Lessons Learnt Clause Samples

Lessons Learnt. Croatian stakeholders had their first opportunity to participate in cross-border projects in 2003 under the cross-border cooperation programmes with Hungary, Slovenia and Italy. Thanks to those ini- tial cross-border projects, Croatian partners gained knowledge and skills from their cross-border partners, and built capacities to inde- pendently prepare and implement CBC projects in the future. With the introduction of the New Neighbourhood Partnerships 2004-2006, funding available for Croatian partners increased, and therefore interest of many local stakeholders along the borders with Hungary, Slovenia and Italy increased as well. In the first calls for proposals under NP Slo/Hu/Cro and NP Adri- atic, a number of municipalities and civil society organisations su- ccessfully engaged in cross-border cooperation with their partners demonstrating their capacity to prepare and implement EU funded projects. In the second round of calls for proposals under the two NPs, an even larger number of project proposals were submitted. However, only a small number of applications were of satisfactory quality. One can therefore conclude that interest and capacities exist to a certain extent in areas bordering Member States. However, the latter need to be strengthened especially having in mind the increased level of resources available under IPA cross-border programmes. On the other hand, Croatian stakeholders on eastern borders (with non-MS) have very limited experience in cross-border cooperation. Croatian counties bordering BiH, Serbia and Montenegro had their first opportunity to apply for small CBC projects in the second half of 2006. It is evident from this experience that there is a general lack projekata za Jadranski program, Upravljački odbor u L’Aquili je 25. siječnja 2007. odabrao 12 projekata u kojima su sudjelovali crnogorski partneri) ■ Transnacionalni program za područje središnjeg Jadrana, juž- nog Podunavlja i jugoistočne Europe (eng. Transnational Pro- gramme CADSES), (crnogorski partneri bili su uključeni u 2 projekta). Zajednički crnogorsko-hrvatski projekti: ■ CARDS 2006 »INTERREG III – Novi jadranski program za su- sjedstvo« (eng. INTERREG IIIA Adriatic New Neighbourhood Programme) (Crna Gora sudjelovala je u 9 projekata s hrvatskim partnerima u ovome multilateralnom Programu, unutar zadnjeg poziva na dosta- vu prijedloga projekata) ■ Područje središnjeg Jadrana, južnog Podunavlja i jugoistočne Europe (CADES), (partneri na projektu iz Hrvatske i Crne ▇...

Lessons Learnt a) Loan negotiations with the banks take very long time to conclude, causing delays in initial payments to the depositors. Associated with this, banks offer interest rate of 15 to18 percent which is very high considering low profitability of rice/maize production and marketing. b) Small farmers cannot deposit their crop in the warehouse if the advance payment is not available. There are costs involved in harvesting and transportation to warehouses. Farmers want to make sure there is money before delivering to the warehouses. c) Farmers need several meetings on awareness creation on WRS. The meetings/workshops are expensive. d) Laws regarding WRS operations are not suitable for small farmers. Few warehouses qualify for the system.

Lessons Learnt. Catching up on deliverables – The project was overly optimistic that it could catch up on project deliverables (both hardware and software) by the end of Year 2. A complicated project that requires so much subcontracting and construction work would have to have all of the systems in place to allow for an expeditious approach to tendering, contracting, and monitoring of the contractors in terms of hardware provision. Likewise, in many cases, software provision is organized around the provision of the hardware, meaning that hardware delays create software delays, further setting back the project. As we approach Year 3, and have an entire dry season in front of us, the approved Year 3 work plan will guide the project on catching up on all institutional and community infrastructure (as well as the complementary software provision). We are not without hurdles to overcome, but with additional patience on the part of the donor, the Ghana WASH Project is poised to complete all institutional and Consortia Management – Each partner brings expertise in certain areas to the partnership. We are grateful for the expertise brought into the Ghana WASH Project by the three international partners, not to mention the eleven LNGO partners. However, the lack of a unified administrative structure can present challenges in managing equity issues on areas such as employee performance, leave policies, salaries and benefits. We have done what we can, via the realigned budget, to address some of these critical issues so as to increase the level of harmony within the project, however, there remain outstanding managerial challenges that require additional coordination between the partners so that we can all be pointing in the same direction in Year 3 as we catch up on all of our activities going forward. The willingness is there, particularly at the project management level, and frequent communication between the COP and the decision makers at all three partners has helped resolved a vast number of issues, and we look forward to continuing working collaboratively to resolve any of the few internal roadblocks which remain.

Lessons Learnt. 4.1. The relative merits of enhanced model resolution versus model developments on bias reduction.

Lessons Learnt. Nothing specific to report.

Lessons Learnt. Patient safety and clinical standard as first priority. Team members are committed to delegated task being assigned. Significant support from Evidence nursing practice team. Scientific methodology and strong data analysis support. Data driven research collaboration aim to bring in innovation and technology to healthcare to improve patient care

Lessons Learnt. ✓ Integration of OVC activities into ChildFund Sponsorship on- going programs was an effective way of addressing their issues. The involvement of existing ChildFund Staff and continued assurance that the program was not a threat to the existing programs and structures created a strong sense of ownership and prudent utilization of the available resources. ✓ Partnerships at all levels: national, intermediary and the community are a sure way of maximizing on the limited resources as well tapping on the vast experiences/expertise of other organizations. ✓ Community participation/involvement promotes a sense of ownership and sustainability of the activities implemented. WSN program involved the OVC, youth and PLWHA in an effort to create a sense of belonging/reduce stigma and instill a sense of responsibility among the beneficiaries. ✓ Adequate and continuous sensitization of the program beneficiaries is critical to achieve growth and impact among the target group. Business training in particular is critical for the success of the credit component since most beneficiaries have limited skills in business management. ✓ Capacity building of the CORPs is very important as it ensures that the skills and knowledge acquired remains within their communities. Facilitation of community training is eased as the CORPs are readily available and accessible to communities for any consultations. Cultural beliefs and customs are well understood thus simplifying interactions and implementation of the program interventions. ✓ It is evident from the Journey of Life training that children need to be listened to, their ideas given attention and learning from their coping strategies. People need to be cognizant of children’s resources (internal/external) and help them build resilience to cope with diverse events in their entirety. ✓ OVC needs are many and more often than not require immediate and integrated interventions. The program has learned that short-term interventions (uniforms, fees, books, food and shelter), though not sustainable, are imperative for the wellbeing of OVC and create opportunities for long–term interventions that can be implemented with their caregivers. ✓ Functional HBC care delays orphan hood and consequently lessens the increasing burden of OVC to extended families and the community. HBC ensures that children remain in a family setting where they learn and absorb the values, culture and skills that they need to survive as adults. ✓ A vibrant M&E system is k...

Lessons Learnt. There were a number of lessons learnt from CS project implemention that could be usedul to other PVO CS project. The main lessons learnt regarding the entire project: From the successes of the Luwero district CS project the main lesson to learnt is that CBHC approach is effective in implementing integrated child survival interventions. From the marked difference between achievement in Semuto and Butuntumula the lesson to be learnt is that community capacity building is a slow process and effects take time to achieve. Most of the sustainability plans within the CBHC framework were implemented and the project activities are likely to be continued in the project areas after the project is terminated. The lesson learnt is that integrated CBHC approach provides better prospects for sustainability than vertical programme approach. The experience in Semuto and Butuntumula indicates that the CHWs and TBAs are well accepted by the Community. The lesson learnt is that CHW and TBAs if properly trained and given the necessary support of and recognition can be well accepted by the community as providers of basic Primary Health Care. Other lessons learnt relating to specific interventions: The project relied on static immunization units and limited outreach clinics to raise the EPI coverage to target levels. However, the target was not reached. The lesson to learn is that it is difficult to achieve a large increase in the EPI coverage particularly from very low levels without increasing access to EPI. The gain made in the promotion of ORT use was a result of promotion of home based fluids. The lesson to learn is that promotion of home based fluids without undue emphasis on distribution and use of ORS sachets enhances ORT use in treatment of diarrhoea in children. Pregnant mothers increasingly received prenatal care from the TBAs rather than to the health units to be attended to by professional midwives. This was mainly due to the fact that TBAs were closer and more accessible than the professional midwives. The lesson to learn is that visits for prenatal care is more likely to improve with improved access to prenatal services. The other lesson to learn is that mothers are willing to be attended to by the TBAs once the TBAs are trained and recognized.

Lessons Learnt. As discussed extensively throughout the project, the focus of Stream 2 was to provide enough ensemble members to support a robust analysis of the potential added value of high versus low resolution on the quantification of uncertainties in future projections (see Figure 1 which illustrates the spread in atmospheric circulation changes purely due to internal atmospheric variability). While it was not possible to have additional members for all models, we managed to have three groups with new members so a robust estimation of the influence of internal variability on future projections can be performed (in particular due to the extra realizations by ▇▇▇▇▇▇▇ and MOHC).