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innovation
... “The project’s
administration was incredibly demanding, it cannot be compared to other
European projects at all: innovation, gender mainstreaming, horizontal
topics … I am persuaded that none of the implementing entities has
understood the content of these terms so far and that even the people
from the MoLSA would not be able to define them precisely. And we were
forced to pretend all the time we understand them and we work with them
actively and to make up whole paragraphs about it into interim reports.” ...
... innovation rate of a
particular project ...
... The comparison among
the Czech Republic and the other EU countries included in the evaluation
is interesting, above all because it has not been possible to trace
any considerable difference in the respondents’ reactions to the same
questions and themes; however, it is possible to trace the differences
in comparable extent of cases, namely the substantial ones. The individual
partial differences may be followed best in the results of the questionnaire
investigation; however, it may be stated in general that the differences
resulting from “maturity” and “immaturity” are concerned –
namely both in good and bad meaning. Maturity and self-confidence of
the senior EU Member States bring, on the one hand, well-established
procedures, beaten tracks, proved methods, rich experience with partnership,
well-established work culture that is not based on personal relations,
open communication with partners, namely including authorities and institutions,
etc. However, it may bring at the same time certain routinism, lack
of interest in the gist of the matter and endeavour to maintain the
status quo, excessively established character and commonplace conterminous
to becoming stale. Compared to that, the “immaturity” of the newer
Member States carries round immaturity and instability of the environment,
which almost is not ready to absorb the aid of similar extent, clientelism
or servility towards authorities and at the same time unprofessionality
of officials, unproven procedures, incomparable conditions, lack of
data, unreflected own tradition, etc. on the one hand, but on the other
hand it may be a source of unexpected innovation, unusual interest in
the matter and resolve to do something for it, great drive, willingness
to learn and absorb new things, endeavour to show oneself in front of
the others, innovative approaches and the like. ...
... National Innovation Strategy
of the Czech Republic; ...
... Innovation strategy ...
... The innovation strategy
has enabled to realize development of new means of fight against all
forms of discriminations and inequalities in the labour market. ...
... It is possible to follow
several basic cooperation tools, which are characteristic for different
project types. The projects, which are based above all on conferences
and presentations of work of the national partners in transnational
context, are organised and managed in a different way than the projects
based on workshops, short-term attachments or intensive work on preparation
of a particular product (joint research, development of know-how, of
new tools, joint innovation – the management is tighter, the transnational
cooperation is not disintegrated to such extent to partial tasks within
the question of the individual partners). ...
... As we have mentioned,
it is possible to prevent such situations by correct formulation of
the projects, in particular in the matter of the copyright, reproductive
rights and other rights with regard to the products, their further innovation
and utilisation. It is necessary to ensure that the projects could
not be formulated in such way that further dissemination of the created
product requires the means and procedures the given applicant is not
able to ensure and he neither undertakes to do so. It is necessary to
consider such product as incomplete and incapable of independent utilisation
– it is necessary to solve similar situations already in the phase
of evaluation and selection of the projects. ...
6.5 Topic 5: Analysis of interesting approaches and specific areas of HRD in other EU countries [go to this article ]
... The most significant
factors influencing efficiency and success of the transnational cooperation
seem to be, according to the results of the evaluation, compliance /
sharing the project objectives among partners, selection of the partner
and the innovation rate of the concrete project. Above all, thanks to
this fact the preparatory and the initial stages of the project, which
consequently have the principal impact on the whole implementation,
seem essential for the success of the development partnership. In this
respect, also the cooperation with the managing authority and the quality
of its support is mentioned as the key factors, too. ...