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evaluation of processes
... Evaluation of processes ...
... Evaluation of processes ...
... 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). ...
... Focus groups and evaluation of processes ...
... The focus groups were
always designed so that they might balance the findings from the questionnaire
investigation and from the evaluation visits and interviews. Above all
the visits and interviews were conducted, with some exceptions (interviews
with the representatives of the European Commission and CIP EQUAL agencies
in the Netherlands, France, Germany, Austria, Portugal, Spain and the
United Kingdom) with the representatives of the development partnerships
and the transnational cooperation coordinators. Thus the observations
mentioned in the previous chapter are based on this sample very clearly
and the very focus groups should bring another view of the matter. For
this reason two groups were suggested, one with the NSS representatives
and one with the MA representatives. A scenario was established for
each group, i.e. the questions that were asked during the discussion
and the sense of which was to observe how the transnational cooperation
management and implementation proceeded, how the monitoring and the evaluation
were used, what kind of support was provided to the implementing bodies.
A supplement to the focus groups was then the evaluation of processes,
in this case above all of the information and communication flows among
the mentioned bodies, i.e. the managing authority, PricewaterhouseCoopers
and representatives of the development partnerships. Moreover, this
picture of the flows becomes somewhat complicated by the fact that,
within the framework of the transnational cooperation, it is necessary
to negotiate also with the bodies outside the national field, thus with
the representatives of the foreign development partnerships and even
with the representatives of the foreign managing authorities (e.g. in
case of TCA modification) and ministries (e.g. in case of proposals
of international coordination of search for partners and gathering information
to the transnational cooperation). ...
... The other line being
followed by means of the focus groups and evaluation of processes was
the issue of projects’ sustainability, mainstreaming and further development
of the created products. The managing authority considers active participation
in dissemination and mainstreaming of the outputs and results of the
projects and expects benefits from the point of view of increased impact
of projects, ensuring of sustainability of their outputs, and generally
improved quality of the projects. For the time being, a strategy for
further disposal of the products, clarification of the roles, responsibilities
and mandate come into existence. The managing authority could make decisions
on the extent of utilisation of the individual outputs already on the
basis of the project applications, from which it must be obvious, which
outputs will arise, for whom these will be intended and how they will
be disposed of after the project closure. Thus the support of the outputs,
mainstreaming and dissemination will have a systemic basis, however,
within its orientation, it must work with the outputs individually.
When making use of the outputs and results of the projects, the managing
authority should be engaged mainly at two levels: the international
one, when the outputs that are common to several countries, will be
concerned, and the national one, within the sense that MA would be a
partner for mainstreaming. The extent, to which the role of the managing
authority will be active in the utilisation of the outputs of the projects,
relates not only to its strategy, but also to the fact what mandate,
mission and possibilities the managing authority has; thus the human,
organisational and financial capacities for proper functioning of such
system must exist. The capacities of MA may be strengthened either through
an external agency or by strengthening the managing authority's internal
capacities. ...
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. ...