CONCLUSIONS AND LESSONS LEARNED Sample Clauses

CONCLUSIONS AND LESSONS LEARNED. An important lesson learned through this first phase of the project is the importance and challenge of ensuring that operations research remains relevant in a context of evolving policy. In the time between proposal and funding of the PMNH+, policy regarding the role of CHWs has changed dramatically in Kenya. This made selection of the package of expanded MNC services for intervention CHWs more complex and resulted in a reduction of the difference between the intervention and comparison area service packages from what was initially envisioned – national policy now allows CHWs to perform additional services at the household level. In addition, the evolving role of CHWs led to a significantly revised training curriculum and the need for new data collection tools. Throughout the initial study phase, it has been important to closely engage policymakers to ensure that this operations research continues to address local needs and remains able to generate useful evidence for future programming and policy development. Recommendations and Use of Findings: The baseline KPC data will be shared with PMNH+ staff, the CHWs, partner CBOs, and local and national stakeholders. These data will be used to establish priority MNC messages and services for the next three years of PMNH+ implementation. Baseline indicators for PMNH+: 34 1.0 INTRODUCTION 35 2.0 MATERNAL AND NEWBORNE CARE 38 3.0 LABOUR AND DELIVERY 45 4.0 POST NATAL CARE 49 5.0 BREASTFEEDING INFANT AND YOUNG CHILD FEEDING 53 6.0 CHILD HEALTH 55 7.0 MALARIA - TREATMENT OF FEVER OF CHILD 56 8.0 CONTROL OF DIARRHEA 59 9.0 ARI/PNEUMONIA 61 10.0 FAMILY PLANNING/HEALTHY TMING AND SPACING OF PREGNANCIES 62 11.0 HIV/AIDS KNOWLEDGE ATTITUDES AND BELIEFS 66
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CONCLUSIONS AND LESSONS LEARNED. 1ST OPEN CALL 46
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CONCLUSIONS AND LESSONS LEARNED.  No transition period before Operator assumed full responsibility for utility management  Operator had no real power to hire/fire the local management staff of utilities and to reduce the operational staff of the utilities.  No consideration in Contract for US$ devaluation which significantly limited capital procurements.  Interference in procurement procedures from influences outside terms of Contract.  Water Regulatory Authority not favorable toward needed tariff increases.  Weak communication by Operator with the local authorities.  Albanian Government identified PPP as vital tool to improve situation in the water sector and to mobilize private capital, with Elbasan to serve as a PPP show case.  Basis of the Contract was Unsolicited Proposal submitted by Berlin Xxxxxx International GmbH who were presumed to fulfill the economic, financial, and technical criteria decided by the Authorized State Organ.  Type of PPP: Concession with BOOT model (Build-Own-Operate- Transfer)  Contract signed by partners, MoPWT, MoE, Municipality of Elbasan, and Berlin Xxxxxx International GmbH, Germany.  Concession Period: 30 Years (2000-2030) considering initially a transition period for first two years, at the end of which BWI reserves the right to terminate the Contract with no further obligation. The unaccounted for water from 80% will be reduced to 25% by 5th year of the Concession period. All unregistered connections will be identified and registered as consumers by the end of the 1st year of the Concession period. Domestic water meters will be installed for 100% of the customers. Continuity of Service will be 24 hours per day by the 7th year of the Concession period for the entire service area.  Provision of all necessary permissions by water institutions in Albania.  Exemption from income tax and profit tax for a period of 20 years.  Exemption from custom duties / VAT for imported goods.  Not required to comply with Procurement Law No 7971 (1995).  Contract with KESH Elbasan for uninterrupted power supply to utility in service area.  Right of way in the project area  Construction permission  Granted use of water at the source
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CONCLUSIONS AND LESSONS LEARNED. Project objectives were largely not achieved (e.g. continuing high water losses), therefore assessed “UNSATISFACTORY”.  Concession Contract was terminated in December 2006 due to the failure on the part of the awarding party to fulfill its side of the contract, notably tariff adjustment.  Ownership of Xxxxx transferred to the Ministry of Economy, and the former concessionaire, BWI continued to support the executing agency as implementing consultant.  Key conditions not existing to support successful PPP • No reliable base line data. • Cost recovery was inadequate. • Lack of popular acceptance and political support for the metering program and tariff increase. • PPP did not fail. • Albanian institutional structures failed. – Did not understand the concept. – Did not know how to apply the concept. – Did not know how to manage/monitor the concept. – Did not seek expert advice. • No more of the traditional forms previously discussed. • New model – Turnkey with Vendor Financing – Private sector provider designs, supplies and constructs/installs for a defined amount. – Private sector provider enters a payment contract (5-7 years) with the Utility and guaranteed by the Owner (Local Government). – Private sector arranges financing to fund costs. • Significant procurement without public, open tender by the Utility. Might be little illegal? • Local government guarantying repayment of the credit, if Utility cannot pay from available cash flows. Might be more than a little illegal? • Could work assuming private provider is acting in good faith and with good intent. But is it right? • Seems to avoid/ignore the requirements of the Concession/PPP Law 125 and DCM 575. But do they apply? The Law Regulates: • Powers of Contracting Authorities to enter into Concession/PPP agreements. • Procedures for the award of contracts. • Financial arrangements and support. • Authority at the policy and enforcement level.
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CONCLUSIONS AND LESSONS LEARNED. 112. The level of impact and achievement of results varies considerably among programme components and sub-projects, with overall impact tending towards a “medium/low” range. This reflects on design and implementation modalities as much as it does on project performance or the effectiveness of UNEP support. The magnitude of programme activities – some are still under implementation – and diverse contexts makes it difficult to assess the partnership’s overall impact. However, the general level of impact falls below expectations when measured against expected results. Many activities and outputs have been undertaken, but they were often insufficient to consolidate pilot processes or produce impacts. As a result there are limited conditions for post-project sustainability as well, and continuity in most cases will depend on the availability of further UNEP assistance.20 The evaluation found indications of “intermediate outcomes” that will either advance or dissipate depending on the level of commitment and follow-up support.
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CONCLUSIONS AND LESSONS LEARNED. For its very first geo-energy field deployment, the CO2 ORION® has performed reasonably well, especially in the unforgiving Icelandic weather in October. The particular successes of the campaign are:  Smooth delivery and installation in the Icelandic fields thanks to the very good support of OR.  CO2 atmospheric concentrations over the beam paths have been measured for at least 5 days, with a precision of ~0.4 ppm.  Measurements were demonstrated to have a large immunity to weather conditions, including fog and rain.  Correlations of CO2 concentrations with wind direction have been observed, as well as evidence of local sources.  During the deployment, the field measurement also faced issues that have been taken into account to improve both the ORION® as well as the mapping algorithm approach. Lessons learned relates to:  The reliability of the environmental data collection was not acceptable, and a complete redesign has been undertaken to address this issue.  Suspected thermal biases have been observed to produce unphysical concentration readings. The thermal management of the instrument has been overhauled to eliminate this issue.  A new approach to source mapping has been developed in partnership with UEF which should be more relevant to diffuse source mapping. The overall outcome was very positive, with as much learned about the functionality and performance of the ORION® in real world conditions as was gained from the measurements themselves. This allows for improvements to be made to the equipment as the instrument evolves over the course of 2020 and beyond. A comprehensive trial report and presentation of the results was shared with OR following the deployment.
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CONCLUSIONS AND LESSONS LEARNED. Throughout the implementation of the program’s fifth and final phase, human/skill/resource capacity was built within FLGR and its participating Bulgarian municipalities.
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CONCLUSIONS AND LESSONS LEARNED. The partnership has been effective and beneficial to both partners specifically: for the implementation of the SAP for the South China Sea in terms of significant contributions towards the achievement of the
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