Regions and Countries

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p. 3 of 4 BACK | NEXT I. Current Development Trends and Issues II. Implementation of the Country Strategy and Program III. Portfolio Management Issues IV. Country Performance and Assistance Levels

Country Strategy and Program Update 2007–2009

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III. Portfolio Management Issues

A. Portfolio Performance

20. The loan portfolio is performing well by many indicators. The delegation of project administration and portfolio management to the Mongolia Resident Mission has had visible positive impacts. No projects were flagged as “at risk” or “problem” by the end of 2005 (compared with one in 2004). In terms of reaching their development objectives, all projects were rated “satisfactory”, and two “highly satisfactory”. Time from approval to signing increased in 2005 because of a mismatch between project processing schedules and Parliament schedules. Delays from signing to effectivity increased, largely because of administrative disruptions resulting from changes in the Government. Capacity constraints led to a deterioration in disbursement and contract award ratios, the imprest account turnover ratio, and the submission of audited project accounts. The 2005 country portfolio review mission (CPRM) has identified actions to address these issues.

B. Performance Monitoring and Evaluation – Managing for Development Results

21. The monitoring and evaluation system for the proposed Urban Development and Housing Project in 2006 is oriented to monitor the contribution of project outcomes to sector indicators. The monitoring and evaluation system for the ASDP has been modified to gather data for project impact assessment. Terms of reference for the ASDP project completion report have been designed to develop capacity to monitor projects for results within the Ministry of Agriculture and Ministry of Finance. Technical assistance is being designed so that it builds capacity to analyze data and support MfDR. The Resident Mission has been working with Mongolian participants in ADB’s MfDR community of practice to increase civil society participation in the results-based management of development programs.

22. In April 2006, the Resident Mission conducted a survey of the performance monitoring systems of ADB projects as part of the CPRM. It noted deficiencies in baseline data, and the inadequacy of indicators to monitor impacts and results; the emphasis was on physical progress and inputs. The CPRM action plan in 2005 included steps to improve indicators, train project staff to assess development results, harmonize sector indicators, correlate monitoring and evaluation systems with sector indicators, and streamline and coordinate data collection. Following the lead of the PRC Resident Mission, the Mongolia Resident Mission intends to undertake initiatives for results-based monitoring of projects.

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