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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
No new lessons

Project Number: 43127-012
Project Name: Education for the Poor—Financial Crisis Response 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:
Lesson
No additional lesson.

Project Number: 43096-013
Project Name: Social Sectors Support Program
Report Date:
Lesson
In view of capacity limitation on the part of the government, closer and more intensive handholding would have been indicated, such that deploying in-house medium-to-long-term experts would have been advisable.

Project Number: 35376-013
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
For complex, complicated, and broad-based programs such as this program, close monitoring is a must, such that greater responsibility can wholly or partly be devolved to the resident mission, with appropriate in-house expertise.

Project Number: 35376-013
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
The Managing Government Expenditure prescription on public financial management would be appropriate: (i) never transpose into a different social and economic context reforms introduced elsewhere, without in-depth assessment of their impact and requirements and appropriate adaptation if necessary; (ii) never move beyond the basics until one is certain that the basics have been set right; (iii) never hope for a quick-and-easy technical solution to complex and longstanding budget process problems; and above all, (iv) keep the local authorities firmly in charge of the reform process, and never

Project Number: 35376-013
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
No new lessons.

Project Number: 31213-013
Project Name: Second Education Development Project
Report Date:
Lesson
No new lessons.

Project Number: 31212-013, 31212-023
Project Name: Agriculture Sector Development Program and Project
Report Date:
Lesson
It may be more prudent to take a gradual approach to financial market development, particularly among small, transition economies, taking small slices of the development pie within a development continuum supported by an agreed road map, within a short time frame, with enough flexibility for continuing review and taking of corrective actions, and supported by technical assistance until such time as the country exhibits maturity of institutions, strong internal capacity, and political and economic stability.

Project Number: 34135-013
Project Name: Financial Regulation and Governance Program
Report Date:
Lesson
No additional lessons

Project Number: 29629
Project Name: Ulaanbaatar Heat Efficiency Project
Report Date:
Lesson
No additional lessons

Project Number: 33335-013
Project Name: Social Security Sector Development Program
Report Date:
Lesson
No additional lessons

Project Number: 30531-013
Project Name: Cadastral Survey and Land Registration Project
Report Date:
Lesson
Thorough analysis of beneficiary preference, demand, and willingness to pay has to be conducted to ensure that preconceived notions of demand are verified, validated, and confirmed on the ground from the beneficiaries themselves. Very often project proponents from central government agencies have a different concept of needs and priorities from those at the field or local level. Local involvement in project conceptualization ensures greater project success, as there would be better ownership of project components and more accurate identification of needs of intended beneficiaries.

Project Number: 31243-013
Project Name: Integrated Development of Basic Urban Services in Provincial Towns Project
Report Date: