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... The evaluation project
“Evaluation of CIP EQUAL Transnational Cooperation Principle” commissioned
by the Ministry of Labour and Social Affairs of the Czech Republic (MoLSA)
took place in the period from April to October 2008 in the territory
of the Czech Republic and ten European Union (EU) countries, to be specific,
in Austria, in Germany, in Poland, in Slovakia, in the Netherlands,
in the United Kingdom, in Portugal, in Spain, in Italy and in France.
The individual evaluation steps, i.e. analysis of documents, questionnaire
survey, evaluation visits and interviews, case studies, focus groups,
SWOT and process analysis took place in accordance with the stipulated
time schedule. The evaluation output was in total six reports (including
this Final Report), which, in accordance with the stipulated time schedule
and the contract, answered the individual evaluation tasks and questions. ...
... The evaluation project
“Evaluation of CIP EQUAL Transnational Cooperation Principle” commissioned
by the Ministry of Labour and Social Affairs of the Czech Republic (MoLSA)
took place in the period from April to October 2008 in the territory
of the Czech Republic and ten European Union (EU) countries, to be specific,
in Austria, in Germany, in Poland, in Slovakia, in the Netherlands,
in the United Kingdom, in Portugal, in Spain, in Italy and in France.
The individual evaluation steps, i.e. analysis of documents, questionnaire
survey, evaluation visits and interviews, case studies, focus groups,
SWOT and process analysis took place in accordance with the stipulated
time schedule. The evaluation output was in total six reports (including
this Final Report), which, in accordance with the stipulated time schedule
and the contract, answered the individual evaluation tasks and questions. ...
... ) and
the findings based on their analysis with regard to the evaluation questions
(Chapter ...
... ) and brings recommendations directed at the
individual recipients of the outputs of this evaluation and the target
groups (Chapter 7). In this report, the evaluation methodology is introduced
in details, including description of the particular tools (Chapter 3.4),
namely on the basis of an analysis of global and partial evaluation
objectives, thus the objectives covering wider evaluation context and
its particular steps (Chapters 3.1- 3.3). As we have structured the Final
Report differently from the original tender documentation in the sense
that we have used the above-mentioned combination of three views (observations
according to the methods, findings according to the topics, recommendations
according to the target groups), we mention an outline of the results
of the evaluation according to the original points of the assignment
by the contracting authority in Chapter 6. A highly valuable annex to
this report is a summary of all the contacts and documents the twelve-member
international team has gathered and used for the evaluation of the transnational
cooperation (TC) principle of the Community Initiative Programme EQUAL
(CIP EQUAL). We mention this annex above all because we presume further
utilisation of these contacts and documents by the contracting authority’s
representatives and also by the other evaluators. ...
... Cost-Benefit Analysis ...
... From the above mentioned objectives
and the analysis of the evaluation themes and questions, the following
target groups result, which we mention in alphabetical order; we
have assigned an acronym to each of them for further references: ...
... Analysis of documents ...
... Analysis of documents ...
... A supporting method
is concerned, the results of which served for the preparation of other
evaluation methods, as a direct input of the process evaluation. It
played a role of a key method in fulfilment of the tasks connected with
topics 1 and 6. “Research from a table” is concerned (contrary to
the field methods). The list of the documents analysed is mentioned
in Annex 8.9 and the findings from the analysis of documents are mentioned
then in special chapters. ...
... Evaluation of processes
is a succession of activities aiming at identification, analysis and
assessment of processes within the framework of a certain defined body,
for example of a company, an organisational unit, a programme, managing
structure and the like. Inasmuch as this method is oriented only at
exploration of the internal environment, it was used in our case at
the evaluation of internal management bodies of CIP EQUAL (i.e. MA and
NSS) and further of the parts of the implementation structure directly
related (i.e. MONIT). ...
... We have adjusted the
method of focus groups in this evaluation specifically to the needs;
therefore two focus groups were carried out with the representatives
of MA and NSS. The sense was to record the substantial experience with
the programme management towards the recommendations concerning the
2007–2013 programming period and further to support the findings of
the process analysis. Sets of questions for the individual groups
and a scenario of the group were created. Then the evaluators asked
questions and noted reactions and communications. Then the team of evaluators
processed these expressions and made conclusions. With regard to sensitiveness
of some expressions, it is not possible to publish these records. The
results from the focus groups are transposed into the findings and recommendations
in the Third Interim Report of the project Evaluation of CIP EQUAL Transnational
Cooperation Principle. ...
... A case study is a common
research tool in social sciences and an evaluation tool. A case study
is, in fact, a type of a research strategy because it works with the
context of the reality, it is not a purely qualitative analysis and
it combines the data analysis and qualitative elements of the research.
It is often supplemented with other research methods, which was the
case of this evaluation, too. The evaluation team worked with 35 studies
of development partnerships in CZ and with more than 20 foreign studies.
The studies were based on the analysis of documents, interviews, visits
and additional determination. The list of the case studies is mentioned
in Annex 8.7. The studies were processed in standard
way (structured descriptions of situations and processes elaborated
in writing) then an analysis of them and interpretation of the differences
and specifics was carried out. The precise structure of the case studies
is mentioned in Annex 8.8, it contains in general: description of the
situation (number of employees, competences, formation, powers, tradition),
description of processes, environment, identification of effective methods
of work, identification of barriers, solving conflicts, coherence with
the surrounding CIP EQUAL management systems, links to the CIP EQUAL
objectives, etc. The aim was to capture above all the well-established
ways of partnership formation and development, the areas of its added
value, thus the areas of solutions the transnational cooperation contributes
to. ...
... A case study is a common
research tool in social sciences and an evaluation tool. A case study
is, in fact, a type of a research strategy because it works with the
context of the reality, it is not a purely qualitative analysis and
it combines the data analysis and qualitative elements of the research.
It is often supplemented with other research methods, which was the
case of this evaluation, too. The evaluation team worked with 35 studies
of development partnerships in CZ and with more than 20 foreign studies.
The studies were based on the analysis of documents, interviews, visits
and additional determination. The list of the case studies is mentioned
in Annex 8.7. The studies were processed in standard
way (structured descriptions of situations and processes elaborated
in writing) then an analysis of them and interpretation of the differences
and specifics was carried out. The precise structure of the case studies
is mentioned in Annex 8.8, it contains in general: description of the
situation (number of employees, competences, formation, powers, tradition),
description of processes, environment, identification of effective methods
of work, identification of barriers, solving conflicts, coherence with
the surrounding CIP EQUAL management systems, links to the CIP EQUAL
objectives, etc. The aim was to capture above all the well-established
ways of partnership formation and development, the areas of its added
value, thus the areas of solutions the transnational cooperation contributes
to. ...
... A case study is a common
research tool in social sciences and an evaluation tool. A case study
is, in fact, a type of a research strategy because it works with the
context of the reality, it is not a purely qualitative analysis and
it combines the data analysis and qualitative elements of the research.
It is often supplemented with other research methods, which was the
case of this evaluation, too. The evaluation team worked with 35 studies
of development partnerships in CZ and with more than 20 foreign studies.
The studies were based on the analysis of documents, interviews, visits
and additional determination. The list of the case studies is mentioned
in Annex 8.7. The studies were processed in standard
way (structured descriptions of situations and processes elaborated
in writing) then an analysis of them and interpretation of the differences
and specifics was carried out. The precise structure of the case studies
is mentioned in Annex 8.8, it contains in general: description of the
situation (number of employees, competences, formation, powers, tradition),
description of processes, environment, identification of effective methods
of work, identification of barriers, solving conflicts, coherence with
the surrounding CIP EQUAL management systems, links to the CIP EQUAL
objectives, etc. The aim was to capture above all the well-established
ways of partnership formation and development, the areas of its added
value, thus the areas of solutions the transnational cooperation contributes
to. ...
... A case study is a common
research tool in social sciences and an evaluation tool. A case study
is, in fact, a type of a research strategy because it works with the
context of the reality, it is not a purely qualitative analysis and
it combines the data analysis and qualitative elements of the research.
It is often supplemented with other research methods, which was the
case of this evaluation, too. The evaluation team worked with 35 studies
of development partnerships in CZ and with more than 20 foreign studies.
The studies were based on the analysis of documents, interviews, visits
and additional determination. The list of the case studies is mentioned
in Annex 8.7. The studies were processed in standard
way (structured descriptions of situations and processes elaborated
in writing) then an analysis of them and interpretation of the differences
and specifics was carried out. The precise structure of the case studies
is mentioned in Annex 8.8, it contains in general: description of the
situation (number of employees, competences, formation, powers, tradition),
description of processes, environment, identification of effective methods
of work, identification of barriers, solving conflicts, coherence with
the surrounding CIP EQUAL management systems, links to the CIP EQUAL
objectives, etc. The aim was to capture above all the well-established
ways of partnership formation and development, the areas of its added
value, thus the areas of solutions the transnational cooperation contributes
to. ...
... This method was used
when interviewing persons accessible with difficulty and where a personal
visit would not increase the effect significantly and where it
was necessary to act quickly (example of task No. 1) and further in
additional interviewing of persons already contacted in the past (evaluation
visits); therefore we have chosen for the interviews the experts from
all the mentioned countries, the representatives of the European Commission,
the Monitoring Committee, the National Support Structures, the National
Thematic Networks and the representatives of the development partnerships
that were not addressed in another way (except for the representatives
of the development partnerships visited within the framework of evaluation
visits). The evaluator identified the particular representatives on
the basis of an analysis of particular persons’ suitability for interviewing
from the point of view of representativeness, elimination of duplicities
and the highest possible effectiveness of the used method. The list
of all persons that were visited or inquired by means of structured
interviews is mentioned in Annex 8.4. ...
... SWOT analysis was applied
in the evaluation at two levels: 1) as a supporting analytical method
in evaluation of results of the particular activities and 2) as a general
matrix of evaluation of potential, results and threats of the actually
implemented transnational cooperation within the framework of individual
DP from CZ and the selected EU countries. The SWOT analysis was also
used successfully for assessment of functioning of the transnational
partnership in different cultural environments, which are given by different
tradition, experience, social economical and political background. More
detailed information on this utilisation of the SWOT analysis is mentioned
in the chapter on concrete realization of the evaluation. ...
... SWOT analysis was applied
in the evaluation at two levels: 1) as a supporting analytical method
in evaluation of results of the particular activities and 2) as a general
matrix of evaluation of potential, results and threats of the actually
implemented transnational cooperation within the framework of individual
DP from CZ and the selected EU countries. The SWOT analysis was also
used successfully for assessment of functioning of the transnational
partnership in different cultural environments, which are given by different
tradition, experience, social economical and political background. More
detailed information on this utilisation of the SWOT analysis is mentioned
in the chapter on concrete realization of the evaluation. ...
... SWOT analysis was applied
in the evaluation at two levels: 1) as a supporting analytical method
in evaluation of results of the particular activities and 2) as a general
matrix of evaluation of potential, results and threats of the actually
implemented transnational cooperation within the framework of individual
DP from CZ and the selected EU countries. The SWOT analysis was also
used successfully for assessment of functioning of the transnational
partnership in different cultural environments, which are given by different
tradition, experience, social economical and political background. More
detailed information on this utilisation of the SWOT analysis is mentioned
in the chapter on concrete realization of the evaluation. ...
... Analysis of documents ...
... The evaluation has showed,
that for the understanding to the factors of success it is suitable
to differentiate more the component of management and the component
of the project implementation itself, namely in all stages of the course
of the project (preparation, implementation as a rule in yearly cycles,
etc). The second significant structural result of this analysis is that
it is suitable to construe the individual types of activities in context
of the types of the target groups interested. Then it is easier to choose
constellations of elements, which may be determined as the factors playing
a significant role towards success of the project. ...
6.1 Topic 1: Part of the study focused on the support in the preparation the first call of Priority axis Transnational Cooperation OP LZZ [go to this article ]
... The original time schedule
of the project assumed that this part would be drawn up as the first
one and would be a part of the Input Report. Due to the overall shift
in commencement of the evaluation and procedure of successive works,
the framework introduction in the First Input Report was supplemented
by the document of July 2008. Above all, the first outputs from the
questionnaires and realized visits and interviews were used in it. Study
of documents and advices of people involved in CIP EQUAL management
abroad were used to great extent; background research of the available
sources was carried out, namely both of the documents concerning OP
LZZ and the given priority axis and also the related documents (in the
time of processing the task only a document from France was available),
methodologies to transnational cooperation in general and above all
the evaluations and good experience (what proved useful, how the transnational
cooperation actually proceeds). For the purpose of consideration of
the suitable areas of intervention and suitability of selection of the
partners, the evaluation team drew up a SWOT analysis based on the experience
from the partnership across countries, and summarises thus the specifics
of the environment, topics, conditions, cultural and historical tradition,
experience and potential for partnership with bodies from CZ. These
findings were transposed into relevant recommendations. The Third Interim
Report followed up with this process. ...
6.4 Topic 4: Analysis of the specific aspects and the added value of the ESF projects based on the support of transnational cooperation [go to this article ]
... Topic 4: Analysis of the specific aspects and the added value of the ESF projects based on the support of transnational cooperation ...
6.5 Topic 5: Analysis of interesting approaches and specific areas of HRD in other EU countries [go to this article ]
... Analysis of the specific
aspects and of the added value of the ESF projects based on the support
of transnational cooperation was elaborated in more details in the First
Interim Report and the account of its outputs were taken in this Final
Report in particular in concrete recommendations relating to implementation
of the projects with transnational aspect. The analysis has arrived
at the conclusion that 1) the projects containing the transnational
cooperation require longer time at the preparation, which must be planned
carefully at the same time whereas this plan should eliminate later
modifications of the transnational agreement, however, at the same time
it shall be possible to modify the original plan according to the needs
that will occur only from the implementation of the project itself;
2) the added value of the transnational cooperation is in particular
the possibility to take over, as the case may be explore various approaches
to solution of the given problem, which however requires the knowledge
of the context in the given countries (whether the transferability of
these solutions is possible at all), as the case may be accentuation
of the needs of the Czech party, thus an active role of the Czech partners
when searching for a solution and its verification in practice (raising
agendas, not their takeover), further the added value consists above
all in increased knowledge capacities of the project implementing entities,
strengthening of the negotiating position in mainstreaming and dissemination
of the results and enlarging the partnership networks by European level;
and 3) the project implementing entities and the support to implementation
of the projects must take account of the differences among the individual
EU Member States occurring in the are of eligibility of expenses, language
knowledge, terminology and timing of the projects (if the transnational
partnership is to be based on concrete projects, then it is very
breakable at the moment when these projects do not terminate at the
same time). The recommendations mentioned in Chapter 7 come out from
these findings, while the issue of sustainability is a specific area:
if the transnational cooperation has a project basis, then already at
the beginning of planning the aid the account must be taken on how the
transnational outputs, as the case may be the transnational overlaps
of the projects will be maintained after their termination for most
of the organisations as a rule do not have capacities to develop further
the transnational cooperation and its results without the project support.
For this reason also one of the recommendations aims at considering
of a systemic support to transnational mainstreaming from the position
of the managing authority. ...
... Analysis of the specific
aspects and of the added value of the ESF projects based on the support
of transnational cooperation was elaborated in more details in the First
Interim Report and the account of its outputs were taken in this Final
Report in particular in concrete recommendations relating to implementation
of the projects with transnational aspect. The analysis has arrived
at the conclusion that 1) the projects containing the transnational
cooperation require longer time at the preparation, which must be planned
carefully at the same time whereas this plan should eliminate later
modifications of the transnational agreement, however, at the same time
it shall be possible to modify the original plan according to the needs
that will occur only from the implementation of the project itself;
2) the added value of the transnational cooperation is in particular
the possibility to take over, as the case may be explore various approaches
to solution of the given problem, which however requires the knowledge
of the context in the given countries (whether the transferability of
these solutions is possible at all), as the case may be accentuation
of the needs of the Czech party, thus an active role of the Czech partners
when searching for a solution and its verification in practice (raising
agendas, not their takeover), further the added value consists above
all in increased knowledge capacities of the project implementing entities,
strengthening of the negotiating position in mainstreaming and dissemination
of the results and enlarging the partnership networks by European level;
and 3) the project implementing entities and the support to implementation
of the projects must take account of the differences among the individual
EU Member States occurring in the are of eligibility of expenses, language
knowledge, terminology and timing of the projects (if the transnational
partnership is to be based on concrete projects, then it is very
breakable at the moment when these projects do not terminate at the
same time). The recommendations mentioned in Chapter 7 come out from
these findings, while the issue of sustainability is a specific area:
if the transnational cooperation has a project basis, then already at
the beginning of planning the aid the account must be taken on how the
transnational outputs, as the case may be the transnational overlaps
of the projects will be maintained after their termination for most
of the organisations as a rule do not have capacities to develop further
the transnational cooperation and its results without the project support.
For this reason also one of the recommendations aims at considering
of a systemic support to transnational mainstreaming from the position
of the managing authority. ...
... A specific part of the
study answered also the question of relevant HRD areas, on which it
would be desirable to focus the projects implemented in the form of
transnational cooperation in the following programming period. In the
time of processing this part of the evaluation only a call from France
for projects in transnational cooperation, strategic documents of HRD
and related areas from ten EU countries included in this evaluation
(see the list of sources in the annex hereto) and evaluation reports
concerning this topic from Poland and Austria were available. The evaluation
team was coming out from the findings from the evaluation visits, study
of documents and expert recommendations. While some countries have the
orientation of the transnational cooperation in HDR defined according
to the appropriate strategic documents thematically (if ever), other
countries prefer regional orientation (less frequent case). For this
reason the expert team combined both approaches and to do so it used
the SWOT method, thus it divided the analysis according to individual
countries and specified further the topics, which are recommended for
cooperation with the given country. However, the SWOT analysis defined
also a wider context, in which these topics come into question for Czech
organisations and identified risks connected with it. In any case it
is necessary to point out that these topics are secondary ones; really
primary is what was broken down in the First Interim Report in more
details, thus success in negotiating and planning of the partnership,
equilibrium of the partners, understanding and sharing joint objectives
and values. The topics we have singled out for the orientation of the
HRD projects implemented in the form of transnational cooperation are
the following ones: social economy and entrepreneurship (IT, PT), employment
services and advanced vocational training (UK, AT, FR), community development,
local partnership and wider partnership networks (UK, NL), social area,
inclusion and inclusion strategies (NL, DE, FR, UK, ES), research (HU,
PL, DE), Public Private Partnership and intersectoral cooperation (DE),
industry restructuring (ES), tourist industry (ES), cultural heritage
(ES, FR and the like). ...
... A specific part of the
study answered also the question of relevant HRD areas, on which it
would be desirable to focus the projects implemented in the form of
transnational cooperation in the following programming period. In the
time of processing this part of the evaluation only a call from France
for projects in transnational cooperation, strategic documents of HRD
and related areas from ten EU countries included in this evaluation
(see the list of sources in the annex hereto) and evaluation reports
concerning this topic from Poland and Austria were available. The evaluation
team was coming out from the findings from the evaluation visits, study
of documents and expert recommendations. While some countries have the
orientation of the transnational cooperation in HDR defined according
to the appropriate strategic documents thematically (if ever), other
countries prefer regional orientation (less frequent case). For this
reason the expert team combined both approaches and to do so it used
the SWOT method, thus it divided the analysis according to individual
countries and specified further the topics, which are recommended for
cooperation with the given country. However, the SWOT analysis defined
also a wider context, in which these topics come into question for Czech
organisations and identified risks connected with it. In any case it
is necessary to point out that these topics are secondary ones; really
primary is what was broken down in the First Interim Report in more
details, thus success in negotiating and planning of the partnership,
equilibrium of the partners, understanding and sharing joint objectives
and values. The topics we have singled out for the orientation of the
HRD projects implemented in the form of transnational cooperation are
the following ones: social economy and entrepreneurship (IT, PT), employment
services and advanced vocational training (UK, AT, FR), community development,
local partnership and wider partnership networks (UK, NL), social area,
inclusion and inclusion strategies (NL, DE, FR, UK, ES), research (HU,
PL, DE), Public Private Partnership and intersectoral cooperation (DE),
industry restructuring (ES), tourist industry (ES), cultural heritage
(ES, FR and the like). ...
6.6 Topic 6: Part of the study focused on the synthesis of the findings from previous parts of the study (part 1) [go to this article ]
... The report was drawn
up as a complex analysis of findings, interpretation of a wider context,
it contained preliminary conclusions and possible trajectories and some
partial recommendations. ...
6.7 Topic 6: Part of the study focused on the synthesis of the findings from previous parts of the study (part 2) [go to this article ]
... The report was drawn
up as a complex analysis of focus groups and evaluation of processes,
it contained conclusions and recommendations. ...
... As regards the models
of financing, common budget sources, revenues, systemic projects, national
projects may be used. As regards the cost factors of the project outputs,
the Cost-Benefit Analysis (CBA) may be included in the project applications;
as regards the systemic and budget means, then the strategic decisions
at the level of ministries are concerned, as the case may be of concrete
operational programmes. The rule is valid that the system of support
to outputs and results of the projects must be transparent at the most
for a selective (not a flat) matter will be obviously concerned. Further,
this system will be introduced newly therefore it will be necessary
at the beginnings of the implementation to verify, whether the support
really achieves the stipulated objectives and quality. Thus the evaluation
will proceed by means of common techniques of social and economical
analysis – namely already at the selection of the projects, in course
of creation of the outputs and also after the termination of the projects
and handover of the outputs – on the basis of data obtained through
monitoring and specific evaluating procedures - on the basis of the
criteria known in advance contained in the operational programmes, in
the calls and, as the case may be also in assignments of systemic/national
projects. But the evaluation methods could be applied also for the decision-making
process itself, which will be necessary before the beginning itself
of the mentioned activities and which will be at the same time highly
determining for setting the indicators of quality/success. ...
... As regards the models
of financing, common budget sources, revenues, systemic projects, national
projects may be used. As regards the cost factors of the project outputs,
the Cost-Benefit Analysis (CBA) may be included in the project applications;
as regards the systemic and budget means, then the strategic decisions
at the level of ministries are concerned, as the case may be of concrete
operational programmes. The rule is valid that the system of support
to outputs and results of the projects must be transparent at the most
for a selective (not a flat) matter will be obviously concerned. Further,
this system will be introduced newly therefore it will be necessary
at the beginnings of the implementation to verify, whether the support
really achieves the stipulated objectives and quality. Thus the evaluation
will proceed by means of common techniques of social and economical
analysis – namely already at the selection of the projects, in course
of creation of the outputs and also after the termination of the projects
and handover of the outputs – on the basis of data obtained through
monitoring and specific evaluating procedures - on the basis of the
criteria known in advance contained in the operational programmes, in
the calls and, as the case may be also in assignments of systemic/national
projects. But the evaluation methods could be applied also for the decision-making
process itself, which will be necessary before the beginning itself
of the mentioned activities and which will be at the same time highly
determining for setting the indicators of quality/success. ...