Keep those projects on track for PPP-allowing the contracting agencies to develop prospective projects directly, or to award them without competition leads investors to question the commitment and resolve of the government to its own PPP process. Prepare projects well, using the Ministry of Finance to provide access to: 1) a team of PPP experts to help contracting agencies develop projects; 2) project preparation funding to help pay the high costs of preparation; and 3) viability gap funding to make projects more affordable and bankable by defraying some of the capital costs.