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CSV
Lesson
Consider engaging the ministry staff in project administration, instead of establishing a parallel PIU. This can be supported, but not led, by an external consulting service. While this may have challenges due to staff capacity, it is ideal from the standpoint of ownership and may perhaps discourage the high staff turnover experienced in the past. Staff accountability can be strengthened through closer monitoring of its performance and the provision of staff development inputs based on needs.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
There should be continuing advocacy and social marketing of the reform ideals, given frequent changes in leadership. Hence, it is important to keep the rhetoric up and alive to create and maintain the groundswell of support from everyone.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
Provision of consultants and stability of PIU staff. In situations and certain types of projects where there are expected changes in government and PIU staff, larger consultant inputs is warranted during strategic planning and implementation. Achieving institutional reforms always presents particular challenges and when there is a change of government during implementation, then it should be anticipated that progress is likely to be interrupted.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
Technical assistance for capacity building. The PCR suggested that the lack of capacity to prepare bidding documents, evaluate bids, and monitor contract execution delayed project implementation. Technical assistance directed toward building such capacity, along with support in procuring technical equipment and materials (e.g., natural science laboratory equipment, didactic books for TTIs, and ICT learning objects) could have prevented procurement delays due to capacity constraints.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
Project design and implementation schedule. The PCR noted that the targeted timing of some targets in the DMF were unrealistic. Most milestones were front-loaded and planned to be completed within the first 2 years of implementation, hence, the awarding of related contracts and disbursements presented considerable challenges. Since activities to implement the policy reform require intensive coordination among various stakeholders, sufficient time and a degree of flexibility in scheduling need to be provided in the project design (e.g., to respond to changes in government priorities).

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
Incorporating lessons and risk mitigation. Previous ADB-funded road projects in Mongolia had shown that the MRT and contractors have limited experience and that there have been problems with contractors' mobilization efforts. These lessons were not sufficiently incorporated in the implementation arrangements.

Project Number: 35377-013
Project Name: Regional Road Development Project
Report Date:
Lesson
ADB missions and Resident Mission support. During the early stages, the project would have benefited from more frequent missions by suitably qualified staff, as well as the involvement of an international transport staff person at the Mongolia Resident Mission to support project implementation.

Project Number: 35377-013
Project Name: Regional Road Development Project
Report Date:
Lesson
Provisions for price escalation in civil works contracts. The absence of such provisions contributed to repeated contract terminations and delays. In inflationary conditions, contracts need to include provisions for price escalation.

Project Number: 35377-013
Project Name: Regional Road Development Project
Report Date:
Lesson
Cost estimation. The initial cost estimates based on the feasibility-level design were inaccurate. Cost estimates based on a detailed design, together with an analysis of unit rates and price escalation factors, would have produced more reliable estimates which would have helped to reduce the implementation delays early in the project.

Project Number: 35377-013
Project Name: Regional Road Development Project
Report Date:
Lesson
No new lessons

Project Number: 43127-012
Project Name: Education for the Poor—Financial Crisis Response Project
Report Date:
Lesson
The working relationship between MOH (Ministry of Health) and the project team was to be assisted by working groups whereby MOH staff would work in tandem with project staff and consultants. This arrangement was meant to co-opt MOH in project implementation. Often however, the ministry officials' understanding of their role was limited to reviewing and commenting on project outputs, and that project staff and consultants would be responsible for project outputs. This view is shared widely across all government institutions, not just MOH.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
Very high turnover of MOH (Ministry of Health) staff slowed policy reforms that required legislative approval and government commitment. Although government changes cannot be predicted, a longer-term assessment of overall political stability would be valuable, so as to prioritize project policy goals that are necessary for project implementation and sustainability. A key lesson is that reform ambitions need to match the actual capacity of government agencies and factor in turnovers.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
Project design and implementation schedule. Design and implementation of policy reform activities are inherently complex, requiring coordination between various stakeholders. Considering the complexities, sufficient time should be allowed. Some of the target years specified in the DMF (design and monitoring framework) were unrealistic. Given the time required for design and implementation, especially under uncertain political situations, an adequate degree of flexibility needs to be built into the project design to respond to changes in the government's policies and priorities.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
No new lessons

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
The adequacy and appropriateness of project design have to be tailored to the project’s ultimate objectives and complexities. The PCR provided weak justification of the relevance of the extension and the insufficiency of indicators.

Project Number: 39662-012, 39662-022
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date:
CSV