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Lesson
Indicators to measure the achievement of project outcome need to carefully consider the scope of all activities carried out under all outputs.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date:
Lesson
Financial management requires further improvement through training of provincial staff, timely approvals of annual operational plans, and timely liquidation of advances.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
Project delays were mostly caused by lengthy administrative processes resulting from complex ADB and government procedures.

Project Number: 38581-022
Project Name: HIV/AIDS Prevention among Youth Project
Report Date:
Lesson
A health equity fund (HEF) is mainly funded through donor support and should have a larger government contribution to ensure ownership and commitment. Launch of comprehensive social health protection mechanisms such as HEF should be accompanied by an independent evaluation to assess cost-effectiveness, financial sustainability, and appropriate mechanisms to expand nationwide. Comprehensive communication interventions would have been beneficial to ensure a common understanding about beneficiaries' entitlements and providers' obligations.

Project Number: 32313-022
Project Name: Health System Development Project
Report Date:
Lesson
Consider carefully the implications of any major reallocation of project resources. When there are substantial unit-cost increases in a particular cost category (e.g., equipment or civil works), consider the project's overall objectives and priorities carefully before deciding to reallocate funds from other inputs. The alternative of reducing the quantities of those inputs having inflated costs will usually be an option.

Project Number: 32313-022
Project Name: Health System Development Project
Report Date:
Lesson
Project design should include detailed implementation plans for the first year. If project implementation is not carefully planned, delays are inevitable. Simply listing outputs and fixing a timetable does not constitute effective planning, as illustrated by substantial delays of the training activities in this project.

Project Number: 32313-022
Project Name: Health System Development Project
Report Date:
Lesson
Data were regularly collected through the monitoring system. Nevertheless, data quality at entry remains poor and incomplete because it is not complemented by data from national routine reporting systems. Provinces and districts would benefit from capacity building on monitoring and evaluation to be able to use project data for results-based management. It is particularly important to monitor implementation of recommendations made during a midterm review and to evaluate and report on training outcomes.

Project Number: 32313-022
Project Name: Health System Development Project
Report Date:
Lesson
There was no verification undertaken as to whether the target mechanism used was appropriate to reach all eligible beneficiaries, nor was there an explicit targeting system to support ethnic groups. The targeting mechanism of health equity fund (HEF) should have been evaluated prior to scaling up the scheme. Careful consideration should be given also to adding a post-identification procedure to avoid denying HEF benefits to the poor who for some reason are not on the Ministry of PIanning and Investment lists.

Project Number: 32313-022
Project Name: Health System Development Project
Report Date:
Lesson
Despite the financial implications, health equity fund administration should have been continued by a third party to not unnecessarily burden the limited administrative and financial management capacities of the provincial health offices. Identifying mechanisms to enhance transparency would have increased the funds' efficiency.

Project Number: 32313-022
Project Name: Health System Development Project
Report Date:
Lesson
By underpinning some of the most important policy issues in the social sector, the Social Sectors Support Program (SSSP) maintained ADB's position at the center of social sector policy reform in Mongolia. Further modernization of the social protection system, including wider and better use of targeting, will require continuous external technical and capacity development support to strengthen institutions and human resources.

Project Number: 43096-013
Project Name: Social Sectors Support Program
Report Date:
Lesson
There is a need for sustained engagement in social protection. The enduring relevance of the Social Sectors Support Program, which has continued after the financial crisis, underlines the importance of the key objective of ADB's Social Protection Strategy to build social protection systems in non-crisis years and its emphasis that such a system should not be based on a oneoff response to a crisis. Sustained engagement in policy dialogue in non-crisis years is critical to building demand for social protection beyond the crisis response.

Project Number: 43096-013
Project Name: Social Sectors Support Program
Report Date:
Lesson
The technical assistance (TA) attached to the program proved to be crucial to achieving the policy reforms. The TA inputs ensured the technical quality and overall sustainability of the policy measures and contributed significantly to the success of the program. The experience points to the need to back up program loans with strong technical assistance.

Project Number: 43096-013
Project Name: Social Sectors Support Program
Report Date:
Lesson
Even in the context of a crisis situation, the 20 months allowed at appraisal for the Social Sectors Support Program's (SSSP) implementation was inadequate, particularly for achieving the technically and politically challenging goals of social welfare targeting and consolidation. A reform process in this area tends to be protracted and highly contentious - a fact that was established by the Social Security Sector Development Program (2002-2009) and reconfirmed by the SSSP.

Project Number: 43096-013
Project Name: Social Sectors Support Program
Report Date:
Lesson
ADB’s having frequent review missions at the initial stage, active participation in technical discussions, and prompt action on project requests, were critical factors in ensuring that the project remained responsive to recurrent and emerging needs and that implementation was on track with the project timelines.

Project Number: 33036-013
Project Name: Health Sector Reform Project
Report Date:
Lesson
Installation of project management at a very high level with the President’s office as executing agency and the deputy prime minister as project coordinator facilitated the success of the project. With such high level management support, the adoption of key policy recommendations and implementation of essential reform packages had a much better chance of being acted upon more quickly than if it were anchored on a weak ministry that still needed reform and strengthening.

Project Number: 33036-013
Project Name: Health Sector Reform Project
Report Date: