Summary of Evaluation Results
I. Outline of the ProjectCountry: Mongolia

Project Title: The Project on Strengthening the Capacity
for Solid Waste Management in Ulaanbaatar City
Cooperation Scheme: Technical cooperation

Issue/Sector:
Environmental Management-Urban Solid W
astes
Division in Charge: JICA Mongolian Total cost: 250 million yen at the time of the Terminal
OfficeEvaluation
Record of Discussion (R/D): Partner Country’s Implementing Organization:
Period ofOctober 2009 – September Environmental Pollution and Waste Management
Cooperation 2012 (three years)
Department (EPWMD); City Management and Public
Utility Agency (CMPUA); Waste Service Fund (WSF);
District Offices
Related Cooperation: The Study on SWM Plan for Ulaanbaatar City in Mongolia (JICA, 2004–2007);and the Project for Improvement of Waste Management in UB City (Japanese Grant Aid, 2007–2008)
1-1 Background of the Project
Ulaanbaatar City (UB City) has a population of approximately 1,100,000, which is over 40 % of thetotal population of Mongolia, which stands at 2,700,000 as of 2010. Due to the recent population surge
and shift to a market economy, consumption patterns have changed resulting in a rise in the amount ofwaste. Consequently, issues related to Solid Waste Management (SWM) have become severe. Illegal
dumping has become a serious issue, especially in the Ger area where many nomadic people have settled,
due to a shortage of waste collection services. Furthermore, the final disposal site in Ulaan Chuluut,
where 90 % of the waste from UB City is disposed, has become nearly full, and open dumping without
sanitary landfill has negatively impacted the surrounding environment.
Under such circumstances, JICA implemented a Development Study named the Study on SWM Planfor UB City in Mongolia for about two years from 2004, and formulated a SWM Master Plan (M/P) for
UB City (Target Year 2020). In addition, the Project for Improvement of Waste Management in UB City,a Japanese Grant Aid project, was implemented in 2008, through which the new sanitary landfill,
Narangiin Enger Disposal Site (NEDS), was constructed and SWM equipment such as waste collection
vehicles and heavy machinery were procured. Toward achievement of the M/P, the Municipality of
Ulaanbaatar (MUB) has taken several measures such as improvement of the SWM system in MUB.
However, challenges in the actual operation of SWM still lie ahead before the goals of M/P are achieved.
Thus the Government of Mongolia requested that the Government of Japan carry out a technicalassistance project to develop human resources and improve capacities for SWM in Mongolia.
1-2 Project Overview
The Project has been undertaken to strengthen capacities for SWM in UB City through human resource
development of the EPWMD, CMPUA, District Waste Service Fund (DWSF), and district offices. The
expected outcomes of the Project are shown below.
(1) Overall Goal: Deteriorated urban environment and sanitary conditions caused by uncontrolled solid
waste will be improved in Ulaanbaatar City.
(2) Project Purpose: Capacity for SWM in Ulaanbaatar City is strengthened through human resource
development.

(3) Outputs
Output 1 Development of human resource in EPWMD for policy making and planning for solid waste
management.
Output 2 Development of human resource in EPWMD and CMPUA for operation and maintenance ofsolid waste collection vehicles and heavy machineries.
Output 3 Development of human resource of CMPUA for proper management of Narangiin Enger
Landfill.
Output 4 Development of human resource in EPWMD and WSFs for administrative/financial
management in SWM.
Output 5 Development of human resource of EPWMD and District Officers for promoting publicawareness and participation in SWM.
Output 6 Recommendation for the appropriate system of waste separation and recycling in
Ulaanbaatar City.
(4) Inputs
Japanese Side: approximately 250 million JPY (at the time of evaluation)
Short-term Expert: 8 experts (62.51M/M)
Equipment: 6.13 million yen
Number of Trainees Received: 19 participants (5 participants for group training and 14 participants forcountry-focused training)
Local Cost: 29.65 million yen for the three-year project activities
Mongolian Side:
Main Counterparts: 14 people (20 people in total including personnel transfer and resignation)
Cost Borne by the Mongolian Side: 10.42 million MNT
II. Evaluation Team
Members of Dr. Mitsuo Yoshida
Leader
JICA Senior Advisor on the
Evaluation Ms. Kazue Minami
Cooperation Planning 1 EnvironmentTeam
Ms. E. Solongo / Ms. G. Cooperation Planning 2 JICA Mongolia Office
Sodgerel
Evaluation and Analysis JICA Mongolia Office
Ms. Toshiko Shimada
IC Net Limited
Eval.
May 6–19, 2012
Type of Evaluation: Terminal
PeriodEvaluation
III. Results of Evaluation
3-1 Confirmation of Achievement(1) Output 1
The 13 laws and regulations related to SWM were drafted by the EPWMD with the assistance of theJapanese experts (Indicator 1-1). The M/P was being revised by incorporating the data of the waste
amount and composition surveys and is likely to be updated by the EPWMD in the end of May 2012
(Indicator 1-2). The three-year Action Plan of SWM in the MUB from 2013 to 2016 was formulated by
the EPWMD with the support of the Japanese experts and will be used as a basis for its organizational
development (Indicator 1-3). The Project has made good progress on the indicators of the Output 1. The
Output is likely to be achieved by the end of the Project if the update of the M/P is finalized as planned.

(2) Output 2
Since the CMPUA and the EPWMD did not grasp operation and maintenance conditions of all SWM
equipment, reporting formats were developed under the Output 2 and disseminated to the CMPUA andthe waste collection service providers. The submission of these reports differs from one organization toanother. Even the CMPUA has not regularly submitted the monthly reports to the EPWMD due to theinternal problems in 2010 and 2012, while it submitted the monthly reports six times in 2011 alone,which reached the target value of the Indicators 2-1 and 2-2. The comprehensive waste collection plan
(Indicator 2-3) has been neither prepared nor submitted by each district to the EPWMD in the course of
the Project. The district offices were unable to take part actively in the Project because of the City
Council’s decision in 2009 to abolish the DWSF. The Output 2 has been partially achieved but isunlikely to be fully achieved by the end of the Project.
(3) Output 3
The NEDS was assessed as landfilling operation by the Landfilling Monitoring Committee at thefirst landfill evaluation meeting with the participation of various stakeholders in 2010. The CMPUA took
the initiative in conducting the waste composition surveys at both the manual and belt conveyor sorting
facilities of the NEDS, and conducting the environmental monitoring of underground water quality andexplosive gas in the NEDS. The CMPUA’s skill to interpret these data still needs improvement. The
Output 3 can be fully achieved by the end of the Project if the staff members of the NEDS and the
CMPUA successfully enhance their capacity on data interpretation in the remaining period of the
Project.
(4) Output 4
The Project formulated the Guideline on Estimation of Appropriate Waste Collection Fee, thestandard tender procedures, and the standard tender documents for selection of waste collection
organizations. However, the common financial management rules for all DWSFs were yet to beestablished because the counterparts were not assigned by the DWSFs after the City Council’s decisionin 2009. Although the EPWMD has been able to comprehend the administrative and financial
management of SWM in a comprehensive manner, it has not fully grasped the financial condition of each
DWSF and not completely developed the control system of waste collection organizations. The Output 4,
therefore, has been partially achieved but is unlikely to be fully achieved by the end of the Project.
(5) Output 5
As the EPWMD conducted a public awareness campaign with the support of the Japanese experts inthe seven pilot project sites under the Output 5, the awareness of residents on waste separation anddischarging manner improved, which was verified from the results of people’s opinion surveys
conducted by the Project. However, it is unclear whether the capacity strengthening of district officers
described in the Indicator 5-1 was adequate because they were less involved in the pilot projects than
expected. Thus the Output 5 will be partially achieved by the end of the Project.
(6) Output 6
The experiments of manual sorting and belt conveyor sorting of mixed waste and separated waste
were conducted under the Output 6. In these experiments, the waste pickers were employed on a trial
basis to carry out sorting operation. It was verified that the waste pickers who received an orientation
program followed the working requirements well enough to sort out valuables at the NEDS. The results

of these experiments were analyzed and compared in technical, financial and social aspects. Based onthese results, the EPWMD prepared a draft policy on how to introduce separation of waste at source in
UB City, which is likely to be finalized by the end of the Project. Therefore, the Output 6 can beachieved by the end of the Project.
(7) Project Purpose
Three of the indicators of the Project Purpose, i.e., “waste collection rate in Ger areas,” “waste
collection rate in apartment areas,” and “collection rate of waste service fee from Ger areas” havealready reached the target values set in the PDM. However, regarding the remaining indicator of“people’s satisfaction level for the SWM service throughout the City,” the total proportion of the
respondents who rated their satisfaction level as “more than average” decreased from 58.1% to 33.3%
over the past three years. Thus it is fair to say that the Project Purpose will be partially achieved by theend of the Project.
3-2 Summary of Evaluation Results(1) Relevance: HighUB City has experienced a rise in the amount of waste and illegal dumping with rapid urbanizationand changes in consumption patterns. In order to deal with such SWM problems, the Project aims tostrengthen the capacity for SWM in UB City through human resource development. Thus, the projectcomponents match the needs and priorities identified by the Action Plan of the Government for
2008-2012 and the UB City Mayor’s 2009-2012 Action Plan. According to Japan’s Country Assistance
Program for Mongolia in 2012, strengthening UB’s urban functions is one of the three priority areas forassistance. The program highlights the need for assistance to strengthen environmental management inurban areas. Japan has been consistently supporting SWM of UB City with the Development Study and
the Grant Aid. Since the Project is expected to develop human resources and to strengthen SWM-relatedorganizations to implement this M/P, it is consistent with the Japanese aid policies and the pastassistance for SWM over the year. The Project has helped the counterparts to gain comprehensive
knowledge and practical skills on SWM as well as to apply the obtained knowledge and skills at theirwork. With regard to the appropriateness of planning, the Project was designed to focus on developmentof human resources in response to a strong request from the MUB. The strengthening of organizational
and institutional capacities of the SWM was not sufficiently included in the scope of the Project and was
expected to be undertaken by the Mongolian side. However, this has resulted in the Project not having
sufficiently produced the expected outputs because of the inadequate institutional and legal mechanismof SWM. Since it is hard to say that the project design was not appropriate given the planning situation,
the joint evaluation team decided to highlight this issue as one of the lessons learned from the Projectrather than the relevance of the Project. Thus it is fair to say that the Project as a whole has a high degreeof relevance for technical cooperation.
(2) Effectiveness: Medium
The Project has focused on development of human resources in a practical manner by providing thecounterparts various opportunities of not only gaining but also applying the acquired knowledge andskills in practice. These outcomes have contributed to the overall effectiveness of the Project.
However, the level of achievement of the Outputs varies. Capacity development for operation andmaintenance of SWM vehicles and heavy machinery (Output 2), capacity development of the EPWMD
and DWSFs for administrative and financial management in SWM (Output 4), and capacity development

of the EPWMD and district officers for promoting public awareness and participation in SWM (Output
5) have been partially achieved by the time of the Terminal Evaluation, and were less likely to becompletely achieved by the end of the Project mainly because of external factors. The capacity of the
EPWMD and the CMPUA has been considerably developed and strengthened by the Project. However,the Project Purpose has not been completely achieved. The disruption of waste collection andtransportation services by private and public entities, which was beyond the control of the Project, hasaffected the people’s satisfaction level on the SWM service in UB City, and consequently achievementof the Project Purpose. Therefore, the effectiveness of the Project can be assessed as medium at the timeof the Terminal Evaluation.
(3) Efficiency: Medium
The inputs from the Japanese side were smoothly made as scheduled, while the counterparts of
DWSFs were not assigned from the Mongolian side as mentioned before. Moreover, the counterparts of
district officers were unable to take part sufficiently in the Project since they had a close relationshipwith DWSFs whose legal status had been uncertain since 2009. This issue has not been resolved until thetime of the Terminal Evaluation. The Mongolian side lost a valuable opportunity to strengthen theorganizational and individual capacity related to SWM of DWSFs and district offices.
The training in Japan, particularly the country-focused training course and the group training coursethat were directly linked to the Project activities, contributed to motivating the counterparts and the otherproject stakeholders to implement project activities, and smoothly producing each Output to some extent.
The dispatch of the Japanese experts who were familiar with the actual situation of SWM in UB City
also helped enhance the efficiency of the Project. Monitoring of the Project through such means asweekly meetings has been in place and worked well. The communication and team work have been good
between the Japanese experts and the counterpart personnel, and are likely to contribute to the smooth
implementation of the Project. On the other hand, transfers of some key personnel were inhibiting factorsthat affected the progress of project activities and caused some disruptions. Therefore, the Project’s
efficiency as a whole is medium.
(4) Impact: There were a number of positive impacts.
It is hard to say at the time of the Terminal Evaluation the Overall Goal would be achieved, because
correlation between the one indicator of the Overall Goal, i.e., “people’s satisfaction level for urban
environment and sanitation throughout the City” and the project intervention was not determined since
many other factors such as air pollution and traffic congestions might affect the satisfaction level.
A number of the unexpected positive impacts have been observed in both the EPWMD and the
CMPUA at the time of the Terminal Evaluation. For example, the EPWMD and the CMPUA prepared to
procure the waste collection vehicles with the budget of MUB. Also, the CMPUA took initiative inclosing the Ulaan Chuluut Disposal Site in July 2009 and conducted upgrading works in the Morin
Davaa Disposal Site with the budget of the MUB in 2011 by applying the knowledge and skills on
sanitary landfill obtained from the Project. Moreover, the EPWMD and the CMPUA took the lead indisseminating the knowledge and technologies of sanitary landfill to other cities.
(5) Sustainability: Medium to moderately high[Policy Aspect] The M/P for SWM revised by the Project is likely to continue to serve as a policy
framework for SWM in UB City. As solid waste problems in UB City have become a pressing issue for
the MUB, the policy environment to strengthen SWM has become considerably favorable for the Project.

However, the SWM system including the financial system is most likely to be affected by politicalinfluences and interventions. There is a gap between the legal framework and the actual operation of
SWM in such cases as selection of waste service providers without tenders. The EPWMD has
endeavored to amend the Law on Household and Industrial Waste in collaboration with otherstakeholders to strengthen the system of SWM. If it is finalized and approved, the Revised WSF
Regulations and other related regulations are also likely to be amended. Such revision of laws andregulations will influence the sustainability of the Project. However, the degree of their influences was
not sufficiently prospected at the time of the Terminal Evaluation. Thus it is fair to say that thesustainability of the policy aspect is likely to be medium.
[Financial Aspect] It is definitely necessary for the CMPUA and the EPWMD to continue to allocate
sufficient budget, particularly for the operation and maintenance of waste collection vehicles, heavymachinery, and other equipment, and the operation of landfill sites. As both organizations have become
able to allocate the necessary budget from the MUB, the sustainability in the financial aspect is likely to
be moderately high.
[Institutional Aspect] The organizational capacity of the EPWMD and the CMPUA has beenstrengthened by the Project. However, there is still room for improvement in each organization. The
EPWMD needs to strengthen the financial management system of SWM and promote raising publicawareness and behavior changes of dischargers. The CMPUA needs to strengthen operation andmaintenance of collection vehicles and other heavy equipment. The agency should secure a stable supplyof spare parts of equipment as well as skilled mechanics and drivers, and bulldozer operators. The
frequent transfer which occurred due to political considerations in some cases is also a major concern
from the perspective of the sustainability of the Project. Given these assessments, the sustainability inthe institutional and organizational aspect is medium.
[Technical Aspect] Most of the counterparts have acquired sufficient practical skills and knowledge of
SWM to continue to apply them. As mentioned before, the DWSFs and the district offices lost a valuable
opportunity to develop the organizational and individual capacity related to SWM. As most of the
stakeholders pointed out, it is necessary to further improve their capacity related to SWM. Since most of
the staff members of the EPWMD and the CMPUA have become more confident and keenly aware of
their responsibility to improve SWM, they have adopted their knowledge and skills to their regular workand other national-level work and disseminated them to stakeholders of other cities. Thus thesustainability in the technical aspect can be assessed as moderately high.
3-3 Factors Promoting Sustainability and Impact(1) Factors Concerning Planning
Such a project design, which was expected to have synergistic effects of related assistance programsof JICA’s Development Study, the Japanese Grant Aid and Technical Cooperation under the
program-based approach, contributed to enhancing the relevance, effectiveness, impacts, andsustainability of the Project. Also, the Project included pilot projects and seminars to which thecounterparts of both the EPWMD and the CMPUA could apply and disseminate the obtained knowledge
and skills of SWM. This enabled the counterparts to enhance self-confidence and practical capacities of
SWM.
(2) Factors Concerning the Implementation Process
The project activities have been monitored well in several ways including the weekly meetings, thebi-monthly meetings, the joint coordinating committee meetings and various types of surveys. The

weekly meetings in which the counterparts and the Japanese experts participated have significantly
contributed to not only sharing and discussing the progress of activities but also promoting smoothcommunication and nurturing a sense of ownership and responsibility to the Project among them. In
addition, the implementation of surveys enabled the project stakeholders to grasp the level ofachievement of PDM indicators. It also contributed to the improvement of SWM as a public service andthe improvement of capacities of the project counterparts. Accordingly, it greatly contributed toenhancing the efficiency, impacts and sustainability of the Project.
3-4 Factors Inhibiting Sustainability and Impact(1) Factors Concerning Planning
The Project was designed to focus on development of human resources in response to a strong
request from the MUB. The strengthening of organizational and institutional capacities of SWM was not
sufficiently included in the scope of the Project and was expected to be undertaken by the Mongolianside. Accordingly, this prevented the Project from achieving the Outputs 2, 4 and 5 because of theexternal factors. Without an appropriate institutional and organizational mechanism, there were some
limitations to human resource development.
(2) Factors Concerning the Implementation Process
The major external hindering factor was the City Council’s decision in 2009 to abolish DWSFs. It
made the legal status of DWSFs uncertain, and the counterparts of DWSFs have not been assigned to theProject by the time of the Terminal Evaluation. Consequently, the Project has not sufficiently undertaken
the capacity development of the district officers who have a close relationship with DWSFs. This has
adversely affected the achievement of the Outputs 2, 4, 5, and the Project Purpose, and the sustainability
in the organizational, institutional and technical aspects. Also, a series of the disruptions of waste
collection services due to various reasons have affected, to some extent, the improvement of discharging
manners and the degree of satisfaction on SWM among citizens in UB City. In 2010, the final disposalsites were temporarily closed by a strike of CMPUA staff members, which disrupted waste collection
services for a while. In some areas of UB City, waste was not regularly collected due to the lack of fuel,the non-payment for collection services from WSF to service providers, and disruptions as a result of theprivatization of some waste collection services. Furthermore, the frequent transfers of the director of the
CMPUA and its staff members were inhibiting factors that affected the efficiency of the Project.
3-5 Conclusion
The Project has been implemented as the third stage of a series of JICA’s technical assistanceprograms for SWM in Mongolia, following the Development Study and the Grant Aid for construction of
the NEDS and provision of collection vehicles and heavy machinery. The Project aims to strengthen thecapacity for SWM in UB City through human resource development in order to implement the M/P
including operation and maintenance of the NEDS Landfill and waste collection vehicles. The capacityof the counterpart personnel of both the EPWMD and the CMPUA has been remarkably strengthened by
implementing project activities in which equipment and facility provided by the Grant Aid are fully
utilized by Mongolian stakeholders. In this regard, the intended basic objective has been achieved interms of human resource development at the time of the Terminal Evaluation.
However, when analyzed based on the PDM, the level of achievement of the Outputs varies. The
Outputs 1, 3 and 6 have been achieved or almost achieved. On the other hand, the Outputs 2, 4 and 5
have been partially achieved, and are less likely to be completely achieved by the end of the Project.

Considering the above, there was room for further improvement in the three key areas of humanresources as follows: (1) comprehensive management of waste collection services in the EPWMD and
the CMPUA; (2) comprehensive financial management of solid waste in the EPWMD and
DWSFs/district offices; and (3) promotion of public awareness raising at the district level. Several
factors prevented the Project from strengthening the above areas of human resource development such aslack of assignment of counterparts from DWSFs, the insufficient involvement of district officers, and thelimited authority of the EPWMD and the DWSF in terms of SWM of the city. The root cause might bedelays in strengthening the legal system of SWM including amendment of relevant laws and regulations.
As a result, the Project Purpose has been partially achieved in terms of strengthening the capacity of
SWM in UB City, although the Project has produced significant results such as development of a numberof human resources and introduction of sanitary landfill technology and management. However, thisresult seems to be seriously affected by factors beyond the project as mentioned before. The Mongolianside is required to sustain and expand the effects of the Project after the completion of the Project inorder to overcome the current complicating situation and achieve the Overall Goal. It is also imperative
to improve the legal system of SWM including amendment of relevant laws and regulations without
delay, and to strengthen the capacity of the three key areas by utilizing the effects of the Project.
Although there are still some issues to be overcome forward the Overall Goal, self-help efforts by MUB
is strongly expected after the Project termination as planned.
3-6 Recommendations(1) Strengthening the organizational and institutional capacity of the EPWMD and the CMPUAThe Amendment of Law on Household and Industrial Waste is expected to go into effect as early as
this year. Thus it is recommended that the EPWMD and the CMPUA improve the organizational andinstitutional capacity in the new legal framework in order to institutionalize the effects of the Projectappropriately. In other words, both organizations should put in place an effective mechanism forutilizing technologies, facilities and equipment provided by the Project, and various guidelines, manuals
and tools, human resources developed by the Project, as per the mandate and the authority stipulated in
the Amendment of Law on Household and Industrial Waste.
(2) Strengthening the three key areas of human resources of the EPWMD, the CMPUA, and
DWSFs/district offices
Further capacity improvement of human resources of the EPWMD, the CMPUA and DWSFs/district
offices will be the key to maximizing the effects of the Project and to accelerating the effective SWM in
UB City. Therefore, these organizations should strengthen the three key areas of human resources asfollows: (1) comprehensive management of waste collection services in the EPWMD and the CMPUA,(2) comprehensive financial management of solid waste in the EPWMD and DWSFs/district offices, and(3) promotion of public awareness raising in the district offices.
(3) Promoting further technical transfer of the effects of the Project to other provincial cities
Since the Ministry of Nature Environment and Tourism (MONET) has ordered provincial cities toformulate an M/P on SWM, the Project, in collaboration with the MONET, held the workshop on
formulation of the M/P, in which the staff members of the EPWMD and the CMPUA shared theirexperiences with the stakeholders of provincial cities. Also, the CMPUA has been to other provincial
cities to disseminate their knowledge and skills regarding the sanitary landfill. It is recommended that
the EPWMD and the CMPUA continue to promote such technical transfer of the effects of the Project toother provincial cities.
(4) Strengthening further collaboration with JICA Volunteer Programs
A JICA Senior Volunteer on mechanical engineering was dispatched to the CMPUA and has played avery important role in enhancing the CMPUA’s technical skills on vehicle maintenance in the Project.
Many CMPUA staff members appreciated his technical transfer to the agency. Thus it is recommended
that collaboration with a JICA Senior Volunteer on solid waste management and a JOCV Volunteer onenvironmental education be strengthened for enhancing the capacity of the CMPUA and the EPWMD.
3-7 Lessons Learned(1) Without an adequate organizational and institutional mechanism, human resource
development faces some real limitations in terms of achievement of outcomes.
Since the Project was requested by the Government of Mongolia as domestic training on SWM inorder to establish a suitable SWM system in UB City, it was designed to focus on human resource
development of SWM rather than institutional development of SWM based on a series of discussions
among the stakeholders. As the Project has implemented various activities, the capacity of counterparts
has improved considerably. However, the Project has sometimes faced difficulties because of external
factors beyond its control. The administrative and financial management capacity of the EPWMD, forexample, has not been sufficiently improved by project interventions because of inadequate institutional
and legal mechanisms of SWM. One of the lessons learned from the course of the Project is that, without
an adequate organizational and institutional mechanism, human resource development faces some real
limitations in terms of achievement of outcomes.
(2) Providing relevant training programs in Japan is effective in implementation of project
activities.
Most of the counterparts noted that the country-focused counterpart training course in Nagoya,Japan, and group training programs in Japan were very useful for them to acquire comprehensive ideasof the SWM system, practical skills and knowledge of SWM employed in Japan. Not only the main
counterparts of the EPWMD and the CMPUA but also stakeholders such as the district officers and the
Khoroos Governor of the pilot project site participated in the training programs, which motivated them
to be actively involved in the Project activities since their own design was directly linked with theactivities. Several participants have implemented in Mongolia the action plan formulated during thetraining courses. Thus training in Japan, particularly a country-focused training course which is directly
linked with project activities, is effective in motivating counterparts and other project stakeholders to
implement project activities.
(3) A weekly meeting is effective in monitoring the progress of activities and enhancing
communication among project stakeholders.
The Project conducted weekly meetings more than 100 times in which the counterparts of the
EPWMD and the CMPUA. The Japanese experts participated in them to share and discuss the progressof Project activities. As most of the above stakeholders pointed out, the communication and team work
have been good among them through the meetings. Thus a weekly meeting helps monitor the progress ofactivities and ensure smooth communication and close coordination among project stakeholders. On topof such practical meetings, joint coordinating committee participated by more various stakeholders are
effective to promote overall understanding the sector.

(4) On-the-job Training is effective to encourage further development of counterpart members.
Counterpart members of the EPWMD and CMPUA had many opportunities to practice knowledge
and skill transferred by Japanese experts at pilot projects and technical training to other aimags(provinces). These experiences make them to build more self-confidence and encouraged them to deepen
its expertise. It is effective for counterparts to have opportunity to teach third party with their expertisefor further development of themselves.
(5) Indicators of PDM should be set as objectively verifiable.
Although PDM of the Project was revised 4 times, there are still some unverifiable indicators at thetime of the terminal evaluation. Indicators should be paid attention if they are verifiable or not andrevised properly not only at the project formulation stage but also throughout implementation period.
(6) Program approach is effective to enhance aid effectiveness.
Continuous utilization of different assistance schemes such as combination of Development Study,
Grant Aid and Technical Cooperation in this project, enables to promote synergistic effects of eachschemes and therefore realize effective and comprehensive cooperation for the sector. Combination ofassistance schemes and time line for implementation should be cautiously designed with medium to longterm prospective of the sector.