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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
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
No new lessons

Project Number: 33278-013
Project Name: Health Sector Development Program
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
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
No new lessons

Project Number: 36296-013
Project Name: Second Urban Primary Health Care 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
A well-thought-out conceptual design is a key to the success of any program. In the case of the PMDGP (Punjab Millennium Development Goals Program), the design set a commendable goal in the intended outcome, but it seems to have overestimated the capacity of the GOP (Government of Punjab) to help achieve it. It also relied too heavily on the establishment of the MSDSs (minimum service delivery standards) as a strategy for attaining MDGs (Millennium Development Goal) 4 and 5.

Project Number: 41641-013
Project Name: Punjab Millennium Development Goals Program - Subprograms 1 and 2
Report Date:
Lesson
One of the PMDGP's (Punjab Millennium Development Goals Program) principal lessons is that interventions in countries with difficult socioeconomic conditions and generally weak implementation capacity require more comprehensive due diligence during design. When large complex programs are prepared in this context, ADB needs to carry out detailed, rigorous, and objective analysis of the potential implementation risks, especially those related to the executing agency. Once that is done, all necessary mitigation measures must be built into the design.

Project Number: 41641-013
Project Name: Punjab Millennium Development Goals Program - Subprograms 1 and 2
Report Date:
Lesson
Given the weak capacity of the executing agency, a large, well-conceived, and properly structured TA (technical assistance) project should have been piggybacked on the program to address the obstacles presented by inherent system inefficiencies and limited capacit

Project Number: 41641-013
Project Name: Punjab Millennium Development Goals Program - Subprograms 1 and 2
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: