CONCLUSIONS AND LESSONS LEARNED Sample Clauses

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. 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 SAP priorities and targets; and to the national SGP programmes involved, through the provision of an inter-governmentally approved framework for nationally executed international waters projects. The speed with which funds can be committed through the SGP mechanism strongly supports the contention that a more effective mechanism could not be found. “92% of the South China Sea grant funds were committed within 9 months of the signature of the agreement” Partnership between the SGP programme and full-sized GEF international waters projects can be highly effective in mobilizing community involvement in the achievement of SAP targets. The SGP SCS partnership could be used as a model for future partnerships in other regions. Key lessons learned : • Strong political and management support from both agencies regarding this inter-agency cooperative programme lays the foundation for the collaboration • Programmatic and technical collaboration complement each other to utilize and maximize the comparative advantages of full-sized projects and SGP • SGP can serve as an effective mechanism to translate SAP into local actions, but full-sized projects should take primary technical responsibilities to develop the foundational capacity for SGP national coordinators and NSC members • Technical training and capacity development activities provided by UNEP/GEF South China Sea Project to SGP networks prepared SGP to implement the regional Strategic Action Programme • Integrated management of actions at various levels (local to regional) are key to the successful implementation of SAP The GEF Small Grants Programme 000 X 00xx Xxxxxx, 00xx Floor New York, NY 10017 Phone: +0 (000) 000-0000 l Fax: +0 (000) 000-0000 Email: xxx.xxxx@xxxx.xxx l Website: xxx.xxx.xxxx.xxx
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CONCLUSIONS AND LESSONS LEARNED. 1ST OPEN CALL 46
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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. 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. For more information about the PMNH+ project, visit xxx.XxxxxxXxxxx.xxx Annex 5: Baseline KPC Report HEALTHRIGHT INTERNATIONAL KNOWLEDGE, PRACTICES AND COVERAGE (KPC)SURVEY REPORT FOR PMNH+ IN MARAKWET EAST AND WEST DISTRICTS, KENYA Xxxxxxx X. Xxxxx 10/22/2013 Table of Contents 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.  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. BACKGROUND OF ELBASAN CONCESSION CONTRACT  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. WHAT WERE THE OBJECTIVES FOR ELBASAN? 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. KEY FEATURES OF PRE-CONTRACT REQUIREMENTS FROM GOVERNMENT  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. SHOULD ALBANIA CONSIDER PPP IN THE FUTURE? ABSOLUTELY SHOULD ALBANIA CONSIDER PPP IN THE FUTURE? ABSOLUTELY • 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. WHAT IS HAPPENING TODAY IN THE WATER SECTOR REGARDING PPP? • 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. IS IT LEGAL AND WILL IT WORK? • 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? CONCESSION/PPP LAW 125 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. Throughout the implementation of the program’s fifth and final phase, human/skill/resource capacity was built within FLGR and its participating Bulgarian municipalities. Bulgarian practitioners initially involved in the development and adoption of successful US management models gradually developed their capacity and began to play a decisive role for further dissemination of the US experience within their own and surrounding municipalities. US practitioners participated mainly as mentors and advisors - not providing full scale technical support. In this way, the program contributed to the professional development of Bulgarian practitioners and FLGR. The Bulgarian practitioners and FLGR, in turn, invested a lot of creativity and enthusiasm into their respective training and projects; accumulated expertise, knowledge, and skills; and became prepared to continue implementing the ideas and successful approaches learned from the US partners. FLGR has grown into a major economic development support organization for local governments in Bulgaria. The program consolidated the technical skills of FLGR staff and they became experts in local economic development as well as practitioners who the municipalities trust and solicit advice. The FLGR staff and seven local economic development specialists involved in the implementation of the Local Economic Development and Marketing Project were trained as trainers/ consultants. This training enabled them to acquire sufficient technical expertise to independently certify Bulgarian municipalities as “Ready for Business” upon program completion. The FLGR staff and LED specialists can also support Bulgarian municipalities in the development of economic development activities and projects beyond program support. The LED technical assistance and training has been institutionalized in FLGR and specifically BLEDP. The BLEDP was developed and introduced to respond to the common needs of Bulgarian municipalities to enhance their LED skills and potentially, bring new jobs to their communities. This partnership has empowered 39 Bulgarian local governments to better prepare their communities for economic development by application of a professional approach and an improvement in the business climate. Critical for the selection of new participating municipalities was the proven commitment of municipal leadership to institutionalize the economic development office/ or economic development specialist position within the city administration...
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Related to CONCLUSIONS AND LESSONS LEARNED

  • Lessons learned Describe the positive aspects of project implementation, the problems encountered and how (if) were they addressed. Describe how other parties could use the solution. Describe best practices that can be adopted or adapted. (15 to 25 lines)

  • Conclusione La presente Licenza resterà xxxxxx xxxx xxxx sua conclusione. Apple porrà termine automaticamente e senza preavviso ai diritti garantiti da questa Licenza in caso di inadempienza di qualsiasi xxxxxxx xxxxx Licenza stessa. In seguito alla conclusione di questa Licenza è fatto obbligo di interrompere l’utilizzo del Software Apple e di distruggere tutte le copie, totali o parziali, del medesimo. I paragrafi 3, 4, 5, 6, 7, 8, 10 e 11 della presente Licenza rimarranno validi anche dopo la conclusione della stessa.

  • Conclusions and Recommendations The demonstration and evaluation process provided an opportunity to test community specific tools with a range of end users from the memory institution domain and to gain greater insight into both the current and future evolution of the SHAMAN prototypes for preservation, access and re-use. Xxxx et al. (2000) in their user evaluation study of the Alexandria Digital Library which incorporated the evaluation of a Web prototype by earth scientists, information specialists and educators raised four key questions in relation to their findings that SHAMAN may be well advised to consider, they are paraphrased here with our conclusions from the investigations. What have we learned about our target organizations and potential users?  Memory institutions are most definitely not a homogenised group; their needs and requirements differ greatly across the domain.  Representatives of the archives community are agreed on the benefits of SHAMAN‟s authenticity validation function.  The representatives of government information services remained unconvinced as to the need or benefit of grid technologies or distributed ingest while librarians saw the value of grid access as an asset of the framework. What have we learned about the evaluation approach for digital preservation?  Within the limits of the exercise, in terms of time-frame and resources, the approach adopted has generated useful information for the further development of demonstrators and for the development of the SHAMAN framework overall. What have we learned about the SHAMAN ISP1 demonstrator?  Respondents to the evaluation questionnaires and the focus groups indicate that, overall, the presentation of the demonstrator worked effectively and that, in general, participants in the demonstration and evaluation events were able to understand the intentions of the demonstration and to apply the ideas presented to their own context. What have we learned about the applicability of the SHAMAN framework to memory institutions?  Respondents to the questionnaires and participants in the focus groups readily identified the value of the SHAMAN framework to their own operations. The majority had not yet established a long-term digital preservation policy, but recognized the need. Generally, the concepts of distributed ingest and grid operations found favour.  Virtually all practitioners in the focus groups, however, drew attention to need of a lower level demonstration that would be closer to their everyday preservation troubles, especially for digital preservation to be applied to non-textual materials, such as film, photographs and sound archives. In addition to the criteria suggested by Xxxx et al., we can add a further project-related question: What have we learned that has implications for the training and dissemination phase of the Project?  It was not part of the remit of the demonstration and evaluation specifically to discover information of relevance to the training and dissemination function. However, a number of factors will affect the efficacy of any training programme in particular. o First, no common understanding of digital preservation can be assumed of the potential target audiences for training. Consequently, it is likely that self-paced learning materials will be most effective in presenting the SHAMAN framework. o Secondly, the aims of SHAMAN as a project must be conveyed clearly: specifically, that it is a kind of „proof-of-concept‟ project and is not intended to deliver a package of programs capable of being implemented by institutions. o Thirdly, it needs to be emphasised that the SHAMAN framework is not limited to text documents; it can be applied to materials of all kinds. However, the demonstrations relate to bodies of material that were actually available for use. o Fourthly, the existing presentation materials are capable of being adapted for use in training activities. o Finally, the target audiences will appreciate the possibility of online access to the demonstrator, which will need to have very great ease of access in order that people with diverse backgrounds are able to use it with equal facility. We believe that, overall, WP14 has met its aims and objectives in this demonstration and evaluation of ISP1. Valuable lessons have been learnt by all parties involved, which will be transferred to the evaluation of ISP2 in the coming months.

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  • Services and Information for Persons with Limited English Proficiency A. Grantee shall take reasonable steps to provide services and information both orally and in writing, in appropriate languages other than English, to ensure that persons with limited English proficiency are effectively informed and can have meaningful access to programs, benefits and activities. Meaningful access may entail providing language assistance services, including oral interpretation and written translation, if necessary. More information can be found at xxxxx://xxx.xxx.xxx/.

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