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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:
Lesson
No additional lesson.

Project Number: 43096-013
Project Name: Social Sectors Support 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
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
The studies under the project provided extremely useful insights into international best practices, raised issues about implementation, and made policy recommendations for consideration by the MEDS. The project implementation unit ensured that for each study, the draft findings were shared at a policy workshop that included MEDS officials and other stakeholders. Having these workshops built into the project design was very useful. This approach has helped to create a better education policy for Mongolia, one based on evidence and practical experience.

Project Number: 43127-012
Project Name: Education for the Poor - Financial Crisis Response Project
Report Date:
Lesson
The emphasis on capacity building helped to strengthen capacity for planning, implementation, and monitoring at the central, provincial, soum, village, and school levels. Stronger capacity ensured timely implementation and also contributed to greater awareness of the long-term impact of education sector programs.

Project Number: 43127-012
Project Name: Education for the Poor - Financial Crisis Response Project
Report Date:
Lesson
Having a project implementation unit that was well equipped with qualified, experienced staff also contributed to efficient project management and implementation. Training on disbursement and procurement procedures early on could help prevent deviation from appropriate institutional procedures.

Project Number: 43127-012
Project Name: Education for the Poor - Financial Crisis Response Project
Report Date:
Lesson
Strong government commitment to the education sector and the strategic leadership of the Ministry of Education and Science (MEDS), backed by a highly capable project implementation unit, were important for keeping the project on track. Their commitment and policy oversight ensured that the findings and recommendations from implementation and from the studies supported under the project were considered in the formulation of evidence-based policy.

Project Number: 43127-012
Project Name: Education for the Poor - Financial Crisis Response Project
Report Date:
Lesson
Selection of a consulting consortium that consisted of professional education institutions, both national and international, proved to be very effective in providing guidance on international best practices while aptly assessing local conditions so as to make assessments and recommendations.

Project Number: 43127-012
Project Name: Education for the Poor - Financial Crisis Response Project
Report Date:
Lesson
For customs modernization projects with high ICT content, a pilot operation period of at least 1 year needs to be included at appraisal. This will give system developers and project designers a chance to factor in user feedback before final acceptance.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
ADB's high-level steering committee demonstrated ADB's institutional support, which enhanced coordination between development partners. The committee, comprising the heads of all regional departments and the Strategy and Policy Department and chaired by the director general of RSDD, provided prompt policy guidance and expedited decisions and actions. It also ensured that the needs of the countries were ascertained and that they had adequate access to project resources.

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