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Lesson
Unforeseen events outside the control of the executing agency, such as amendments to laws and regulations and changes in decisions, require additional effort, time, and resources—and accordingly, flexibility in the project. This is especially relevant in the context of a country such as Mongolia, which is still transitioning to a market-based economy and rapidly developing, and therefore, frequently introduces new changes to the existing legislation.

Project Number: 41243-012
Project Name: Fourth Health Sector Development Project
Report Date:
Lesson
Projects that plan to introduce systemic reforms require more time for advocating new concepts, building consensus, and overcoming the institutional interests of stakeholders. This was the case with the establishment of the Medicines Regulatory Authority, for which thegovernment spent nearly 10 years.

Project Number: 41243-012
Project Name: Fourth Health Sector Development Project
Report Date:
Lesson
Programs such as this should take a holistic approach to measuring and abating air pollution. Although substantial progress has been made, longer-term policy measures to address the ongoing air quality issue in Mongolia are still needed The increased concentrations of sulfur dioxide and nitrogen dioxide show shortcomings in the program’s overall achievements, along with the concentrations of small particulate matter which remain above World Health Organization’s guidelines, necessitating more policy actions.

Project Number: 53028-001
Project Name: Ulaanbaatar Air Quality Improvement
Program and Ulaanbaatar Air Quality Improvement
Program – Phase 2
Report Date:
Lesson
Publication of air quality should be institutionalized to provide a feedback loop to policy makers and to empower the public to assess overall progress. ADB’s participation in the longer-term framework for air pollution abatement will reinforce the feedback and will be an instrument to provide additional assistance that will ensure the continued air pollution reduction in Ulaanbaatar and other urban areas in Mongolia.

Project Number: 53028-001
Project Name: Ulaanbaatar Air Quality Improvement
Program and Ulaanbaatar Air Quality Improvement
Program – Phase 2
Report Date:
Lesson
Learning from and drawing on the achievements of past interventions is critical to the success of comprehensive policy reforms supported by the programmatic approach to policy-based lending (PBL).

Project Number: 51199-001
Project Name: Ulaanbaatar Air Quality Improvement Program
Report Date:
Lesson
Air quality improvements strengthen people’s health and capacity to fight infections

Project Number: 51199-001
Project Name: Ulaanbaatar Air Quality Improvement Program
Report Date:
Lesson
The implementation and sustainability of policy reforms, which can be challenging, require strong and continued political ownership, commitment, leadership, and coordination among key government agencies.

Project Number: 51199-001
Project Name: Ulaanbaatar Air Quality Improvement Program
Report Date:
Lesson
Project design should be thorough, realistic in cost and time estimation, and in the delivery of target outputs.

Project Number: 35377-013, 35377-023
Project Name: Regional Road 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
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
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
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: