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NSS
... NSS ...
... (NSS) ...
... All-around development
of abilities occurs with all persons engaged in the CIP EQUAL projects,
thus the project management, partnership members and also their clients;
however also NTS, NSS and MA are developed. ...
... NSS ...
... NSS EU ...
... MA, NSS ...
... The evaluators chose
70 representatives of final recipients representing at least 35 different
development partnerships supported within the specified period of CIP
EQUAL CZ, the foreign experts approached four representatives in each
country, representing at least two development partnerships supported
abroad (primarily those, in which Czech organisations participated,
too), and six representatives in each country (including CZ) representing
the projects supported from the ESF (especially those in the area of
human resources development). Further the representatives of each of
the implementation structure bodies (MA, NSS) were addressed in each
of the analysed countries. The final selection of persons that were
addressed and visited is mentioned in Annex 8.4. Notes were taken from
each evaluation visit. These notes were supplemented with the data provided
in additional interviews (by telephone). The notes have a uniform structure
and the promise of anonymity of those, who provided their expression,
is kept, therefore we do not mention the notes from the visits themselves
in an annex. ...
... 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. ...
... , as the case may be on the own web of the organisation
implementing the project) that it is difficult to keep the information
at all places in up-to-date form. In addition to that, the organisations
themselves do not always have a possibility to modify the data regarding
the project, thus the updating becomes more problematic further. While
the sites of the organisations themselves where the given project was
mentioned were up-to-date, the structure of these sites and the depth
and quality of the information were obviously left completely upon the
activity of the given organisations; for this reason the reliability
and, in particular, the communicative value of the sites (with regard
to the assignment of the evaluation) differed considerably. In case
of the other mentioned places where the information on the projects
is mentioned, the organisation did not have a direct possibility to
update the information, but this was done vicariously (in case of the
EQUAL CZ web through MA, in the structural funds monitoring system Monit
through NSS and in the ECDB database through the database administrator).
The organisations complained that in some cases they had had to ask
for updating of the data repeatedly, however, in most of the cases they
were not interested in administration of these systems at all. Thus
it need not be clear at all to an ordinary user, who would be searching
in these systems for the information on the projects, whether the content
is up-to-date and who is responsible for it. ...
... The link to the electronic
questionnaire was sent to 1,786 e-mail addresses(5) while 69
of them returned as undelivered (i.e. 1,717 addresses were addressed
successfully); 254 received questionnaires represent the
response rate 14.8 %. Of this number, 219 questionnaires contained
a set of questions focused on the representatives of the development
partnerships, clients of the services created within the framework of
the EQUAL projects (the target groups of the projects), members of the
National Thematic Networks, independent experts and potential applicants;
the set contained 21 questions. The remaining 35 questionnaires were
filled in by the representatives of MA, NSS, the Payment Authority,
the European Commission, the Monitoring Committee and the politicians
and strategy makers in the area of HRD and the ESF; the set contained
thirteen questions in total. None of the questions – with the exception
of the inquiry about the country of the origin and the respondent type
with respect to CIP EQUAL – was obligatory. Duplicities were removed
from the obtained set of questionnaires, the questionnaires were deleted,
in which less than 20 % of answers were filled in, and further corrections
were carried out, on the basis of which the number of the answers being
analysed reduced further by eight to the resulting 212 questionnaires
focused on particular projects or recipients and 34 questionnaires,
which were filled in by the management structure members, i.e. to 246
in total. A detailed outline of the work with the questionnaires and
the results of the questionnaire investigation are mentioned in Annex
8.3. ...
... The quality of the particular support provided
was high while this status has not been unchanging, but instead it is
indicative of rather positive development of the relations between NSS
and the recipients. To the planning of the project itself a question
is related, what influence the transnational cooperation has on the
length of the project, respectively if it requires higher time investment.
The original hypothesis was confirmed that there existed a certain influence
for sure, however, it should not be extreme - the respondents most frequently
concurred that the transnational cooperation extended the project by
one fifth of its length. When answering the question, which stages of
the transnational project require more time, the respondents mentioned
most frequently the very stage of preparation and then the overall coordination
of the transnational co-operation. If the respondents of the questionnaire
investigation mentioned that the teams implementing the transnational
partnership needed support, than it was above all in the area of search
for partners. ...
... 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). ...