The TA will contribute to a stronger results orientation in national development planning and implementation processes, and to improved management of public resources. This will be achieved through: i) institutional and methodological support to the Government in applying MfDR in national planning; ii) mainstreaming MfDR in public sector financial management of selected line ministries and agencies, iii) improved results based delivery and coordination of official development assistance to Mongolia; and iv) continued institutional and human capacity building through advisory, analytical support and training.
|Project Name||Managing for Development Results|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Inclusive economic growth
|Drivers of Change||Governance and capacity development
|Sector / Subsector||
Public sector management - Public expenditure and fiscal management
|Gender Equity and Mainstreaming||No gender elements|
|Description||The TA will contribute to a stronger results orientation in national development planning and implementation processes, and to improved management of public resources. This will be achieved through: i) institutional and methodological support to the Government in applying MfDR in national planning; ii) mainstreaming MfDR in public sector financial management of selected line ministries and agencies, iii) improved results based delivery and coordination of official development assistance to Mongolia; and iv) continued institutional and human capacity building through advisory, analytical support and training.|
|Project Rationale and Linkage to Country/Regional Strategy||
The TA builds on achievements under the TA4957-MON: Mainstreaming Managing for Development Results in Investment Planning and Public Funds Management (MfDR), which introduced MfDR principles to investment planning, and developed options for improved public funds management. The MfDR TA was successful in demonstrating how public investment planning and monitoring can be linked with strategic sector objectives, and piloted the approach in key sectors. The Government has requested further assistance in applying MfDR in national planning, investment planning in selected line ministries, and related capacity development.
The TA supports activities to strengthen public investment planning and monitoring, including in ADB priority sectors. It is included in the Mongolia country operations business plan, 2009-2012.
|Impact||Results-based public investment planning, implementation and monitoring at the national level achieved.|
|Description of Outcome||The outcome of the TA is application of MfDR principles in planning and management by Ministry of Finance, National Development and Innovation Committee and concerned line ministries and agencies.|
|Progress Toward Outcome||The TA has supported implementation of MfDR principles in various ministries and agencies.|
|Description of Project Outputs||
1. MfDR systems prepared and implemented in selected line ministries
2. Sector risk assessments and action plans undertaken in four sectors
3. Strengthened capacity in Ministry of Finance and four line agencies in audit, procurement and anticorruption processes and measures
4. Coordination, communication and reporting systems across institutions in place for effective integration, programming, and implementation of national development strategies
5. Increased public awareness, transparency, and capacity in public procurement
6. Knowledge gaps filled through advisory services, analytical work, and other knowledge services including policy briefs.
7. Improved human capacity in MfDR approaches
|Status of Implementation Progress (Outputs, Activities, and Issues)||The TA supported the development of MfDR-based monitoring system in the Cabinet Secretariat. The TA also assisted the Procurement Policy Department, Ministry of Finance to establish an accreditation and monitoring system of training institutions and to carry out training in public procurement for civil society. The TA helped to improve management of the ADB transport sector portfolio and developed an improved methodology for calculating infrastructure tariffs. The TA has also provided significant support for preparing legislation for the establishment of a sovereign wealth fund in Mongolia.|
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design||the government agencies were consulted during processing and will be key stakeholders during implementation.|
|During Project Implementation||The relevant government agencies and line ministries are consulted during implementation. The MOF is the Executing Agency.|
|Consulting Services||The total consultants' input is estimated at 35 person-months of international and 82 person-months of national consulting services. The international consultants will include public sector financial management and monitoring specialists (6 person months [pms]), sector specialists (20 pms), public financial sector specialist (6 pms), and procurement experts (3 pms). The national consultants will include a project coordinator (18 pms), monitoring and evaluation experts (14 pms), sector experts (22 pms), capital market expert (4 pms), training specialists (12 pms), and procurement experts (12 pms).|
|Responsible ADB Officer||Hansen, Jan|
|Responsible ADB Department||East Asia Department|
|Responsible ADB Division||Mongolia Resident Mission|
Ministry of Finance
D. Battur, State Secretary, Ministry of Finance
Government Building-2 Negdsen Undestnii gudamj-5/1 Ulaanbaatar-210646, Mongolia
|Concept Clearance||24 May 2010|
|Fact Finding||24 May 2010 to 27 May 2010|
|Approval||07 Sep 2010|
|Last Review Mission||-|
|PDS Creation Date||25 Jun 2010|
|Last PDS Update||31 Mar 2014|
|Approval||Signing Date||Effectivity Date||Closing|
|07 Sep 2010||30 Sep 2010||30 Sep 2010||28 Feb 2013||28 Feb 2014||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|1,800,000.00||0.00||320,000.00||0.00||0.00||0.00||2,120,000.00||07 Sep 2010||578,541.75|
Project Data Sheets (PDS) contain summary information on the project or program. Because the PDS is a work in progress, some information may not be included in its initial version but will be added as it becomes available. Information about proposed projects is tentative and indicative.
The Public Communications Policy (PCP) recognizes that transparency and accountability are essential to development effectiveness. It establishes the disclosure requirements for documents and information ADB produces or requires to be produced.
The Accountability Mechanism provides a forum where people adversely affected by ADB-assisted projects can voice and seek solutions to their problems and report alleged noncompliance of ADB's operational policies and procedures.
In preparing any country program or strategy, financing any project, or by making any designation of, or reference to, a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.
|Title||Document Type||Document Date|
|Insights, Views and Lessons from the Norwegian Experiences with Managing Petroleum Revenues: Consultant’s Report||Consultants' Reports||Jan 2016|
|Managing for Development Results: TA Completion Report||TA Completion Reports||Sep 2014|
|Managing for Development Results||Technical Assistance Reports||Aug 2010|
Safeguard Documents See also: Safeguards
Safeguard documents provided at the time of project/facility approval may also be found in the list of linked documents provided with the Report and Recommendation of the President.
None currently available.
Evaluation Documents See also: Independent Evaluation
None currently available.
The Public Communications Policy (PCP) establishes the disclosure requirements for documents and information ADB produces or requires to be produced in its operations to facilitate stakeholder participation in ADB's decision-making. For more information, refer to the Safeguard Policy Statement, Operations Manual F1, and Operations Manual L3.
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