Lessons Learned from Past Projects Sample Clauses

Lessons Learned from Past Projects. The Laotian government and the World Bank have assessed the overall effectiveness of the previous first series of PRSO (PRSO1-3) in 2007, and have verified that it has contributed significantly to improving policy systems in Laos, such as by enhancing public expenditure management capacity and finance management capacity, including the centralization of fiscal revenue, and by promoting investment through the revision of company laws and foreign investment laws. At the same time, however, past PRSO schemes were not without problems. For example, a discrepancy emerged between the new company law and foreign investment promotion law, and the lack of a proper network among customs authorities impeded the actual enforcement of regulations relating to customs and tax authorities which had come into force. This experience underscored the need to assess the mutual compatibility of different laws and the implementation capacity of customs authorities through TA. Therefore, this project will not only identify triggers and assess the achievement of actions, but will also heed derived issues and consider potential needs to dispatch experts. Joint financing projects in the form of financial support schemes like the PRSO tend to involve many players. Therefore, careful consideration is needed to ensure effective communication among all relevant parties on both the donor side and the host government side, and to consistently share a common understanding of all matters concerning the project. Based on this awareness, the project will continue to be implemented through consultations with the Laotian government, the World Bank and other donors in the process of monitoring and assessing reform items, and efforts will be made to share information, adjust program details as necessary, and maintain a consensus. Furthermore, the monitoring framework will be strengthened by dispatching experts as appropriate.
Sample 1
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Lessons Learned from Past Projects. (1) Lessons Learned from Past Projects The results of the ex-post evaluation (in 2011) of the Construction of 230 kV Underground Transmission Line between Bangkapi and Chidlom Substation Project for the Kingdom of Thailand revealed that when a project involving multiple agencies as stakeholders is implemented in the future, it will be necessary to consider setting up meetings with such parties and have it coordinate closely. This is because the project for the development of underground power transmission tunnels and lines beneath canals in Bangkok involved many agencies including the Bangkok Metropolitan Administration, the Electricity Generating Authority of Thailand, the Bangkok Mass Railway Transit Authority, the Expressway Authority of Thailand and the State Railway of Thailand, and coordination among relevant parties took longer than expected, which was one of the reasons for the project's delay.
Sample 1
Lessons Learned from Past Projects. In the ex-post evaluation report of the emergency financial support loan program that JICA launched in the aftermath of the global financial crisis of 2008, it emphasized that the timing of financing is crucial in increasing the effects of one of the objectives of emergency financial support, which is to extend financing in a timely manner to facilitate crisis responses. It adds that the procedures involved in the loan disbursement should ideally be as simple and flexible as possible. The report concludes that the lesson learned was that in light of its objectives, emergency financial support can possibly be improved so that it will be made available as long as it can be confirmed that the recipient government has come up with a fiscal plan (that reflects the demand for funds) and an economic stimulus package to deal with the crisis. Based on the above, the Program is carried out with co-financing from the ADB’s already approved emergency financial support (CARES), without the formulation of a policy matrix, so that it can support the economic and social stabilization measures formulated and implemented by the Government of Indonesia, while ensuring the construction of a monitoring system to check the state of progress, and thus enabling the timely provision of funds.
Sample 1
Lessons Learned from Past Projects. Ex-post evaluations of similar projects in the past have shown the importance of securing steam in order to obtain project effects. Simulations were conducted on the potentials of reservoirs for Olkaria I and IV in the F/S for the Project. The simulations showed that the 185 MW operation is possible for another 25 years at Olkaria I. The availability of steam will not be restricted by steam transactions, either, because KenGen continues to own the right to use the steam in this area although steam obtained by future geothermal development in Kenya will belong to the Geothermal Development Company (GDC).
Sample 1
Lessons Learned from Past Projects. Ex-post evaluations of similar projects undertaken in the past recommend that, in order to achieve sustainable forest management, (1) the participatory approach is important because it raises residents’ awareness; and (2) it is important to integrate livelihood improvement activities into the project. Based on the lessons learned, systems to involve residents will be employed from the watershed plan formulation stage. In addition, livelihood improvement will be integrated into the project as one of the project components.
Sample 1
Lessons Learned from Past Projects. (1) Lessons learned from similar projects in the past It has been cited in an Ex-Post evaluation of the Kalu Ganga Water Supply Project for Greater Colombo in the Democratic Socialist Republic of Sri Lanka that special attention must be paid to time management when procuring consultants to prevent frequent delays in procurement procedures. The evaluation also cited that NRW countermeasures should be continuously implemented.
Sample 1
Lessons Learned from Past Projects. (1) Lessons learned from similar projects in the past It has been cited in an ex-post evaluation of the Rural Health Infrastructure Strengthening Project (evaluation year: 2005) in the Kingdom of Thailand that special attention must be paid to unequal management skills of intended institutions; therefore, capacity development through human resource development is effective for hospitals which have inadequate management skills. Also, it is important for medical equipment to be selected based on the management skills of the medial professionals and the budget of each institution. Furthermore, it has been cited in an ex-post evaluation of the Project for Improvement of Anuradhapura Teaching Hospital (evaluation year: 2013) in the Democratic Socialist Republic of Sri Lanka that it is effective to introduce a prioritizing system for patients who need advanced treatments when mildly symptomatic patients rush to the intended hospitals due to the inadequate referral system. According to the above lessons, the project will pay attention to the selection of equipment with consideration for accessibility of spare parts. Also, technical support is planned for the capacity development of equipment maintenance through consulting services based on the current technical management skills of each institution. Furthermore, strengthening of the referral system will be considered through the cooperation of the Health Sector Development Project phase 3 by WB.
Sample 1
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Lessons Learned from Past Projects. Based on the results of past projects involving the large-scale relocation of residents, it has been pointed out that it is necessary to take measures to secure the means of livelihood and improve the living standards of the people who have to relocate. Under this Project, it is planned to place consultants and NGOs in the project implementation system and comprehensively monitor the acquisition of sites and the relocation of residents so that appropriate compensation and livelihood improvement measures will be carried out according to the resident relocation plan.
Sample 1
Lessons Learned from Past Projects. From the Ex-post evaluations of the past power plant projects, we have learned that appropriate operation/maintenance after the completion is essential in order to maintain the sustainability of the project. NREA and EETC which are the operation/maintenance organizations of this project shall accept dispatch of engineers from the Egyptian Electricity Holding Company (EEHC) which is their superior organization in the power sector. In addition, operation/maintenance technology shall be transferred to the contractor, as well as technical cooperation to be carried out by JICA if needed. Furthermore, environmental consideration shall be measured by the executing agency in principle, however, in order to realize the measures, it is also suggested that it is significant for JICA to urge the executing agency if necessary. Considering such past lessons learned, this project shall provide assistance through consulting services regarding the strengthening of environmental monitoring.
Sample 1

Related to Lessons Learned from Past Projects

  • Teaching Staff Assigned to More Than One Building Each Educator who is assigned to more than one building will be evaluated by the appropriate administrator where the individual is assigned most of the time. The principal of each building in which the Educator serves must review and sign the evaluation, and may add written comments. In cases where there is no predominate assignment, the superintendent will determine who the primary evaluator will be.

  • WORKING FROM HOME 51.1. Subject to this clause, the Employer may consider the introduction of working from home arrangements. The introduction of working from home arrangements does not provide for the Employee’s primary place of work to be moved from the Employee’s headquarters/work base to the Employee’s home.

  • Medical/Dental Expense Account The Employer agrees to allow insurance eligible employees to participate in a medical and dental expense reimbursement program to cover co- payments, deductibles and other medical and dental expenses or expenses for services not covered by health or dental insurance on a pre-tax basis as permitted by law or regulation, up to the maximum amount of salary reduction contributions allowed per calendar year under Section 125 of the Internal Revenue Code or other applicable federal law.

  • LIVING AWAY FROM HOME ALLOWANCE 27.1 For the purpose of this Clause, a “distant project” is one where the location of the “on-site project work” is such that because of its distance or because of the travelling facilities available to and from the location, it is reasonably necessary for an employee to live and sleep at some place other than his/her usual place of residence.

  • Deductions from Sick Leave A deduction shall be made from accumulated sick leave of all normal working days (exclusive of holidays) absent for sick leave.

  • Work from Home The following applies when a Producer requires an employee to work remotely from home:

  • Pension Contributions While on Short Term Disability Contributions for OMERS Plan Members When an employee/plan member is on short-term sick leave and receiving less than 100% of regular salary, the Board will continue to deduct and remit OMERS contributions based on 100% of the employee/plan member’s regular pay.

  • REAPPOINTMENT AFTER ABSENCE DUE TO CHILDCARE a) Employees who resign to care for a dependent pre-school child or children may apply to their former employer for preferential appointment to a position which is substantially the same in character and at the same or lower grading as the position previously held.

  • Treatment of Passthru Payments and Gross Proceeds The Parties are committed to work together, along with Partner Jurisdictions, to develop a practical and effective alternative approach to achieve the policy objectives of foreign passthru payment and gross proceeds withholding that minimizes burden.

  • Elements Unsatisfactory Needs Improvement Proficient Exemplary IV-A-1. Reflective Practice Demonstrates limited reflection on practice and/or use of insights gained to improve practice. May reflect on the effectiveness of lessons/ units and interactions with students but not with colleagues and/or rarely uses insights to improve practice. Regularly reflects on the effectiveness of lessons, units, and interactions with students, both individually and with colleagues, and uses insights gained to improve practice and student learning. Regularly reflects on the effectiveness of lessons, units, and interactions with students, both individually and with colleagues; and uses and shares with colleagues, insights gained to improve practice and student learning. Is able to model this element.

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