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1. EXECUTIVE SUMMARY
1.3 SELECTED RECOMMENDATIONS
| 1.3 | SELECTED RECOMMENDATIONS |
- It is not necessary to extend the period for preparation of the transnational partnership but it is necessary to use it effectively from the beginning. Use of the DPA formulations seems as substantial in order to formulate in general the basic theses of the objectives and forms of the cooperation being prepared. Contrary to the definitive TCA, which defines the partners’ duties and their share in implementation of the joint parts of the projects precisely, the sense of DPA consists in searching for and subsequent declaration on the accord on the objectives and forms of work. In case of good DPA preparation, a number of problems resulting from mutual unacquaintance and different expectations may thus be prevented. Thus it should be referred to DPA in cases when problematic project stages or mutual disagreements of the partners are solved.
- Since the beginning it should be also clear among the transnational partners what forms of cooperation are essential and how the national partners will be engaged in the transnational cooperation, namely also in case when their share in the given activities is ensured by financing through the grant recipient. Selection of the national partner, who takes over the role of the guarantor for the transnational cooperation, should always be reasoned very well.
- A number of recommendations for the stage of selection of partners results from the project implementation. Accession to a partnership, which is managed as a whole by one strong partner (and moreover already continues in Actions 2 and 3), may be beneficial where the given organisation is not orientated and searches for a “helping hand” in the transnational cooperation. However, other types of organisations look rather for creative partners for team work, in which the contributions of all the engaged bodies will be valorised. Such partnerships are then managed in the rotary way as a rule. Within the framework of the project preparation and selection of partners it is thus suitable to formulate one’s expectations regarding the cooperation very precisely and to adjust to it the character of cooperation, types of partners and also the countries and regions the partners operate in.
- It is suitable to find out already in the first selection stage whether and to what extent the potential partners dispose of the language knowledge and when and for which group interpreting will be ensured by some of the parties.
- With regard to the clearly defined role of monitoring it is suitable to create, within the framework of the partnership, an own system of feedbacks and assessments corresponding to the partnership type and the project’s orientation, as the case may be combined with an external evaluation.
- From the part of the managing authority a possibility should exist, after the introductory (get-acquainted) stage of the transnational cooperation and its assessment, to carry out modifications in the project in standard way – as a natural reaction to the constellation created that could not have been the subject matter of the plan and contractual provisions before the beginning of the project.
- Different rules of eligibility of costs were not perceived as a principal obstacle of implementation of the transnational partnership activities, rather a different financial background of the implementing organisations is concerned. Inasmuch as the transnational cooperation is, in an ideal case, an integral part of the project, it seems as suitable to search for possibilities of lump-sum financing of some types of costs related to the transnational cooperation.
- The rules set at the beginning of the programme, as the case may be within the framework of a particular call should not change; if modifications are necessary, they should be only in favour of smoother project implementation of higher quality and on the basis of consensus of all the participating parties.
- One of the aspects of sustainability is also the issue of maintaining and development of the know-how developed by the organisations, the bearers of which are particular employees. If the project termination means loss of these people, it is partially also a loss of the created know-how. The activities aiming at further development of the created know-how should thus take account also particular people, who are its bearers: the organisations should be able to “secure” against the loss of the know-how and the managing authority should be able to include them in consequential programmes (lobbying at national and European level, seminars, dissemination, mainstreaming).
- Most of the findings are bound structurally to the ESF programmes character, in some cases only to the setting of the EQUAL programme rules. It may be said in general that the final stage of the project should be highly accentuated already during its approval process. Sufficiently mastered solution of the final stage including ensuring of further work with the products, education and dissemination should be an integral and significant part of the projects.
- Monitoring and evaluation must comply with the global objectives and help to improve the quality of management and implementation of the projects and of the programme as a whole. For this reason also the sense of these activities must be obvious to all participants. It is necessary to help the project implementing entities to be able to use these tools in suitable way for their own quality management and the project cycle management. It is necessary for both parties to be able to use monitoring and evaluation strategically.
