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Lesson
Defining output and outcome indicators that reflect central elements of planned interventions and results chain can convincingly demonstrate attribution of observed outcomes to project-financed activities. In this case, the mismatch between some outputs, outcomes, and their associated indicators raised questions about attribution

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
For the gender action plan, indicators need to be designed to require reporting of baseline and latest data disaggregated by sex for evidence that the practice exists. In this project, indicators such as “MOH public information on drug safety including rapid alert system improved by 2014 (data on persons affected by unsafe drugs are sex-disaggregated)” and “minutes of community meetings and attendance lists were disaggregated by sex” were reported without evidence of sex-disaggregated data.

Project Number: 41243-012
Project Name: Fourth Health Sector Development Project
Report Date:
Lesson
Budget allocations and actual expenditures to continually achieve project objectives are an indication of its sustainability. As there was a general lack of a strong legal framework or related reform to support the sustainability of the project, ADB should have used information on budget allocations and actual expenditure for the higher education sector after project implementation to more substantially confirm the sustainability of the project’s results.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
It is important to include in the design and monitoring framework (DMF) the extent to which capacity-building activities improve trainees' perception of their capacity to perform project-related tasks to gauge the effectiveness of such activities. Most project activities were capacity building. However, DMF targets measuring capacity-building activities were limited to the number of trainees reached which was purely informational for project accountability.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
Changes in scope could cause a lack of alignment between outcomes and outputs in the project’s results chain. The outcome target indicator for the increased number of disadvantaged students enrolled in HEIs was not linked to the output activity and indicator that the project design intended. By associating an outcome target with a potential output activity that can contribute to its achievement, project implementation activities would be purposeful.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
Inadequate risk assessments can prevent projects from achieving results. The design and monitoring framework was designed with more assumptions made than risks identified. Overall project implementation was impacted by changes in government, although higher education institutions (HEIs) remained a priority for the government. Identification of risks related to unforeseen changes in government would have informed ADB and the project implementation unit of factors that could prevent the achievement of project results.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
It is important that performance indicators are results-oriented rather than process-oriented. .The performance targets set out in the design and monitoring framework (DMF) were more process- than results oriented in terms of targeting developing systems, and producing reports, assessments, and reviews. The completion of a report or review or assessment, for instance, was judged as an accomplishment. Instead, the indicators should have reflected the actual implementation of the recommendations.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
Outcome could have been extended for a longer period than just one year, with stronger monitoring and evaluation (M&E) required. The program outcome was to maintain social welfare expenditure at least at MNT339 billion in 2017. A 1-year time horizon was too short. Even though social welfare expenditures increased in the following years, a 5-year time horizon may have been more appropriate to encourage sustainability. Furthermore, a stronger M&E system is required for social welfare programs since output 2 focused on improving their targeting.

Project Number: 50302-001
Project Name: Social Welfare Support Program Phase 2
Report Date:
Lesson
Gender and social inclusion impact indicators need appropriate prior assessment.

Project Number: 49210-001
Project Name: Social Welfare Support Program
Report Date: