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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
The project’s quality-at-entry can often be assessed through the project DMF. A good project DMF should be self-explanatory and formulated as a real and understandable tool for project implementation and project monitoring by the executing agency, particularly by the PMU staff.

Project Number: 34348-013
Project Name: Preventive Health System Support Project
Report Date:
Lesson
The importance of a strong and well-functioning PMU, with a full-time and qualified project coordinator, is paramount.

Project Number: 34348-013
Project Name: Preventive Health System Support Project
Report Date:
Lesson
No new lessons

Project Number: 34149-013
Project Name: Second Decentralized Health Services Project
Report Date:
Lesson
During program appraisal, enough time should be given to assess the policies involved, to engage with the political leadership in creating ownership, and to reach a consensus on the suitable reforms, including an action plan. The government’s capacity to implement the program successfully should have been thoroughly assessed, at least at the time of Subprogram 2.

Project Number: 41641-013, 41641-023
Project Name: Punjab Millennium Development Goals Program
Report Date:
Lesson
The RCU could have been embedded within an established organization (e.g., an intergovernmental agency or nongovernment organization) or existing program with similar objectives to the CDC1. By hiring a consultant and housing the RCU independently, institutional capacity for coordinating CDC was not developed within these agencies, risking loss of momentum after project closure.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
Regional cooperation for CDC is a long-term prospect. As a first generation GMS project supported by ADB, the CDC1 project left behind a legacy of regional political commitment, trust, and familiarity among counterpart colleagues in Cambodia, the Lao People’s Democratic Republic, and Viet Nam countries, and knowledge products generated from Regional Coordination Unit (CDC1 and CDC2) -supported studies.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
All three countries reported difficulty keeping up with the frequent changes in ADB’s procurement and audit requirements. This was compounded by the executing agencies’ difficulty in retaining qualified national staff for financial management, lack of in-service training from ADB, and limited support from ADB resident missions since the project was managed out of Manila.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
Continuity of ADB project staff was an important element of the successful implementation of this complex three-country project. The same team of senior staff continued to guide the GMS CDC1 project though all stages from the concept paper, formulation, implementation, and writing of the PCR.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
The provisions of funds under a program loan will generally only have an immediate impact on the overall level of economic activity if a pipeline of projects is in place when the funding becomes available. This was not the case when the ERSP (economic recovery support program) subprogram 1 loan was disbursed, but the delay in capital project construction to ensure more sustainable and beneficial projects were implemented was desirable.

Project Number: 42503-013
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Need for strong emphasis on establishing adequate O&M mechanisms to ensure sustainability of the built infrastructure. Lastly, more guidance is required from district administrations, consultants, and community facilitators to ensure that communities understand the importance of systematic maintenance.

Project Number: 38385-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project II
Report Date:
Lesson
Effective utilization of existing institutions avoided start-up problems and delays. This enabled the concerned agencies to immediately trigger implementation activities without waiting for a project management office to be set up. This was attributed to ADB’s own experience in implementing the previous PNPM Mandiri project.

Project Number: 38385-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project II
Report Date:
Lesson
No new lessons

Project Number: 33278-013
Project Name: Health Sector Development Program
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: