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Lesson
Attention to staff turnover at executing and implementing agencies can decrease the risk of misconduct and delays in project implementation. In this case, high staff turnover in the executing agency resulted in the inability to conduct procurement using ADB’s Procurement Guidelines.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Careful political economy analysis can help identify potential legal or regulatory changes on the horizon that could impact planned interventions. In this case, changes in the regulatory framework related to hazardous waste management resulted in the cancelation of one output.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Defining output and outcome indicators that reflect central elements of planned interventions and results chain can convincingly demonstrate attribution of observed outcomes to project-financed activities. In this case, the mismatch between some outputs, outcomes, and their associated indicators raised questions about attribution

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Development partners, such as the World Bank, Australian Department of Foreign Affairs, and United Nations Children’s Fund (UNICEF), have been working alongside ADB in supporting the 4Ps program that has led the Department of Social Welfare and Development to request for joint review missions.

Project Number: 43407-013
Project Name: Social Protection Support Project
Report Date:
Lesson
The Pantawid Pamilyang Pilipino Program (4Ps) program did not increase the number of children fully immunized before 1 year of age or collect complete data during the impact evaluation rounds on the share of beneficiary children aged 6–14 years of age who were working. It is recommended that future support to the 4Ps program include technical assistance to support the government to identify key issues preventing immunization before 1 year of age and ensure robust M&E of children’s attendance in school and participation in work and labor activities.

Project Number: 43407-013
Project Name: Social Protection Support Project
Report Date:
Lesson
Prior to commencement, implementation arrangements should be agreed by all participating agencies to avoid unnecessary delays.

Project Number: 47320-001
Project Name: Samoa Submarine Cable Project
Report Date:
Lesson
A clear implementation arrangement with respect to technical, institutional, and scope of work helps to avoid prolonged and lengthy implementation delays, especially for projects involving multiple cofinanciers and implementing agencies.

Project Number: 47320-001
Project Name: Samoa Submarine Cable Project
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
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
Understanding and addressing the needs of all those involved in the sector. The health system requires two types of personnel: (i) health services providers; and (ii) administrative personnel responsible for planning, budgeting, resource allocation, and monitoring. Both need to be involved.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Intersector coordination. ADB involvement in the financial sector facilitated dialogue with and support from the MOF and ensured better harmonization of the financial systems from different sectors. This support from one key sector, for instance, reinforced effectiveness of the reforms and is likely to enhance the sustainability of the program.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
The implementation arrangements ensured that the provincial health offices, as implementing agencies, were stakeholders of the reforms. Rather than simply following instructions from the center, the provinces were involved in the program, better understood the reform objectives, and supported the implementation of the HSRS.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Better data and information. A better use of more accurate data for planning and budgeting by newly trained personnel at the central, provincial, and district levels could have significantly improved allocative efficiency in the health sector, enabling better targeted policies and activities in operational and development plans.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Implementation of government’s priorities. Involving the provincial and district levels and strengthening their capacity to identify and address the local needs reflected the government’s Sam Sang initiative, giving provinces and the districts more responsibilities and authorities. The reforms offered an opportunity to effectively apply the new policy, resulting in a strong government support for HSGP. ADB’s capacity-building activities at the provincial level in previous health projects provided useful experience to better target technical support at all levels.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
The traditional project management structure may need to be reconsidered when implementing a sector development plan (SDP).

Project Number: 40354-013
Project Name: Health Human Resources Sector Development Program
Report Date: