EQUAL - Final report - eng - navreme
EQUAL - Final report - eng - navreme
EQUAL - Final report - eng - navreme
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Version: 6 (final)<br />
In Prague, 19th December, 2008<br />
FINAL REPORT<br />
Project output no. 6<br />
„Evaluation of CIP <strong>EQUAL</strong> Transnational Cooperation Principle“<br />
Client:<br />
Ministry of Labour and Social Affairs<br />
(Ministerstvo práce a sociálních věcí)<br />
Na Poříčním právu 1/376, 128 01 Praha 2<br />
Contractor:<br />
Navreme Boheme, s.r.o.<br />
U Smaltovny 25<br />
170 00 Praha 7<br />
This evaluation is financed from the <strong>EQUAL</strong> Community Initiative Programme, from “CIP <strong>EQUAL</strong><br />
Evaluation” Project No. 9/2005, Reg. No. CZ.04.4.09/6.1.00.2/00.
CONTENT<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
0. INTRODUCTION ....................................................................................................... 5<br />
0.1 Foreword.......................................................................................................... 5<br />
0.2 Authors of the Report........................................................................................ 6<br />
0.3 List of abbreviations .......................................................................................... 6<br />
0.4 Selected quotations from the evaluation visits and interviews .............................. 7<br />
0.4.1 Czech Republic.............................................................................................. 7<br />
0.4.2 Abroad ......................................................................................................... 7<br />
1. EXECUTIVE SUMMARY .............................................................................................. 9<br />
1.1 SELECTED OBSERVATIONS ..............................................................................10<br />
1.2 SELECTED FINDINGS .......................................................................................11<br />
1.3 SELECTED RECOMMENDATIONS.......................................................................13<br />
2. BACKGROUND AND THE NATIONAL STRATEGY.........................................................15<br />
2.1 EU and ESF aid to the Czech Republic in the 2000–2006 period ..........................15<br />
2.2 EU and ESF aid to the Czech Republic in the 2007–2013 period ..........................16<br />
2.3 CIP <strong>EQUAL</strong> CZ in the 2004–2006 period ............................................................16<br />
2.3.1 Legal framework ..........................................................................................16<br />
2.3.2 Supporting infrastructure ..............................................................................17<br />
2.3.3 Governmental policy.....................................................................................17<br />
2.4 <strong>EQUAL</strong> strategic areas and transnational cooperation .........................................18<br />
2.4.1 Human resources development .....................................................................18<br />
2.4.2 Employment strategy....................................................................................18<br />
2.4.3 Innovation strategy ......................................................................................18<br />
2.4.4 What has <strong>EQUAL</strong> brought .............................................................................19<br />
3. EVALUATION OBJECTIVES AND METHODS................................................................19<br />
3.1 Evaluation objectives and strategy of their fulfilment..........................................20<br />
3.2 European and transnational aspect of the evaluation..........................................21<br />
3.2.1 Selection criteria of the countries ..................................................................22<br />
3.3 Target groups of the evaluation ........................................................................22<br />
3.4 Evaluation methodology ...................................................................................23<br />
3.4.1 Analysis of documents ..................................................................................23<br />
3.4.2 Questionnaires .............................................................................................23<br />
3.4.3 Evaluation visits ...........................................................................................24<br />
3.4.4 Evaluation of processes ................................................................................24<br />
3.4.5 Focus groups ...............................................................................................24<br />
3.4.6 Continual (ongoing) evaluation......................................................................24<br />
3.4.7 Case studies.................................................................................................25<br />
3.4.8 Structured interviews....................................................................................25<br />
3.4.9 SWOT..........................................................................................................25<br />
Navreme Boheme, s.r.o. 2
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
4. Observations according to the given evaluation tools .................................................26<br />
4.1 Analysis of documents......................................................................................26<br />
4.2 Questionnaire survey .......................................................................................27<br />
4.3 Evaluation visits, interviews and case studies.....................................................29<br />
4.4 Focus groups and evaluation of processes .........................................................29<br />
5. Findings according to the selected topics...................................................................31<br />
5.1 Preparation of the transnational cooperation......................................................31<br />
5.2 Transnational cooperation administration and management................................32<br />
5.3 Transnational cooperation implementation: activities, outputs ............................34<br />
5.4 Sustainability, mainstreaming and wider partnership networks............................37<br />
5.5 Monitoring and evaluation ................................................................................40<br />
5.6 Management of the CIP <strong>EQUAL</strong> and other HRD programmes funded from the ESF<br />
41<br />
6. Description of the course of evaluation according to individual evaluation outputs .......42<br />
6.1 Topic 1: Part of the study focused on the support in the preparation the first call of<br />
Priority axis Transnational Cooperation OP LZZ .............................................................42<br />
6.2 Topic 2: Part of the study focused on the assessment of Czech DP’s work...........44<br />
6.3 Topic 3: Part of the study focused on the assessment of the work of DP supported<br />
in other EU Member States ..........................................................................................44<br />
6.4 Topic 4: Analysis of the specific aspects and the added value of the ESF projects<br />
based on the support of transnational cooperation ........................................................44<br />
6.5 Topic 5: Analysis of interesting approaches and specific areas of HRD in other EU<br />
countries ....................................................................................................................44<br />
6.6 Topic 6: Part of the study focused on the synthesis of the findings from previous<br />
parts of the study (part 1) ...........................................................................................46<br />
6.7 Topic 6: Part of the study focused on the synthesis of the findings from previous<br />
parts of the study (part 2) ...........................................................................................47<br />
7. Recommendations for the individual stakeholders ......................................................48<br />
7.1 Recommendations for the entities submitting and implementing projects ............48<br />
7.1.1 Transnational cooperation preparation...........................................................48<br />
7.1.2 Transnational cooperation administration and management ............................48<br />
7.1.3 Activities, added value ..................................................................................48<br />
7.1.4 Sustainability, mainstreaming and wider partnership networks ........................48<br />
7.1.5 Monitoring and evaluation.............................................................................49<br />
7.2 Recommendations for MA and NSS ...................................................................49<br />
7.2.1 Role within the framework of the programme and relations to other actors......49<br />
7.2.2 Formulation of expected outputs and results of the transnational cooperation..49<br />
7.2.3 Preparation of the partnership agreements ....................................................50<br />
7.2.4 Transnational cooperation administration and management ............................50<br />
7.2.5 Sustainability, mainstreaming and wider partnership networks ........................50<br />
7.2.6 Monitoring and evaluation.............................................................................51<br />
7.2.7 Conclusion to the recommendations for the managing authority......................52<br />
7.3 Recommendations for the mainstreaming partners.............................................52<br />
Navreme Boheme, s.r.o. 3
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
8. Annexes (volume 2) .................................................................................................54<br />
8.1 Terms of Reference (original document in Czech language) .....................................55<br />
8.2 Evaluation Topics 1-6 .......................................................................................56<br />
8.3 Questionnaire Survey .......................................................................................65<br />
8.4 List of visited and interviewed contacts ...........................................................112<br />
8.5 Evaluation Visits Scenario ...............................................................................115<br />
8.6 Template for Evaluation Visits and Interviews ..................................................118<br />
8.7 List of Case Studies........................................................................................119<br />
8.8 Template for Case Studies..............................................................................130<br />
8.9 Structured list of Information Sources..............................................................132<br />
8.10 Contact Data .................................................................................................144<br />
8.11 Settlement of Comments ................................................................................231<br />
Navreme Boheme, s.r.o. 4
0. INTRODUCTION<br />
0.1 Foreword<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
The evaluation project “Evaluation of CIP <strong>EQUAL</strong> Transnational Cooperation Principle” commissioned<br />
by the Ministry of Labour and Social Affairs of the Czech Republic (MoLSA) took place in the period<br />
from April to October 2008 in the territory of the Czech Republic and ten European Union (EU)<br />
countries, to be specific, in Austria, in Germany, in Poland, in Slovakia, in the Netherlands, in the<br />
United Kingdom, in Portugal, in Spain, in Italy and in France. The individual evaluation steps, i.e.<br />
analysis of documents, questionnaire survey, evaluation visits and interviews, case studies, focus<br />
groups, SWOT and process analysis took place in accordance with the stipulated time schedule. The<br />
evaluation output was in total six <strong>report</strong>s (including this <strong>Final</strong> Report), which, in accordance with the<br />
stipulated time schedule and the contract, answered the individual evaluation tasks and questions.<br />
This <strong>Final</strong> Report summarises the observations done by means of the mentioned evaluation tools<br />
(Chapter 4) and the findings based on their analysis with regard to the evaluation questions (Chapter<br />
5) and brings recommendations directed at the individual recipients of the outputs of this evaluation<br />
and the target groups (Chapter 7). In this <strong>report</strong>, the evaluation methodology is introduced in details,<br />
including description of the particular tools (Chapter 3.4), namely on the basis of an analysis of global<br />
and partial evaluation objectives, thus the objectives covering wider evaluation context and its<br />
particular steps (Chapters 3.1-3.3). As we have structured the <strong>Final</strong> Report differently from the<br />
original tender documentation in the sense that we have used the above-mentioned combination of<br />
three views (observations according to the methods, findings according to the topics,<br />
recommendations according to the target groups), we mention an outline of the results of the<br />
evaluation according to the original points of the assignment by the contracting authority in Chapter 6.<br />
A highly valuable annex to this <strong>report</strong> is a summary of all the contacts and documents the twelvemember<br />
international team has gathered and used for the evaluation of the transnational cooperation<br />
(TC) principle of the Community Initiative Programme <strong>EQUAL</strong> (CIP <strong>EQUAL</strong>). We mention this annex<br />
above all because we presume further utilisation of these contacts and documents by the contracting<br />
authority’s representatives and also by the other evaluators.<br />
The Community Initiative <strong>EQUAL</strong> differed from the main forms of the aid from the European Social<br />
Fund (ESF) in the past periods, among others, by the transnational cooperation principle. During the<br />
2007–2013 programming period, within the framework of the ESF programmes, also the chosen<br />
principles of the Community Initiative <strong>EQUAL</strong> are supported in cross-sectional way for the very first<br />
time. To be specific, besides the partnership and innovativeness principles, the transnational<br />
cooperation principle is concerned; the experience from CIP <strong>EQUAL</strong> is transposed into the Human<br />
Resources and Employment Operational Programme (OP LZZ), in which the transnational cooperation<br />
is included in the form of priority axes, to be specific, these are Priority axis 5a Transnational<br />
Cooperation (Convergence) and Priority axis 5b Transnational Cooperation (Regional Competitiveness<br />
and Employment). It is assumed that fulfilment of the transnational cooperation principle will enable<br />
to achieve still better results of the individual projects than those that would be able to be achieved<br />
without its application. Thus the sense of the evaluation of the transnational cooperation principle CIP<br />
<strong>EQUAL</strong> was, among others, to contribute to the improved quality of the results of the 2007-2013<br />
programming period.<br />
Navreme Boheme, s.r.o. 5
0.2 Authors of the Report<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Bernd Baumgartl, Austria, Germany<br />
Eduardo Figueira, Portugal, Spain<br />
Jan Kroupa, Czech Republic<br />
Marco Lorenzoni, Italy, Belgium, France<br />
Václav Misterka, Czech Republic<br />
Adrianus Jan Peekstok, the Netherlands, Great Britain<br />
Jiří Pstružina, Czech Republic<br />
Linda Skolková, Czech Republic<br />
Maria Spindler, Austria<br />
Aleksander Surdej, Poland<br />
Jakub Štogr, Czech Republic<br />
Josef Štogr, Czech Republic, Slovakia<br />
Petra Štogrová Jedličková (head of the evaluation team), Czech Republic<br />
0.3 List of abbreviations<br />
CBA Cost-Benefit Analysis<br />
CIP <strong>EQUAL</strong> Community Initiative Programme <strong>EQUAL</strong><br />
DPA Development Partnership Agreement<br />
ERDF European Regional Development Fund<br />
ESF European Social Fund<br />
EES European Employment Strategy<br />
EU European Union<br />
SPD Single Programming Document<br />
MoLSA Ministry of Labour and Social Affairs of the Czech Republic<br />
TC Transnational cooperation<br />
NSS National Support Structure<br />
NTF National Training Fund<br />
OP LZZ Human Resources and Employment Operational Programme<br />
OP RLZ Human Resources Development Operational Programme<br />
OP VK Operational Programme Education for Competitiveness<br />
OPPA Operational Programme Prague – Adaptability<br />
DP Development Partnership<br />
MA Managing Authority<br />
JROP Joint Regional Operational Programme<br />
TCA Transnational Cooperation Agreement<br />
IB Intermediate Body<br />
In the text, a breakdown of the abbreviation is always mentioned at the first occurrence, an abbreviation follows<br />
in parentheses. This is used further in the text; in exceptional cases also the full expression is used for the<br />
purposes to increase understandability and fluency of the text. In the Czech version of the <strong>report</strong>, the<br />
abbreviations created from the Czech expressions are preferred; in case the Czech abbreviation has not been<br />
established, an abbreviation created from the original English expression is used. An outline of other<br />
abbreviations that were used within this evaluation project framework is mentioned in Chapter 3.<br />
Navreme Boheme, s.r.o. 6
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
0.4 Selected quotations from the evaluation visits and<br />
interviews<br />
0.4.1 Czech Republic<br />
“The transnational cooperation was the most effective part of <strong>EQUAL</strong> at all.” 1<br />
“It was an absolutely unique opportunity to compare culture – company, working culture, negotiation,<br />
discussions, and bearing, in the wider sense of the word – as far as to the pub.”<br />
“Selection of partners takes a lot of time, therefore it would be good to select from several partners<br />
that had been singled out, but there was neither time nor space to do so.”<br />
“At the beginning we did not suspect at all, what the transnational cooperation was in general, what<br />
was it good for, what we could expect from it and what was expected from us.”<br />
“The Czechs have realized they can learn something and that the matters are not secret, that<br />
everybody need not mind his own business and be afraid that someone would find out his tricks or<br />
“steal him something”.”<br />
“One has realized here we are not completely impossible idiots: for example, we had improved the<br />
Belgian project so that they gazed on it and will use our tools further.”<br />
“The project’s administration was incredibly demanding, it cannot be compared to other European<br />
projects at all: innovation, gender mainstreaming, horizontal topics … I am persuaded that none of<br />
the implementing entities has understood the content of these terms so far and that even the people<br />
from the MoLSA would not be able to define them precisely. And we were forced to pretend all the<br />
time we understand them and we work with them actively and to make up whole paragraphs about it<br />
into interim <strong>report</strong>s.”<br />
“I am sceptical that an obligatory partnership could bring concrete joint results – I cannot imagine<br />
this from our experience. But sharing experience, practice, approaches and tools, including<br />
transnational meetings are wonderful.”<br />
“I would leave out conferences for the next time – they are boring and mainly they are then just<br />
tourism for the most of the participants – and I would focus on study visits for small groups. It was<br />
the best thing of the whole <strong>EQUAL</strong> to se how people work somewhere else.”<br />
0.4.2 Abroad<br />
“The transnational cooperation helped us to go back over some of our traditional services; for<br />
instance, the experience made by our Spanish partner gave us the idea to look critically to gender<br />
stereotypes on kids’ care where only women are traditionally considered suitable to this activity. We<br />
re-focused our services, which are now provided both to men and women.”<br />
“We wish we had linked up (more closely) our transnational cooperation activities with the public<br />
policies promoted at the local level. This would have allowed us to achieve some tangible results from<br />
the TC component.”<br />
“Transfer of tools among partners is a critical issue, as several partners feel this practice as a loosing<br />
of ownership over the tools.”<br />
“Dialogue with the Management Authority was very intense and burdensome on administrative issues,<br />
while the Authority was very much less interested in the TC content of the project..”<br />
“TC had a tremendous and beneficial effect of opening up the minds of national partners. It helped<br />
them in putting their specific local experience ‘in context’, by showing how under different national<br />
and local environments some trustable partners achieved their goals by the use of different<br />
approaches.”<br />
1 This citation and the following mentioned citations come out from the coordinators of the transnational<br />
cooperation (as the case may be of the whole project) of the individual partnership organisations in the Czech<br />
Republic.<br />
Navreme Boheme, s.r.o. 7
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
“Linguistic barriers shall not be underestimated, and specific instruments have to be budgeted for in<br />
order to let partners communicate effectively.”<br />
“Partners should devote to TC a comparable amount of resources..”<br />
“The provision for specific project management skills, with capacities in the area of conflict<br />
management and resolution, was a key element of our partnership, which proved being essential in<br />
order to solve critical situations.”<br />
“Being our first experience, we learned that in terms of TC we must be much more demanding since<br />
the planning phase, while being very much narrow in scope. We must build our project around very<br />
specific and job-related objectives.”<br />
“A lesson we learned is the following: avoid any aspect touching upon legislation and national specific<br />
contexts. Techniques, tools and technologies can be compared and exchanged, institutions cannot.”<br />
“We very much valued direct contacts among individuals. Direct interrelations, even those of an<br />
informal / social nature are essential for the achievement of common objectives.”<br />
“It is plenty of organizations, even solid and very well performing ones, which consider TC as an<br />
obligatory dimension of their national DPs, and do not take it seriously. This has to be understood<br />
during negotiation, and it is not an easy task.”<br />
“Partnerships have to invest hard to get real results from TC, it is not an easy job. One can do TC<br />
formally but not substantially, nobody will ever blame an organization for this… So, many DPs in<br />
reality committed very little during their TC partnerships.”<br />
“If there is one single recommendation to be addressed to Management Authorities this is: ‘Be<br />
committed to TC! Be involved yourselves in TC projects, touch with hands the benefits of international<br />
cooperation in order to convince implementing organizations of the real benefits of this instrument!””<br />
“We were not supported by our Management Authority in assessing our achievements under the TC<br />
component; this would have considerably enhanced our capacity to monitor our progresses and to<br />
redress our plans.”<br />
“The scarce attention to TC of several MAs is deplorable. MAs shall understand the incredibly high<br />
potential of this instrument in order to value it, and to explain clearly to implementing organizations<br />
what the real benefits can be of its use.”<br />
“Ah, you want to talk about this e-PAIN.” 2<br />
“It was said repeatedly that TC was a “value in itself”. Even if it was not specified and measured in<br />
details, the cooperation took place at several levels, between the actors in different countries and<br />
often has resulted in on-going cooperation. “ 3<br />
“Awareness existed about the fact that the positive significance of TC had not been visualised and<br />
communicated sufficiently, the entities had not followed the mere “information exchange” and vague<br />
“mutual learning”.”<br />
“The possibility of the Austrian participating organisations to share the experience and to support<br />
origination of new ideas in international context was of the same importance in TC.”<br />
2<br />
Austrian Ministry official reacting to a request for an interview – QUAL in German means pain, suffering, torture<br />
3<br />
This citation and the following two citations come from Austrian evaluation <strong>report</strong>s concerning the CIP <strong>EQUAL</strong><br />
implementation.<br />
Navreme Boheme, s.r.o. 8
1. EXECUTIVE SUMMARY<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
The transnational cooperation was an obligatory part of the Community Initiative Programme <strong>EQUAL</strong><br />
and a number of the participating organisations would not have included it in their projects on their<br />
own. However, the evaluation has proved that the participating bodies in absolute majority have<br />
gradually begun to perceive it as a component part of the programme and often, in spite of the initial<br />
disbelief and low expectations, they evaluate it as a very valuable and unexpectedly rewarding<br />
part. In a wide scale of particular results and outputs it is possible to find a common denominator: it<br />
is widening of the views, or in general “the experience“, widening of the context of thinking,<br />
perception, attitudes, behaviour, solutions etc.<br />
The most significant factors influencing efficiency and success of the transnational cooperation seem<br />
to be, according to the evaluation, compliance, as the case may be sharing the project<br />
objectives among partners, selection of a partner and partially the innovation rate of a<br />
particular project. Above all, thanks to this fact the preparatory and the initial stages of the<br />
project, which consequently have the principal impact on the whole implementation, seem to be as<br />
essential for the success of the transnational partnership. In this respect, also the cooperation with<br />
the managing authority and the quality of its support is mentioned as the key factors, too.<br />
In the course of the whole evaluation it also showed up that the Community Initiative Programme<br />
<strong>EQUAL</strong> had impacted in a specific context in the Czech Republic and it had interfered with it quite<br />
significantly. Without the framework understanding of this context it is neither possible to interpret<br />
the results nor to understand the findings. The following aspects of more general framework of<br />
the programme effects have shown up as the most substantial:<br />
• Wider experience from implementation of similar programmes was missing on all parts –<br />
managing and support structures, recipients (organisations; partnerships), clients; the<br />
programme brings not only new methods of work, but it also sets a different climate as a<br />
whole thanks to the volume of means that are disposed of. Above all, the suite of the “europrofessionals”<br />
- people, who have an idea, in a better case even direct experience in work<br />
within the EU context, who have the necessary personality and knowledge qualifications, who<br />
have adequate language knowledge, etc. - is only coming into existence. This is valid more<br />
noticeably on the part of the managing structure.<br />
• Non-profit organisations in the Czech Republic are still unstable altogether as regards the<br />
sources of financing insomuch that the overwhelming majority of them practice the crisis<br />
management permanently instead of the strategic management. Reserves, own free sources<br />
that would not be spent in the operation and, above all prospect of any more stable financing<br />
with a more long-term perspective are missing completely. The situation is different in<br />
the implementation agencies that came into existence without their own mission for the<br />
purpose of “implementation” of the European projects and do not follow wider objectives or<br />
topics – these do not need to “feed” from the projects the operation of the insufficiently<br />
financed non-profit organisations and the administrative demands do not burden them<br />
excessively – account of them has been taken since the beginning (it means the funds for a<br />
coordinator’s and administrator’s salary are really used in this way and it is not necessary to<br />
pay from them normal employees of the organisation, who shall then “administer” the project<br />
somehow aside – in addition to their normal duties).<br />
• A tradition of formally negotiated partnerships that are not agreed on the basis of personal<br />
relations but on the basis of explicitly formulated objectives, clearly divided roles, rules<br />
stipulated in advance and open communication are missing. This relates both to transnational<br />
and national partnerships.<br />
The comparison among the Czech Republic and the other EU countries included in the evaluation is<br />
interesting, above all because it has not been possible to trace any considerable difference in the<br />
respondents’ reactions to the same questions and themes; however, it is possible to trace the<br />
differences in comparable extent of cases, namely the substantial ones. The individual partial<br />
differences may be followed best in the results of the questionnaire investigation; however, it may be<br />
stated in general that the differences resulting from “maturity” and “immaturity” are concerned –<br />
namely both in good and bad meaning. Maturity and self-confidence of the senior EU Member States<br />
Navreme Boheme, s.r.o. 9
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
bring, on the one hand, well-established procedures, beaten tracks, proved methods, rich experience<br />
with partnership, well-established work culture that is not based on personal relations, open<br />
communication with partners, namely including authorities and institutions, etc. However, it may<br />
bring at the same time certain routinism, lack of interest in the gist of the matter and endeavour to<br />
maintain the status quo, excessively established character and commonplace conterminous to<br />
becoming stale. Compared to that, the “immaturity” of the newer Member States carries round<br />
immaturity and instability of the environment, which almost is not ready to absorb the aid of similar<br />
extent, clientelism or servility towards authorities and at the same time unprofessionality of officials,<br />
unproven procedures, incomparable conditions, lack of data, unreflected own tradition, etc. on the<br />
one hand, but on the other hand it may be a source of unexpected innovation, unusual interest in the<br />
matter and resolve to do something for it, great drive, willingness to learn and absorb new things,<br />
endeavour to show oneself in front of the others, innovative approaches and the like.<br />
The transnational cooperation creates a new dimension of the programme contributions; it exceeds<br />
the individual level of learning and search for innovations where not only an individual learns but the<br />
whole organisation and when the innovations are not searched for in a geographically limited area. In<br />
addition to that, the European dimension has brought the projects the knowledge that the problems<br />
are not, as a rule, limited to particular institutions or geographical territories, that they are common<br />
under certain conditions and mainly that they are jointly understood and solved at the European<br />
level. Through this practical level, the cognition of the appurtenance to the EU and understanding of<br />
the essence of the European convergence occur then.<br />
All of it – the better an the worse – clashed in various extent and various proportions within the<br />
framework of the transnational cooperation within the framework of the evaluated projects, and it is<br />
possible to state with certainty that it was very inspiring and that the international partnership within<br />
the CIP <strong>EQUAL</strong> framework was appreciated as high in the Czech Republic as in the other participating<br />
European countries.<br />
The following points summarise the most important observations, findings and recommendations, a<br />
more detailed and complete outline and reasoning are offered then by Chapters 4-7.<br />
1.1 SELECTED OBSERVATIONS<br />
• In the first phases of preparation of the transnational partnership some organisations were<br />
little orientated, they did not get the necessary information in time, they did not make use of<br />
the whole time of the preparatory phase for good selection of partners, negotiating of the<br />
framework objectives and formulating of the basic theses of the development partnership<br />
(DP) and consequently of detailed obligations formulated in the Transnational Cooperation<br />
Agreement (TCA). At the beginning some organisations even did not pay the necessary<br />
attention to this matter, the transnational cooperation was an obligatory component part of<br />
the project and thus for a part of the projects only a “necessary supplement” of the project<br />
itself, implemented with the partners within the framework of the national state. Some<br />
implementing entities acknowledged this openly; it was obvious from the context at some<br />
others.<br />
• Some implementing entities chose the solution, according to which the guarantor of the<br />
transnational cooperation was one of the national partners, as a rule “specialised” in such<br />
activity. Only a smaller part of the organisations had already experience with a similar<br />
partnership with a foreign body. The managing authority and the support structure did not<br />
provide sufficiently efficient assistance at that time.<br />
• In the first stage of the project implementation acquaintance with the partners took place<br />
mostly and a realistic picture about the course of the project was thus created. However, in<br />
this stage neither evaluations nor partners’ reflections, comparisons with the expectations and<br />
the like proceeded as a rule. Only later the differences in approaches, which were not<br />
fortuitous but were related to “character” and local culture of the given region, were reflected.<br />
• The evaluation within the framework of the projects was limited to self-evaluation and<br />
questionnaires distributed at work meetings. Only a small part of DPs let an evaluation of the<br />
transnational cooperation drawn up (independently or within the framework of a larger whole,<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
e.g. of the project or TCA). Reflection of these tools and the ability to use them for<br />
management and implementation of the transnational cooperation in the project were<br />
negligible.<br />
• Great part of the transnational partnership was implemented in “blocks”, the apex of which<br />
was always a joint meeting of a working group or only of an organisational team.<br />
Considerable part of the work in these blocks was carried out through e-mail exchange of<br />
documents in process. It was easy to classify the projects according to the groups<br />
participating in the international meetings – from managerial, research and creative groups<br />
(creating particular products, tools) to the projects focused of the “middle staff”, and in some<br />
cases also the target groups. The way of work and other related characteristics of the<br />
transnational cooperation differed thus a lot. Mutual compatibility of the individual national<br />
programmes was not a subject-matter of criticism; problems appeared from time to time due<br />
to unequal language knowledge.<br />
• Within the framework of the normal duties of the grant recipients, regular monitoring took<br />
place, which was used, however, above all as a formal tool for the individual financing stages<br />
and the content value and utilisation of which are minimal. Sometimes even considerable<br />
modifications discussed with the managing authority did not occur in the monitoring <strong>report</strong>s.<br />
• The project’s closure is a highly administratively demanding operation, which is, de facto, a<br />
separate phase requiring considerable drive – as a rule after factual termination of the<br />
transnational cooperation. Sometimes a problem is caused by the fact that not all partners<br />
close their projects at the same time and thus at the close of the project weakening of the<br />
transnational activities of those partners occurs, who have already finished their projects. The<br />
conditions for the project’s closure and detailed instructions were not, as a rule, handed over<br />
to the organisations sufficiently in advance.<br />
• The dissemination and mainstreaming stages shall be ensured within the framework of the<br />
final project activities, but due to all circumstances these activities sometimes fail to be<br />
completed till the project’s conclusion. After the project’s termination the organisations often<br />
do not have funds to maintain the employees, who were the specialists for implementation of<br />
the activities started within the framework of the <strong>EQUAL</strong> project; these often leave the<br />
organisation as of the date of the project’s closure.<br />
• As regards sustainability of the transnational cooperation, the organisations as a rule do not<br />
have own capacities and background that would enable to maintain and develop the created<br />
products and contacts.<br />
• As regards joint use of outputs from the projects, at the close of the project a part of the<br />
organisations turns to the managing authority with a request for political support in<br />
dissemination, e.g. at the meetings at the EU level. A part of the organisations turns to the<br />
managing authority after the project’s termination and they search for the funds to continue<br />
in distribution of the programme’s products, education of the target groups, product<br />
innovations and the like.<br />
• The information and communication background of the programme management and<br />
implementation was, within the framework of the Czech Republic, criticised by all the<br />
participating parties: the monitoring system was perceived rather as repression than as<br />
assistance, the databases of projects and partners were not updated regularly and an outline<br />
of the created products was missing completely. But at the same time both parties were<br />
learning during the programme implementation and they were improving these tools together.<br />
1.2 SELECTED FINDINGS<br />
• Preparation of the transnational partnership required from the part of methodological and<br />
information support of the managing authority above all information on partners and<br />
instructions, how to proceed at conclusion and a modification of partnership agreements.<br />
While the information support for the project preparation was sufficient, reliable records of<br />
modifications in the projects and the information on their outputs were missing completely in<br />
the databases kept at the central level.<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• In the countries that were included in the evaluation, various measures were recommended<br />
and somewhere also implemented on how to facilitate the process of creating transnational<br />
partnerships. For example, creation of a special measure or a project at the programme<br />
management level (not at the project level) was concerned. Or it was a recommendation of<br />
minimum extent of the partnership, which countries to focus on when searching for partners<br />
(further to the national strategies), which activities shall be str<strong>eng</strong>thened (it is generally<br />
recommended to limit generic activities that miss the particular content); somewhere this<br />
principle was transposed into formation of a particular physical institution, the mission of<br />
which is to support transnational partnership in the projects in the given programme.<br />
• Even in cases where the approach to the transnational partnership was more or less formal<br />
and remained limited to several partial tools (for example to working groups), this approach<br />
has changed within the framework of the implementation thanks to the dynamics it was<br />
bringing. At the same time it has shown up that a whole number of “types” of partnerships<br />
exists associated with the partners’ expectations. Where these expectations had not been<br />
clarified mutually well, the cooperation remained more or less formal, for the substantial<br />
modifications were not then attainable realistically within the framework of the project already<br />
in progress (mutual agreement and then the approval process by more national managing<br />
authorities). Various types of expected cooperation may be identified according to the basic<br />
theses and expectations formulated at the preparation of the Development Partnership<br />
Agreement (DPA), further according to the chosen tools of the transnational cooperation and<br />
also according to the way how the local partners are <strong>eng</strong>aged in the transnational<br />
cooperation.<br />
• Within the framework of the evaluation it has proved that the role of DPA was often<br />
underestimated, sometimes even the precise TCA was prepared right away (DPA used<br />
completely same formulations in the passages on partnership).<br />
• Role of the partners specialised in management of the transnational cooperation has shown<br />
up as disputable. In some cases this cooperation proceeded without any problems, sometimes<br />
the problems have occurred – but almost always this type of cooperation tended towards<br />
personal unions – a particular person ensuring the transnational cooperation was often<br />
employed with both bodies – both with the grant recipient and with the partner ensuring the<br />
transnational cooperation.<br />
• Czech organisations acceded, as a rule, during the search for partners to the groups that had<br />
already been forming and in the first stage of the project implementation they behaved, with<br />
some exceptions, relatively passively. A reflection of the type “we have had a lucky hand in<br />
selection of the partners” often appears. Thus it may be assumed that if they were in different<br />
situation (selection of the partners was not too lucky), they rather did not talk<br />
about problematic aspects of the transnational cooperation at all.<br />
• The transnational cooperation becomes complicated due to the language barrier, namely in<br />
several aspects. There are states distinguishing with common knowledge of English (northern<br />
countries but also Germany), others where the language knowledge complies approximately<br />
to the status in the Czech Republic, in some countries the knowledge of English is very low or<br />
these countries prefer their national language for communication within the framework of the<br />
transnational cooperation (the countries of the south). Interpreting is a significant brake for<br />
the transnational cooperation within the programmes of this type; however, it is necessary to<br />
differentiate, which participating groups are concerned. The Czech participant ensured, as a<br />
rule, that his representatives and his national partners’ representatives were communicative<br />
for common contact and for research and development of products. As regards the target<br />
group of the middle staff participating in special cognitive and training events, then<br />
interpreting is a common phenomenon.<br />
• Using of monitoring and evaluation of the transnational cooperation seems as very general - it<br />
is bound to quantified outputs (number of meetings, participation, realization of the planned<br />
events, etc.), namely in the international aspect – not specifically in the Czech environment.<br />
Thus they serve mainly for the identification whether the programme proceeds according to<br />
the planned structure. But it does not provide almost any other data that would be evaluated<br />
systematically.<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• As of the date of the project termination the facts often cumulate creating discontinuities and<br />
complications. This is related to the overall concept of the project financing where it is obvious<br />
that it is also a substantial source covering also the costs for the activity of the organisation as<br />
such. After the project termination (if a new one does not start fluently) the organisation<br />
solves then staffing and other subsistence problems. Admittedly, the organisation undertakes<br />
to sustainability of the outputs, but it is often at the limit of credibility; this fact depends, to<br />
considerable extent, on whether the organisation gains further projects. At the close of the<br />
project thus the organisation solves above all the way of survival till obtaining another source.<br />
This weakens its ability to deal actively with the processes related to mainstreaming.<br />
• Another problem is that at the close of the project the organisation gets into the stage of<br />
lobbying both at the level of national and EU political elites, but after the project termination it<br />
does not have any “initial platform” if it does has not created it during the project by<br />
formation of some independent structure or network. However, even in such case, financing<br />
of this activity is a big problem as a rule.<br />
• A question appears what role the managing authority should play in takeover and further<br />
utilisation of the outputs from the projects. It appears that the need of a central national or<br />
European database of outputs from the projects would solve not only the assistance when<br />
searching for suitable partners (on the basis of common or similar products) and a strong<br />
need to mainstream the outputs from the projects at a higher level than the project one and<br />
outside the framework of the project itself, but it would also be possible to eliminate creation<br />
of the same products and duplication of granting public funds.<br />
1.3 SELECTED RECOMMENDATIONS<br />
• It is not necessary to extend the period for preparation of the transnational partnership but it<br />
is necessary to use it effectively from the beginning. Use of the DPA formulations seems as<br />
substantial in order to formulate in general the basic theses of the objectives and forms of the<br />
cooperation being prepared. Contrary to the definitive TCA, which defines the partners’ duties<br />
and their share in implementation of the joint parts of the projects precisely, the sense of DPA<br />
consists in searching for and subsequent declaration on the accord on the objectives and<br />
forms of work. In case of good DPA preparation, a number of problems resulting from mutual<br />
unacquaintance and different expectations may thus be prevented. Thus it should be referred<br />
to DPA in cases when problematic project stages or mutual disagreements of the partners are<br />
solved.<br />
• Since the beginning it should be also clear among the transnational partners what forms of<br />
cooperation are essential and how the national partners will be <strong>eng</strong>aged in the transnational<br />
cooperation, namely also in case when their share in the given activities is ensured by<br />
financing through the grant recipient. Selection of the national partner, who takes over the<br />
role of the guarantor for the transnational cooperation, should always be reasoned very well.<br />
• A number of recommendations for the stage of selection of partners results from the project<br />
implementation. Accession to a partnership, which is managed as a whole by one strong<br />
partner (and moreover already continues in Actions 2 and 3), may be beneficial where the<br />
given organisation is not orientated and searches for a “helping hand” in the transnational<br />
cooperation. However, other types of organisations look rather for creative partners for team<br />
work, in which the contributions of all the <strong>eng</strong>aged bodies will be valorised. Such partnerships<br />
are then managed in the rotary way as a rule. Within the framework of the project<br />
preparation and selection of partners it is thus suitable to formulate one’s expectations<br />
regarding the cooperation very precisely and to adjust to it the character of cooperation, types<br />
of partners and also the countries and regions the partners operate in.<br />
• It is suitable to find out already in the first selection stage whether and to what extent the<br />
potential partners dispose of the language knowledge and when and for which group<br />
interpreting will be ensured by some of the parties.<br />
• With regard to the clearly defined role of monitoring it is suitable to create, within the<br />
framework of the partnership, an own system of feedbacks and assessments corresponding to<br />
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the partnership type and the project’s orientation, as the case may be combined with<br />
an external evaluation.<br />
• From the part of the managing authority a possibility should exist, after the introductory (getacquainted)<br />
stage of the transnational cooperation and its assessment, to carry out<br />
modifications in the project in standard way – as a natural reaction to the constellation<br />
created that could not have been the subject matter of the plan and contractual provisions<br />
before the beginning of the project.<br />
• Different rules of eligibility of costs were not perceived as a principal obstacle of<br />
implementation of the transnational partnership activities, rather a different financial<br />
background of the implementing organisations is concerned. Inasmuch as the transnational<br />
cooperation is, in an ideal case, an integral part of the project, it seems as suitable to search<br />
for possibilities of lump-sum financing of some types of costs related to the transnational<br />
cooperation.<br />
• The rules set at the beginning of the programme, as the case may be within the framework of<br />
a particular call should not change; if modifications are necessary, they should be only in<br />
favour of smoother project implementation of higher quality and on the basis of consensus of<br />
all the participating parties.<br />
• One of the aspects of sustainability is also the issue of maintaining and development of the<br />
know-how developed by the organisations, the bearers of which are particular employees. If<br />
the project termination means loss of these people, it is partially also a loss of the created<br />
know-how. The activities aiming at further development of the created know-how should thus<br />
take account also particular people, who are its bearers: the organisations should be able to<br />
“secure” against the loss of the know-how and the managing authority should be able to<br />
include them in consequential programmes (lobbying at national and European level,<br />
seminars, dissemination, mainstreaming).<br />
• Most of the findings are bound structurally to the ESF programmes character, in some cases<br />
only to the setting of the <strong>EQUAL</strong> programme rules. It may be said in general that the final<br />
stage of the project should be highly accentuated already during its approval process.<br />
Sufficiently mastered solution of the final stage including ensuring of further work with<br />
the products, education and dissemination should be an integral and significant part of the<br />
projects.<br />
• Monitoring and evaluation must comply with the global objectives and help to improve the<br />
quality of management and implementation of the projects and of the programme as a whole.<br />
For this reason also the sense of these activities must be obvious to all participants. It is<br />
necessary to help the project implementing entities to be able to use these tools in suitable<br />
way for their own quality management and the project cycle management. It is necessary for<br />
both parties to be able to use monitoring and evaluation strategically.<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
2. BACKGROUND AND THE NATIONAL STRATEGY<br />
Evaluation of the CIP <strong>EQUAL</strong> transnational cooperation principle was conducted within the framework<br />
of the whole programme, its objectives and context of national and European policies. The mentioned<br />
wider framework is outlined in this chapter; the following chapter explains then how the evaluation<br />
was interconnected with this wider context in particular. The Community Initiative <strong>EQUAL</strong> is one of the<br />
four Community initiatives, which were co-financed from the structural funds in the 2000–<br />
2006 programming period. The Community Initiative <strong>EQUAL</strong> co-financed from the ESF is one of the<br />
tools to achieve the objectives of the European Employment Strategy (EES).<br />
The Community Initiative <strong>EQUAL</strong> is implemented in the whole territory of all Member States and<br />
differs from the main forms of aid from the ESF (operational programmes for Objective 1 and<br />
programme documents for Objective 3) due to inclusion of innovativeness and transnational<br />
cooperation.<br />
CIP <strong>EQUAL</strong> supports the transnational cooperation in development and promotion of new tools of fight<br />
against all forms of discriminations and inequalities in the labour market in the whole EU territory. The<br />
objective of the Initiative is thus to develop and promote the tools to support the members of<br />
disadvantaged groups (long-term unemployed, low-qualified, school graduates, older citizens, disabled<br />
persons, ethnical minorities, women, asylum seekers and the like), who encounter discrimination or<br />
unequal treatment either directly at work or when searching for it. One of the thematic areas of the<br />
Community Initiative <strong>EQUAL</strong> is focused on the issues of social inclusion and career opportunities of the<br />
asylum seekers.<br />
2.1 EU and ESF aid to the Czech Republic in the 2000–2006<br />
period<br />
In the 2000-2006 EU programming period two rounds of calls to submit CIP <strong>EQUAL</strong> grant applications<br />
took place in the EU-15 Member Countries. The Czech Republic, as one of two candidate countries,<br />
took part also in the first round announced in 2001 in the Phare Programme.<br />
Since the accession of the Czech Republic to the EU, the ESF it has been a tool of direct EU aid to the<br />
Czech Republic in the area of human resources development, labour and employability; the aid was<br />
implemented by means of the operational programmes of the 2004-2006 programming period and by<br />
means of CIP <strong>EQUAL</strong>. Drawing of the ESF funds in the Czech Republic and in the Capital City of<br />
Prague was enabled by the following operational programmes:<br />
Human Resources Development Operational Programme (OP RLZ), managing authority (MA)<br />
MoLSA;<br />
Joint Programme Document for Objective 3 for Prague (JPD3), MA MoLSA and three<br />
Intermediate Bodies (IB).<br />
Further the ESF, together with the European Regional Development Fund (ERDF), co-financed the<br />
Joint Regional Operational Programme (JROP) in the amount of EUR 47.28 million, i.e. ca 11.5 % of<br />
the total ESF allocation for the 2004–2006 period, i.e. EUR 409,713,575.<br />
The Czech Republic participated in the second round of the CIP <strong>EQUAL</strong> calls, financed by the ESF, on<br />
the basis of the Community Initiative Programme <strong>EQUAL</strong> CZ (CIP <strong>EQUAL</strong> CZ) after the accession of<br />
the Czech Republic to the EU in May 2004, together with partners from other Member Countries.<br />
The Community Initiative Programme <strong>EQUAL</strong> CZ, the MA of which became MoLSA and which was<br />
financed of 73 % from the ESF and of 27 % from the state budget of the Czech Republic, was<br />
approved by the European Commission in June 2004, namely for the 2004-2006 period; its<br />
implementation took place from June 2004 till the end of August 2008; MoLSA is responsible for the<br />
CIP <strong>EQUAL</strong> CZ management.<br />
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2.2 EU and ESF aid to the Czech Republic in the 2007–2013<br />
period<br />
The ESF functions in the Czech Republic also in the following programming period 2007–2013, in<br />
which the financial means from the ESF were divided in three operational programmes with their own<br />
managing authorities:<br />
Human Resources and Employment Operational Programme (OP LZZ), MoLSA is its MA;<br />
Operational Programme Education for Competitiveness (OP VK), the Ministry of Education,<br />
Youth and Sport is its MA;<br />
Operational Programme Prague – Adaptability (OPPA), the Capital City of Prague – Prague City<br />
Hall, EU Funds Department is its MA.<br />
2.3 CIP <strong>EQUAL</strong> CZ in the 2004–2006 period<br />
The CIP <strong>EQUAL</strong> CZ Programme defined the terms and conditions for providing aid from the ESF for<br />
the shortened programming period 2004–2006, with the implementation till August 2008.<br />
The objective of the CIP <strong>EQUAL</strong> CZ Programme was development, testing and implementing of<br />
new means for fight against all forms of discriminations and inequalities in the labour market.<br />
The CIP <strong>EQUAL</strong> CZ target groups were:<br />
• citizens with low qualification or without qualification;<br />
• disabled persons;<br />
• national minorities;<br />
• graduates and young people;<br />
• citizens over 50 years;<br />
• women after maternity leave;<br />
• asylum seekers<br />
• and others.<br />
The CIP <strong>EQUAL</strong> CZ budget was EUR 43,973,880, i.e. ca CZK 1.4 billion (as it was already mentioned<br />
above, of 73 % the ESF funds and of 27 % the funds of the state budget of the Czech Republic were<br />
concerned).<br />
The CIP <strong>EQUAL</strong> Programme had three implementation stages both in the Czech Republic and in the<br />
partner countries – these were Actions 1, 2 and 3. The foreign partners were both from the existing<br />
and new member countries. Besides their national regulations and rules of the programmes, the<br />
common regulations of the EU for the ESF and CIP <strong>EQUAL</strong> were valid for them.<br />
2.3.1 Legal framework<br />
Condition for participation in the CIP <strong>EQUAL</strong> CZ Programme was, accordingly with the other Member<br />
Countries, creation of national development partnerships on the basis of DPA and of the partnership<br />
for transnational cooperation on the basis of TCA. According to the conditions of participation<br />
according to Chapter 2.1 of the Instructions for Applicants, an applicant could be a legal person with a<br />
registered office in the Czech Republic representing DPA; the conditions mentioned in the Instructions<br />
for Applicants related to the partners, too. The projects had to have a non-profit character. The<br />
project implementation was divided into three actions – Action 1 with the period of duration from one<br />
to five months, Actions 2 and 3 with simultaneous course in duration of 24–36 months. The<br />
Instructions for Applicants specified eligibility of expenses and other terms and conditions for the<br />
project budget. The grant amount for the individual applicants was not specified; however, the<br />
condition was that it had to correspond to the costs of the project activities.<br />
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2.3.2 Supporting infrastructure<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Within the framework of a CIP <strong>EQUAL</strong> CZ separate priority, technical assistance was provided to the<br />
managing authority and the development partnerships.<br />
Support to the development partnerships for the whole period of their work programme<br />
implementation belongs to the basic activities of the technical assistance. Another task of the technical<br />
assistance is monitoring of the individual DPs, namely including administration of the monitoring<br />
systems. Further the technical assistance ensured effective communication with the managing<br />
authority by means of timely providing of the information on the implementation of the individual<br />
projects and of the whole programme to the managing authority.<br />
During DP formation, creation of a project and of a budget and during preparation of a grant<br />
application the future applicants had a possibility to take part in regional seminars and a possibility to<br />
consult with the National Training Fund (NTF). They had also at their disposal the Instructions for<br />
Applicants, the Manual, list of frequently asked questions with answers and other information on the<br />
Internet sites.<br />
Later the National Support Structure (NSS) was charged with the technical assistance tasks to the<br />
managing authority including the support to the development partnerships. The company<br />
PricewaterhouseCoopers carried out the function of the National Support Structure for CIP <strong>EQUAL</strong> CZ.<br />
The technical assistance is further used to support monitoring, audits and evaluation of the activities<br />
carried out both in the Czech Republic as well as at the Europe-wide level and for preparation of<br />
studies, seminars, information events, collection, processing and dissemination of the obtained<br />
experience and results.<br />
2.3.3 Governmental policy<br />
The framework strategic document for the area of support from the EU Structural Funds is the<br />
National Development Plan of the Czech Republic for the years 2004–2006.<br />
The main strategic documents of the Czech Republic for the area of human resources development,<br />
employment and social affairs are in particular:<br />
• National Action Plan of Social Inclusion of the Czech Republic;<br />
• National Action Plan of Employment 2004–2006;<br />
• National Innovation Strategy of the Czech Republic;<br />
• National Plan of Support and Integration of Disabled Citizens for the Period 2006–2009.<br />
The strategic documents of the Government of the Czech Republic were incorporated in the CIP<br />
<strong>EQUAL</strong> CZ Programme and in the program documents of the operational programmes. In CIP <strong>EQUAL</strong><br />
CZ it was by means of the following priorities:<br />
• Priority 1 – Improvement of employability;<br />
• Priority 2 – Development of entrepreneurship;<br />
• Priority 3 – Support of adaptability;<br />
• Priority 4 – Equal opportunities of men and women;<br />
• Priority 5 – Assistance to the asylum seekers in access to the labour market;<br />
• Priority 6 - Technical assistance.<br />
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2.4 <strong>EQUAL</strong> strategic areas and transnational cooperation<br />
The starting point of the transnational cooperation was the announcement of common thematic areas<br />
for all EU states. Each thematic area had specific target groups and conditions for formation of<br />
development partnerships. The CIP <strong>EQUAL</strong> thematic areas come out from the original four pillars of<br />
the EES. The following thematic priorities are concerned:<br />
• Improvement of employability;<br />
• Development of entrepreneurship;<br />
• Support of adaptability;<br />
• Equal opportunities of men and women.<br />
The theme of support of the asylum seekers, which is within the CIP <strong>EQUAL</strong> framework designated as<br />
a thematic priority, was announced separately in the EU.<br />
2.4.1 Human resources development<br />
The previous Community Initiatives ADAPT and EMPLOYMENT, focused on human resources<br />
development, took place in the 1994–1999 programming period. For CIP <strong>EQUAL</strong> in the 2000–2006<br />
programming period it is characteristic that the human resources development became a crosswise<br />
theme and a result of programme and project activities.<br />
All-around development of abilities occurs with all persons <strong>eng</strong>aged in the CIP <strong>EQUAL</strong> projects, thus<br />
the project management, partnership members and also their clients; however also NTS, NSS and MA<br />
are developed.<br />
2.4.2 Employment strategy<br />
The European Employment Strategy endeavours for cooperation in the area of employment,<br />
contributes to better results and efficiency of the active employment policy, to improvement of the<br />
situation in the area of unemployment and social inclusion through fulfilment of the CIP <strong>EQUAL</strong><br />
principles.<br />
Improvement of employability (a component part of the 1 st pillar of EES): improvement of access<br />
and return to the labour market for those who have difficulty in being integrated; combating racism<br />
and xenophobia in access to the labour market.<br />
Development of entrepreneurship (a component part of the 2 nd pillar of EES): assistance in<br />
setting up businesses by means of providing necessary tools for identification and exploitation of new<br />
opportunities for creating employment in towns and rural areas; str<strong>eng</strong>thening of the third sector by<br />
means of social economy and community services, improvement of their quality.<br />
Support of adaptability (a component part of the 3 rd pillar of EES): support of lifelong learning and<br />
employing persons endangered by discrimination and inequalities in access to the labour market;<br />
support of the adaptability of employers, firms and employees to economic and social changes and<br />
the use of new information technologies and other technical means.<br />
Equal opportunities for men and women (a component part of the 4 th pillar of EES): harmonising<br />
of family and professional life, as well as the re-integration of men and women into the labour market,<br />
development of flexible and efficient forms of work organisation and support services; reducing<br />
differences in job opportunities for men and women in the labour market.<br />
Separate theme: assistance to the asylum seekers in their inclusion in the labour market.<br />
2.4.3 Innovation strategy<br />
The innovation strategy has enabled to realize development of new means of fight against all forms of<br />
discriminations and inequalities in the labour market.<br />
Navreme Boheme, s.r.o. 18
2.4.4 What has <strong>EQUAL</strong> brought<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
CIP <strong>EQUAL</strong> was implemented in the whole EU territory, namely both in the developed and<br />
undeveloped areas; also in the Czech Republic CIP <strong>EQUAL</strong> was implemented in the whole territory.<br />
The transnational cooperation has showed up as possible and beneficial.<br />
Implementation of the principles of transnational cooperation, transnational and national partnership,<br />
stress on innovativeness, on development of new tools and know-how transfer – well-tried practice<br />
both in transnational and national measure – bring a significant contribution to social development<br />
and, in particular then to human resources development.<br />
In the 2007–2013 period it will be possible to apply in the Czech Republic advices from the CIP <strong>EQUAL</strong><br />
implementation in all forms of transnational cooperation based on the partnership principles,<br />
in operational programmes and in other Community initiatives.<br />
3. EVALUATION OBJECTIVES AND METHODS<br />
CIP <strong>EQUAL</strong> is an independent form of aid from the structural funds that supports development and<br />
promotion of new approaches to solving of inequalities and discrimination at work and access to<br />
employment. Its sense is to supplement other programmes contributing to achieving the objectives of<br />
EES and to serve as an innovative laboratory for development and promotion of new tools, while<br />
those that will prove useful will be supported further within the framework of the main forms of aid<br />
from the ESF during the following programming period. CIP <strong>EQUAL</strong> differed from the main forms of<br />
aid from the ESF in the past periods among others by the principle of transnational cooperation. Thus<br />
in the course of the 2007–2013 programming period also selected CIP <strong>EQUAL</strong> principles will be<br />
supported within the framework of the ESF programmes on cross-sectoral basis for the very<br />
first time. To be specific, the principles of innovativeness and transnational cooperation are<br />
concerned besides the partnership principle. It was decided on cross-sectoral support of these<br />
principles together with the EU Member States and the European Commission representatives on the<br />
basis of the experience with the CIP <strong>EQUAL</strong> implementation in individual EU Member States, therefore<br />
among others the documents, on which this decision was based, were used for preparation of the<br />
evaluation strategy.<br />
To be specific, this experience is transposed in OP LZZ, in which the transnational cooperation<br />
is included in the form of priority axes; Priority axis 5a Transnational Cooperation (Convergence)<br />
and Priority axis 5b Transnational Cooperation (Regional Competitiveness and Employment) are<br />
concerned. The global objective of these two priority axes is intensification of transnational<br />
cooperation in the area of human resources development and employment, the specific<br />
objective is then 1) to increase effectiveness of strategies and policies in the area of human resources<br />
and employment and 2) development of partnerships, pacts and initiatives in the area of human<br />
resources and employment.<br />
The transnational cooperation is appreciated above all for its potential:<br />
• to verify, str<strong>eng</strong>then or improve the quality of the drafts of policies and strategies in elimination of<br />
inequalities in the labour market;<br />
• to increase knowledge, insight and professional background when searching for and rectification<br />
of causes of discrimination and inequalities in the labour market;<br />
• to obtain, share, transfer and disseminate knowledge, experience, contacts and good practice;<br />
• to build a sound basis for transnational comparison;<br />
• to create networks of actors, who assist to solve the given issues, including synergic effects<br />
connected with it;<br />
• to build the capacities of the participating organisations and bodies at regional and national level;<br />
• to increase the impact of the implemented projects and increase the effectiveness of the ESF<br />
implementation at local, regional and national level;<br />
• to increase efficiency and quality of project management and implementation;<br />
Navreme Boheme, s.r.o. 19
• to improve the quality of the outputs from projects;<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• to increase effectiveness of the expended funds by means of utilisation of the solutions already<br />
invented abroad thanks to inclusion of experience, credit and professional knowledge of foreign<br />
partners.<br />
Within the framework of OP LZZ, it is possible to fulfil the transnational cooperation principle either at<br />
the level of separate projects directly based on the transnational cooperation but also horizontally,<br />
thus the transnational cooperation principle should apply in each of the OP LZZ financed projects if it<br />
increases its effectiveness and quality. It is assumed that fulfilment of the transnational<br />
cooperation principle will enable to achieve still better results of individual projects than<br />
those that would be able to be achieved without its application.<br />
All these starting points and all these assumptions were included in the strategy of evaluation of the<br />
CIP <strong>EQUAL</strong> transnational cooperation principle. The evaluation ranges within the framework defined in<br />
this way and follows up with the outputs of the previous evaluations and <strong>Final</strong> Reports<br />
(respective framework documents, <strong>report</strong>s and studies are mentioned in the list of the sources used).<br />
With regard to the requirement of follow-up and comparability of the CIP <strong>EQUAL</strong><br />
evaluations, the standard methodology of evaluation was used Navreme Boheme, s.r.o., uses<br />
for other evaluations commissioned by the European Commission and that is recommended to the CIP<br />
<strong>EQUAL</strong> evaluators.<br />
3.1 Evaluation objectives and strategy of their fulfilment<br />
The partial evaluation of the transnational cooperation principle is related to the general objectives<br />
of the CIP <strong>EQUAL</strong> evaluation stipulated by the European Commission. We have numbered the<br />
general objectives of the CIP <strong>EQUAL</strong> evaluation for we use the numbers of the objectives afterwards<br />
for reference in the following text:<br />
1. To support due course of the CIP <strong>EQUAL</strong> implementation and management;<br />
2. To assess suitability of the chosen strategies, future possibility and available impacts of CIP<br />
<strong>EQUAL</strong>;<br />
3. To identify and assess the added value of CIP <strong>EQUAL</strong> to the existing tools and policies in the<br />
labour market;<br />
4. To contribute to identification, verification and promoting of suitable practises in<br />
implementation of the policy of inclusion and fight against discrimination and inequalities in<br />
the labour market;<br />
5. To assess, to which extent CIP <strong>EQUAL</strong> succeeded in inclusion of its results into national<br />
policies and actions and into the ESF mainstreaming programmes;<br />
6. To facilitate process of learning among all national bodies concerned;<br />
7. To contribute to creation of expert capacities;<br />
8. To enable utilisation of the acquired knowledge in the following programming period;<br />
9. To facilitate comparability of the CIP <strong>EQUAL</strong> evaluation results at the level of the whole EU;<br />
10. To ensure information sources for ex-post evaluation at the EU level that will be carried out by<br />
the European Commission.<br />
We have identified the following specific objectives for the evaluation of the CIP <strong>EQUAL</strong><br />
transnational cooperation principle, which we understand as a partial one in this respect:<br />
11. To analyse the practice of the existing transnational partnerships within the framework of DP<br />
CIP <strong>EQUAL</strong>;<br />
12. To identify str<strong>eng</strong>ths and weaknesses, potential and risks of the transnational cooperation;<br />
13. To analyse the wider context of implementation of the transnational cooperation, to identify<br />
conditions, under which it arises and develops optimally;<br />
14. To gather examples of good practice and recommendations;<br />
Navreme Boheme, s.r.o. 20
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
15. To collect suggestions from the part of technical and administrative support of the<br />
transnational cooperation supported within the ESF framework;<br />
16. To identify suitable ways of searching for partners and formation of partnerships;<br />
17. To describe management methods of partnerships;<br />
18. To identify conditions necessary for realization of the transnational cooperation of the aid<br />
recipients from the ESF from the part of technical and administrative support;<br />
19. To describe principles of evaluation of the quality of the transnational cooperation, namely<br />
including verification of tools for self-evaluation of the partnership and management of the<br />
partnership networks;<br />
20. To formulate particular practical recommendations for implementation of the transnational<br />
cooperation for the DP members;<br />
21. To formulate concrete practical recommendations for implementation of the transnational<br />
cooperation for the individual levels of the CIP <strong>EQUAL</strong> implementation structure.<br />
Except for the last objective that is directed directly at the implementation structures in the Czech<br />
Republic, all the other objectives relate both to the Czech and foreign reality. Thus the<br />
evaluation focused primarily on the assessment of the impact of the transnational cooperation<br />
financed from the Czech sources, but these findings were compared with the findings from ten<br />
selected EU countries, for the majority of the phenomena being explored has (minimum) European<br />
dimension.<br />
3.2 European and transnational aspect of the evaluation<br />
We have subjected the findings based on exploration of the national sample to comparison with the<br />
other EU countries and above all, we have carried out the whole evaluation in European discourse. We<br />
have in mind by this discourse the knowledge of the starting points of the relevant policies the<br />
phenomena being explored come out from, the knowledge of the European environment, actors and<br />
decision-making and communication principles, the knowledge of the requirements for quality and<br />
evaluation methods in the European environment (comprehension of the evaluation within the EU<br />
policies context) and the knowledge of the principle of partnership and transnational cooperation from<br />
the European programmes and their practical implementation in the European projects (in which we<br />
have also participated or we have evaluated them). Therefore Czech experts with international<br />
experience, who cooperated with six foreign experts, were the core of the evaluation team.<br />
For accomplishment of the evaluation of the CIP <strong>EQUAL</strong> transnational cooperation principle the<br />
following countries were selected:<br />
COUNTRY ABBREVIATION<br />
1. Czech Republic (core of the evaluation) CZ<br />
2. Italy IT<br />
3. Germany DE<br />
4. United Kingdom UK<br />
5. Poland PL<br />
6. France FR<br />
7. Slovakia SK<br />
8. Austria AT<br />
9. Spain ES<br />
10. the Netherlands NL<br />
11. Portugal PT<br />
Navreme Boheme, s.r.o. 21
3.2.1 Selection criteria of the countries<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
1. Role of the country in the partnership<br />
We have selected all the countries that were included in the development partnerships, in which CZ<br />
was in the role of a transnational secretary, and further the countries where the Czech partners were<br />
a part of the development partnership supported by the CIP <strong>EQUAL</strong> funds of the given country.<br />
2. EU membership<br />
We have chosen both the representatives of the founding members (FR, IT, NL, DE) and the<br />
representatives of all enlargement waves: Western (1973, UK), Southern (1986, ES and PT), Northern<br />
(1995, AT) and Eastern (2004, PL and SK). This selection aspect proved useful at other evaluations in<br />
cases where we needed to compare the so-called milieu, thus mild, undescribed, uncodified<br />
differences in the environment that influence, to certain extent, the partnership and its management<br />
and are a condition of its functioning. In our case in particular, also finding out of the well-established<br />
practices and comparison of CZ with countries culturally close to us and, on the contrary, exposure to<br />
the contrast in advancement of the country from the point of view of ability to conclude and develop<br />
partnerships is concerned.<br />
3. Maturity<br />
We have balanced the countries of South and North and the countries of West and East. Both<br />
countries, which have similar experience as CZ, and the old Member Countries, the countries of<br />
moderate development and countries, which that have grown suddenly quickly due to the EU<br />
membership, are represented. In the sample there are two countries with approximately the same<br />
number of inhabitants as CZ has, two countries with twice smaller and bigger population and six<br />
countries belonging to the most densely populated (and at the same time the most powerful) EU<br />
members.<br />
3.3 Target groups of the evaluation<br />
From the above mentioned objectives and the analysis of the evaluation themes and questions, the<br />
following target groups result, which we mention in alphabetical order; we have assigned an<br />
acronym to each of them for further references:<br />
TARGET GROUP ACRONYM<br />
Experts (in particular for the area of human resources development, the<br />
ESF and the ERDF, for the areas of partnership principle and transnational<br />
partnership, the ESF programming and implementation, management<br />
and financing)<br />
EXP<br />
Decisive sphere (politicians, national policy makers, representatives of<br />
MoLSA for the area of active employment policy, regional and local<br />
decision-makers, managers)<br />
POLIT<br />
European Commission (CIP <strong>EQUAL</strong>, Evaluation Department) EC<br />
<strong>Final</strong> recipients (representatives of development partnerships) in CZ DP<br />
<strong>Final</strong> recipients (representatives of development partnerships) in selected<br />
EU countries<br />
DP EU<br />
Clients (clients of services provided/initiated by the CIP <strong>EQUAL</strong> projects) CLIENT<br />
CIP <strong>EQUAL</strong> Monitoring Committee MONIT<br />
CIP <strong>EQUAL</strong> National Support Structure in CZ NSS<br />
CIP <strong>EQUAL</strong> National Support Structure in selected EU countries NSS EU<br />
National Thematic Networks in CZ NTN<br />
National Thematic Networks in selected EU countries NTN EU<br />
CIP <strong>EQUAL</strong> Managing Authority MA<br />
Navreme Boheme, s.r.o. 22
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
CIP <strong>EQUAL</strong> Managing Authority in selected EU countries MA EU<br />
Applicants 4 APP<br />
3.4 Evaluation methodology<br />
For the findings necessary to formulate conclusions and recommendations, such research and<br />
evaluation methods were used so that the selected method would be able to find sources for the<br />
answers to the given evaluation questions most effectively. The methods, the detailed description of<br />
which we mention below, were aimed at the following target groups:<br />
RESEARCH / EVALUATION<br />
METHOD<br />
ACRONYM<br />
OF THE<br />
METHOD<br />
TARGET GROUP<br />
Analysis of documents ANAL No target group<br />
Questionnaire QUE All target groups<br />
Evaluation visit VIS DP, DP EU, CLIENT<br />
Evaluation of processes PROC NSS, NSS EU, MA, MA EU<br />
Focus group FG MA, NSS<br />
Continual (ongoing) evaluation CONT Evaluation team<br />
Case study CASE DP, DP EU<br />
Structured interview INT EC, POLIT, NSS, NSS EU, EXP<br />
SWOT SWOT No target group<br />
Each of the mentioned methods is characterised in details below. It is also described at each method, in<br />
which way the respondents were chosen, however, it is valid in general that they were selected<br />
according to the representativeness rule by means of quota selection.<br />
3.4.1 Analysis of documents<br />
A supporting method is concerned, the results of which served for the preparation of other evaluation<br />
methods, as a direct input of the process evaluation. It played a role of a key method in fulfilment of<br />
the tasks connected with topics 1 and 6. “Research from a table” is concerned (contrary to the field<br />
methods). The list of the documents analysed is mentioned in Annex 8.9 and the findings from the<br />
analysis of documents are mentioned then in special chapters.<br />
3.4.2 Questionnaires<br />
Two sets of questions came into existence and the questions were identified, which complement each<br />
other, verify each other mutually, and above all serve for comparison between the individual groups.<br />
The comments to the questionnaire had been made several times; the resulting form of the questions<br />
was then translated from English into Czech, Polish, French, Portuguese, Italian, Spanish and Dutch.<br />
The questionnaires were distributed in the electronic form only, namely through a web application,<br />
which enables safe and comfortable completion of the form and its anonymous sending on-line. The<br />
data are stored directly into a database, which increases the efficiency of their further processing<br />
significantly. The questionnaire was anonymous, but in order to be able to distinguish the target<br />
groups addressed by the questionnaire, two identification questions were mentioned in the<br />
introductory part of the questionnaire (country of origin and the type of the target group). The<br />
established target groups were addressed by means of an e-mail and an information campaign with<br />
accompanying information, which contained the www address, on which the questionnaire can be<br />
completed, explained briefly the meaning of the questionnaire and of the whole evaluation, further it<br />
contained the name of the contracting authority, an authorizing letter from MoLSA and the contact<br />
data for case of inquiries. Letters in the above-mentioned languages were sent to the contacts<br />
4 This group is a secondary one, it is not mentioned at the majority of activities in the tables to the individual<br />
topics and tasks as a target group, it was addressed by means of a questionnaire and above all, some<br />
recommendations for future management of the aid from the ESF are aimed at it.<br />
Navreme Boheme, s.r.o. 23
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
gathered. Short before the expiration of the period for completion of the questionnaire<br />
(15 June 2008), also reminders were sent on 8 June 2008, which increased the rate of return of the<br />
questionnaire. A number of respondents were sending inquiries both to the questionnaire<br />
investigation and to the results of the evaluation. All the questions were answered, namely in the<br />
language, in which the inquiry had been sent. A detailed description of this method is mentioned in<br />
Chapter 4.2.<br />
3.4.3 Evaluation visits<br />
The evaluators chose 70 representatives of final recipients representing at least 35 different<br />
development partnerships supported within the specified period of CIP <strong>EQUAL</strong> CZ, the foreign experts<br />
approached four representatives in each country, representing at least two development partnerships<br />
supported abroad (primarily those, in which Czech organisations participated, too), and six<br />
representatives in each country (including CZ) representing the projects supported from the ESF<br />
(especially those in the area of human resources development). Further the representatives of each of<br />
the implementation structure bodies (MA, NSS) were addressed in each of the analysed countries. The<br />
final selection of persons that were addressed and visited is mentioned in Annex 8.4. Notes were<br />
taken from each evaluation visit. These notes were supplemented with the data provided in additional<br />
interviews (by telephone). The notes have a uniform structure and the promise of anonymity of those,<br />
who provided their expression, is kept, therefore we do not mention the notes from the visits<br />
themselves in an annex.<br />
3.4.4 Evaluation of processes<br />
Evaluation of processes is a succession of activities aiming at identification, analysis and assessment<br />
of processes within the framework of a certain defined body, for example of a company, an<br />
organisational unit, a programme, managing structure and the like. Inasmuch as this method is<br />
oriented only at exploration of the internal environment, it was used in our case at the evaluation of<br />
internal management bodies of CIP <strong>EQUAL</strong> (i.e. MA and NSS) and further of the parts of the<br />
implementation structure directly related (i.e. MONIT).<br />
3.4.5 Focus groups<br />
We have adjusted the method of focus groups in this evaluation specifically to the needs; therefore<br />
two focus groups were carried out with the representatives of MA and NSS. The sense was to record<br />
the substantial experience with the programme management towards the recommendations<br />
concerning the 2007–2013 programming period and further to support the findings of the process<br />
analysis. Sets of questions for the individual groups and a scenario of the group were created. Then<br />
the evaluators asked questions and noted reactions and communications. Then the team of evaluators<br />
processed these expressions and made conclusions. With regard to sensitiveness of some expressions,<br />
it is not possible to publish these records. The results from the focus groups are transposed into the<br />
findings and recommendations in the Third Interim Report of the project Evaluation of CIP <strong>EQUAL</strong><br />
Transnational Cooperation Principle.<br />
3.4.6 Continual (ongoing) evaluation<br />
This method fulfils the evaluation objectives No. 9 and 10 and was an integral part of the work on this<br />
project. Its essence is supervision of a human being, who brings new stimuli into the work of the team<br />
and at the same time controls the quality of the work, each partial output is communicated with<br />
everybody and each piece of knowledge comes back into the team immediately. The evaluation<br />
principle consists then in it that the supervisor measures how the team comes closer (or does not<br />
come closer) to the original objectives of its work it defined at the beginning. This is carried out by<br />
means of evaluation tables, into which the internal evaluator writes how the team understands the<br />
individual objectives / sense of its work, then he breaks down these into individual tasks and he<br />
monitors in six stages how the individual members identify with the tasks and how they empower<br />
each other (empowerment).<br />
Navreme Boheme, s.r.o. 24
3.4.7 Case studies<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
A case study is a common research tool in social sciences and an evaluation tool. A case study is, in<br />
fact, a type of a research strategy because it works with the context of the reality, it is not a purely<br />
qualitative analysis and it combines the data analysis and qualitative elements of the research. It is<br />
often supplemented with other research methods, which was the case of this evaluation, too. The<br />
evaluation team worked with 35 studies of development partnerships in CZ and with more than 20<br />
foreign studies. The studies were based on the analysis of documents, interviews, visits and additional<br />
determination. The list of the case studies is mentioned in Annex 8.7. The studies were processed in<br />
standard way (structured descriptions of situations and processes elaborated in writing) then an<br />
analysis of them and interpretation of the differences and specifics was carried out. The precise<br />
structure of the case studies is mentioned in Annex 8.8, it contains in general: description of the<br />
situation (number of employees, competences, formation, powers, tradition), description of processes,<br />
environment, identification of effective methods of work, identification of barriers, solving conflicts,<br />
coherence with the surrounding CIP <strong>EQUAL</strong> management systems, links to the CIP <strong>EQUAL</strong> objectives,<br />
etc. The aim was to capture above all the well-established ways of partnership formation and<br />
development, the areas of its added value, thus the areas of solutions the transnational cooperation<br />
contributes to.<br />
3.4.8 Structured interviews<br />
This method was used when interviewing persons accessible with difficulty and where a personal visit<br />
would not increase the effect significantly and where it was necessary to act quickly (example of task<br />
No. 1) and further in additional interviewing of persons already contacted in the past (evaluation<br />
visits); therefore we have chosen for the interviews the experts from all the mentioned countries, the<br />
representatives of the European Commission, the Monitoring Committee, the National Support<br />
Structures, the National Thematic Networks and the representatives of the development partnerships<br />
that were not addressed in another way (except for the representatives of the development<br />
partnerships visited within the framework of evaluation visits). The evaluator identified the particular<br />
representatives on the basis of an analysis of particular persons’ suitability for interviewing from the<br />
point of view of representativeness, elimination of duplicities and the highest possible effectiveness of<br />
the used method. The list of all persons that were visited or inquired by means of structured<br />
interviews is mentioned in Annex 8.4.<br />
3.4.9 SWOT<br />
SWOT analysis was applied in the evaluation at two levels: 1) as a supporting analytical method in<br />
evaluation of results of the particular activities and 2) as a general matrix of evaluation of potential,<br />
results and threats of the actually implemented transnational cooperation within the framework of<br />
individual DP from CZ and the selected EU countries. The SWOT analysis was also used successfully<br />
for assessment of functioning of the transnational partnership in different cultural environments,<br />
which are given by different tradition, experience, social economical and political background. More<br />
detailed information on this utilisation of the SWOT analysis is mentioned in the chapter on concrete<br />
realization of the evaluation.<br />
Navreme Boheme, s.r.o. 25
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
4. Observations according to the given evaluation tools<br />
4.1 Analysis of documents<br />
The evaluation team worked with a number of information sources, the outline of which is mentioned<br />
in Annex 8.9 and also with partially obtained and partially newly created list of contacts, which are<br />
mentioned in Annex 8.10 in full.<br />
The contact data (e-mails) for addressing potential respondents from the individual target groups<br />
were obtained partly from the contracting authority, partly from the CIP <strong>EQUAL</strong> web portal (to be<br />
specific, from the ECDB database) and from the related web portals (e.g.<br />
http://www.transnationality.eu/). However, the contact data obtained from the above-mentioned<br />
publicly accessible sources were not entirely up-to-date in all cases, therefore the key role was played<br />
by the contact data provided directly by the contracting authority.<br />
The team used also the documents that were created during the evaluation or obtained from<br />
organisations. Further, in particular the ESF Forum belonged to important sources of up-to-date<br />
information; in order to obtain more detailed information on the ongoing evaluation of CIP <strong>EQUAL</strong> in<br />
CZ in process, among others, the advantage of participation in the seminar held by the company<br />
IREAS, o.p.s., on 23 March 2008 was taken.<br />
When studying the documents relevant for the evaluation purposes it was also necessary to cope with<br />
the fact that all documents are not available in Czech or English language; moreover, complicated and<br />
extensive and difficult documents are often concerned, in which only an expert from the given place is<br />
orientated. Among others, also for these reasons the evaluation team consisted of the experts from<br />
various countries.<br />
It can be stated in general that it results from the fact that the information on the projects are<br />
available at three or more places (in the structural funds monitoring system (MSSF) Monit, in the<br />
ECDB database, on the <strong>EQUAL</strong> CZ web, i.e. http://www.equalcr.cz/, as the case may be on the own<br />
web of the organisation implementing the project) that it is difficult to keep the information at all<br />
places in up-to-date form. In addition to that, the organisations themselves do not always have a<br />
possibility to modify the data regarding the project, thus the updating becomes more problematic<br />
further. While the sites of the organisations themselves where the given project was mentioned were<br />
up-to-date, the structure of these sites and the depth and quality of the information were obviously<br />
left completely upon the activity of the given organisations; for this reason the reliability and, in<br />
particular, the communicative value of the sites (with regard to the assignment of the evaluation)<br />
differed considerably. In case of the other mentioned places where the information on the projects is<br />
mentioned, the organisation did not have a direct possibility to update the information, but this was<br />
done vicariously (in case of the <strong>EQUAL</strong> CZ web through MA, in the structural funds monitoring system<br />
Monit through NSS and in the ECDB database through the database administrator). The organisations<br />
complained that in some cases they had had to ask for updating of the data repeatedly, however, in<br />
most of the cases they were not interested in administration of these systems at all. Thus it need not<br />
be clear at all to an ordinary user, who would be searching in these systems for the information on<br />
the projects, whether the content is up-to-date and who is responsible for it.<br />
A list of the projects is admittedly available on the cited <strong>EQUAL</strong> CZ web, but it is arranged according<br />
to the programme priorities, within the framework of which these projects are then hidden behind the<br />
name of the institution, which is not a common aspect, according to which the users interested in the<br />
projects search for the information. These will be most likely searching according to the name of the<br />
project, according to what it is concerned in particular or in which area of intervention it falls in; they<br />
needn’t know the name of the institution necessarily in advance. The web is thus structured<br />
regardless of the users’ needs, it comes out above all from the point of view of the managing<br />
authority. Moreover, it is not updated sufficiently, therefore it is not possible to rely completely on the<br />
information mentioned on it.<br />
When using the MSSF Monit system, the evaluation team has found out that it does not use the<br />
information utilisable for this evaluation (it is focused purely on the monitoring area).<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
On the contrary, the webs of the organisations implementing the projects have been identified as a<br />
relatively reliable source of information. However, also in this case we meet with the risk consisting in<br />
the fact that the organisations may change their web over time so that the information on the project<br />
already implemented will not be available any more (the team met with this situation in several cases<br />
of foreign projects).<br />
In general, it is possible to state that when carrying out the evaluation, it was difficult to obtain<br />
reliable and up-to-date information on the individual projects and in case, when this information was<br />
obtained, it was not sure whether a source always accessible was concerned.<br />
4.2 Questionnaire survey<br />
The link to the electronic questionnaire was sent to 1,786 e-mail addresses 5 while 69 of them<br />
returned as undelivered (i.e. 1,717 addresses were addressed successfully); 254 received<br />
questionnaires represent the response rate 14.8 %. Of this number, 219 questionnaires<br />
contained a set of questions focused on the representatives of the development partnerships, clients<br />
of the services created within the framework of the <strong>EQUAL</strong> projects (the target groups of the<br />
projects), members of the National Thematic Networks, independent experts and potential applicants;<br />
the set contained 21 questions. The remaining 35 questionnaires were filled in by the representatives<br />
of MA, NSS, the Payment Authority, the European Commission, the Monitoring Committee and the<br />
politicians and strategy makers in the area of HRD and the ESF; the set contained thirteen questions<br />
in total. None of the questions – with the exception of the inquiry about the country of the origin and<br />
the respondent type with respect to CIP <strong>EQUAL</strong> – was obligatory. Duplicities were removed from the<br />
obtained set of questionnaires, the questionnaires were deleted, in which less than 20 % of answers<br />
were filled in, and further corrections were carried out, on the basis of which the number of the<br />
answers being analysed reduced further by eight to the resulting 212 questionnaires focused on<br />
particular projects or recipients and 34 questionnaires, which were filled in by the management<br />
structure members, i.e. to 246 in total. A detailed outline of the work with the questionnaires and the<br />
results of the questionnaire investigation are mentioned in Annex 8.3.<br />
The answers from the questionnaires show that the most frequent source of inspiration, assistance<br />
and information for preparation and implementation of the transnational cooperation is the previous<br />
own experience. The experience of the partners from abroad in combination with methodological<br />
instructions of the EC and the assistance of the National Support Structure were mentioned as the<br />
source of inspiration and support. The quality of the particular support provided was high while this<br />
status has not been unchanging, but instead it is indicative of rather positive development of the<br />
relations between NSS and the recipients. To the planning of the project itself a question is related,<br />
what influence the transnational cooperation has on the l<strong>eng</strong>th of the project, respectively if it<br />
requires higher time investment. The original hypothesis was confirmed that there existed a certain<br />
influence for sure, however, it should not be extreme - the respondents most frequently concurred<br />
that the transnational cooperation extended the project by one fifth of its l<strong>eng</strong>th. When answering the<br />
question, which stages of the transnational project require more time, the respondents mentioned<br />
most frequently the very stage of preparation and then the overall coordination of the transnational<br />
co-operation. If the respondents of the questionnaire investigation mentioned that the teams<br />
implementing the transnational partnership needed support, than it was above all in the area of<br />
search for partners.<br />
According to the respondents, transfer of experience and practices, organising seminars, conferences<br />
and various other meetings belonged to most frequently implemented activities within the framework<br />
of the transnational cooperation. These findings were combined with the results of the inquiry for<br />
suitability of the individual activities for the transnational cooperation, to be specific, with the answers<br />
to the question: “Which activities are, in your opinion, the most suitable for the transnational<br />
cooperation?” with the selection possibility on the scale from 1 (not at all) to 6 (a lot). It is obvious<br />
5 In total on 302 addresses in CZ and 346 in IT, 134 in DE, 98 in UK, 13 in IE, 98 in PL, 219 in FR, 101<br />
in SK, 43 in AT, 109 in NL, 179 in ES, 90 in PT and other 54 in undistinguished way for the English<br />
version.<br />
Navreme Boheme, s.r.o. 27
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
from the results that the most frequent activities, in particular the transfer of practices and know-how<br />
and holding various expert events, are not at the same time those having the highest credit from the<br />
point of view of the managing structures. On the other hand, the mobility of employees and<br />
supervisors was evaluated with high credit, its quality was evaluated high by the interviewees,<br />
although it does not appear to be a frequent activity. This is an example of an activity, which was not<br />
frequent, but not for the reason that it had not been requested, but rather for the reason that it was<br />
demanding, its character str<strong>eng</strong>thened rather the quality than the quantity of the performance and in<br />
some cases, it had not been planned in advance and it was difficult to work it in the plan in the course<br />
of the project. To the question, which activities the project implementing entities did not implement<br />
but they had wanted to implement, most often these more demanding activities appeared, which at<br />
the same time received high credit of assessment of the importance; in the following order: joint<br />
development of new tools, joint experiments in the area of innovative approaches, joint development<br />
of methods, joint research, joint recognition of qualifications, short-term attachments, exchanges and<br />
study visits. Exactly the exchange and study placements were evaluated by those, who had<br />
implemented them, very positively. The respondents mentioned the lack of time and financial means<br />
to be the most frequent cause of non-implementation of these activities. The aspect of learning is<br />
considered to be indisputably the most beneficial within the framework of the transnational<br />
cooperation, in less developed countries learning (transfer) of something, which has already been<br />
applied abroad, is more often concerned, in more developed countries joint progress in knowledge<br />
and experience in the given area is more often concerned. The team has achieved interesting findings<br />
by means of combination of several graphs, namely the frequency of the most frequently<br />
implemented activities, activities which weren’t carried out, the activities they would str<strong>eng</strong>then next<br />
time and the activities they would reduce next time. This simulation of an ideal state is carried out on<br />
the background of comparison of CZ with the other countries, see the following graph.<br />
Combination of the data from graphs 8, 10, 25 and 27 mentioned in Annex 8.3 (the data for all respondents and<br />
for the respondents only from the Czech Republic are mentioned)<br />
250<br />
200<br />
150<br />
100<br />
50<br />
0<br />
transfer of practices<br />
know-how transfer<br />
project planning<br />
joint development of new tools<br />
project management<br />
partnership development<br />
joint development of methods<br />
joint experimentation of innovative approaches<br />
Combination of activities performed and not performed<br />
together with possibly empesized and restricted activities<br />
dissemination of best practices<br />
coordination meetings<br />
transfer of tools<br />
conferences<br />
study trips<br />
development of networks or alliances<br />
seminars<br />
internships and exchanges<br />
Navreme Boheme, s.r.o. 28<br />
negotiation of the partnership<br />
implementation of foreign know-how<br />
implementation of foreign practices<br />
joint research<br />
mobility for trainers and staff<br />
dissemination of research studies<br />
joint training courses<br />
implementation of foreign tools<br />
self-assessment<br />
Total Czech Republic<br />
benchmarking<br />
support to networks and alliances<br />
trainings<br />
joint recognition of qualifications or<br />
competences<br />
capacity building<br />
As regards the estimation of those, who profit of these benefits most, all respondents concur in the<br />
opinion that the partners of the projects profit most in the long-term perspective. In the opinion about<br />
the benefit for the users of the products and services created, who should benefit from the<br />
transnational cooperation in the CIP <strong>EQUAL</strong> projects potentially, too, the representatives of the<br />
managing structures appear to be more sceptical than the project implementing entities.<br />
c<br />
placements of students or clients<br />
twinning
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
4.3 Evaluation visits, interviews and case studies<br />
The exact form of the tools the team has used is obvious from the annexes, in which, among others, a<br />
structure of notes of an interview and a visit, a case study structure, a scenario of evaluation visits, a<br />
list of case studies and a list of the persons, who gave an interview and who were visited, are<br />
mentioned. The visits and interviews in the organisations took place in the time, when the projects<br />
were close after the closure, as the case may be their formal closure took place and the transnational<br />
cooperation has been already closed in the overwhelming majority of cases. However, in the majority<br />
of cases the project’s representatives were not yet able to assess the transnational cooperation “from<br />
a distance”. It was rather an exception if they were themselves able to take up a more complex<br />
evaluating position. It was often difficult for them to detach the aspect of the transnational<br />
cooperation from the content (topic) itself of the project. On the other hand, if an interview proceeded<br />
with a person, who was in charge of the transnational cooperation exclusively, the ability to refer<br />
about the transnational cooperation independently on the project topics was incomparably higher,<br />
however the ability of the total evaluation of the transnational cooperation within the framework of<br />
the project decreased in due proportion with it.<br />
With regard to sufficient lapse of time within the framework of visits and interviews, the selection of<br />
partners itself and the stage of preparation of the partnership agreements were best reflected by the<br />
projects’ representatives, namely all the more that with the approaching announcement of next calls<br />
this stage is becoming topical again. At the same time it is often reflected that the approach of the<br />
management structure has changed and has become better and above all the support structure<br />
functions in a different way. The representatives of the projects, as a rule, consider as important to<br />
pay more attention and energy to selection of the partners.<br />
But the project representatives, as a rule, do not have any opinions for the search for the partners<br />
established in advance that would be based on more general mapping of regions and their typical<br />
topics or national specifics in approaches, legislation etc.<br />
From the point of view of contributions of the partnership, one of the repeatedly appreciated<br />
contributions was the fact that through the formalised structure of the project’s partners, the given<br />
organisation established a number of partial partnerships with those, who participated in the individual<br />
meetings of the partnership or used other work tools – their transnational partners’ national partners.<br />
This motif appears as highly substantial, it is often mentioned as a significant contribution of the<br />
transnational partnership. Transnational formalised network relations sometimes even have come into<br />
existence between the organisations, which participated in the work on the project, without including<br />
any of the formal partners of the transnational project. The mainstreaming process, dissemination and<br />
further utilisation of the project outputs thus need not relate to the original partnership according to<br />
TCA. Thus the organisation already chooses the partner so that this would “cover” other potential<br />
(transnational) partners, with whom it will then develop a particular cooperation, as good as possible.<br />
The representatives of the projects were very little willing and able to talk about problems, which<br />
appeared in the transnational partnership. The problems in case of withdrawal of a partner or similar<br />
situations, which required substantial modifications of TCA and which were not possible to be<br />
concealed within the framework of the interview, belonged to one group. The only one different group<br />
of most frequently mentioned problems were the problems with the organisations from some<br />
countries – where the local approach and “culture” left the line of common practices and expectations<br />
noticeably. This experience cannot always be generalised, but it is possible to find certain regularity in<br />
the way how the partners from different countries or from their parts behave.<br />
4.4 Focus groups and evaluation of processes<br />
The focus groups were always designed so that they might balance the findings from the<br />
questionnaire investigation and from the evaluation visits and interviews. Above all the visits and<br />
interviews were conducted, with some exceptions (interviews with the representatives of the<br />
European Commission and CIP <strong>EQUAL</strong> agencies in the Netherlands, France, Germany, Austria,<br />
Portugal, Spain and the United Kingdom) with the representatives of the development partnerships<br />
and the transnational cooperation coordinators. Thus the observations mentioned in the previous<br />
chapter are based on this sample very clearly and the very focus groups should bring another view of<br />
Navreme Boheme, s.r.o. 29
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
the matter. For this reason two groups were suggested, one with the NSS representatives and one<br />
with the MA representatives. A scenario was established for each group, i.e. the questions that were<br />
asked during the discussion and the sense of which was to observe how the transnational cooperation<br />
management and implementation proceeded, how the monitoring and the evaluation were used, what<br />
kind of support was provided to the implementing bodies. A supplement to the focus groups was then<br />
the evaluation of processes, in this case above all of the information and communication flows among<br />
the mentioned bodies, i.e. the managing authority, PricewaterhouseCoopers and representatives of<br />
the development partnerships. Moreover, this picture of the flows becomes somewhat complicated by<br />
the fact that, within the framework of the transnational cooperation, it is necessary to negotiate also<br />
with the bodies outside the national field, thus with the representatives of the foreign development<br />
partnerships and even with the representatives of the foreign managing authorities (e.g. in case of<br />
TCA modification) and ministries (e.g. in case of proposals of international coordination of search for<br />
partners and gathering information to the transnational cooperation).<br />
The focus groups monitored mainly the issues of management and implementation of the<br />
transnational cooperation priority axis that is based on the knowledge of the context, in which the<br />
programme will be implemented, of the national and sectoral strategies that define priorities for the<br />
orientation of projects and activities and high-quality managing authority’s background. The managing<br />
authority makes its decisions on the basis of the valid strategic documents and follows the<br />
implementation itself by means of standard tools, to which monitoring and evaluation belong. As<br />
regards the process of the programme implementation itself, it may use systemic and national<br />
projects or specialised agencies according to the possibilities given by the setting of the given<br />
programme. Suitable and unsuitable management methods do not exist obviously, what probably<br />
matters more are recommended aspects of management, which are essential for successful<br />
implementation of the programme; clearly defined objectives and rules, understandable and willing<br />
communication with the given groups and system support (facilitation of preparation and<br />
implementation of the partnership, central database sources, methodical support) appear as most<br />
frequently mentioned. As regards project preparation and implementation, the implementing entities’<br />
requirements for the rules and calls say they should be above all understandable, clear and<br />
unchanging till the process closure (except for the modifications necessary for increasing the<br />
smoothness and quality of a programme). The present monitoring system meets neither the needs of<br />
the programme management nor those of the implementation of the projects. Monitoring can serve,<br />
besides its own objectives, also for aggregation for certain areas (the thematic or regional viewpoint<br />
suggests itself), programme management (setting priorities) and it can also serve as a tool for control,<br />
whether the same products do not come into existence in a parallel manner or whether doubled<br />
financing of activities/outputs does not occur. In the first stage, the setting of monitoring indicators is<br />
to be reviewed, in the second phase it is then necessary to provide systemic support to the abovementioned<br />
services. Evaluation must be planned in such a way that it could react to actual processes<br />
and events within the project, thus it must be able to add the evaluation criteria and to relate to the<br />
project currently. It is necessary to maintain the flexibility element in the evaluation and at the same<br />
time it is necessary for the evaluation to be detached from the monitoring system, if possible, it must<br />
not be dependent on it in any case. At the transnational level, transnational monitoring and evaluation<br />
activities may be considered, however, it is necessary to clarify their meaning and objectives,<br />
mandate, responsibilities and the system of their administration.<br />
The other line being followed by means of the focus groups and evaluation of processes was the issue<br />
of projects’ sustainability, mainstreaming and further development of the created products. The<br />
managing authority considers active participation in dissemination and mainstreaming of the outputs<br />
and results of the projects and expects benefits from the point of view of increased impact of projects,<br />
ensuring of sustainability of their outputs, and generally improved quality of the projects. For the time<br />
being, a strategy for further disposal of the products, clarification of the roles, responsibilities and<br />
mandate come into existence. The managing authority could make decisions on the extent of<br />
utilisation of the individual outputs already on the basis of the project applications, from which it must<br />
be obvious, which outputs will arise, for whom these will be intended and how they will be disposed of<br />
after the project closure. Thus the support of the outputs, mainstreaming and dissemination will have<br />
a systemic basis, however, within its orientation, it must work with the outputs individually. When<br />
making use of the outputs and results of the projects, the managing authority should be <strong>eng</strong>aged<br />
mainly at two levels: the international one, when the outputs that are common to several countries,<br />
will be concerned, and the national one, within the sense that MA would be a partner for<br />
mainstreaming. The extent, to which the role of the managing authority will be active in the utilisation<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
of the outputs of the projects, relates not only to its strategy, but also to the fact what mandate,<br />
mission and possibilities the managing authority has; thus the human, organisational and financial<br />
capacities for proper functioning of such system must exist. The capacities of MA may be<br />
str<strong>eng</strong>thened either through an external agency or by str<strong>eng</strong>thening the managing authority's internal<br />
capacities.<br />
5. Findings according to the selected topics<br />
In this chapter, we mention the findings according to the topics that we have identified as the central<br />
ones. De facto, these topics copy the management cycle of the projects, thus they are not formulated<br />
according to the tender documentation, but they come out from this assignment at the same time.<br />
The outline of the evaluation themes according to the original assignment is mentioned only in the<br />
following chapter.<br />
5.1 Preparation of the transnational cooperation<br />
In the countries that were included in the evaluation, various measures concerning facilitation of the<br />
process of formation of the transnational partnerships were recommended and somewhere also<br />
implemented. For example creation of a special measure or a project at the programme management<br />
level (not at the project level) was concerned. Or it was a recommendation of minimum extent of the<br />
partnership, a recommendation which countries to focus on when searching for partners (further to<br />
the national strategies) or which activities shall be str<strong>eng</strong>thened (it is generally recommended to limit<br />
generic activities that miss particular content); somewhere this principle was transposed into<br />
formation of a particular physical institution, the mission of which is to support the transnational<br />
partnership in the projects in the given programme. This fact was not reflected in the transnational<br />
cooperation preparation stage from the Czech part and the Czech partners were not prepared for it,<br />
somewhere they could have got in disadvantageous or unequal position in some other way during<br />
formation of the partnership.<br />
The transnational cooperation preparation should have proceeded in several phases but this did not<br />
always succeed due to the time pressure. Within the framework of the evaluation it has proved that<br />
the role of DPA was often underestimated, sometimes even the precise TCA was prepared right away<br />
(DPA used completely same formulations in the passages on partnership). Even in cases where the<br />
approach to the transnational partnership was more or less formal and remained limited to several<br />
partial tools (for example to working groups), this approach has changed within the framework of the<br />
implementation thanks to the dynamics it was bringing. At the same time it has shown up that a<br />
whole number of “types” of partnerships exists associated with the partners’ expectations. Where<br />
these expectations had not been clarified mutually well, the cooperation remained more or less<br />
formal, for the substantial modifications were not then attainable realistically within the framework of<br />
the project already in progress (mutual agreement and then the approval process by more national<br />
managing authorities). Various types of expected cooperation may be identified according to the basic<br />
theses and expectations formulated at the preparation of DPA, further according to the selected tools<br />
of the transnational cooperation and also according to the way how the local partners are <strong>eng</strong>aged in<br />
the transnational cooperation.<br />
Czech organisations acceded, as a rule, during the search for partners to the groups that had already<br />
been forming and in the first stage of the project implementation they behaved, with some<br />
exceptions, relatively passively. A reflection of the type “we have had a lucky hand in selection of the<br />
partners” often appears. Thus it may be assumed that if they were in a different situation (selection of<br />
the partners was not too lucky), they rather did not talk about problematic aspects of the<br />
transnational cooperation at all.<br />
As regards <strong>eng</strong>agement of the local partners in the transnational cooperation, both models were used<br />
within the framework of the partnership preparation. Close interconnection of the project topic with<br />
the transnational cooperation may be evaluated positively, too, as the case may be both forms of the<br />
transnational cooperation may have their positives, whether on the one a project implemented with<br />
national partners, in which the transnational cooperation plays one specific role, or on the other hand<br />
a project, which is with its own core and in its focus transnational, is concerned. However, within the<br />
Navreme Boheme, s.r.o. 31
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
framework of the interviews it did not always confirm that the type of management corresponded to<br />
the type of the project.<br />
During the preparation of further projects, the project representatives themselves consider an answer<br />
to the question, whether to prefer the already tried partners or whether to search for the new ones,<br />
namely also in case when the cooperation was beneficial and fulfilled their expectations – search for<br />
new partners means a potential of further significant stimuli and this may be a significant contribution<br />
for some types of projects. On the contrary for other projects, the partnership that follows up is a<br />
matter of developing of the already existing dynamics. An unambiguous answer to this question does<br />
not exist.<br />
5.2 Transnational cooperation administration and<br />
management<br />
Overall coordination of the transnational cooperation ensues from the selected managerial model: the<br />
transnational cooperation was either managed by one body or (less often) rotary management was<br />
concerned. The most frequent managerial model was bound to the partial results. At the beginning of<br />
the cooperation it was defined who was responsible for which output or type of the output and the<br />
designated partner managed/coordinated creation of the specified output. As a rule, this model was<br />
applied to one of the above-mentioned variants in a supplementary way. However, it often seems as if<br />
it had prevailed and suppressed the general formalised management model.<br />
As regards the participating bodies, it appears that it is substantial in what way the given bodies are<br />
<strong>eng</strong>aged in the cooperation, not which legal or organisational form is concerned. Both the projects<br />
managed by one strong body and the ones, which were managed according to the rotary approach,<br />
proved to be effective and successful, and in the same way the projects had significant outputs, in<br />
which the transnational cooperation was concentrated on one or two national partners, and also<br />
those, in which all the national partners participated in the implementation of the transnational<br />
element of the project. Problems are sometimes caused by the situation, when a different body has<br />
the responsibility for the transnational partnership in the given country than the recipient. In some<br />
cases this was highly effective, however, it is necessary for the relations and communication between<br />
these two bodies to be highly professional. This leads sometimes even to personal unions (one person<br />
works half for the recipient and half for the entity responsible for the transnational partnership).<br />
Experience of the managing partner, clear objective well distinguished and communicated with the<br />
other partners, clear roles and expectations belonged to the factors of success in case of transnational<br />
cooperation management by one body. As regards rotary management clearly identified individual<br />
stages and their outputs, a well-functioning collective body consisting of the national partners’<br />
representatives, which can solve contingent disputes, have become the most important factors.<br />
The national partners, who were not recipients themselves and who are not involved in the<br />
coordination and management of the cooperation more closely, perceive it often very vaguely, as if<br />
they were concerned in the development partnership purely from the content aspect and rather as an<br />
obligatory part of what was substantial = the processes proceeding at the level of the national<br />
partnership (and this is then de facto publicly presented in an international context in the form of<br />
transnational cooperation). In this respect, cooperation with the institutions, the employees of which<br />
cannot be motivated from the project financially (typically Employment Bureaus) appears as the most<br />
problematic. It is often not easy to find a person in such institution, who would surmise at least that<br />
he/she partakes in implementation of some project at the moment. As a rule, this is a reflection of the<br />
fact that the organisations would like to involve the institutional players in the game, but with the<br />
exception of some unique cases, this is not realistic without a possibility to remunerate them for their<br />
active involvement and their resolve and interest vanish fast.<br />
From the viewpoint of the staffing of the transnational cooperation on the part of the development<br />
partnership, the personnel stability of the implementing organisation is decisive; above all fluctuation<br />
on the positions related to the management of the transnational cooperation may cause<br />
complications. This really occurred in a number of projects. Further the stability and the extent of<br />
involvement and cooperation of the partners in each of the countries are essential. The point is<br />
whether the recipient or another designated partner ensures the transnational element as one<br />
“particular” overlap of the project in the given country or whether all partners or at least more<br />
Navreme Boheme, s.r.o. 32
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
partners from the given country partake in the transnational cooperation. Both may lead to good<br />
results, but the factors of success and failure differ for both types of involvement of the local partners.<br />
If the one, who ensures connection between the national and transnational level is one particular<br />
body, then the factors of success are his good communication and organisational ability and strong<br />
management, further it is then the ability to mediate the inputs from the project’s partners in the<br />
given country. In this case it seems that in general the most successful are the partnerships where<br />
one particular person stands in the head of the partnership (cases appear even sporadically when this<br />
person is not from the organisation, which is the recipient), who performs not only the role of a<br />
manager, but also the role of a leader, a drudge. However, this is valid only in case, if he/she persists<br />
for the whole project’s period because his/her contingent departure may be fatal for the given<br />
partnership. If not only the recipient but more partners from the given country participate in the<br />
transnational cooperation actively, the factor of success is the ability of cooperation and division of<br />
labour; the recipient’s role is then shifted into a coordination role.<br />
In the self-evaluation statements about the experience with management and implementation of the<br />
transnational cooperation in the CIP <strong>EQUAL</strong> projects, the stress on the administration of projects<br />
prevails. This represented such burden and was so demanding that the majority of the interviewees<br />
agree that at least one or two full-time jobs are necessary to be earmarked purely for the<br />
administration. The participants of the evaluation recommend earmarking one special person for the<br />
transnational cooperation itself. If the transnational cooperation is really active, then its coordination<br />
and work related to it will require one full-time job, too. We do not mention this argumentation as a<br />
recommendation for increasing the funds or warning against waste. But two realistic areas of<br />
problems result from it: 1) at the persons, who are able to do this work, there is high fluctuation rate,<br />
at the same time they are difficult to be substituted – and this is then an actual threat for the project<br />
and can affect it significantly negatively; 2) it is not manageable for the implementing organisations to<br />
pay from the salary of a “coordinator”/“administrator” of the development partnership their ordinary<br />
employees, who will manage the transnational cooperation beyond the framework of their normal<br />
work duties (also this finding was a reason for high fluctuation).<br />
The evaluation has shown provably that high administrative burden may cause threat to the project,<br />
namely not for the reason of high financial intensity, but for the reason of strong dependence of the<br />
projects on particular implementing entities, particular persons in the management of the project; this<br />
concerns also the transnational cooperation.<br />
The issues of eligibility of expenses do not play, according to the findings of the evaluation, a<br />
significant role. Its importance is more psychological. In the questionnaire investigation the<br />
respondents answered most often to the question, if the project implementing entities and their<br />
foreign partners understood the eligible expenditures differently, whether this fact influenced the<br />
project implementation, that they had encountered such problems admittedly, but these had not<br />
influenced the project implementation, or they had not encountered such problems at all. The<br />
situation of the foreign project implementing entities is contrary, these most often mentioned they<br />
had not encountered the problems at all, as the case may be that these had not influenced the project<br />
implementation. Thus we mean by the psychological level of the problem the fact the Czech<br />
implementing entities often “complain” that the conditions for the implementation were set more<br />
“kindly” for their foreign partners. However, partially the fact might probably play a significant role<br />
here that for the majority of their partners it was not that principal problem if some expenditure<br />
connected e.g. with business meetings, workshops or conferences “was not acknowledged” because<br />
these organisations have their own reserves, from which they may cover such minor disproportions.<br />
More generally, this hypothesis may be formulated that in the implementation of the projects across<br />
various countries the stability of companies and organisations, culture in the non-profit sector and<br />
long-term experience with the partnership itself play the major role. The differences in development,<br />
equipment and all-society support are perceived then for example in such marginalities, to which the<br />
host customs, financial possibilities or principles of the management of the partners belong.<br />
However, in general there is, according the hitherto findings, a significant difference in the required<br />
administrative procedures themselves. Some activities are so difficult “to be planned well” that these<br />
sometimes are not worthwhile for the Czech partners and they prefer not to implement them or these<br />
activities are taken over by the foreign partners. Also some specific expenses related to the<br />
transnational cooperation are problematic (e.g. international phone calls and the like). Thus distortion<br />
of some project’s expenses occurs and the organisation then tries to “compensate” for such<br />
unclassified costs within the existing structure of costs in a different way. Therefore neither in the<br />
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interviews nor in the questionnaire investigation the precise sums expended for the transnational<br />
cooperation were required, but the estimations and relative expressions compared to the original plan<br />
of the project budget.<br />
A separate problem is the possibility to finance trips for lower staff, who will work with the new<br />
products in practise, and for the representatives of the target groups. This is often necessary in order<br />
to ensure trial and testing processes; however, this is for the Czech partners, to the contrary from<br />
other countries, unfeasible of feasible with difficulties (e.g. it is possible to hide the travelling<br />
expenses for a group behind the purchase of services and the like).<br />
The representatives of the solving entities construe their contingent failure above all as failure of the<br />
administration. However, such perception is understandable only at the evaluation of the initial project<br />
stages, while in the implementation and mainstreaming stage it is necessary for the partners to be<br />
able to agree not only upon the form and practical form of the project management, but also upon<br />
the content of the implementation of the project itself, the methods of work being used, the quality of<br />
the outputs, involvement of various groups of people and bodies, etc.<br />
At the same time it is necessary to have sufficient space for the work on the project itself for it is not<br />
possible to plan innovations in advance, practical solutions come into existence only in the course of<br />
the project. Both internal and external factors bring the dynamics into the whole process. The internal<br />
factors are in particular the results of the work itself and also the outputs from the interaction among<br />
the partners (different cultural, social and legislative starting points, different approaches, traditions<br />
and experience). The consequence of the external links of the project, context and background of the<br />
project are external sources of change. Decisions must be made on how the outputs will look like<br />
practically within the framework of solving the project, which is open in all these respects. For this<br />
reason the factors of success cannot relate only to the administrative and managerial level of the<br />
projects.<br />
The evaluation has showed, that for the understanding to the factors of success it is suitable to<br />
differentiate more the component of management and the component of the project implementation<br />
itself, namely in all stages of the course of the project (preparation, implementation as a rule in yearly<br />
cycles, etc). The second significant structural result of this analysis is that it is suitable to construe the<br />
individual types of activities in context of the types of the target groups interested. Then it is easier to<br />
choose constellations of elements, which may be determined as the factors playing a significant role<br />
towards success of the project.<br />
5.3 Transnational cooperation implementation: activities,<br />
outputs<br />
From the point of view of the implementation, the most general contribution of the transnational<br />
cooperation assessed by the implementing entities is “experience”“. In spite of high evaluation of the<br />
sophisticated outputs and products, the practical experience seems to be assessed, on a long-term<br />
basis, as the principal contribution. A change in perception of connexions, of what can be concerned<br />
as “normal”, and the like is concerned. Further, it is the inspiration by particular procedures,<br />
approaches, finding of models, stimuli. These “basal” added values may not be underestimated. At the<br />
same time it does not mean in any case that the participants would not be able to appreciate also<br />
other, sophisticated outputs of the transnational partnership.<br />
The transnational cooperation is understood as an integral part of the projects – either as an<br />
obligatory component part or as something, which belongs to this programme necessarily, but also<br />
inherently (i.e. a whole scale of positions is present from “it must be” to “it would not be the same<br />
without it”). Therefore it is difficult for many respondents to differentiate during the evaluation the<br />
aspect of cooperation with the foreign partners from the content of the project itself. In general, we<br />
may state that the transnational cooperation influenced the project activities, implementation and<br />
outputs most significantly there, where the successful and mastered projects were concerned – it does<br />
not prove it would depend somehow on thematic orientation of the project, on the types of the<br />
activities chosen for the transnational cooperation, on type of the project or the type of the bodies,<br />
which implemented the project.<br />
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It is possible to follow several basic cooperation tools, which are characteristic for different project<br />
types. The projects, which are based above all on conferences and presentations of work of the<br />
national partners in transnational context, are organised and managed in a different way than the<br />
projects based on workshops, short-term attachments or intensive work on preparation of a particular<br />
product (joint research, development of know-how, of new tools, joint innovation – the management<br />
is tighter, the transnational cooperation is not disintegrated to such extent to partial tasks within the<br />
question of the individual partners).<br />
Each of the mentioned types of cooperation brings different effects. It resulted from the results of the<br />
questionnaire investigation that the recipients had classified in particular the transfer of practices and<br />
know-how, the development of the partnership, joint development of methods and new tools and the<br />
planning and management of the project itself as the key activities for the project’s success. However,<br />
the complex results of the evaluation have proved that the activities relating to the transnational<br />
cooperation used most often in CZ do not have to belong necessarily to the most suitable ones.<br />
The factors of success from the point of view of the project implementation itself may be identified<br />
according to the individual tools of implementation and according to the actors, at whom they are<br />
aimed. While for example international conferences have as their objective to reach wider public<br />
across the target groups and the surrounding of the problem, the professional work meetings work<br />
with the internal sources of the project. Sharing the practice involves the local actors, joint<br />
development of policies rather the independent experts.<br />
From the simplified questionnaire investigation and the evaluation visits and interviews a simplified<br />
classification of the activities and the tools of cooperation used according to the reached target groups<br />
has resulted:<br />
a) conferences and similar events reaching with its significance the professional public, people<br />
from practice;<br />
b) work meetings and expert teams – intended for particular work and narrowly focused, e.g.<br />
on development of some product, only the experts concerned partake or they invite the<br />
representatives of grantors, clients;<br />
c) work meetings comprising sharing of the practice as an integral part – practicians, target<br />
groups partake, some short-term attachments, some types of visits and the like belong here.;<br />
d) individual contacts – personal or mediated;<br />
e) other (research, short term attachments of study type, etc.).<br />
This shortened classification may serve as a good guidance for managerial decision-making bound to<br />
the transnational cooperation, it means decision-making on the extent of its formalisation, forms of<br />
contact, division of responsibility, setting communication, harmonising / balancing of the content and<br />
chosen forms, etc.<br />
In the sense of the factors of success, the individual identified activities may be qualified according to<br />
the participating target groups as follows:<br />
• Transfer of practices, tools and know-how: It may relate both to direct practicians<br />
(grantors) and the expert employees; the factors of success are good identification of terms<br />
and conditions, under which different target groups may be involved in such process, and<br />
suitably selected particular procedures that are transferable, comparable, as the case may be<br />
at least communicable among the participating parties.<br />
• Joint development of new tools and methods: Activity focused on expert teams – the<br />
factors of success are functionality and equilibrium of the team and agreeing, shared<br />
objectives; all issues concerning the framework for the given development need to be solved<br />
in advance, namely including an accord on the starting points and values.<br />
• Joint experiments in the area of innovative approaches: An innovative method that<br />
presupposes involvement of experts, intermediate bodies (grantors, consultancy bodies, etc.);<br />
the factors of success are good composition of the team, enough stimuli, ability to react to<br />
current situations and local environment.<br />
• Joint research: Expert activity, in which it may be sometimes difficult to determine how the<br />
transnational team differentiates from another team, therefore the factor of success within<br />
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the framework of the projects of this type is sufficient link of the research to the particular<br />
project topics, further also comparativeness in the orientation of the research, etc. is<br />
concerned.<br />
• Joint training courses and recognition of qualifications and competencies:<br />
Educational activity relating to three groups – the training bodies themselves, the bodies<br />
creating methodologies and the bodies deciding on accreditation. According to the project<br />
type, the criterion of success is suitable involvement of the partners from each participating<br />
country in all these groups.<br />
• Implementation of foreign practices, tools and know-how: More or less a<br />
dissemination procedure not requiring more significant multilateral participation, which may,<br />
however, have more or less formal character. Further see dissemination of good practices<br />
(below).<br />
• Dissemination of results of research: See joint research (above) and dissemination of the<br />
best practices (below)).<br />
• Dissemination of the best practices: The factor of success is evaluation of transferability<br />
and utilisation of the given practice, procedure, new tool. The dissemination may be more<br />
formal, presupposing passive takeover of current modules, work procedures, etc. or active,<br />
consisting in processes of acquisition of the given practices (in such case it belongs rather to<br />
creative, freer, open processes).<br />
• Self-evaluation: An individual tool that is <strong>report</strong>edly frequently used and, in case of<br />
sufficient extent of frankness, contributes every kind of cooperation for sure, namely including<br />
the transnational one, but by no means it is specific for it.<br />
• Coordination meetings: The coordination teams work in the composition corresponding to<br />
the type of the project management and the type of the activities being implementing and the<br />
circle of the participating target groups related to it. It is not possible to determine uniform<br />
concrete factors of success for their work.<br />
• Seminars and trainings: Types of meetings, where one participating party arranges for a<br />
programme with work and educational element. It may relate to various target groups, in the<br />
same way as in case of the coordination meetings it is not possible to determine uniform<br />
particular factors of success.<br />
• Conferences: Key activities involving more target groups, a wider circle of professional public<br />
and, at the same time, influential groups. Balancing of composition and a motivations of the<br />
individual target groups, not the total number of participants, are the factors of success.<br />
• Short-term attachments and exchanges, study visits: One of the most frequent<br />
activities, which is evaluated very positively at the same time, and high contribution to quality<br />
and success of the project is attributed to it. The activity was most often aimed directly at the<br />
employees of the bodies involved in the transnational cooperation, as the case may be at the<br />
national partners’ representatives or at the target groups’ representatives (e.g. clients of the<br />
services, employers and the like.). The factors of success are suitable choice of the<br />
participants and of the venue (programme of the activity), suitable timing, ability to facilitate<br />
the relations and contacts established during the activity, ability to assist further development<br />
of the acquired skills and experience, ability to interconnect this activity with mainstreaming at<br />
the national level and ability to utilise the participants’ skills in other activities of the project.<br />
The factors of failure are orientation at the form instead at the content, wrong estimation of<br />
motivation and of the participants’ needs and a too strict plan.<br />
• Benchmarking, development and support of networks or associations; building of<br />
capacities; twinning; students’ or clients’ placement and mobility of employees<br />
and supervisors: According to the results of the questionnaire investigation, utilisation of<br />
these tools was minimal. The evaluation team does not have sufficient amount of documents<br />
to be able to deduce qualified conclusions.<br />
In order to determine the key factors of success, it is suitable to classify the projects according to the<br />
type of activities and the involved target group. Also the structure (firmer or looser) of the project and<br />
its management should correspond to it, too. It is possible to find different factors of success for the<br />
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work of the expert teams and professional seminars focused on development of particular new tools<br />
or educational materials than for joint experiments, innovative forms of work, some types of<br />
dissemination and implementation. Different background is necessary to be created for various<br />
participating groups, to presume different forms of work; each of these types requires different<br />
logistics and outputs.<br />
One of the variants of structuring being offered that is worth mentioning is “variable” structuring. It<br />
may relate to the cooperation itself and perhaps still more to the approach of the national support and<br />
managing structure. It is obvious from the statements in the interviews the respondents would, on the<br />
one hand, welcome the possibility to influence the cooperation more, to have it more in their hands<br />
and, on the other hand, they would appreciate more freedom, creativity, flexibility. Certain dichotomy<br />
in this respect is understandable and it would be possible to accommodate it by higher extent of<br />
structuring in the initial stages of the project (see the parts dealing with the project preparatory<br />
stages above), which would in case the cooperation proves useful, pass into greater freedom and<br />
would develop the motif of mutual trust and responsibility of the partners more. This model could be<br />
very convenient for involvement of the national support structures, even if it were not easy to set<br />
understandable and comparable conditions for it at the beginning.<br />
It is then convenient to choose the tools, forms and particular activities of the transnational<br />
cooperation according to the content and objectives of the particular partnership and according to the<br />
involved target groups generally already in the preparatory stages of the project, as the case may be<br />
of the development partnership. The bearer of this know-how in this future comparable projects can<br />
be hardly anybody else than the national support and managing structure.<br />
5.4 Sustainability, mainstreaming and wider partnership<br />
networks<br />
The issues of sustainability, mainstreaming and wider partnership networks relate above all to:<br />
• further utilisation, ownership and copyright and its succession at the products arisen within<br />
the framework of the project – know-how, information and educational materials, CDs and<br />
DVDs, tutorial materials, work sheets, promotional materials, brochures, web sites, outputs of<br />
research, auxiliary ledgers, the best procedures and practices and the like are concerned,<br />
namely including the possibilities for their further development, which as the case may be<br />
need not be of non-commercial character any more;<br />
• dissemination of the outputs and products arisen / tested within the framework of the projects<br />
and their implementation in wider context (thematic / resort area, geographical area –<br />
regional or nation-wide public policy, legislation); complementing the outputs, grouping and<br />
accessibility of the outputs according to the topics, i.e. not only according to the isolated<br />
projects; interconnection of the outputs at the corresponding level with the target groups<br />
concerned;<br />
• active work with wider groups of recipients and potential recipients of the outputs from<br />
the projects, it means with the groups, which are not and could not have been identified in<br />
the project as the “target groups”, but in spite of that they enter the game in some way or<br />
other; if this happens, then it is essential for wider links and usability of the project outputs to<br />
address them and <strong>eng</strong>age them actively;<br />
• maintaining of the established partnerships and relations, further utilisation of the acquired<br />
contacts, scope of knowledge and self-confidence and their further transfer at the level of<br />
links, relations and personal (personality) growth.<br />
With regard to the aspect of the transnational partnership and cooperation in the projects being<br />
evaluated, it is necessary to construe these topics as complementary, but not as marginal. In the<br />
basic plan, it is necessary for them to be considered and solved already within the framework of the<br />
projects. The solving entities bear indisputably the principal responsibility for sustainability of the<br />
project’s outputs and also for maintaining of the created relations and links, in spite of the fact that<br />
the role of the national support and managing structure (and as the case may be of other bodies) is<br />
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considerable in this respect, in the mainstreaming area in some cases (a least in the sense of<br />
coordination) even not substitutable and leading – especially the areas of interdepartmental<br />
dissemination and implementation at the level of regional or nation-wide public policy or legislation<br />
are concerned. However, this role passes to the order of the day only in the stage of completion of<br />
the projects and still more significant after the termination of the given programme or the<br />
programming period, when it becomes the main bearer of potential continuity with overlap to all the<br />
potential players.<br />
Dissemination of the outputs from the project is taken into account, even if they are not always the<br />
priority in practice. However, the project solving entities are not completely clear about many aspects<br />
of their future, shall the possibility of consequential utilisation, further development of the outputs,<br />
their ownership and the like be concerned. If these aspects of dissemination of the outputs and of the<br />
further lot of the created / obtained products / values were obvious, clarified and defined (best also in<br />
writing) from the beginning, there would be a good cause to believe the outputs from the projects<br />
would be of better quality, developed more specifically for the given organisation, the area of effects<br />
or the recipients’ target group.<br />
Beyond the framework of the project implementation itself, it is suitable to consider all the above<br />
mentioned topics and to plan also specifically for the three following stages:<br />
1) Stage of the project closure<br />
A whole number of mainstreaming aspects, which overlap the frameworks of the individual projects<br />
evidently, whether the creation of the overall climate suitable for putting the outputs of the projects<br />
into practice, pressure upon the competent bodies to <strong>eng</strong>age in the mainstreaming process and the<br />
like; orientation of the projects towards the outputs relating to the implementation of principal<br />
objectives of the concrete policies or formation of the public policies, etc.; or consideration of the<br />
outputs of the projects in the European institutions structures or the institutions of the states are<br />
concerned. In all the cases mentioned here, it is suitable and often inevitable for the projects to have<br />
the support at the relevant level – e.g. at the level of the respective resort ministry, interdepartmental<br />
commission, the government. In this case the managing authority is a part of one of the ministries, so<br />
it is possible to consider that it could, within the framework of the given ministry create conditions for<br />
the implementation and dissemination of the outputs of the projects to have sufficient support at<br />
appropriate places and to enjoy adequate attention of the representatives of the institutions and also<br />
of the elected bodies.<br />
However, it is necessary keep in mind at the same time that the managing authority as such may be<br />
identified neither directly with the given state administration body on the one hand nor with the<br />
results of one project on the other hand an that the managing authority can affect the political<br />
structure only in a limited way, whether at the level of the government (the executive) or of the<br />
parliament (legislation). Definitely, it is very difficult to formalise such role.<br />
Thus it may be assumed that it will remain above all the matter of the projects themselves (and the<br />
entities implementing them), to which extent they expect political and structural (institutional) support<br />
in their final stage (it means as a rule when holding conferences at the European level in Brussels<br />
with participation of influential persons close to the European Commission or the European Parliament<br />
or at the national level) and to which extent they can generate this support by <strong>eng</strong>aging the key<br />
players. If this type of mainstreaming is assumed, it is necessary for its strategy to be an integral part<br />
of the project, while it is necessary to begin to map the necessary constellation of players and forces<br />
well in advance already within the framework of the project activities themselves – of course, in<br />
coordination with the managing authority.<br />
2) Stage after the closure of the projects<br />
The resort ministry is under pressure to support the dissemination process and dissemination of some<br />
products also after closure of the projects. This is understandable with regard to caesuras in the<br />
project financing; on the other hand, no body may take over the responsibility instead of the project<br />
solving bodies, namely even in case when it does not fulfil obviously its obligation resulting from<br />
the project and it is imminent that it is not possible to ensure mainstreaming after the project<br />
termination. It is necessary in this mater that no additional costs would arise within the framework of<br />
dissemination of the project results and implementation of the outputs.<br />
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As we have mentioned, it is possible to prevent such situations by correct formulation of the projects,<br />
in particular in the matter of the copyright, reproductive rights and other rights with regard to<br />
the products, their further innovation and utilisation. It is necessary to ensure that the projects could<br />
not be formulated in such way that further dissemination of the created product requires the means<br />
and procedures the given applicant is not able to ensure and he neither undertakes to do so. It is<br />
necessary to consider such product as incomplete and incapable of independent utilisation – it is<br />
necessary to solve similar situations already in the phase of evaluation and selection of the projects.<br />
If further activities from the part of the state bodies and institutions in the area of dissemination and<br />
mainstreaming were not assumed in the project in advance, the ministry may take over some<br />
mainstreaming activities on the basis of the managing authority’s recommendation, but it should<br />
always be obvious that doing so it concerns such project as unsuccessful – unable to ensure the terms<br />
and conditions, under which the funds had been awarded to it.<br />
Different situation is valid in case further interventions from the part of the state bodies in the matter<br />
of mainstreaming were expected, agreed and the respective body adopted this responsibility by the<br />
approval of the given project.<br />
As far as further dissemination, education and dissemination of the outputs are concerned, it is<br />
necessary for the entities concerned to make use of the available systems of support being intended<br />
for it, whether from the sources of the EU, the state or of the self-governments, from the private or<br />
own sources.<br />
3) Stage of maintaining partnership and support to some processes at the transnational<br />
level<br />
In some cases, after the termination of the project, processes proceed, which require external support<br />
and the course of which is essential within the framework of mainstreaming: they follow up with the<br />
links and processes established in the projects, in particular at the transnational level, they follow up<br />
with the current political events and reflect them, make use of their dynamics and the like.<br />
In these documented and chosen cases it is suitable for the managing authority to keep or to create<br />
the possibility to use the suitably selected support tools. Above all the support to processes is<br />
concerned that could not have been assumed within the framework of the projects and that result<br />
from the current situation and the circumstances occurred. It is suitable to search for the form of<br />
suitable covering of some mainstreaming activities, which are in compliance with the national strategy<br />
and the selected priorities. At the same time it is appropriate to search for a suitable form and to<br />
select adequate transnational cooperation tools. In this sense, two basic directions seem as possible,<br />
namely cooperation with the respective commissions of the Council or with the groups of the<br />
European Parliament members – according to the orientation on the executive or the legislation, in<br />
the same way inside the individual countries.<br />
As regards the factors of success, if mainstreaming and cooperation with the institutions and<br />
individuals beyond the framework of the partnership formalised in the project and essential for the<br />
dissemination of the outputs, their implementation in practice, influencing policies and practice and<br />
the overall “background of the project” are concerned, the ability to lobby, to acquire relevant<br />
contacts, to address key players with the current agenda and to be able to activate them and to<br />
involve them in the matter appear as essential. The requirement to cooperate with the target groups,<br />
as the case may be also with the intermediate bodies, is related with it, where the factor of success is<br />
the ability to obtain fast feedback and to react to the current situation related to the project. The<br />
success of the project is often bound with it, how it will succeed to change the approaches of the<br />
target groups, how the target group will accept the newly created product, how the intermediary<br />
organisations will make use of the new know-how, etc. The ability to be in contact with these groups<br />
(and if possible, to involve them in these solutions already in the time of preparation) is therefore also<br />
a significant factor of success.<br />
Above all from the point of view of the managing authority, complex work with the outputs of the<br />
projects – including those arisen from the transnational cooperation (grouping of the results across<br />
the topic, in ideal case also across the resorts) – is then absolutely essential in the area of<br />
dissemination and mainstreaming. In this sense the responsibility for sensitiveness towards potential<br />
usability (and accessibility) of the project outputs for fulfilment of the public policy priorities and for<br />
their formulation is not transferable to another player.<br />
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The managing authority should also follow the overlap of the projects (above all of the project<br />
outputs). It is obvious the managing authority is not the guarantor of the quality of the outputs, in<br />
spite of that it could prevent conceptual chaos in this respect by means by more intensive<br />
communication and timely sharing (several projects create thematic or conceptual materials conceived<br />
completely differently).<br />
5.5 Monitoring and evaluation<br />
Monitoring and evaluation are two different mechanisms that have different partial goals, orientation<br />
and procedures, in spite of that they accord on the global objective to help to increase the quality of<br />
the management and implementation of the projects and the programme as a whole. For this reason,<br />
they also need to make sense, and the use of these activities must be clear to all the participants.<br />
Monitoring is gathering of the knowledge in the structure prepared in advance so that it would have<br />
substantial information (communicative) value and it would be possible to aggregate them. Monitoring<br />
brings the information on the course of certain activities retroactively, namely in the structure that<br />
does not change in the course of the monitoring. Evaluation is a more-layer process containing<br />
gathering of knowledge (observation), its systemisation in findings and above all their interpretation<br />
with regard to the defined objectives and the expected states, but also with regard to dynamics,<br />
unforeseen changes and the resulting state. The evaluation brings the interpretation on how it is<br />
possible to understand some modified or unforeseen facts and how it is possible to understand<br />
connexions. Thus the evaluation is necessary there where we ask about effectiveness, search for<br />
successful and unsuccessful forms, procedures, etc.<br />
It is necessary to assist the projects to be able to use these tools suitably for the own quality<br />
management and for the project management cycle. A methodical document exists to these tools,<br />
which is Guidebook for the Transnational Cooperation of the Community Initiative <strong>EQUAL</strong>, which may<br />
be commented and extended for it is not formulated with regard to the needs of projects (but from<br />
the point of view of the programme needs) and it misses a basic outline of evaluation types and<br />
purpose of the individual evaluation tools. In addition to that, it is necessary to inform the applicants<br />
on the necessity to use monitoring and evaluations already at preparation of the applications since for<br />
their suitable inclusion in the plans and implementation of projects it is necessary to calculate also<br />
with the appropriate capacities. For this reason, it would be suitable to implement specifically focussed<br />
educational and training activities of MA for the purpose of elucidation of the actual significance of<br />
monitoring and evaluation, how to assign and implement them (including allocation of appropriate<br />
capacities already when drawing up the project’s plan and budget), how to asses their quality<br />
(especially in case of tendering external evaluations and management of internal evaluations) and<br />
how to use them strategically for the management itself.<br />
Monitoring is essential to follow the course and fulfilment the projects’ outputs, but it should serve<br />
also for comparison, aggregation for certain areas (thematic or regional point of view is offered),<br />
programme management (setting priorities), as the case may be as a tool for control, whether the<br />
same products do not arise in parallel or whether doubled financing of activities or outputs does not<br />
occur.<br />
As regards the evaluations, a scale of various evaluation tools, types of evaluations and also thematic<br />
orientation of the evaluations is offered. It is necessary to know these possibilities and to select them<br />
suitably with respect to the purpose and expectations the valuation shall fulfil. In the transnational<br />
cooperation, it is possible to assess partial project outputs and products arisen and verified in the<br />
transnational partnership, when the assessment will provide feedback either still in the course of the<br />
transnational cooperation itself or for the consequential projects in the following calls through the<br />
managing authorities and consultancy sources. After all, this is the sense of monitoring and evaluation<br />
– dissemination of outputs from the programme implementation.<br />
Joint monitoring and joint evaluation at the level of several states would be a contribution for success<br />
of mainstreaming since the transnational partnerships bear a joint product, a service or a change that<br />
is necessary to be promoted at the level where it came into existence, thus at the transnational level,<br />
as the case may be to “raise” the outputs verified at the local level to the European level. The<br />
transnational cooperation should contribute to better utilisation of the monitoring outputs to more<br />
precise and more multilateral evaluation. For this reason MA considers ensuring the part of the<br />
monitoring process or drawing up at least some evaluation studies on the basis of a joint activity of<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
several member states. This activity must build on a transnational, inter-governmental agreement and<br />
specification of an assignment for monitoring or evaluation from the position of the given group of<br />
countries. At the same time, the reasoning is possible rather at the level of comparisons (of similarities<br />
or on the contrary, of differences), in it how the individual accents in the priorities of the thematic<br />
(intervention) areas in the given countries, in the wider context of the European Employment<br />
Strategy, are stipulated. With regard to the fact that such setting will most probably exceed the<br />
competencies of the ministries, inter-governmental agreements would have to be concerned. At the<br />
same time these agreements would have to stipulate the responsibilities for system administration and<br />
sharing the costs connected with its development and operation.<br />
Individual countries create also monitoring and evaluation plans, e.g. “Northern Ireland European<br />
Social Fund Programme 2007 – 2013” mentions in Chapter 4 Evaluation in paragraph 4.24 the<br />
evaluation strategy in the first half of the programme: having carried out the substantial part of the<br />
project activities to evaluate the contribution (added value) of the programme to the strategic<br />
intentions of the EU, the Member State and the region and, in particular the innovative, supranational<br />
and interregional activities and horizontal themes. The evaluation strategy of the North Irish ESF<br />
programme will be updated for the second half of the programme’s duration in order to take account<br />
of the regional socio-economical and political development. In the United Kingdom, the West Wales<br />
and the Valleys Convergence Programme - Operational Programme for the ESF mentions in Chapter 3<br />
– Strategy, paragraph 3.131 that the managing authority shall establish an independent Transnational<br />
Cooperation Unit to support the programme activities. Then in Chapter 6 in paragraphs 6.40 – 6.42<br />
the planning tool of the managing authority “Strategic Frameworks” is described as an implementation<br />
strategy to achieve the strategic objective by means of strategically interconnected project<br />
interventions. These frameworks will serve in selection of the projects, they will enable their<br />
comparison. Thus the managing authority will be able to identify projects proposing transnational or<br />
interregional cooperation already in the stage of submission and selection and to direct them towards<br />
achieving of the programme objectives. It will be able to provide them specific assistance also during<br />
the implementation and monitor and evaluate them purposefully in cooperation with the Monitoring<br />
Committee. The East Wales Regional Competitiveness & Employment Programme for the ESF 2007–<br />
2013 is drawn up accordingly. Both these programmes will thus be implemented, monitored and<br />
evaluated with the managing authority’s active participation, without prejudice to the Monitoring<br />
Committee’s power and responsibility.<br />
5.6 Management of the CIP <strong>EQUAL</strong> and other HRD<br />
programmes funded from the ESF<br />
Management and implementation of the transnational cooperation priority axis does not arise in<br />
vacuum, it follows up with the previous experience in management of similar programmes and it does<br />
not definitely assume that it will leave the begun tradition completely. On the contrary, this is<br />
obviously the solution to the basic question, the general problem connected with management of any<br />
programmes: namely to what extent to set the rules and restrictions in such a way that the exerted<br />
endeavour would really reflect in the improved quality of the implemented projects. It appears that<br />
obviously the surest answer is the link-up with the traditions, the implementing entities’ expectations<br />
and the previous experience, from which this results as a rule. The priority axis management must<br />
work necessarily with the context of the Czech environment, thus with the relatively low experience of<br />
the project implementing entities in transnational partnerships and (sometimes) with the partnership<br />
at all, smaller stability of institutions and weak links between the transnational and national level of<br />
the partnership. In the countries that were included in the evaluation, various measures were<br />
recommended and somewhere also implemented. For example, creation of a special measure or a<br />
project at the programme management level (not at the project level) was concerned, which will<br />
facilitate the process of search for the partners and formation of the transnational partnership; in<br />
some countries this type of measures is implemented in the form recommendation of minimum extent<br />
of the partnership, which countries to focus on when searching for partners (further to the national<br />
strategies), which activities shall be str<strong>eng</strong>thened (it is generally recommended to limit generic<br />
activities that miss the concrete content); somewhere this principle was transposed into formation of a<br />
concrete physical institution, the mission of which is to support transnational partnership in the<br />
projects in the given programme. A recommendation to announce gradually successive calls, some of<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
which (or each) will focus specifically of the concrete priority area, geographical territory or the types<br />
of activities, seems and an alternative to this model.<br />
6. Description of the course of evaluation according to<br />
individual evaluation outputs<br />
In order to understand the procedure of the evaluation implementation, it is suitable to give the<br />
ongoing outputs, their assignment and in short also the content of the outputs into context, even if it<br />
is, in most of the cases, expanded on in other places of this <strong>Final</strong> Report in different connections. It is<br />
in particular because the ongoing outputs from the evaluations were not intended for publishing. The<br />
below-mentioned text is supplemented by Annex 8.2 Evaluation topics.<br />
The evaluation commenced with considerable delay, the data of handover of the interim <strong>report</strong>s were<br />
slightly postponed but the date of the <strong>Final</strong> Report handover was not postponed. This has lead to<br />
great pressure upon the evaluation time schedule, a whole number of the implementation stages had<br />
to overlap each other, the evaluation <strong>report</strong>s (in particular the Input Report and the First Evaluation<br />
Report) were formulated as preliminary in many aspects. Thus the outputs had to be supplemented<br />
with as special study called “Study Focused on Support in Preparation of the Calls of OP LZZ<br />
Transnational Cooperation Priority Axis”, output No. 4 of the project.<br />
6.1 Topic 1: Part of the study focused on the support in the<br />
preparation the first call of Priority axis Transnational<br />
Cooperation OP LZZ<br />
Subtopics:<br />
Rules for eligibility of expenses, defining the area of intervention from the material orientation of the<br />
supported projects, supporting mechanisms on the part of MA and on the recipient’s part and the like.<br />
Partial evaluation outputs:<br />
1) Input Report (17 April 2008), output No. 1 of the project<br />
2) “Study Focused on Support in Preparation of the Calls of OP LZZ Transnational Cooperation Priority<br />
Axis”, (8 July 2008), output No. 4 of the project.<br />
Short summary of the process:<br />
The original time schedule of the project assumed that this part would be drawn up as the first one<br />
and would be a part of the Input Report. Due to the overall shift in commencement of the evaluation<br />
and procedure of successive works, the framework introduction in the First Input Report was<br />
supplemented by the document of July 2008. Above all, the first outputs from the questionnaires and<br />
realized visits and interviews were used in it. Study of documents and advices of people involved in<br />
CIP <strong>EQUAL</strong> management abroad were used to great extent; background research of the available<br />
sources was carried out, namely both of the documents concerning OP LZZ and the given priority axis<br />
and also the related documents (in the time of processing the task only a document from France was<br />
available), methodologies to transnational cooperation in general and above all the evaluations and<br />
good experience (what proved useful, how the transnational cooperation actually proceeds). For the<br />
purpose of consideration of the suitable areas of intervention and suitability of selection of the<br />
partners, the evaluation team drew up a SWOT analysis based on the experience from the partnership<br />
across countries, and summarises thus the specifics of the environment, topics, conditions, cultural<br />
and historical tradition, experience and potential for partnership with bodies from CZ. These findings<br />
were transposed into relevant recommendations. The Third Interim Report followed up with this<br />
process.<br />
Navreme Boheme, s.r.o. 42
Short summary of partial outputs (basic findings):<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
a) Preparatory stage<br />
The preparatory stage, above all the strategy of selection of partners and preciseness of the planning<br />
process has the biggest influence on success of the project. It is necessary to make maximum<br />
effective use of the available information and experience for identification of suitable partners, to give<br />
sufficient time to negotiating and to plan the course and outputs of the transnational cooperation<br />
carefully. In this stage, MA could help with search for contacts and above all of further information on<br />
partners, including more detailed information on the situation in the given country with regard to<br />
content and orientation of the project. It is important for the whole preparatory period to be used<br />
really effectively. The condition of effective utilisation of this period is, at its beginning, the availability<br />
of all the necessary documents and functionality of organisational background of the support<br />
structure. The recipient should enter the preparatory stage already with completely clarified content<br />
and sense of the project, expectations, involvement of partners and the like.<br />
b) Involvement of national partners in the transnational cooperation<br />
Involvement of the partners and cooperation of the partners in each of the countries are essential.<br />
The point is whether the recipient or another designated partner ensures the transnational element as<br />
one “concrete” overlap of the project in the given country or if all partners or at least more partners<br />
from the given country partake in the transnational cooperation. In addition to this partnership, the<br />
project should create mechanisms for involvement of the institutions, target groups and important<br />
players outside the formal partnership within the framework of the project. This is essential for<br />
dissemination of the outputs, their putting into practice, influencing policies and practice and the<br />
overall “project background”. The project implementing entities must receive fast feedbacks and react<br />
to current situations of the “project background”, be in contact with these groups and, if possible,<br />
involve them in these solutions already in the time of the preparation.<br />
c) Managing authority’s role<br />
A significant requirement to MA relates to this, namely to assist the projects in mainstreaming, thus to<br />
find and hand over suitable contacts, to help with lobbying, to assist in dissemination of outputs,<br />
namely both at the national and international level. MA should become a partner to projects, not only<br />
an administrator, it should introduce the outputs of the projects to the political scene and lobby for<br />
them. A frequent rebuke was the administrative burden; the majority of the respondents agree that at<br />
least one or two full-time jobs are necessary to be earmarked purely for the administration. Everyone<br />
recommends earmarking of one special person for the transnational cooperation itself. In the selfevaluating<br />
statements on the experience in the transnational cooperation management and<br />
implementation in the CIP <strong>EQUAL</strong> projects, the accent on the administration of the projects prevails,<br />
the representatives of the solving entities construe their contingent failure above all as failure of the<br />
administration. However, in the implementation and mainstreaming stage it is necessary for the<br />
partners to be able to agree not only upon the form and practical form of the project management,<br />
but also upon the content of the implementation of the project itself, the methods of work being used,<br />
quality of the outputs, involvement of various groups of people and bodies, etc. On the other hand, it<br />
is necessary to have sufficient space for the work on the project itself for it is not possible to plan<br />
innovations in advance, practical solutions come into existence only in the course of the project. If it is<br />
possible within the framework of the rules, MA should assist in modifications in plans and financing of<br />
the projects at the most, it should become a support, an advisor, take away the administrative<br />
burdens of the projects to the maximum possible extent defined by the programme rules.<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
6.2 Topic 2: Part of the study focused on the assessment of<br />
Czech DP’s work<br />
Subtopics:<br />
The way, in which the transnational cooperation influenced the outputs from the projects most<br />
frequently, which documents it came from; what types of supported projects, what activities, types of<br />
support and in which stages were successful.<br />
6.3 Topic 3: Part of the study focused on the assessment of<br />
the work of DP supported in other EU Member States<br />
Subtopics:<br />
The way, in which the transnational cooperation most frequently influenced the outputs of the<br />
projects, differences among conditions in the individual states, the outputs that were influenced<br />
thanks to the possibility to cooperate with transnational partners, types of support, documents.<br />
6.4 Topic 4: Analysis of the specific aspects and the added<br />
value of the ESF projects based on the support of<br />
transnational cooperation<br />
Subtopics:<br />
Added value of the transnational cooperation and its connexion with higher financial intensity;<br />
structure of expenses, eligibility and specific demands.<br />
6.5 Topic 5: Analysis of interesting approaches and specific<br />
areas of HRD in other EU countries<br />
Subtopics:<br />
Examples of good practice of foreign human resources development programmes, orientation of the<br />
projects in the area of human resources development, types of intervention, intermediating of the<br />
information to the applicants.<br />
Partial evaluation outputs to topics 2 - 5:<br />
The First Interim Report (30 June 2008), i.e. output No. 2 of the project, and the Study Focused on<br />
Support in Preparation of the Calls of OP LZZ Transnational Cooperation Priority Axis, (8 July 2008),<br />
i.e. the special, additionally requested output No. 4, and complete results of the questionnaire<br />
investigation mentioned in the Second Interim Report (5 August 2008)<br />
Short summary of the process:<br />
The notes from the evaluation visits and interviews of the Czech (topic 2) and foreign (topic 3)<br />
evaluators, further then the knowledge from the transnational and regional comparison and from the<br />
study of documents were used. The questionnaire investigation that took place in all eleven countries<br />
involved in the evaluation was then a very substantial source; the team drew the conclusions for<br />
processing of topics 2 to 4 from this investigation.<br />
Short summary of partial outputs (basic findings):<br />
The transnational cooperation was an obligatory part CIP <strong>EQUAL</strong> and a number of the participating<br />
organisations would not have included it in their projects on their own. The investigation has proved<br />
that the participating bodies in absolute majority have gradually begun to perceive it as a component<br />
part of the programme as a whole. Often, in spite of the initial disbelief and low expectations, they<br />
evaluate it as a very valuable and unexpectedly rewarding part. In a wide scale of concrete<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
contributions it is possible to find a common denominator: it is widening of the views, or in general<br />
“the experience”, widening of the context of thinking, perception, attitudes, behaviour, solutions and<br />
further significant knowledge that the problems the given organisations deal with have European<br />
dimension and solution.<br />
The most significant factors influencing efficiency and success of the transnational cooperation seem<br />
to be, according to the results of the evaluation, compliance / sharing the project objectives among<br />
partners, selection of the partner and the innovation rate of the concrete project. Above all, thanks to<br />
this fact the preparatory and the initial stages of the project, which consequently have the principal<br />
impact on the whole implementation, seem essential for the success of the development partnership.<br />
In this respect, also the cooperation with the managing authority and the quality of its support is<br />
mentioned as the key factors, too.<br />
In many respects it was not been possible to trace any considerable difference among the Czech<br />
Republic and the other EU countries, the respondents’ reactions to the same questions and themes<br />
are similar in many aspects.<br />
However, it is possible to trace some differences, namely substantial. These relate above all to the<br />
extent of experience in the projects and partnership of the similar type, while it is not possible to state<br />
unambiguously that greater experience means higher effectiveness and project contribution at the<br />
same time. The experience may play both positive and negative role. Nevertheless it is possible to<br />
state already now that the international partnership within the CIP <strong>EQUAL</strong> framework is appreciated<br />
as high in the Czech Republic as in the other participating European countries.<br />
Analysis of the specific aspects and of the added value of the ESF projects based on the support of<br />
transnational cooperation was elaborated in more details in the First Interim Report and the account<br />
of its outputs were taken in this <strong>Final</strong> Report in particular in concrete recommendations relating to<br />
implementation of the projects with transnational aspect. The analysis has arrived at the conclusion<br />
that 1) the projects containing the transnational cooperation require longer time at the preparation,<br />
which must be planned carefully at the same time whereas this plan should eliminate later<br />
modifications of the transnational agreement, however, at the same time it shall be possible to modify<br />
the original plan according to the needs that will occur only from the implementation of the project<br />
itself; 2) the added value of the transnational cooperation is in particular the possibility to take over,<br />
as the case may be explore various approaches to solution of the given problem, which however<br />
requires the knowledge of the context in the given countries (whether the transferability of these<br />
solutions is possible at all), as the case may be accentuation of the needs of the Czech party, thus an<br />
active role of the Czech partners when searching for a solution and its verification in practice (raising<br />
agendas, not their takeover), further the added value consists above all in increased knowledge<br />
capacities of the project implementing entities, str<strong>eng</strong>thening of the negotiating position in<br />
mainstreaming and dissemination of the results and enlarging the partnership networks by European<br />
level; and 3) the project implementing entities and the support to implementation of the projects must<br />
take account of the differences among the individual EU Member States occurring in the are of<br />
eligibility of expenses, language knowledge, terminology and timing of the projects (if the<br />
transnational partnership is to be based on concrete projects, then it is very breakable at the moment<br />
when these projects do not terminate at the same time). The recommendations mentioned in Chapter<br />
7 come out from these findings, while the issue of sustainability is a specific area: if the transnational<br />
cooperation has a project basis, then already at the beginning of planning the aid the account must be<br />
taken on how the transnational outputs, as the case may be the transnational overlaps of the projects<br />
will be maintained after their termination for most of the organisations as a rule do not have<br />
capacities to develop further the transnational cooperation and its results without the project support.<br />
For this reason also one of the recommendations aims at considering of a systemic support to<br />
transnational mainstreaming from the position of the managing authority.<br />
A specific part of the study answered also the question of relevant HRD areas, on which it would be<br />
desirable to focus the projects implemented in the form of transnational cooperation in the following<br />
programming period. In the time of processing this part of the evaluation only a call from France for<br />
projects in transnational cooperation, strategic documents of HRD and related areas from ten EU<br />
countries included in this evaluation (see the list of sources in the annex hereto) and evaluation<br />
<strong>report</strong>s concerning this topic from Poland and Austria were available. The evaluation team was coming<br />
out from the findings from the evaluation visits, study of documents and expert recommendations.<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
While some countries have the orientation of the transnational cooperation in HDR defined according<br />
to the appropriate strategic documents thematically (if ever), other countries prefer regional<br />
orientation (less frequent case). For this reason the expert team combined both approaches and to do<br />
so it used the SWOT method, thus it divided the analysis according to individual countries and<br />
specified further the topics, which are recommended for cooperation with the given country. However,<br />
the SWOT analysis defined also a wider context, in which these topics come into question for Czech<br />
organisations and identified risks connected with it. In any case it is necessary to point out that these<br />
topics are secondary ones; really primary is what was broken down in the First Interim Report in more<br />
details, thus success in negotiating and planning of the partnership, equilibrium of the partners,<br />
understanding and sharing joint objectives and values. The topics we have singled out for the<br />
orientation of the HRD projects implemented in the form of transnational cooperation are the<br />
following ones: social economy and entrepreneurship (IT, PT), employment services and advanced<br />
vocational training (UK, AT, FR), community development, local partnership and wider partnership<br />
networks (UK, NL), social area, inclusion and inclusion strategies (NL, DE, FR, UK, ES), research (HU,<br />
PL, DE), Public Private Partnership and intersectoral cooperation (DE), industry restructuring (ES),<br />
tourist industry (ES), cultural heritage (ES, FR and the like).<br />
6.6 Topic 6: Part of the study focused on the synthesis of the<br />
findings from previous parts of the study (part 1)<br />
Subtopics:<br />
Factors of success and failure, roles, suitability and unsuitability of supporting tools, forms of<br />
announcement of calls, cooperation in monitoring, stage of closure of projects and possible roles in it.<br />
Partial evaluation outputs to the first part of topic 6:<br />
The Second Interim Report (5 August 2008), output No. 3 of the project<br />
Short summary of the process:<br />
The <strong>report</strong> was drawn up as a complex analysis of findings, interpretation of a wider context, it<br />
contained preliminary conclusions and possible trajectories and some partial recommendations.<br />
Short summary of partial outputs (basic findings):<br />
In order to be able to identify the factors of success and failure and to formulate consequent<br />
recommendations, the evaluation differentiates the component of management and the component of<br />
the project implementation itself, namely in all stages of the course of the project; further it construes<br />
the individual types of activities in context of the target groups. In general, it is possible to state that<br />
the preparatory stage is essential for success of the project; the investigation has not shown this<br />
stage would be short in setting of the conditions and that there would be provable chain of causation<br />
of failure of a concrete project with a short preparatory period. However, effective utilisation of this<br />
period and quality of support are concerned. The support from the part of managing and support<br />
structures plays indisputably an important role in implementation of the projects with transnational<br />
participation. It results both from the questionnaire investigation and the interviews that the support<br />
is essential at preparation of the projects and further when solving operative problems connected<br />
with administration of the projects. Most of the project implementing entities found their partners<br />
through the ECDB database and in the implementation they inspired themselves by various <strong>EQUAL</strong><br />
manuals. The requirement towards MA to become involved in mainstreaming and to help the projects<br />
to present their outputs at the national and transnational levels seems as very significant.<br />
As regards the financial means intended for the transnational cooperation, the problem does not<br />
consist in their amount or availability, but it appears rather then when the project is more open to<br />
modifications and innovations and reacts to the requirements arisen only in its course. It results from<br />
the evaluation that the high administrative burden may cause threat to the project, namely not for the<br />
reason of high financial intensity, but for the reason of strong dependence of the projects on concrete<br />
implementing entities, concrete persons in the project’s management; this concerns also the<br />
transnational cooperation.<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
We understand the question, in which way it would be possible, from the part of the programme<br />
managing authority, to prevent or at least to minimise the found negative factors, at two levels: 1) the<br />
concrete steps related to the roles of the managing and support structure, costs for the transnational<br />
cooperation, l<strong>eng</strong>th of the preparatory period, created information tools are concerned, and 2) the<br />
point is, which new or innovated tools concerning both the obligatory structure (terms and conditions)<br />
and the auxiliary structure for the projects MA can create.<br />
6.7 Topic 6: Part of the study focused on the synthesis of the<br />
findings from previous parts of the study (part 2)<br />
Subtopics:<br />
Factors of success and failure, roles, suitability and unsuitability of supporting tools, forms of<br />
announcement of calls, cooperation in monitoring, stage of closure of projects and possible roles in it.<br />
Partial evaluation outputs to the second part of topic 6:<br />
The Third Interim Report (19 September), output No. 5 of the project<br />
Short summary of the process:<br />
The <strong>report</strong> was drawn up as a complex analysis of focus groups and evaluation of processes, it<br />
contained conclusions and recommendations.<br />
Short summary of partial outputs (basic findings):<br />
This part of the study focused on the recommendations directed into the area of systemic utilisation of<br />
the selected outputs and results of the projects financed from the ESF, when it was considered on the<br />
one hand when this support should start (from preparation of the projects till the period of projects’<br />
closure), and on the other hand how to implement this support. Both the possibilities of external<br />
solution (external agencies) and the means of systemic projects, where both the support of<br />
preparation of strong transnational partnerships and mainstreaming of outputs and results of their<br />
work may be concerned, were considered. The sense of further utilisation of the projects’ outputs and<br />
results consists in it that their quality improves in this way, the parallel development of similar or<br />
same products is eliminated and mainstreaming is supported significantly. The role of the managing<br />
authority can be seen for example as an administrator of a central platform, which would present<br />
individual outputs of the projects classified – besides other criteria – according to the target groups.<br />
Since the target groups are given by the respective operational programmes and further by the<br />
orientation of the individual projects actually implemented, the question then does not consist in who<br />
the outputs should be mediated to, but above all how. The evaluation team’s proposals mentioned for<br />
example information campaigns (including TV spots, billboards and other means of traditional<br />
advertising), Internet advertising and viral marketing (in general, this is possible to be used for<br />
everything, a communication method is concerned), support to thematic networks with bigger accent<br />
on expert authority, national, as the case may be thematic competitions, conferences and fairs and<br />
further the events specifically focused and made to measure to concrete target groups.<br />
As regards the models of financing, common budget sources, revenues, systemic projects, national<br />
projects may be used. As regards the cost factors of the project outputs, the Cost-Benefit Analysis<br />
(CBA) may be included in the project applications; as regards the systemic and budget means, then<br />
the strategic decisions at the level of ministries are concerned, as the case may be of concrete<br />
operational programmes. The rule is valid that the system of support to outputs and results of the<br />
projects must be transparent at the most for a selective (not a flat) matter will be obviously<br />
concerned. Further, this system will be introduced newly therefore it will be necessary at the<br />
beginnings of the implementation to verify, whether the support really achieves the stipulated<br />
objectives and quality. Thus the evaluation will proceed by means of common techniques of social and<br />
economical analysis – namely already at the selection of the projects, in course of creation of the<br />
outputs and also after the termination of the projects and handover of the outputs – on the basis of<br />
data obtained through monitoring and specific evaluating procedures - on the basis of the criteria<br />
known in advance contained in the operational programmes, in the calls and, as the case may be also<br />
in assignments of systemic/national projects. But the evaluation methods could be applied also for the<br />
decision-making process itself, which will be necessary before the beginning itself of the mentioned<br />
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EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
activities and which will be at the same time highly determining for setting the indicators of<br />
quality/success.<br />
7. Recommendations for the individual stakeholders<br />
7.1 Recommendations for the entities submitting and<br />
implementing projects<br />
7.1.1 Transnational cooperation preparation<br />
• To have an own idea and objectives what I want to achieve by the transnational cooperation in<br />
the project;<br />
• To make maximum use of the preparatory stage, to select partners carefully (with regard to the<br />
topic, context in the given country, partners’ motivation, their capacity and the like), to plan<br />
together sufficient time for preparation of the partnership agreement, to carry out background<br />
research focused on the transnational actors, their outputs and experience, European dimension<br />
of solving of the problem;<br />
• To get acquainted with the situation in the partnership countries and in concrete regions well and<br />
to find out, whether the environment there is suitable for the objectives intended;<br />
• When selecting the partners, to take account of differences (cultural, social, economical,<br />
legislative and political).<br />
7.1.2 Transnational cooperation administration and management<br />
• To choose the management model based on the partners’ temper and ability; it is possible to<br />
have a freer plan and also a very strict and detailed plan;<br />
• To choose in the way of involvement of the national partners in the transnational cooperation in<br />
advance.<br />
7.1.3 Activities, added value<br />
• To focus on the activities bringing high added value, not to repeat activities without a change and<br />
not to implement generic activities;<br />
• To study good experience, to learn from the experience from the previous projects;<br />
• To follow the project’s objectives in the activities;<br />
• To be ready to make use of changes and surprises in order to str<strong>eng</strong>then the project’s<br />
innovativeness.<br />
7.1.4 Sustainability, mainstreaming and wider partnership networks<br />
• To interconnect the transnational level with the national level, to enable transfer of relevant<br />
experience and knowledge in both directions;<br />
• To arrange for a wide partnership network supporting the project activities, not to rely on one<br />
strong partner and/or a project limited in time;<br />
• To insert sustainability, continuance of the activities started, development of the created products,<br />
communication within the wide partnership network and mainstreaming into the project plan<br />
already since the beginning, to commence these activities in time, not only in the end of the<br />
project.<br />
Navreme Boheme, s.r.o. 48
7.1.5 Monitoring and evaluation<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• To define the own indicators of measurement of progress and success;<br />
• To incorporate monitoring and evaluation activities in the plan, time schedule and budget of the<br />
project;<br />
• Not to be afraid to acknowledge a mistake, to have instruments for correction, modification, to<br />
incorporate the results of the evaluations in the project cycle management;<br />
• To make use of evaluation and monitoring for improvement of the management of the project<br />
quality and its results;<br />
• On the basis of ongoing evaluation, to carry out programme corrections that will increase its<br />
effectiveness.<br />
7.2 Recommendations for MA and NSS<br />
7.2.1 Role within the framework of the programme and relations to other<br />
actors<br />
• The rules of management, implementation and the formulation of the calls itself and of all the<br />
other supporting documents should be understandable, consistent and they should not change in<br />
course of the proceeding, as the case may be modifications are recommended only in cases where<br />
they do not complicate the programme implementation and implementation of the projects<br />
themselves.<br />
• With regard to the fact that from the essence of the transnational cooperation contact<br />
with partners from other countries results, the programme management should, to the maximum<br />
possible extent, harmonise the rules so that these might not collide directly with the rules in other<br />
countries, this relates above all to eligibility of expenses and conditions of partnership (partnership<br />
agreements).<br />
• It would be convenient to facilitate the process of concluding partnership agreements and further,<br />
to create conditions for contingent modifications of contractual relations among the partners.<br />
• The role of the managing authority, as the case may be of other supporting bodies must be<br />
defined clearly and presented to the aid recipients; it should be always obvious, to whom, when<br />
and with what the entities interested in information may turn in a certain stage of the project<br />
implementation (from the preparation of the partnership as far as to the closure of the projects<br />
and further utilisation of their outputs).<br />
• The programme management should create multi-channel communication for the recipients’<br />
groups, the used communication tools should be understandable, the forms should be acceptable,<br />
and communication should correspond to needs and possibilities of the given groups.<br />
• It is necessary to keep always in mind the main programme’s objectives, and thus to search for<br />
the ways how to improve the quality of the projects and to decrease the administrative burden of<br />
the entities implementing them, to eliminate instrumental and purposeful projects and misuse of<br />
the aid; for this purpose it is possible to consider e.g. simplification in <strong>report</strong>ing, introducing lump<br />
expenses, making the monitoring system more transparent and drawing up the so called black<br />
lists.<br />
7.2.2 Formulation of expected outputs and results of the transnational<br />
cooperation<br />
• The calls should be announced in the manner that would provide sufficient time not only for the<br />
drawing up of projects, but also for the evaluation of a call as such (from this reason, the version<br />
of announcement of more calls gradually and differently oriented/modified seems as more<br />
convenient).<br />
Navreme Boheme, s.r.o. 49
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• Support from the part of the managing authority must be available for the applicant, especially<br />
when searching for partners and finalising the partnership agreements. However, besides that it is<br />
necessary not to forget about the possible overlaps of the projects into other programmes thanks<br />
to the transnational aspect of the projects, therefore it seems as convenient to prepare common<br />
documentation to the application - this has already been introduced in the Rural Development<br />
Operational Programme (the Leader axis and pre-established local action groups – LAGs - as<br />
applicants), where also the projects of the CIP <strong>EQUAL</strong> type may be. The calls should not<br />
contradict the terms and conditions contained in the operational programmes and Community<br />
initiatives.<br />
7.2.3 Preparation of the partnership agreements<br />
• The assistance for the applicants must be available, of high quality and understandable during the<br />
whole period when a TCA is being negotiated and established. Besides that, it is of course<br />
necessary to have available good methodological aids for preparation of the applications, welldrafted<br />
calls, consultancy assistance from the part of the managing authorities. As regards the<br />
transnational cooperation, it is necessary to accentuate specifically the process of a partnership<br />
preparation and the importance of the partnership agreement, as the case may be, of a covenant<br />
on how and under what terms and conditions a partnership will operate.<br />
• For this reason, it is necessary to have up-to-date information available, among others, about<br />
potential partners, as well as methodological tools for correct selection of the partner and the<br />
negotiation of the terms and conditions for the partnership. It is recommend to str<strong>eng</strong>then the<br />
information support to the applicants even before applications are started being prepared to avoid<br />
any duplications (e.g. proposing the procedures that have already been implemented, creating the<br />
tools that have already been implemented, realising similar projects concurrently, etc.) and noncooperating<br />
among projects having similar objectives. This relates especially to Internet portals<br />
where it is possible to search for thematically similar projects, projects from the same geographic<br />
area, partners´ projects, etc.<br />
7.2.4 Transnational cooperation administration and management<br />
• We recommend to simplify management and administration to the maximum extent, to<br />
consolidate the rules, to eliminate redundant things, not to change rules during the<br />
implementation stage, to consolidate the structure of applications, to unify the monitoring process<br />
and to use it more.<br />
• First of all, to announce a time schedule for calls with brief information on their thematic<br />
orientation and extent. Then, to announce gradually successive calls, some of which (or each) will<br />
focus specifically of the concrete priority area, geographical territory or the types of activities (for<br />
the detailed specification, see the Third Interim Report).<br />
• Not to announce all calls at the same time as this would create considerable pressure on MA from<br />
the point of view of the methodological and consulting assistance to the applicants, in case of<br />
gradual announcement of the calls, MA will have enough time to develop specific methodologies<br />
and, at the same time, applicants will get a clearer idea about where to direct their interests if<br />
need be, which of the calls to prepare for, because they will know the thematic plan of the calls.<br />
• We do not recommend making any radical changes in the current structure, we rather<br />
recommend to consider outsourcing those parts of the works that are related to administration<br />
and financing of projects and to maintain strategic and content decision-making.<br />
7.2.5 Sustainability, mainstreaming and wider partnership networks<br />
• We propose to establish a national or transnational portal with information on the projects and<br />
their outputs, which would bring unprejudiced, reliable and up-to-date information.<br />
• Further we propose to establish a register of organisations, which defalcated the financial means<br />
from the ESF (the so called black list). The rules for this register may be taken over for example<br />
Navreme Boheme, s.r.o. 50
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
from the European Commission that sets up the conditions, under which an organisation may be<br />
excluded from the possibility to obtain public funds redistributed by the Commission, namely<br />
either for ever (in case of very serious wrongful acts) or for the period of five years (in case of<br />
minor wrongful acts).<br />
• We propose to clarify contingent role the managing authority may play in mainstreaming already<br />
in the stage of preparation and implementation of the projects and to solve all the elements of<br />
dissemination and mainstreaming in time within the framework of the projects.<br />
• One of the aspects of sustainability is also the issue of maintaining and development of the knowhow<br />
developed by the organisations, the bearers of which are concrete employees. If the project<br />
termination means loss of these people, it is partially also the loss of the created know-how. The<br />
activities aiming at further development of the created know-how should thus take account also of<br />
the concrete people, who are its bearers: the managing authority should be able to include them<br />
in consequential programmes (lobbying at national and European level, seminars and the like).<br />
7.2.6 Monitoring and evaluation<br />
• It is necessary to help the projects to be able to use the monitoring and evaluation tools for<br />
their own quality management and the project cycle management.<br />
• It is necessary to modify the methodological aids, to focus the educational and training<br />
activities of MA on this area for purpose of elucidation of the actual significance of monitoring<br />
and evaluation, how to order and implement them (including allocation of appropriate<br />
capacities already when drawing up the project’s plan and budget), how to assess their<br />
quality (especially in case of ordering external evaluations and management of internal<br />
evaluations) and how to use them well for the management itself.<br />
• Monitoring should serve also for comparisons, aggregation for certain areas (the thematic or<br />
regional viewpoint suggests itself), programme management (setting priorities), as the case<br />
may be as a tool for control, whether the same products do not come into existence in a<br />
parallel manner or if doubled financing of activities or outputs does not occur. In the first<br />
stage, it is necessary to review the setting of monitoring indicators so that their fulfilment<br />
would really reflect the reality and could thus serve for further decision-making at the level of<br />
the project and of the programme. The project and above all the programme level should<br />
have the possibility to interfere with the monitoring system setting in such a way that it would<br />
serve really for the above-mentioned purposes. In the second stage it is necessary to consider<br />
systemic solution of the monitoring in such a way that it would offer the necessary<br />
aggregations, comparisons and following of duplicities/similarities in projects.<br />
• As regards the evaluations, both a scale of various evaluation tools, types of evaluations and<br />
also thematic orientation of the evaluations is offered. It is necessary to know these<br />
possibilities and to select them suitably with the respect to the purpose and expectations the<br />
evaluation shall fulfil. At the project level, it is recommended to work with ongoing evaluation<br />
in sophisticated way, at the programme level it proved useful to combine more types of<br />
evaluations that may be, moreover, classified according to thematic areas.<br />
• Contingent transnational solving of monitoring and evaluation must be built on transnational<br />
cooperation at the level of the managing authorities and specification of the assignment for<br />
monitoring/evaluation from the position of the given group of countries, namely at the level of<br />
comparisons (of similarities or, on the contrary, of differences) in it how the individual accents<br />
are defined in the priorities of the thematic (intervention) areas in the given countries, in a<br />
wider context of the European Employment Strategy. Setting of such cooperation must come<br />
out from agreements that will define competencies of the individual actors, responsibility for<br />
system administration and sharing costs connected with its development and operation.<br />
• It is necessary to draw up an assignment for a transnational information system and to<br />
negotiate competencies, to create a concrete draft of functionalities and system<br />
administration and of course, to negotiate consent of the countries concerned. It is necessary<br />
Navreme Boheme, s.r.o. 51
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
to compare in advance the documents in various countries dealing with defining of the<br />
individual material priority axes of the ESF programmes and to create the assignment on this<br />
basis.<br />
• The managing authority should have the possibility to identify projects proposing<br />
transnational or interregional cooperation already in the stage of submission and selection and<br />
to direct them towards achieving of the programme objectives. It will be able to provide them<br />
specific assistance also during implementation and to monitor and to evaluate them<br />
purposefully in cooperation with the Monitoring Committee.<br />
7.2.7 Conclusion to the recommendations for the managing authority<br />
Within the framework of the evaluation carried out and, in particular with regard to the character of<br />
the evaluation questions two topics have been opened, which rule out with its character that the<br />
recommendations of the evaluation might result from the evaluation but it may provide a description<br />
and structuring of these topics for contingent political decisions.<br />
First of all, an overall problem related to “project financing” of significant part of the bodies that are<br />
the recipients of the programmes (among others CIP <strong>EQUAL</strong>) is concerned. Nobody casts doubts that<br />
after the termination of the projects oriented at transnational cooperation it is suitable to make further<br />
use of such outputs or results that are in compliance with strategy of the given body, which considers<br />
their utilisation. Formally, the responsibility of the body is indisputably concerned that has created<br />
these tools and that started the implementation and mainstreaming processes within the framework<br />
of the project, but the question, what the roles of the other interested bodies are, is legitimate.<br />
The situation becomes complicated by the actual state of considerable part of the organisations being<br />
the project solving entities: if an announcement of another call does not follow immediately after the<br />
projects’ termination, and thus a possibility to ensure financing for the organisation, the capacity of<br />
most of the recipient decreases significantly; this threatens dissemination, dissemination of products,<br />
sustainability of the transnational partnership in the very area of the mainstreaming processes,<br />
frequently directed to the EU bodies.<br />
An unclear expectation follows up with it that it is the managing authority that should select, which<br />
products and outputs from the projects, which processes will be supported also after the termination<br />
of the projects; an obvious expectation exists here that a body should exist supporting by means of an<br />
aid from the ESF such outputs and processes that are in compliance with the respective strategies.<br />
The present situation, when considerable vagueness in the expectations exists and the role and the<br />
capacity of the managing authority has not been clarified in this sense either, contributes to not very<br />
favourable overall atmosphere. The fact, how defined and how active the managing authority’s role in<br />
utilisation of the projects’ outputs will be, relates not only to its strategy, but also to the fact what<br />
mandate, what mission and possibilities the managing authority will have.<br />
The managing authority should seek and try to define its role at two levels: at the transnational level<br />
where the outputs common to several countries will be concerned (here these activities could<br />
correlate with contingent pre-negotiating of cooperation with the selected EU countries), and at the<br />
national level in the sense that MA would be a partner (but not the only one) for mainstreaming at<br />
such outputs that indisputably have a country-wide or at least a supra-regional character. It is<br />
necessary to search for tools on how to use effects and mechanisms that are inaccessible for the<br />
solving entities for the solving entities without this managing authority’s support.<br />
However, it is necessary to see to it that creation of any mainstreaming and dissemination tools would<br />
not decrease the project implementing entities’ responsibility for sustainability of the project outputs.<br />
7.3 Recommendations for the mainstreaming partners<br />
• We recommend to follow the outputs and recommendations of the evaluations focused on the<br />
given area already in the course of the projects;<br />
• it is necessary to single out the outputs from the projects suitable for significant mainstreaming<br />
processes already in the course of preparation and implementation;<br />
Navreme Boheme, s.r.o. 52
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• it is necessary to make use of the functioning platforms for mainstreaming that are inaccessible<br />
for the organisations themselves;<br />
• however, in doing so it is not possible to lift the responsibility for sustainability of the outputs from<br />
the project solving entities.<br />
Navreme Boheme, s.r.o. 53
8. Annexes (volume 2)<br />
8.1 Terms of Reference (original document; in Czech language)<br />
8.2 Evaluation Topics 1-6<br />
8.3 Questionnaire Survey<br />
8.4 List of people covered by Visits and Interviews<br />
8.5 Evaluation Visits Scenario<br />
8.6 Template for Evaluation Visits and Interviews<br />
8.7 List of Case Studies<br />
8.8 Template for Case Studies<br />
8.9 Structured list of Relevant Sources<br />
8.10 Contact Data<br />
8.11 Settlement of Comments<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Navreme Boheme, s.r.o. 54
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
8.1 Terms of Reference (original document in Czech language)<br />
32 separately numbered pages<br />
Navreme Boheme, s.r.o. 55
ZADÁVACÍ DOKUMENTACE PRO PŘEDKLADATELE NABÍDEK<br />
(Terms of Reference)<br />
NÁZEV ZAKÁZKY<br />
Evaluace principu mezinárodní spolupráce<br />
Programu Iniciativy Společenství <strong>EQUAL</strong><br />
Datum: 15. října 2008<br />
1
Obsah zadávací dokumentace<br />
1. Základní informace _______________________________________________________________________________3<br />
1.1. Název projektu: ______________________________________________________________________________________ 3<br />
1.2. Způsob zadání zakázky:________________________________________________________________________________ 3<br />
1.3. Předpokládaná hodnota předmětu veřejné zakázky: __________________________________________________________ 3<br />
1.4. Zadavatel: __________________________________________________________________________________________ 3<br />
1.5. Odpovědný útvar: ____________________________________________________________________________________ 3<br />
1.6. Kontakt:____________________________________________________________________________________________ 3<br />
1.7. Harmonogram zakázky _______________________________________________________________________________ 44<br />
2. Kontext, zaměření a cíle evaluace principu mezinárodní spolupráce Programu Iniciativy Společenství <strong>EQUAL</strong> ________55<br />
3. Evaluační témata, úkoly a otázky ___________________________________________________________________11<br />
4. Požadované výstupy a jejich uživatelé _____________________________________________________________2424<br />
4.1. Požadované výstupy a termíny jejich předložení ŘO CIP <strong>EQUAL</strong>. ______________________________________________ 2424<br />
4.2. Hlavní uživatelé výstupů ____________________________________________________________________________ 2626<br />
5. Pokyny pro zpracování nabídky __________________________________________________________________2626<br />
5.1. Základní pokyny ___________________________________________________________________________________ 266<br />
5.2. Členění nabídky ____________________________________________________________________________________ 288<br />
Identifikace uchazeče ______________________________________________________________________________________ 28<br />
Doklady prokazující kvalifikační předpoklady uchazeče_____________________________________________________________ 28<br />
6. Hodnocení nabídek _____________________________________________________________________________300<br />
6.1. Kritérium 1. – celková kvalita nabídky ___________________________________________________________________ 300<br />
6.2. Kritérium 2. Hodnocení ceny _________________________________________________________________________ 311<br />
6.3. Ekonomicky nejvýhodnější nabídka ______________________________________________________________________ 32<br />
7. Obchodní a platební podmínky ____________________________________________________________________322<br />
8. Přílohy ______________________________________________________________________________________322<br />
2
1.1. Název projektu:<br />
1. Základní informace<br />
Evaluace principu mezinárodní spolupráce Programu Iniciativy Společenství <strong>EQUAL</strong><br />
1.2. Způsob zadání zakázky:<br />
Zjednodušené podlimitní výběrové řízení na služby dle § 25 zákona č. 137/2006 Sb., o veřejných zakázkách, ve znění pozdějších<br />
předpisů (dále jen „zákon")<br />
1.3. Předpokládaná hodnota předmětu veřejné zakázky:<br />
3.200.000 Kč bez DPH<br />
1.4. Zadavatel:<br />
Instituce: Česká republika Ministerstvo práce a sociálních věcí<br />
Adresa: Na Poříčním právu 1, 128 01 Praha 2<br />
1.5. Odpovědný útvar:<br />
Odbor: odbor řízení pomoci z Evropského sociálního fondu<br />
Odpovědná ředitelka: PhDr. Iva Šolcová<br />
1.6. Kontakt:<br />
Ing. Filip Kučera<br />
email:Filip.kucera@mpsv.cz<br />
Pevná linka: +420 226 206 864<br />
3
1.7. Harmonogram zakázky<br />
• Odeslání písemné výzvy k podání nabídek ve zjednodušeném<br />
podlimitním řízení, publikace na webu zadavatele<br />
• 7. listopadu 2007<br />
• Konec lhůty pro podání nabídek • 29. listopadu 2007 v 10:00 hod.<br />
• Otevírání obálek s nabídkami<br />
• 29. listopadu 2007 ve 13:00 hod. v zasedací místnosti<br />
Kartouzské ulici č.p. 4, Praha 5<br />
• Rozhodnutí o výběru nejvhodnější nabídky • 1. polovina prosince 2007 (předpokládaný termín)<br />
• Předpokládaná doba realizace předmětu plnění • prosinec 2007 – listopad 2008.<br />
• Ukončení realizace předmětu plnění<br />
• Po předání všech požadovaných výstupů a podepsání<br />
akceptačních protokolů. Nejpozději však do 30. listopadu<br />
2008.<br />
4
2. Kontext, zaměření a cíle evaluace principu mezinárodní spolupráce Programu Iniciativy<br />
Společenství <strong>EQUAL</strong><br />
2.1. Základní údaje o Programu Iniciativy Společenství <strong>EQUAL</strong><br />
Program Iniciativy Společenství <strong>EQUAL</strong> (dále jen CIP <strong>EQUAL</strong>) je program spolufinancovaný v zemích EU z prostředků Evropského<br />
sociálního fondu (ESF) a zaměřený na podporu mezinárodní spolupráce při vývoji a prosazování nových prostředků boje se všemi formami<br />
diskriminace a nerovností na trhu práce.<br />
Česká republika se zapojila již do realizace prvního kola této iniciativy, a to v roce 2001. První kolo této iniciativy bylo však na území ČR<br />
financováno z prostředků předvstupní pomoci Phare a nikoli z prostředků ESF. Projekty podporované v rámci prvního kola jsou v ČR již<br />
několik let uzavřené. Průběh realizace, ani výsledky mezinárodní spolupráce realizované v rámci prvního kola nejsou předmětem této<br />
veřejné zakázky.<br />
Druhé kolo Iniciativy Společenství <strong>EQUAL</strong> bylo ve všech zemích EU (kromě Bulharska a Rumunska) vyhlášeno v roce 2004 a i v ČR je již<br />
spolufinancováno prostředky ESF. Celkem je na druhé kolo Iniciativy Společenství <strong>EQUAL</strong> v ČR alokováno 43 973 880 EUR, přičemž<br />
příspěvek ESF činí 32 100 929 EUR (tj. 73 % všech prostředků vynaložených v ČR na tento program). Působnost tohoto programu na<br />
území ČR není regionálně omezena, neboť CIP <strong>EQUAL</strong> podporuje jak projekty realizované na území hl. m. Prahy, tak i projekty<br />
realizované v ostatních regionech ČR. Přesné rozdělení finančních prostředků na jednotlivé priority a opatření tohoto programu, včetně<br />
jejich podrobného zaměření je uvedeno v Programovém dodatku CIP <strong>EQUAL</strong> (viz www.equalcr.cz).<br />
Řídícím orgánem CIP <strong>EQUAL</strong> ČR je Ministerstvo práce a sociálních věcí ČR (MPSV ČR). Do vývoje a prosazování nových nástrojů boje s<br />
diskriminací a nerovnostmi na trhu práce se vždy zapojuje více organizací, sdružených do tzv. „rozvojových partnerství" (RP). Tato<br />
rozvojová partnerství jsou konečnými příjemci finančních prostředků CIP <strong>EQUAL</strong>. Smyslem podpory rozvojových partnerství je zajištění<br />
vzájemné spolupráce různých typů organizací při hledání řešení existujících problémů na trhu práce. Do podporovaných rozvojových<br />
partnerství se zapojily jak orgány státní správy či samosprávy, tak i podnikatelské subjekty, zájmová sdružení, rozpočtové a příspěvkové<br />
organizace (ROPO), nestátní neziskové organizace apod.<br />
Z hlediska svého zaměření podporuje CIP <strong>EQUAL</strong> vývoj a prosazování nových přístupů k řešení nerovností a diskriminace v práci a v<br />
přístupu k zaměstnání na základě mezinárodní spolupráce, která je zároveň jedním z klíčových principů této iniciativy. Každý podporovaný<br />
projekt, resp. každé podporované RP musí při své činnosti spolupracovat při vytváření a testování nově vyvíjených produktů, systémových<br />
či kontextových řešení s dalšími RP podporovanými z obdobného programu v jiných členských státech EU.<br />
5
Konkrétními oblastmi podpory (neboli tzv. tématickými oblastmi) CIP <strong>EQUAL</strong> v ČR jsou:<br />
• zlepšování přístupu a návratu na trh práce pro osoby obtížně integrovatelné,<br />
• překonávání rasismu a xenofobie na trhu práce<br />
• zlepšování podmínek a nástrojů pro rozvoj podnikání osob ze znevýhodněných skupin<br />
• posilování sociální ekonomiky třetího sektoru zejména komunitních služeb se zaměřením na zvyšování kvality pracovních míst<br />
• podpora celoživotního učení a postupů umožňujících zaměstnání osob ze znevýhodněných a diskriminovaných skupin na trhu práce<br />
• podpora adaptability podniků a zaměstnanců na strukturální změny a na využívání informačních a dalších nových technologií<br />
• slaďování rodinného a pracovního života, rozvoj flexibilnějších a účinnějších forem organizace práce a podpůrných služeb<br />
• snižování rozdílů v uplatňování žen a mužů na trhu práce<br />
• pomoc žadatelům o azyl v přístupu na trhu práce<br />
Podrobné informace o zaměření i složení jednotlivých RP podporovaných CIP <strong>EQUAL</strong> v ČR jsou k dispozici na webových stránkách CIP<br />
<strong>EQUAL</strong> ČR (www.equalcr.cz) nebo na webových stránkách Iniciativy Společenství <strong>EQUAL</strong> Evropské komise (<br />
http://ec.europa.eu/employment_social/equal/index_en.cfm).<br />
2.2. Princip mezinárodní spolupráce a jeho hodnocení<br />
CIP <strong>EQUAL</strong> se od ostatních ESF programů realizovaných v průběhu programového období 20002006 (resp. v podmínkách nově<br />
vstoupivších států EU v průběhu zkráceného programového období 20042006) liší nejen svým velmi specifickým cílem zdůrazňujícím<br />
inovativnost vyvíjených aktivit a jejich mezinárodní rozměr, ale také existencí několika klíčových principů, na jejichž průběžném<br />
naplňování ve všech fázích realizace jednotlivých podporovaných projektů je založen.<br />
Těmito principy jsou:<br />
• Tématický přístup;<br />
• Partnerství;<br />
• Společné rozhodování („empowerment“);<br />
• Mezinárodní spolupráce;<br />
• Inovativnost;<br />
• Mainstreaming.<br />
6
Zvláštní pozornost je navíc v průběhu realizace tohoto programu věnována také horizontálnímu tématu rovných příležitostí žen a mužů,<br />
které lze v kontextu existence principů CIP <strong>EQUAL</strong> také chápat jako jeden z nich.<br />
Uplatňování principu mezinárodní spolupráce jednotlivými RP v rámci Iniciativy Společenství <strong>EQUAL</strong> navazuje již na zkušenosti získané na<br />
základě implementace předchozích Iniciativ Společenství ADAPT a EMPLOYMENT. Na základě hodnocení výsledků těchto iniciativ<br />
Společenství bylo totiž prokázáno, že mezinárodní spolupráce představuje významný prvek napomáhající nalezení inovativního řešení<br />
dané problematiky.<br />
Jednotlivé aktivity, které lze při naplňování principu mezinárodní spolupráce rozvíjet v rámci CIP <strong>EQUAL</strong>, lze rozdělit podle cílů a zaměření<br />
mezinárodní spolupráce mezi jednotlivá RP, hlavní partnery RP, projektové koordinátory či účastníky jednotlivých aktivit. V souladu se<br />
společnou klasifikací zaměření mezinárodní spolupráce lze určit pět základních modelů této spolupráce:<br />
• vzájemná výměna informací a zkušeností – porozumění návrhům, strategiím a aktivitám mezinárodních partnerů;<br />
• paralelní vývoj inovativních přístupů – odzkoušení inovativních přístupů v odlišných podmínkách jednotlivých zapojených členských<br />
zemí EU;<br />
• uplatnění vlastních vyvinutých metod a nástrojů v jiné zemi, uplatnění jinde vyvinutých metod a nástrojů v ČR – přijetí jinde<br />
odzkoušených přístupů a jejich uplatnění v rámci ČR;<br />
• společný vývoj výstupu či systému – rozdělení jednotlivých činností zaměřených na dosažení společných cílů;<br />
• organizované předávání zkušeností – umožnění projít obdobným procesem školení a dalšími aktivitami, jakými procházejí osoby<br />
v zemi zapojené do mezinárodní spolupráce s konkrétním českým RP pro vlastní školené osoby, školitele, hlavní představitele<br />
projektů a další osoby.<br />
Každé RP si samo již v průběhu tzv. Akce 1 (fáze projektu, kdy dochází k upevňování RP na národní, resp. regionální úrovni a<br />
k navazování mezinárodní spolupráce s RP podporovanými v jiných členských státech EU) stanovuje vhodnou formu mezinárodní<br />
spolupráce pro svůj projekt a také roli jednotlivých partnerů, koordinátora či ostatních účastníků projektových aktivit při realizaci<br />
mezinárodních aktivit.<br />
Na úrovni jednotlivých RP je princip mezinárodní spolupráce v této iniciativě zajištěn prostřednictvím smluv o mezinárodní spolupráci<br />
(TCA), které spolu uzavírají RP z různých členských (resp. i z třetích zemí).<br />
Podrobné pokyny a praktické rady a tipy, jak naplnit princip mezinárodní spolupráce při práci RP, lze nalézt v příručce Evropská komise<br />
vydané k mezinárodní spolupráci realizované v rámci Iniciativy Společenství <strong>EQUAL</strong> (česká verze příručky viz www.equalcr.cz).<br />
Na princip mezinárodní spolupráce, ačkoli jde o povinný aspekt všech podporovaných projektů z CIP <strong>EQUAL</strong>, se nejen ze strany<br />
odpovědných orgánů (řídícího orgánu či národní podpůrné struktury), ale i ze strany podporovaných RP nahlíží jako na významnou<br />
příležitost zkvalitnění realizace jednotlivých projektů, neboť možnost mezinárodní spolupráce přináší podporovaným RP mnoho výhod.<br />
7
Mezi tyto výhody, které princip mezinárodní spolupráce jednotlivým RP přináší, patří například:<br />
• získání lepšího vhledu do příčin jednotlivých forem diskriminace a nerovností na trhu práce a tedy i do příčin sociálního vyloučení<br />
některých skupin obyvatel;<br />
• upevnění či zkvalitnění strategií a kroků plánovaných ve vlastních projektech díky získaným zkušenostem z jiných členských států<br />
EU;<br />
• zpřístupnění spolupráce na celoevropské úrovni zajištěné prostřednictvím zapojení do evropských tématických sítí a návazné<br />
získání možností další spolupráce s evropskými partnery.<br />
Princip mezinárodní spolupráce představuje (resp. může představovat) pro práci jednotlivých RP významnou přidanou hodnotu, a proto<br />
legislativa ES stanovující podmínky a pravidla čerpání strukturální pomoci pro nové programové období 20072013 umožňuje jeho využití<br />
ve všech programech financovaných z Evropského sociálního fondu. Potenciál využití mezinárodní spolupráce v realizovaných projektech<br />
se tedy v průběhu nového programového období může ještě výrazně zvýšit. Otázkou ale zůstává, jakým způsobem co nejvhodněji<br />
nastavit podmínky pro žadatele, resp. potenciální příjemce pomoci z Evropského sociálního fondu v oblasti mezinárodní spolupráce, jakým<br />
způsobem jim usnadnit nalezení vhodných mezinárodních partnerů, zajistit potřebnou technickou a administrativní podporu s realizací<br />
mezinárodních aktivit nutně související, a pomoci využít potenciálu, který mezinárodní spolupráce při realizaci projektů z tohoto fondu<br />
financovaných představuje. Získání těchto, ale i dalších důležitých odpovědí a doporučení v oblasti mezinárodní spolupráce je předmětem<br />
této veřejné zakázky, která nejen hodnotí dosavadní zkušenosti s principem mezinárodní spolupráce v rámci CIP <strong>EQUAL</strong> ČR a porovnává<br />
je se zkušenostmi jiných členských států EU, ale také analyzuje faktory či předpoklady vedoucí k úspěšnému naplnění tohoto principu.<br />
2.2. Zaměření, cíle a očekávané výsledky hodnocení principu mezinárodní spolupráce<br />
Tato veřejná zakázka je zaměřena výhradně na zhodnocení principu mezinárodní spolupráce CIP <strong>EQUAL</strong> a na formulaci doporučení v této<br />
oblasti využitelných nejen v rámci probíhající realizace CIP <strong>EQUAL</strong>, ale zejména v průběhu nového programového období 20072013, kdy<br />
bude možné princip mezinárodní spolupráce podporovat ještě v daleko širší míře, než tomu bylo v průběhu zkráceného programového<br />
období 20042006.<br />
Hodnocení prováděné v rámci této zakázky proto musí nejen důkladně analyzovat skutečnou podobu, potenciál, výsledky či naopak<br />
ohrožení realizované mezinárodní spolupráce RP z ČR či jiných zemí podporované v rámci CIP <strong>EQUAL</strong>, ale také analyzovat vhodné způsoby<br />
naplňování tohoto principu v širším kontextu a formulovat konkrétní praktická doporučení využitelná v průběhu nového programového<br />
období nejen při uplatňování tohoto principu formou jeho horizontální podpory ve všech prioritních osách programů financovaných<br />
z Evropského sociálního fondu, ale zejména formou samostatné prioritní osy Operačního programu Lidské zdroje a zaměstnanost (OP<br />
LZZ).<br />
8
Cílem této zakázky je proto získat detailní informace o provádění, výstupech a dopadech principu mezinárodní spolupráce CIP <strong>EQUAL</strong> v ČR<br />
a dalších evropských zemích a také o širších zkušenostech s podporou mezinárodní spolupráce v jiných programech. Zakázka proto<br />
umožní získat řídícímu orgánu CIP <strong>EQUAL</strong> informace o tomto principu a praktických zkušenostech s jeho uplatňováním v širším kontextu a<br />
navíc prostřednictvím analýz zaměřených na zajímavé postupy a zkušenosti v oblasti rozvoje lidských zdrojů ve vybraných evropských<br />
zemích umožní i vytipovat oblasti, v nichž by bylo v průběhu nového programového období 20072013 vhodné podporovat projekty ESF<br />
v ČR právě na základě uplatnění tohoto principu.<br />
Takto zaměřené hodnocení principu mezinárodní spolupráce CIP <strong>EQUAL</strong> navazuje na cíle hodnocení CIP <strong>EQUAL</strong> stanovené Evropskou<br />
komisí ve svém Sdělení „Communication from the Commission establishing the guidelines for the second round of the Community<br />
Initiative <strong>EQUAL</strong>, COM (2003) 840, kterými jsou zejména:<br />
• Podpořit řádný průběh implementace a řízení CIP <strong>EQUAL</strong>;<br />
• Posoudit vhodnost zvolených strategií, budoucí možnosti a počáteční vlivy CIP <strong>EQUAL</strong>;<br />
• Identifikovat a posoudit přidanou hodnotu CIP <strong>EQUAL</strong> k existujícím nástrojům a politikám na trhu práce;<br />
• Přispět k identifikaci, prověření a prosazování vhodných praktik při provádění politiky začleňování a boje proti diskriminaci a<br />
nerovnostmi na trhu práce;<br />
• Posoudit, do jaké míry Iniciativa Společenství <strong>EQUAL</strong> uspěla při začlenění svých výsledků do národních politik a akcí a do<br />
mainstreamových programů Evropského sociálního fondu;<br />
• Usnadnit proces učení mezi všemi národními zainteresovanými subjekty;<br />
• Přispět k utváření expertních kapacit;<br />
• Umožnit využití nabytých poznatků do dalšího programového období.<br />
Prováděné hodnocení musí vycházet nejen z vlastních srovnávacích, procesních či dalších analýz, případových studií, terénního šetření<br />
atd., ale musí také vycházet z dílčích výstupů a závěrů hodnocení, které byly již v rámci CIP <strong>EQUAL</strong> zpracovány a jejichž výstupy a závěry<br />
se problematiky mezinárodní spolupráce také dotýkají. Konkrétně se jedná o výstupy a závěry z prvních dvou etap průběžného hodnocení<br />
CIP <strong>EQUAL</strong>, které jsou k dispozici již v době vyhlašování této veřejné zakázky, a dále o průběžné výstupy a závěry třetí etapy průběžného<br />
hodnocení CIP <strong>EQUAL</strong>, které bude realizováno paralelně s touto veřejnou zakázkou. Závěrečné zprávy z první a druhé etapy průběžného<br />
hodnocení CIP <strong>EQUAL</strong> jsou k dispozici na webových stránkách www.equalcr.cz a průběžné zprávy z třetí etapy průběžného hodnocení CIP<br />
<strong>EQUAL</strong> budou k dispozici na http://forum.esfcr.cz.<br />
Od řešitelů této zakázky se proto očekává nejen velmi aktivní spolupráce s pracovníky řídícího orgánu CIP <strong>EQUAL</strong>, resp. dalších<br />
zainteresovaných subjektů (viz dále), ale také se zpracovateli třetí etapy průběžného hodnocení, neboť i průběžné výsledky tohoto<br />
hodnocení mohou řešitelům této zakázky zprostředkovat zajímavé postřehy a podněty pro jejich vlastní další práci.<br />
9
Dále se předpokládá velmi intenzivní spolupráce s mezinárodní sítí hodnotitelů iniciativy <strong>EQUAL</strong> založenou Českou republikou za finanční<br />
podpory Evropské komise jakožto online platformy pro nepřetržitou, kontinuální a intenzivní výměnu zkušeností, metodologie a výsledků z<br />
hodnocení v roce 2007 a 2008 s cílem podpořit porovnatelnost evaluačních výsledků této iniciativy na úrovni EU.<br />
Se závěry a výstupy zpracovatelů předchozích hodnocení CIP <strong>EQUAL</strong> či účastníky mezinárodní sítě hodnotitelů iniciativy <strong>EQUAL</strong> nemusí<br />
pochopitelně řešitelé této zakázky vždy plně souhlasit, předpokládá se však, že budou s jejich výstupy a závěry velmi dobře seznámeni a<br />
že na ně budou schopni při své vlastní analytické práci navazovat.<br />
10
3. Evaluační témata, úkoly a otázky<br />
Téma Úkoly Popis /<br />
Evaluační<br />
kritéria<br />
Expertní studie zaměřená na analýzu mezinárodní spolupráce<br />
1. Část studie<br />
zaměřená na<br />
podporu při<br />
přípravě první<br />
výzvy Prioritní<br />
osy<br />
mezinárodní<br />
spolupráce OP<br />
LZZ<br />
1.1. Zpracování návrhu<br />
možného vyhlášení<br />
první výzvy Prioritní osy<br />
mezinárodní spolupráce<br />
OP LZZ.<br />
Návrh způsobu<br />
zajištění a<br />
implementace<br />
první výzvy<br />
prioritní osy<br />
mezinárodní<br />
spolupráce OP<br />
LZZ.<br />
Evaluační otázky<br />
Jakým způsobem je vhodné<br />
vymezit pravidla pro způsobilost<br />
výdajů v rámci této výzvy?<br />
Jakým způsobem je vhodné<br />
vymezit oblasti podpory pro tuto<br />
výzvu (jak z hlediska věcného<br />
zaměření podporovaných<br />
projektů, tak i z hlediska<br />
podporovaných podob<br />
realizované mezinárodní<br />
spolupráce)?<br />
Jaká délka realizace projektů<br />
podporovaných na základě první<br />
výzvy v oblasti mezinárodní<br />
spolupráce je vhodná (roční,<br />
dvouleté či ještě delší projekty)<br />
a proč?<br />
Jaké podpůrné mechanismy je<br />
nutné pro výzvu vytvořit<br />
z hlediska řízení jednotlivých<br />
projektů založených na<br />
mezinárodní spolupráci<br />
z hlediska příjemce a z hlediska<br />
ŘO?<br />
Požadované<br />
výstupy<br />
Praktická doporučení<br />
ohledně způsobilosti<br />
výdajů, vhodné délky<br />
realizace projektů a<br />
nezbytných<br />
podpůrných<br />
mechanismů<br />
určených pro<br />
projekty i ŘO.<br />
(Doporučení<br />
formulovaná v této<br />
části zakázky mohou<br />
být v kontextu<br />
dalších informací<br />
získaných při plnění<br />
dalších evaluačních<br />
úkolů dále<br />
dopracována a<br />
upravena v rámci<br />
výstupů vztahujících<br />
se k vhodným<br />
způsobům<br />
implementace<br />
Prioritní osy<br />
mezinárodní<br />
Termín<br />
požadovaných<br />
výstupů (ve<br />
finální verzi)<br />
do tří týdnů od<br />
uzavření<br />
smlouvy<br />
11
2. Část studie<br />
zaměřená na<br />
hodnocení<br />
práce českých<br />
RP<br />
2. 1. Zmapování<br />
významných či<br />
zajímavých výstupů<br />
projektů CIP <strong>EQUAL</strong> na<br />
území ČR z hlediska<br />
uplatnění mezinárodní<br />
spolupráce.<br />
Případové studie<br />
k alespoň 35 RP<br />
podporovaných<br />
v rámci CIP<br />
<strong>EQUAL</strong> ČR.<br />
Je možné najít mezi<br />
podporovanými projekty CIP<br />
<strong>EQUAL</strong> ČR některé, jejichž<br />
výstupy byly dosaženy právě<br />
prostřednictvím mezinárodní<br />
spolupráce (jejichž příprava a<br />
vývoj byly na mezinárodní<br />
spolupráci zcela založeny)?<br />
Je možné mezi podporovanými<br />
projekty CIP <strong>EQUAL</strong> ČR najít<br />
některé, jejichž výstupy byly<br />
významně ovlivněny díky<br />
možnosti spolupracovat<br />
s mezinárodními partnery?<br />
Jakým způsobem nejčastěji<br />
mezinárodní spolupráce ovlivnila<br />
výstupy podporovaných<br />
projektů?<br />
Jakým způsobem RP postupovala<br />
při mezinárodní spolupráci<br />
v průběhu realizace projektu –<br />
v rámci jakých aktivit bylo<br />
mezinárodní spolupráce<br />
nejčastěji využíváno?<br />
Je možné určit zaměření aktivit<br />
založených na mezinárodní<br />
spolupráci, jejichž výskyt byl pro<br />
úspěšnou realizaci projektu<br />
klíčový?<br />
Je naopak možné určit zaměření<br />
spolupráce OP LZZ<br />
v průběhu roku<br />
2008).<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Přehled dokumentů,<br />
z nichž RP v průběhu<br />
přípravy a realizace<br />
svých projektů<br />
vycházela a<br />
zhodnocení jejich<br />
relevance.<br />
Květen 2008<br />
12
aktivit založených na<br />
mezinárodní spolupráci, u nichž<br />
se jejich přímý přínos pro<br />
projekt a jeho výstupy prokázat<br />
nepodařilo?<br />
Jaký typ zvláštní podpory ze<br />
strany řídícího orgánu či NPS byl<br />
nutný při vytváření projektových<br />
výstupů založených na<br />
mezinárodní spolupráci?<br />
Které konkrétní typy této<br />
podpory byly požadovány přímo<br />
ze strany RP? (Byla tato podpora<br />
ze strany ŘO, resp. NPS<br />
poskytnuta?)<br />
Byly zjištěny některé typy<br />
podpory, které by při realizaci<br />
svých projektů RP v oblasti<br />
mezinárodní spolupráce uvítala<br />
ze strany řídícího orgánu, resp.<br />
národní podpůrné struktury?<br />
Ve které fázi přípravy, resp.<br />
realizace svých projektů by tuto<br />
podporu RP nejčastěji uvítala?<br />
Z jakých dokumentů RP<br />
v průběhu přípravy a realizace<br />
svých projektů vycházela<br />
v oblasti mezinárodní spolupráce<br />
(příručky, metodiky atd.).<br />
Jakých předchozích zkušeností<br />
partneři zapojení do jednotlivých<br />
RP nejčastěji využívali při<br />
přípravě a realizaci svých aktivit<br />
13
3. Část studie<br />
zaměřená na<br />
hodnocení<br />
práce RP<br />
podporovaných<br />
v jiných<br />
členských<br />
státech EU<br />
3. 1. Zmapování<br />
významných či<br />
zajímavých výstupů<br />
projektů CIP <strong>EQUAL</strong><br />
mimo území ČR<br />
z hlediska uplatnění<br />
mezinárodní spolupráce<br />
(důraz je nutné klást<br />
zejm. na zmapování RP,<br />
která spolupracovala na<br />
základě TCA s českými<br />
RP).<br />
Výskyt<br />
významných či<br />
zajímavých<br />
výstupů a jejich<br />
relevance;<br />
minimálně 20<br />
případových<br />
studií<br />
zahraničních RP.<br />
(Nabídka musí<br />
obsahovat<br />
informace o<br />
tom, na které<br />
jiné státy EU se<br />
tato analýza<br />
zaměří a<br />
zdůvodnění<br />
výběru).<br />
zaměřených na mezinárodní<br />
spolupráci?<br />
Je možné najít mezi<br />
podporovanými projekty CIP<br />
<strong>EQUAL</strong> v jiných členských<br />
zemích EU některé, jejichž<br />
výstupy byly dosaženy právě<br />
prostřednictvím mezinárodní<br />
spolupráce (jejichž příprava byla<br />
na mezinárodní spolupráci zcela<br />
založena)?<br />
Je možné najít mezi těmito<br />
zjištěnými RP některé, jejichž<br />
výstupy byly dosaženy právě<br />
prostřednictvím mezinárodní<br />
spolupráce s RP z ČR?<br />
Je možné mezi podporovanými<br />
projekty CIP <strong>EQUAL</strong> jiných<br />
členských států EU najít některé,<br />
jejichž výstupy byly významně<br />
ovlivněny díky možnosti<br />
spolupracovat s mezinárodními<br />
partnery?<br />
Jakým způsobem nejčastěji<br />
mezinárodní spolupráce ovlivnila<br />
výstupy podporovaných<br />
projektů?<br />
Jakým způsobem RP postupovala<br />
při mezinárodní spolupráci<br />
v průběhu realizace projektu –<br />
v rámci jakých aktivit bylo<br />
mezinárodní spolupráce<br />
nejčastěji využíváno?<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Květen 2008<br />
14
Byly mezi typy aktivit a výdajů<br />
realizovaných ve zkoumaných<br />
případech v rámci mezinárodní<br />
spolupráce zjištěny významné<br />
rozdíly vyplývající z rozsahu<br />
aktivit a výdajů, které byly<br />
v jednotlivých členských státech<br />
považovány za způsobilé?<br />
Vedly zjištěné rozdíly v rozsahu<br />
způsobilosti výdajů k snazší<br />
nebo naopak obtížnější realizaci<br />
jednotlivých projektů?<br />
Je možné určit zaměření aktivit<br />
založených na mezinárodní<br />
spolupráci, jejichž výskyt byl pro<br />
úspěšnou realizaci projektu<br />
klíčový?<br />
Je naopak možné určit zaměření<br />
aktivit založených na<br />
mezinárodní spolupráci, u nichž<br />
se jejich přímý přínos pro<br />
projekt a jeho výstupy prokázat<br />
nepodařilo?<br />
Bylo nutné při vytváření<br />
projektových výstupů založených<br />
na mezinárodní spolupráci<br />
zajistit RP nějaký typ zvláštní<br />
podpory ze strany řídícího<br />
orgánu či národní podpůrné<br />
struktury?<br />
Byly zjištěny některé typy<br />
podpory, které by při realizaci<br />
svých projektů RP v oblasti<br />
15
4. Analýza<br />
specifických<br />
aspektů a<br />
přidané<br />
hodnoty<br />
projektů ESF<br />
založených na<br />
podpoře<br />
mezinárodní<br />
spolupráce<br />
4. 1. Analýza „přidané<br />
hodnoty“ projektů ESF<br />
realizovaných ČR i<br />
jinými členskými státy<br />
EU a zaměřených na<br />
podporu mezinárodní<br />
spolupráce v porovnání<br />
s projekty, které jsou<br />
čistě národní.<br />
Výskyt přidané<br />
hodnoty a její<br />
relevance.<br />
Alespoň 3<br />
případové studie<br />
ke každému<br />
analyzovanému<br />
státu. (V<br />
nabídce je nutné<br />
uvést, které<br />
ostatní státy EU<br />
budou v rámci<br />
zakázky<br />
analyzovány, a<br />
tento výběr<br />
zdůvodnit).<br />
mezinárodní spolupráce uvítala<br />
ze strany řídícího orgánu, resp.<br />
národní podpůrné struktury?<br />
Ve které fázi přípravy, resp.<br />
realizace svých projektů by tuto<br />
podporu RP nejčastěji uvítala?<br />
Z jakými dokumenty RP<br />
v průběhu přípravy a realizace<br />
svých projektů vycházela<br />
v oblasti mezinárodní spolupráce<br />
(příručky, guidy atd.).<br />
Jakých předchozích zkušeností<br />
partneři zapojení do jednotlivých<br />
RP nejčastěji využívali při<br />
přípravě a realizaci svých aktivit<br />
zaměřených na mezinárodní<br />
spolupráci?<br />
Byla zjištěna nějaká přidaná<br />
hodnota projektů ESF<br />
financovaných v ČR i v jiných<br />
státech EU za účelem podpory<br />
mezinárodní spolupráce oproti<br />
obdobně zaměřeným projektům,<br />
které prvek mezinárodní<br />
spolupráce neobsahovaly?<br />
V čem tato přidaná hodnota<br />
spočívá?<br />
Odpovídá míra této zjištěné<br />
přidané hodnoty vyšší finanční,<br />
časové a administrativní<br />
náročnosti projektů zaměřených<br />
na podporu mezinárodní<br />
spolupráce v případě, že tato<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Květen 2008<br />
16
4. 2. Analýza<br />
jednotlivých<br />
specifických aspektů<br />
projektů ESF<br />
zaměřených na podporu<br />
mezinárodní<br />
spolupráce.<br />
Výskyt aspektů<br />
projektů<br />
zaměřených na<br />
mezinárodní<br />
spolupráci a<br />
jejich relevance<br />
vyšší náročnost byla u těchto<br />
projektů zjištěna?<br />
Které z aspektů projektů ESF<br />
zaměřených na oblast<br />
mezinárodní spolupráce jsou<br />
v porovnání s ostatními typy<br />
projektů ESF specifické?<br />
Jaké zkušenosti s projekty<br />
zaměřenými na mezinárodní<br />
spolupráci je vhodné využít i při<br />
realizaci programů ESF tento typ<br />
spolupráce podporujících?<br />
Jak se liší struktura výdajů takto<br />
zaměřených výdajů od jejich<br />
struktury u ostatních ESF<br />
projektů?<br />
O jaký typ výdajů realizovaných<br />
v projektech zaměřených na<br />
podporu mezinárodní spolupráce<br />
by bylo vhodné rozšířit pravidla<br />
pro způsobilé výdaje ESF v ČR?<br />
O jaký typ výdajů realizovaných<br />
v projektech zaměřených na<br />
podporu mezinárodní<br />
spolupráce, které se u těchto<br />
projektů často objevují, ačkoli<br />
jejich výskyt či jejich výše<br />
neodpovídají cílům těchto<br />
projektů, by bylo vhodné naopak<br />
pravidla způsobilých výdajů<br />
zúžit?<br />
Které činnosti spojené<br />
s administrací takto zaměřených<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Květen 2008<br />
17
5. Analýza<br />
zajímavých<br />
přístupů a<br />
konkrétních<br />
oblastí RLZ<br />
v dalších<br />
zemích EU<br />
5. 1. Zmapování<br />
zajímavých přístupů<br />
v oblasti RLZ<br />
v jednotlivých členských<br />
státech EU s cílem<br />
vytipovat oblasti, na<br />
které by bylo žádoucí<br />
v příštím programovém<br />
období zaměřit projekty<br />
realizované formou<br />
mezinárodní<br />
spolupráce, a umožnit<br />
tak získání zahraničního<br />
knowhow pro další<br />
možné využití v ČR.<br />
5. 2. Analýza relevance<br />
oblastí RLZ, v nichž<br />
ostatní členské státy EU<br />
budou podporovat<br />
mezinárodní spolupráci<br />
z ESF v novém<br />
programovém období,<br />
včetně vytipování, které<br />
z pro ně relevantních<br />
oblastí by bylo<br />
z pohledu ČR<br />
nejpřínosnější řešit<br />
právě při mezinárodní<br />
spoluprací s ČR.<br />
projektů jsou výrazně časově,<br />
odborně či finančně náročnější<br />
než obdobné činností realizované<br />
u ostatních projektů<br />
financovaných z ESF?<br />
Relevance Které konkrétní oblasti RLZ<br />
podporované ESF programy<br />
v jednotlivých členských státech<br />
EU jsou nejvíce relevantní<br />
z hlediska potřebnosti rozvoje<br />
dané oblasti RLZ i v ČR?<br />
Které členské státy disponují<br />
zvláště zajímavými příklady<br />
dobré praxe v oblasti RLZ nad<br />
rámec oblastí podpory<br />
financovaných z ESF?<br />
Relevance Které z oblastí RLZ, na něž se<br />
v rámci samostatné prioritní osy<br />
podporující mezinárodní<br />
spolupráci zaměřují ostatní<br />
členské státy EU, jsou nejvíce<br />
relevantní z hlediska potřebnosti<br />
rozvoje dané oblasti RLZ i v ČR?<br />
Které z oblastí RLZ, u nichž je<br />
možné podporovat mezinárodní<br />
spolupráci formou způsobilých<br />
výdajů v rámci prioritních os<br />
mimo mez. spolupráci<br />
v ostatních členských státech<br />
EU, jsou nejvíce relevantní<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Květen 2008<br />
Květen 2008<br />
18
6. Část studie<br />
zaměřená na<br />
syntézu<br />
poznatků<br />
z předchozích<br />
částí studie<br />
6. 1. Identifikace<br />
faktorů a předpokladů<br />
vedoucích k úspěšným<br />
a efektivním projektům<br />
zaměřeným na podporu<br />
mezinárodní<br />
spolupráce.<br />
6. 2. Identifikace<br />
faktorů vedoucích u<br />
projektů zaměřených na<br />
mezinárodní spolupráci<br />
k neúspěchu (např.<br />
Výskyt faktorů a<br />
předpokladů<br />
Výskyt faktorů a<br />
předpokladů<br />
z hlediska potřebnosti rozvoje<br />
dané oblasti RLZ i v ČR?<br />
Jaký typ projektů by bylo<br />
nejvhodnější v rámci takto<br />
vytipovaných oblastí s těmito<br />
členskými státy podporovat?<br />
Jaký typ subjektů by bylo<br />
z hlediska možného dopadu<br />
podpořené mezinárodní<br />
spolupráce ve vytipovaných<br />
oblastech nejvhodnější při<br />
realizaci takto zaměřených<br />
projektů podporovat?<br />
Jakým způsobem by bylo vhodné<br />
výsledky provedené analýzy<br />
zprostředkovat potenciálním<br />
žadatelům?<br />
Je možno určit nějaké faktory,<br />
jejichž výskyt při řízení a<br />
realizaci projektu, napomáhá<br />
úspěšné realizaci těchto<br />
projektů?<br />
Byla realizace takto zaměřených<br />
projektů pozitivně ovlivněna<br />
existencí některých podpůrných<br />
nástrojů a dokumentů<br />
zprostředkovaných ze strany<br />
řídícího orgánu?<br />
Je možno určit nějaké faktory,<br />
jejichž výskyt při řízení a<br />
realizaci projektu, způsobuje<br />
neúspěch při realizaci těchto<br />
projektů?<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
Červenec 2008<br />
Červenec 2008<br />
19
určení minimální výše<br />
administrativních<br />
nákladů projektů,<br />
určení minimální doby<br />
přípravy projektů<br />
apod.).<br />
6. 3. Zpracování návrhu<br />
zahrnujícího různé<br />
možnosti řízení a<br />
implementace prioritní<br />
osy mezinárodní<br />
spolupráce OP LZZ, a to<br />
na základě našich i<br />
zahraničních<br />
zkušeností.<br />
Návrh způsobu<br />
řízení a<br />
implementace<br />
prioritní osy<br />
mezinárodní<br />
spolupráce OP<br />
LZZ.<br />
Lze prokázat negativní vliv<br />
nedostatečně vysokých<br />
administrativních, resp. jiných<br />
nákladů projektu na průběh<br />
realizace a výsledky<br />
realizovaného projektu?<br />
Lze prokázat negativní vliv<br />
nedostatečně dlouhého období<br />
určeného na přípravu takto<br />
zaměřených projektů na jejich<br />
průběh a výsledky?<br />
Jakým způsobem by bylo možné<br />
zjištěným negativním faktorům<br />
ze strany řídícího orgánu<br />
programu předejít či je alespoň<br />
minimalizovat?<br />
Jaké alternativní návrhy řízení a<br />
implementace prioritní osy<br />
mezinárodní spolupráce by byly<br />
na základě zjištěných zkušeností<br />
vhodné?<br />
Jaké návrhy na řízení a<br />
implementaci této prioritní osy<br />
by naopak na základě zjištěných<br />
zkušeností vhodné nebyly?<br />
Jakým způsobem by bylo a<br />
naopak nebylo vhodné<br />
podporovat jednotlivé projekty<br />
(formou grantových schémat,<br />
národních či systémových<br />
projektů)?<br />
Jakým způsobem by bylo vhodné<br />
a naopak i nevhodné vyhlašovat<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti<br />
– zahrnující zejména<br />
alternativní návrhy<br />
řízení a<br />
implementace priority<br />
či její části zaměřené<br />
na podporu<br />
mezinárodní<br />
spolupráce v oblasti<br />
RLZ.<br />
Září 2008<br />
20
6. 4. Zpracování návrhu<br />
zajištění monitorování a<br />
evaluace mezinárodní<br />
spolupráce<br />
podporované nejen<br />
v rámci priority<br />
mezinárodní spolupráce<br />
OP LZZ, ale i jako<br />
součást ostatních priorit<br />
OP LZZ a dalších ESF<br />
programů.<br />
Návrh způsobu<br />
zajištění<br />
monitorování a<br />
evaluace<br />
projektů ESF<br />
zaměřených na<br />
podporu<br />
mezinárodní<br />
spolupráce.<br />
výzvy k předkládání projektů (s<br />
ohledem na časovou náročnost<br />
jejich zpracování zahrnující i<br />
minimální délku období pro<br />
zpracování žádostí o finanční<br />
prostředky z této priority)?<br />
Existuje nějaký typ informací,<br />
který by žadatelům usnadnil<br />
zpracování žádostí o finanční<br />
prostředky z této prioritní osy a<br />
který např. v průběhu realizace<br />
CIP <strong>EQUAL</strong> neměli k dispozici?<br />
Jaký typ specifické podpory musí<br />
být projektovým realizátorům<br />
poskytován během realizace<br />
projektů?<br />
Jaké alternativní návrhy zajištění<br />
monitorování a evaluace<br />
mezinárodní spolupráce<br />
podporované z ESF by byly<br />
vhodné pro využití v ČR<br />
v průběhu programového období<br />
20072013?<br />
Bylo by možné a vhodné zajistit<br />
část monitorovacího procesu či<br />
zpracování alespoň některých<br />
hodnotících studií na základě<br />
společné aktivity několika<br />
členských států?<br />
Jaké jsou předpoklady pro<br />
využití této možnosti?<br />
U kterých částí monitorovacího<br />
procesu by to bylo vhodné?<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti,<br />
včetně doporučení a<br />
tipů použitelných<br />
v Evaluačním plánu<br />
2007+ či plánu<br />
evaluačních aktivit<br />
založených na<br />
mezinárodní<br />
spolupráci.<br />
Září 2008<br />
21
6. 5. Zpracování návrhu<br />
zajištění monitorování a<br />
evaluace mezinárodní<br />
spolupráce<br />
podporované v rámci<br />
ERDF programů na<br />
základě křížového<br />
financování.<br />
6. 6. Zpracování<br />
návrhu, jak by mělo být<br />
dále nakládáno<br />
s výstupy a výsledky<br />
projektů zaměřených na<br />
podporu mezinárodní<br />
spolupráce financované<br />
z ESF.<br />
Návrh způsobu<br />
zajištění<br />
monitorování a<br />
evaluace<br />
projektů ERDF<br />
zaměřených na<br />
podporu<br />
mezinárodní<br />
spolupráce.<br />
Návrh způsobu<br />
nakládání<br />
s výstupy a<br />
výsledky<br />
projektů ESF<br />
zaměřených na<br />
podporu<br />
mezinárodní<br />
spolupráce.<br />
Existují části monitorovacího<br />
procesu, u nichž by to bylo<br />
naopak nevhodné?<br />
Jaké alternativní návrhy zajištění<br />
monitorování a evaluace<br />
mezinárodní spolupráce<br />
podporované programy ERDF na<br />
základě možnosti křížového<br />
financování by byly vhodné pro<br />
využití v ČR v průběhu<br />
programového období 2007<br />
2013?<br />
Jaký typ výstupů či výsledků<br />
projektů ESF zaměřených na<br />
mezinárodní spolupráci by bylo<br />
vhodné využívat i po skončení<br />
realizace jednotlivých projektů?<br />
Jakým způsobem by bylo vhodné<br />
ze strany řídících orgánů<br />
programů ESF podporujících<br />
projekty založené na<br />
mezinárodní spolupráci pracovat<br />
s výstupy, resp. výsledky<br />
projektů po skončení jejich<br />
realizace?<br />
Jakým organizacím, resp.<br />
cílovým skupinám by měly být<br />
tyto výstupy a výsledky<br />
zprostředkovány?<br />
Jaké médium či jaký způsob<br />
tohoto zprostředkování by bylo<br />
nejvhodnější využít? Liší se<br />
nějak vhodné médium či způsob<br />
Praktická doporučení<br />
a tipy pro řízení<br />
programů<br />
podporujících<br />
projekty zaměřené<br />
na mezinárodní<br />
spolupráci v novém<br />
programovém období<br />
i dále v budoucnosti.<br />
Praktická doporučení<br />
a tipy pro odpovědné<br />
orgány za řízení<br />
programů ESF<br />
zaměřených na<br />
podporu mezinárodní<br />
spolupráce<br />
z hlediska, jak dále<br />
se vzniklými výsledky<br />
a výstupy projektů<br />
dále pracovat.<br />
Září 2008<br />
Září 2008<br />
22
zvolený pro tento přenos<br />
v případě různých typů cílových<br />
organizací či cílových skupin?<br />
Jaký celkový objem finančních<br />
prostředků by bylo vhodné na<br />
zajištění dalšího využívání<br />
vzniklých výstupů a výsledků<br />
projektů určit?<br />
Jakým způsobem by bylo vhodné<br />
využité způsoby přenosu<br />
vzniklých výstupů a výstupů i<br />
objem na tuto činnost<br />
vynaložených prostředků<br />
hodnotit?<br />
23
4. Požadované výstupy a jejich uživatelé<br />
4.1. Požadované výstupy a termíny jejich předložení ŘO CIP <strong>EQUAL</strong>.<br />
POŽADOVANÉ VÝSTUPY TERMÍN DETAIL JAZYK<br />
1. Vstupní zpráva<br />
2. První průběžná zpráva<br />
3. Druhá průběžná zpráva<br />
návrh do tří týdnů od<br />
uzavření smlouvy;<br />
konečná verze nejpozději<br />
do 14 dní od doručení<br />
připomínek<br />
návrh nejpozději do<br />
15. dubna 2008; konečná<br />
verze nejpozději do 1<br />
měsíce od doručení<br />
připomínek<br />
návrh nejpozději do<br />
15. června 2008; konečná<br />
verze nejpozději do 1<br />
měsíce od doručení<br />
připomínek<br />
Ve zprávě bude již podrobně popsán harmonogram realizace<br />
projektu, metodologie řešení projektu a informační zdroje. Dále v této<br />
zprávě budou jmenovitě určeni všichni zapojení experti do řešení<br />
jednotlivých částí této veřejné zakázky a podrobné stanovení dílčích<br />
termínů evaluačních šetření stanovených ze strany zpracovatele<br />
hodnocení. Obsah této zprávy musí vycházet z metodologie řešení<br />
projektu uvedeného v nabídce, musí ho však také již mnohem podrobněji<br />
specifikovat a aktualizovat nabídku.<br />
Druhou částí vstupní zprávy budou výsledky provedených analýz a<br />
doporučení týkající se úkolu navrhnout vhodný způsob vyhlášení a<br />
implementace první výzvy Prioritní osy mezinárodní spolupráce OP LZZ<br />
uvedeného v kapitole 3 této zakázky.<br />
Zpráva bude obsahovat podrobné informace o řešení těch evaluačních<br />
úkolů uvedených v předchozí kapitole této zadávací dokumentace, u<br />
nichž je jako termín finálních výstupů uveden květen 2008. U těchto<br />
úkolů je třeba ve zprávě uvádět podrobnou metodologii řešení<br />
jednotlivých úkolů, podrobný postup a výsledky prováděného šetření a<br />
doporučení ze zjištěných a analyzovaných dat vyplývající pro kvalitní a<br />
hladkou implementaci principu mezinárodní spolupráce v programech<br />
financovaných z ESF.<br />
Zpráva bude obsahovat podrobné informace o řešení těch evaluačních<br />
úkolů uvedených v předchozí kapitole této zadávací dokumentace, u<br />
nichž je jako termín finálních výstupů uveden červenec 2008. U těchto<br />
úkolů je třeba ve zprávě uvádět podrobnou metodologii řešení<br />
jednotlivých úkolů, podrobný postup a výsledky prováděného šetření a<br />
doporučení ze zjištěných a analyzovaných dat vyplývající pro kvalitní a<br />
ČJ<br />
AJ +<br />
ČJ<br />
AJ +<br />
ČJ<br />
24
4. Třetí průběžná zpráva<br />
5. Návrh závěrečné evaluační<br />
zprávy<br />
6. Závěrečná evaluační<br />
zpráva<br />
7. Závěrečný diseminační<br />
seminář<br />
8. Prezentace postupu<br />
projektu Monitorovacím<br />
výborům, PS pro evaluaci,<br />
Evropské komisi atd.<br />
9. Průběžná online<br />
konzultace se zástupcem<br />
zadavatele<br />
návrh nejpozději do<br />
15. srpna 2008; konečná<br />
verze nejpozději do 1<br />
měsíce od doručení<br />
připomínek<br />
hladkou implementaci principu mezinárodní spolupráce v programech<br />
financovaných z ESF.<br />
Zpráva bude obsahovat podrobné informace o řešení těch evaluačních<br />
úkolů uvedených v předchozí kapitole této zadávací dokumentace, u<br />
nichž je jako termín finálních výstupů uveden září 2008. U těchto úkolů<br />
je třeba ve zprávě uvádět podrobnou metodologii řešení jednotlivých ČJ +<br />
úkolů, podrobný postup a výsledky prováděného šetření a doporučení ze AJ<br />
zjištěných a analyzovaných dat vyplývající pro kvalitní a hladkou<br />
implementaci principu mezinárodní spolupráce v programech<br />
financovaných z ESF.<br />
Návrh závěrečné zprávy bude již obsahovat údaje předkládané ve vstupní<br />
zprávě a všech třech zprávách průběžných zpracovávaných v průběhu<br />
řešení projektu. Zpráva musí být zpracovaná způsobem, který umožní<br />
nejpozději do 15. října<br />
2008<br />
získání veškerých dílčích výstupů, výsledků a doporučení formulovaných<br />
v průběhu řešené zakázky. Zároveň bude zpráva obsahovat veškeré<br />
procesní, systémové či srovnávací analýzy a případové studie v rámci<br />
zakázky ze strany řešitelského týmu zpracované. Dále bude zpráva<br />
ČJ +<br />
AJ<br />
obsahovat executive summary o max. 20 stranách shrnující hlavní závěry<br />
a doporučení provedené evaluace.<br />
Závěrečná evaluační zpráva bude ve své finální verzi zahrnovat přehled<br />
vypořádání připomínek řídícího orgánu, PS pro evaluace programů ESF a<br />
nejpozději do 15. listopadu<br />
AJ +<br />
Monitorovacího výboru CIP <strong>EQUAL</strong>, resp. dalších subjektů zapojených do<br />
2008<br />
ČJ<br />
připomínkových řízení a také zohlednění vypořádání jednotlivých<br />
připomínek přímo v textu zprávy.<br />
dle dohody<br />
Zpracovatel zorganizuje po dohodě se zadavatelem závěrečný<br />
diseminační seminář pro členy pracovních / zainteresovaných skupin<br />
ČJ +<br />
AJ<br />
dle dohody<br />
průběžně<br />
Po dohodě se zadavatelem dle potřeby uskuteční zpracovatel prezentace<br />
postupu projektu členům PS pro evaluaci či jiným zainteresovaným<br />
subjektům či skupinám osob atd.<br />
Zpracovatel zodpoví dotazy pracovníkům ŘO týkající se realizace této<br />
evaluace, a to způsobem zvoleným ze strany pracovníků ŘO<br />
AJ +<br />
ČJ<br />
ČJ<br />
25
Pozn. U anglických překladů jednotlivých zpráv se předpokládá jejich předložení pouze u jejich konečných verzí, a to nejpozději do 30 dnů<br />
po přijetí konečných verzí v českém jazyce ze strany řídícího orgánu.<br />
4.2. Hlavní uživatelé výstupů<br />
Výsledky prováděného hodnocení principu mezinárodní spolupráce CIP <strong>EQUAL</strong> a doporučení formulovaná v jeho rámci musí být využitelné<br />
pro:<br />
• Řídící orgán a národní podpůrnou strukturu při průběžném zlepšování implementace CIP <strong>EQUAL</strong> a při zajišťování validace a šíření<br />
dobré praxe dosažené v oblasti mezinárodní spolupráce;<br />
• Řídící orgány, resp. jiné odpovědné orgány zapojené do řízení ostatních programů financovaných z ESF v průběhu nového<br />
programového období 20072013 z hlediska využití, zajištění a výsledků mezinárodní spolupráce v ESF projektech;<br />
• Další orgány odpovědné za přípravu a realizaci jiných programů založených na principu mezinárodní spolupráce v budoucnosti;<br />
• Monitorovací výbor CIP <strong>EQUAL</strong> složený ze zástupců hlavních zainteresovaných subjektů působících na poli politik zaměstnanosti,<br />
trhu práce, sociálního začleňování apod., zástupců regionálních orgánů, nevládních organizací atd. při plnění úlohy sledování a<br />
hodnocení efektivity a kvality implementace tohoto programu;<br />
• Rozvojová partnerství při spolupráci se svými mezinárodními partnery a při hodnocení a prokazování dosažené dobré praxe v této<br />
oblasti;<br />
• Národní tématické sítě a síť evaluačních expertů <strong>EQUAL</strong>;<br />
• Pracovní skupinu pro evaluace ESF programů zřízenou společně Monitorovacím výborem CIP <strong>EQUAL</strong> a Monitorovacími výbory OP<br />
RLZ a JPD 3;<br />
• Další zainteresované skupiny a veřejnost, zejména žadatele a potenciální příjemce finanční podpory z programů financovaných<br />
z ESF v průběhu nového programového období 20072013.<br />
5. Pokyny pro zpracování nabídky<br />
5.1. Základní pokyny<br />
1. Uchazeč musí být právním subjektem, s nímž lze uzavřít smlouvu na požadované činnosti a musí mít<br />
dostatečné organizační, administrativní a technické zázemí pro jejich realizaci.<br />
26
2. V případě, že uchazeč, hodlá k plnění předmětu veřejné zakázky použít subdodavatele, identifikuje tohoto<br />
subdodavatele v nabídce obchodní firmou nebo názvem společnosti, adresou sídla, právní formou,<br />
statutárním orgánem, identifikačním číslem, byloli přiděleno. Jdeli o zahraniční právnickou osobu, městem<br />
registrace a číslem registrace a institucí, kde byla společnost zaregistrována, statutárním orgánem. Jdeli o<br />
fyzickou osobu bydlištěm či místem podnikání, identifikačním číslem, byloli přiděleno, příp. osobou<br />
oprávněnou jednat za tuto fyzickou osobu.<br />
3. Uchazeč dále v nabídce identifikuje části veřejné zakázky, které hodlá plnit tímto dodavatelem. Kvalifikační<br />
předpoklady (viz požadovaná Část III. nabídky) nemůže prokázat za uchazeče subdodavatel. Tato podmínka<br />
je zadavatelem označena jako absolutní.<br />
4. Nabídka bude napsána v češtině nebo v angličtině. Nabídka v jiném jazyce EU může být předložena za<br />
podmínky, že bude přeložena do češtiny nebo angličtiny a ověřený překlad nabídky bude přiložen.<br />
5. Variantní řešení nabídky nebude akceptováno.<br />
6. Nabídka nebude obsahovat přepisy a opravy, které by mohly zadavatele uvést v omyl.<br />
7. Nabídka bude předložena v jednom originále a čtyřech kopiích (kopie označeny) v písemné formě, v českém<br />
nebo anglickém jazyce. V nabídce musí být vložen digitální nosič s nabídkou (CDROM).<br />
8. Nabídka bude podána v souladu s ustanovením § 69 zákona na adrese pro podání nabídek uvedené<br />
zadavatelem v oznámení o zahájení zadávacího řízení či výzvě. Nabídka musí být označená názvem veřejné<br />
zakázky a výrazným nápisem "NEOTVÍRAT nabídka".<br />
9. Všechny strany nabídky budou očíslovány vzestupnou číselnou řadou a části nabídky budou svázány v jeden<br />
celek v pořadí ČÁST I, ČÁST II a ČÁST III, PŘÍLOHY. Takto svázaný dokument a přiložená elektronická verze<br />
nabídky na CDROM budou tvořit celkovou nabídku. Budeli nabídka postrádat některou z požadovaných částí<br />
nebo dokumentů, může být vyřazena z dalšího hodnocení hodnotící komisí.<br />
10. Nabídky budou předloženy nejpozději do vypršení lhůty pro podání nabídek na adrese pro podání nabídek<br />
uvedené zadavatelem v oznámení o zahájení zadávacího řízení či výzvě. Jako doklad dodržení lhůty pro<br />
podání nabídky bude považován datum a čas uvedený na razítku nebo podacím lístku doručovací služby při<br />
podání nabídky uchazečem doručovací službě.<br />
11. Délka zadávací lhůty zadávací lhůta, po kterou jsou uchazeči vázání svou nabídkou je do<br />
31. 1. 2008 Zadávací lhůta začíná běžet okamžikem skončení lhůty pro podání nabídek a končí dnem<br />
doručení oznámení zadavatele o výběru nejvhodnější nabídky. Zadávací lhůta se prodlužuje uchazečům, s<br />
nimiž může zadavatel v souladu s tímto zákonem uzavřít smlouvu, až do doby uzavření smlouvy podle § 82<br />
odst. 3 nebo do zrušení zadávacího řízení.<br />
27
5.2. Členění nabídky<br />
Nabídka musí být strukturována a řazena následujícím způsobem:<br />
ČÁST I.<br />
Identifikace uchazeče<br />
1. Obchodní firma;<br />
2. Sídlo;<br />
3. Kontaktní adresa;<br />
4. IČ, DIČ;<br />
5. Telefon;<br />
6. Elektronická adresa, případně fax;<br />
7. Jméno statutární zástupce;<br />
Doklady prokazující kvalifikační předpoklady uchazeče<br />
Zadavatel požaduje prokázání splnění základních a profesních kvalifikačních předpokladů dodavatele<br />
v následujícím rozsahu:<br />
Zadavatel požaduje prokázání splnění základních a profesních kvalifikačních předpokladů. Podrobná specifikace<br />
požadavků je obsažena v kvalifikační dokumentaci, která je přílohou č. 2 zadávací dokumentace.<br />
Vymezení požadavků zadavatele na prokázání technických kvalifikačních předpokladů.<br />
Zadavatel požaduje prokázání splnění technických kvalifikačních předpokladů. Podrobná specifikace požadavků je<br />
obsažena v kvalifikační dokumentaci, která je přílohou č. 2 zadávací dokumentace.<br />
ČÁST II.<br />
Představení uchazeče<br />
1. Charakteristika společnosti/skupiny.<br />
2. Představení členek/členů týmu s přiloženým strukturovaným životopisem každé členky/člena a zapojením v týmu a<br />
s podrobným uvedením role každého zapojeného člena/členky v týmu. U každého člena týmu navíc požadujeme<br />
uvádět počet hodin věnovaných realizaci této zakázky. Strukturovaný životopis každého člena/členky týmu musí<br />
také obsahovat přehled znalostí cizích jazyků (hodnotící škála jazykových schopností čtení, psaní, mluvení 15, kdy 5<br />
28
je nejvyšší stupeň) doplněný o poznámku, zda byly ze strany jednotlivých členů týmu skládány v minulosti<br />
mezinárodní či státní zkoušky z těchto jazyků.<br />
3. Odkazy na výstupy dosud realizovaných projektů na webu.<br />
Popis, jak uchazeč hodlá naplnit podmínky zadání, přičemž může šířeji rozvést popis způsobu realizace jednotlivých úkolů<br />
ČÁST III.<br />
Finanční nabídka<br />
PŘÍLOHY<br />
1. Popis, jak bude realizován úkol a aktivity v každé tématické oblasti (úkoly a aktivity budou číselně indexovány)<br />
2. Představení, zapojení a role členů týmu<br />
3. Popis průběžných a finálních výstupů z úkolů a aktivit (uchazeč může některé oblasti rozšířit či doplnit, přičemž<br />
popíše, proč považuje své rozšíření či doplnění za vhodné. Zároveň uchazeč může z vlastní iniciativy navrhnout<br />
doplnění či rozšíření evaluačních otázek uvedených ke každému tématu v této zadávací dokumentaci. Zúžení<br />
evaluačních otázek není možné)<br />
4. Harmonogram aktivit<br />
5. Seznam použité literatury, materiálů, dokumentů a dalších informačních pramenů, které hodlá uchazeč využít.<br />
1. Nabídková cena bude uvedena v CZK.<br />
2. Nabídková cena bude uvedena v členění: nabídková cena bez daně z přidané hodnoty (DPH), samostatně DPH a<br />
nabídková cena včetně DPH.<br />
3. Nabídková cena bude rozdělena do pěti částí odpovídajících pracnosti jednotlivých odevzdávaných výstupů – vstupní<br />
zprávy, průběžné zprávy a závěrečné zprávy.<br />
4. Zadavatel nepřipouští překročení nabídkové ceny.<br />
1. Toto zadání<br />
2. Podepsaný návrh smlouvy osobou oprávněnou jednat jménem uchazeče<br />
29
6. Hodnocení nabídek<br />
Základním kritériem hodnocení je ekonomická výhodnost nabídky. Ekonomická výhodnost nabídky bude posuzována na základě vážených<br />
kritérií kvality a ceny a dílčích indikátorů.<br />
Kritéria pro hodnocení nabídek:<br />
Kritérium 1 Celková kvalita nabídky ........................................................... váha 70 %<br />
• Indikátor 1 Vhodnost navrhovaných aktivit, metod a výstupů<br />
• Indikátor 2 Inovativnost nabídky<br />
Kritérium 2 Hodnocení ceny ……………………………………………………...…….... váha 30 %<br />
6.1. Kritérium 1. – celková kvalita nabídky<br />
Kvalita nabídky se bude posuzovat dle dílčích kvalitativních indikátorů, přičemž hodnotící škála je následující:<br />
1 až 5 body = zcela neuspokojivé, 6 až 10 bodů = spíše neuspokojivé, 11 až 15 bodů = dostatečné, 16 až 20 bodů = velmi dobré, 21 až<br />
25 bodů = vynikající.<br />
Hodnotící otázky jsou orientační a slouží pro lepší srovnatelnost hodnocení mezi členkami / členy hodnotící komise.<br />
V daném kvalitativním kritériu získá nabídka bodovou hodnotu, která vznikne tak, že celková suma získaných bodů indikátorů hodnocené<br />
nabídky bude poměřena s nejlepší nabídkou a vynásobena váhou daného kritéria dle vzorce:<br />
(Hodnocená nabídka / Nejlepší nabídka) X 70 = Vážená hodnota Kritéria 1.<br />
30
Kde hodnocenou nabídkou je součet bodů hodnocené nabídky kvalitativních indikátorů; nejlepší nabídka je nabídka, která dosáhla v<br />
hodnocení daných indikátorů nejvyššího počtu bodů; 70 je váha Kritéria 1.<br />
Indikátory kvality<br />
Indikátor 1. Vhodnost navrhovaných aktivit, metod a výstupů (relevance ve vztahu k tématům a<br />
úkolům) (125)<br />
Např.:<br />
• Umožňují navržené aktivity získat dostatečně podrobné informace pro formulaci vhodných a<br />
praktických doporučení v dané oblasti?<br />
Kritérium 1. Celková<br />
kvalita nabídky<br />
•<br />
•<br />
Jak vhodně jsou zvoleny evaluačního nástroje vzhledem k zaměření evaluace?<br />
Odpovídá detailnost předpokládaných výstupů požadavkům zadání?<br />
(váha 70 %)<br />
Indikátor 2. Inovativnost nabídky (125)<br />
Např.:<br />
• Rozšiřuje nabídka vhodným a relevantním způsobem požadované evaluační otázky?<br />
• Jsou v nabídce navrhované analýzy prováděné u RP jiných členských států dostatečně zdůvodněny<br />
z hlediska důvodu pro výběr právě těchto členských států k provádění těchto analýz?<br />
• Nakolik navrhované analyzované členské státy berou v úvahu geografický kontext EU, reprezentativitu<br />
výběru národních států?<br />
6.2. Kritérium 2. Hodnocení ceny<br />
Cenové hodnocení nabídek proběhne tak, že hodnocená nabídka získá bodovou hodnotu na základě vzorce:<br />
(Nejnižší cena / Hodnocená cena) X 30 = vážená hodnota Kritéria 2.<br />
Kde hodnocenou cenou je cena hodnocené nabídky bez DPH; nejnižší cena je nejnižší cena nabídky bez DPH a 30 je váha Kritéria 2.<br />
31
6.3. Ekonomicky nejvýhodnější nabídka<br />
Na základě součtu kreditu za kvalitativní kritéria a cenu (Kritérium 1. + Kritérium 2.) u jednotlivých nabídek hodnotící komise stanoví<br />
pořadí úspěšnosti jednotlivých nabídek tak, že jako nejúspěšnější bude vyhodnocena nabídka, která získá po součtu nejvyšší kredit.<br />
7. Obchodní a platební podmínky<br />
1. Součástí zadávacích podmínek je předloha smlouvy (viz Příloha č. 1 zadávací dokumentace). Uchazeč v uvedené předloze smlouvy<br />
doplní chybějící údaje a doplněnou předlohu smlouvy, označí ji jako návrh, podepíše a vloží do nabídky. Návrh smlouvy musí po<br />
obsahové stránce odpovídat údajům uvedeným v zadávacích podmínkách a obsahu nabídky uchazeče. Návrh smlouvy je závazný,<br />
uchazeč pouze doplní požadované údaje. V případě, že návrh smlouvy nebude odpovídat zadávacím podmínkám a ostatním částem<br />
nabídky uchazeče, bude tato skutečnost důvodem pro vyřazení nabídky a vyloučení uchazeče ze zadávacího řízení.<br />
2. Uchazeč o VZ musí v návrhu smlouvy akceptovat vedle požadavků zadavatele v této zadávací dokumentaci rovněž ustanovení<br />
zákona, obchodního zákoníku a dalších právních předpisů, které se vztahují k plnění této veřejné zakázky.<br />
3. V případě zjištěného rozdílu mezi požadavky uvedenými v zadávací dokumentaci a v nabídce ve smyslu zúžení předmětu plnění je<br />
evaluátor povinen postupovat při realizaci zakázky dle požadavků uvedených přímo v zadávací dokumentaci, a nikoli v dané části<br />
své nabídky.<br />
8. Přílohy<br />
Příloha č. 1 Předloha smlouvy<br />
Příloha č. 2 – Kvalifikační dokumentace<br />
32
8.2 Evaluation Topics 1-6<br />
Navreme Boheme, s.r.o. 56<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topic 1: Part of the study focusing on the support in the preparation the first call of Priority axis Transnational<br />
Co-operation OP LZZ<br />
TASKS DESCRIPTI<br />
ON 6 /<br />
EVALUATI<br />
ON<br />
CRITERIA<br />
Drafting a<br />
possible<br />
announce<br />
ment of<br />
the first<br />
call<br />
Priority<br />
axis<br />
Transnati<br />
Draft of the<br />
manner of<br />
ensuring<br />
and<br />
implementa<br />
tion of the<br />
first call<br />
Priority axis<br />
Transnation<br />
EVALUATION QUESTIONS RELATION<br />
SHIP WITH<br />
EVALUATI<br />
ON<br />
OBJECTIVE<br />
S 7<br />
How to determine the rules for eligible<br />
8, 15, 18,<br />
expenditures in the scope of this call?<br />
21, 1, 5<br />
How to define areas of support for this call in<br />
terms of the factual focus of the projects<br />
supported?<br />
How to define areas of support for this call in<br />
terms of supported forms of implemented<br />
transnational co-operation?<br />
EXPERTS<br />
8<br />
AP (4)<br />
AS (4)<br />
BB (8)<br />
EF (4)<br />
PJ (68)<br />
JK (17)<br />
EVALUATION<br />
METHODS<br />
USED<br />
ANAL, INT,<br />
VISIT<br />
TARGE<br />
T<br />
GROUP<br />
S 9<br />
DP, MA,<br />
NSS,<br />
EXP<br />
OUTPUTS REQUIRED 10 DEADLINE FOR<br />
OUTPUTS<br />
REQUIRED<br />
Practical recommendations<br />
on eligible expenditures, a<br />
suitable l<strong>eng</strong>th of the<br />
implementation of projects<br />
and the necessary<br />
mechanisms of support<br />
defined for the projects as<br />
well as MA.<br />
6 The tasks required and the evaluation questions are referred to here only. Activities leading to their fulfilment are described in detail in the timetable of works,<br />
including their timing and logical relationship.<br />
7 The evaluation has ten general and eleven specific objectives which have been referred to and numbered above. Although the fulfilment of the individual tasks is almost<br />
always related to all the general objectives (objectives 1, 6, 9 and 10 in particular), the numbers of these objectives are referred to, which are primarily fulfilled by<br />
the implementation of the task at issue.<br />
8 Given the fact that experts referred to in this offer work in a team, the list of persons would be irrelevant here since it would almost always have to comprise all the persons.<br />
However, the team operates in such a way that one or the maximum of two persons are in charge of a given task, the others contributing to the solution either by providing<br />
comments on the outputs and helping with the analysis, or by participating directly in some of the evaluation methods (for example the focus group is always led by at least<br />
two persons, the interviews and evaluation visits will be performed by 6 evaluators etc.). The number of work hours of the person at issue is referred to here to<br />
differentiate the extent of individual team members’ involvement. Work hours spent on methodical preparation, data analysis, team meetings,<br />
observations and producing the outputs has been added to the total number of hours cited in the budget.<br />
9 Key target groups are referred to in target groups, i.e. those providing the most significant materials for further analyses and findings in terms of quantity as well as quality.<br />
Given that the majority of evaluation tools operate across the target groups and that the questionnaire will be used as a flat-rate support for other evaluation techniques,<br />
materials for each individual evaluation step are conceived de facto on the results of the examination of more groups than just those referred to. However, only those groups<br />
primarily focused by the fulfilment of the task at issue are referred to for better comprehensibility. For the most part, the order of target groups is referred to based<br />
on its importance; this aspect is not always relevant and that is why we do not expand on this issue.<br />
10 All the outputs will be in English and Czech, the majority of intermediate products will also be processed in English and Czech in view of the transnational<br />
structure of the team of evaluators. The working language inside the team will be English.<br />
In three weeks<br />
after concluding<br />
the contract, the<br />
final version to be<br />
sent within 14 days<br />
after receipt of the<br />
observations
onal Cooperation<br />
OP LZZ.<br />
al Cooperation<br />
OP LZZ.<br />
Which l<strong>eng</strong>th of the implementation of the<br />
projects supported on the basis of the first call<br />
in the area of transnational co-operation is<br />
suitable and why?<br />
Which mechanisms of support on the side of<br />
MA and on the since of the recipient is it<br />
necessary to establish for the call in terms of<br />
managing individual projects based on<br />
transnational co-operation?<br />
ML (6)<br />
VM (51)<br />
JP (4)<br />
JOŠ (51)<br />
Topic 2: Part of the study focusing on the evaluation of Czech DP’s work<br />
TASKS DESCRIPTIO<br />
N /<br />
EVALUATION<br />
CRITERIA<br />
Mapping<br />
of<br />
significan<br />
t or<br />
interestin<br />
g outputs<br />
of CIP<br />
<strong>EQUAL</strong><br />
projects<br />
on the<br />
territory<br />
of CZ in<br />
terms of<br />
applying<br />
transnati<br />
onal cooperation<br />
.<br />
Case studies of<br />
at least 35 DP<br />
supported in<br />
the framework<br />
of CIP <strong>EQUAL</strong><br />
CZ.<br />
EVALUATION QUESTIONS RELATIO<br />
NSHIP<br />
WITH<br />
EVALUAT<br />
ION<br />
OBJECTI<br />
VES<br />
In which projects supported by CIP <strong>EQUAL</strong> in CZ were the outputs<br />
attained by means of transnational co-operation (the preparation and<br />
development of which were completely based on transnational cooperation)?<br />
In which projects supported by CIP <strong>EQUAL</strong> in CZ were these outputs<br />
significantly influenced by the opportunity to co-operate with<br />
transnational partners?<br />
In what way did transnational co-operation most often influence the<br />
outputs of the projects supported?<br />
In what way did DP proceed in transnational co-operation in the<br />
course of the implementation of the project – in the framework of<br />
which activities was transnational co-operation most frequently used?<br />
Is it possible to define the focus of activities based on transnational<br />
co-operation the occurrence of which was key to the successful<br />
implementation of the project?<br />
On the contrary, is it possible to determine the focus of activities<br />
based on transnational co-operation in which a direct benefit for the<br />
Navreme Boheme, s.r.o. 57<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
11, 13,<br />
14, 16,<br />
17, 20,<br />
21, 1, 2,<br />
6, 7,<br />
EXPERTS EVALUAT<br />
ION<br />
METHOD<br />
S USED<br />
AP (2)<br />
AS (2)<br />
BB (10)<br />
EF (2)<br />
PJ (130)<br />
JK (119)<br />
ML (6)<br />
VM (32)<br />
LS (88)<br />
JAŠ (176)<br />
JP (88)<br />
JOŠ (119)<br />
FS, VISIT,<br />
INT,<br />
CASE,<br />
ANAL,<br />
PROC,<br />
DOT<br />
NB.: In view of the time<br />
determined for establishing<br />
this output, it is impossible<br />
to carry out certain<br />
necessary evaluation and<br />
analytic methods; that is<br />
why this output will be<br />
finalised in the course of the<br />
evaluation.<br />
TARGET<br />
GROUPS<br />
DP, MA,<br />
NSS,<br />
KLIENT,<br />
MONIT,<br />
PP (in<br />
order to<br />
provide a<br />
compariso<br />
n with CZ<br />
and to<br />
achieve<br />
higher<br />
quality of<br />
outputs.<br />
Comparabl<br />
e<br />
references<br />
, findings<br />
from the<br />
EU<br />
OUTPUTS<br />
REQUIRED<br />
Practical<br />
recommenda<br />
tions and<br />
tips for the<br />
management<br />
of<br />
programmes<br />
supporting<br />
projects<br />
focusing on<br />
transnational<br />
co-operation<br />
in the new<br />
programme<br />
period and<br />
in the future.<br />
Overview of<br />
documents<br />
on which DP<br />
DEADLINE<br />
FOR<br />
OUTPUTS<br />
REQUIRED<br />
May 2008
project and the outputs have not been proven?<br />
What type of special support from the MA or NSS was necessary for<br />
the creation of project outputs based on transnational co-operation?<br />
Which specific types of this support were required directly by DP?<br />
(Was support from MA or NSS provided?)<br />
Were some types of support ascertained which DP would welcome<br />
from MA or NSS in the implementation of DP’s projects in the area of<br />
transnational co-operation?<br />
In what stage of the preparation or the implementation of its projects<br />
would DP welcome this support most frequently?<br />
What documents did DP base their activities on during the<br />
preparation and implementation of its projects on in the area of<br />
transnational co-operation (manuals, methodologies etc.)?<br />
Which previous experience did the partners involved in the individual<br />
DP use most frequently in the preparation and implementation of<br />
their activities focusing on transnational co-operation?<br />
Navreme Boheme, s.r.o. 58<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
countries<br />
cited will<br />
be used;<br />
that is<br />
why<br />
activities<br />
from<br />
topics 2<br />
and 3 take<br />
place<br />
parallel to<br />
each<br />
other, see<br />
the<br />
timetable)<br />
was based in<br />
the course of<br />
the<br />
preparation<br />
and<br />
implementati<br />
on of its<br />
projects and<br />
the<br />
assessment<br />
of their<br />
relevance.<br />
Topic 3: Part of the study focusing on the assessment of the work of DP supported in other EU Member States<br />
EU<br />
TASKS DESCRIPTI<br />
ON /<br />
EVALUATI<br />
ON<br />
CRITERIA<br />
Mapping of<br />
significant<br />
or<br />
interesting<br />
outputs of<br />
CIP <strong>EQUAL</strong><br />
projects on<br />
the territory<br />
of CZ in<br />
Occurrence<br />
of significant<br />
or<br />
interesting<br />
outputs and<br />
their<br />
relevance;<br />
20 case<br />
studies of<br />
EVALUATION QUESTIONS RELATI<br />
ONSHI<br />
P<br />
WITH<br />
EVALU<br />
ATION<br />
OBJEC<br />
TIVES<br />
Is it possible to find among the projects supported by CIP <strong>EQUAL</strong> in other EU<br />
Member States some the outputs of which were attained by transnational cooperation<br />
(their preparation was based solely on transnat.coop.)?<br />
Is it possible to find among these DP’s findings some the outputs of which<br />
were attained by transnational co-operation with DP from CZ?<br />
Is it possible to find among the projects supported by CIP <strong>EQUAL</strong> in other EU<br />
Member States some the outputs of which were significantly influenced by the<br />
opportunity to co-operate with international partners?<br />
11, 13,<br />
14, 16,<br />
20, 21,<br />
1, 2, 5,<br />
6, 7,<br />
EXPERTS EVALUAT<br />
ION<br />
METHOD<br />
S USED<br />
AP (134)<br />
AS (134)<br />
BB (160)<br />
EF (134)<br />
PJ (40)<br />
JK (17)<br />
FS, VISIT,<br />
INT,<br />
CASE,<br />
ANAL,<br />
PROC,<br />
DOT<br />
TARGET<br />
GROUPS<br />
DP EU, MA<br />
EU, PP EU,<br />
NSS EU,<br />
NTS EU<br />
(Evaluatio<br />
n activities<br />
and<br />
analysis<br />
take place<br />
OUTPUTS<br />
REQUIRE<br />
D<br />
Practical<br />
recommen<br />
dations<br />
and tips<br />
for the<br />
managem<br />
ent of<br />
programm<br />
es<br />
DEADLIN<br />
E FOR<br />
OUTPUTS<br />
REQUIRE<br />
D<br />
May 2008
terms of<br />
applying<br />
transnation<br />
al cooperation<br />
(those DP<br />
have been<br />
selected<br />
which cooperated<br />
on<br />
the basis of<br />
TCA with<br />
Czech DP).<br />
international<br />
DP (2 in<br />
each<br />
selected EU<br />
country plus<br />
special<br />
studies<br />
above 20 as<br />
the case<br />
may be).<br />
In what way did transnational co-operation most often influence the outputs<br />
of the projects supported?<br />
In what way did DP proceed in transnational co-operation in the course of the<br />
implementation of the project – in the framework of which activities was<br />
transnational co-operation used most often?<br />
Among the types of activities and expenditures implemented in the cases<br />
examined in the framework of transnational co-operation, were significant<br />
differences ascertained stemming from the extent of activities and<br />
expenditures which were considered qualified in the individual Member States?<br />
Did the ascertained differences in the extent of expenditure qualification lead<br />
to an easier or, on the contrary, a more difficult implementation of the<br />
individual projects?<br />
Is it possible to define the focus of activities based on transnational cooperation<br />
the occurrence of which was key to the successful implementation<br />
of the project?<br />
On the contrary, is it possible to determine the focus of activities based on<br />
transnational co-operation in which a direct benefit for the project and the<br />
outputs have not been proven?<br />
In the course of establishing the project outputs based on transnational cooperation,<br />
was it necessary to ensure for DP a special type of support from<br />
MA or NSS?<br />
Were some types of support ascertained which DP would welcome from MA or<br />
NSS in the implementation of DP’s projects in the area of transnational cooperation?<br />
In what stage of the preparation or the implementation of its projects would<br />
DP welcome this support most frequently?<br />
What documents did DP base their activities on during the preparation and<br />
implementation of its projects on in the area of transnational co-operation?<br />
Which previous experience did the partners involved in the individual DP use<br />
most frequently in the preparation and implementation of their activities<br />
focusing on transnational co-operation?<br />
Navreme Boheme, s.r.o. 59<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
ML (152)<br />
VM (10)<br />
LS (10)<br />
JAŠ (10)<br />
JP (10)<br />
JOŠ (17)<br />
parallel to<br />
topic 3, a<br />
compariso<br />
n with CZ<br />
will be<br />
used<br />
particularl<br />
y with<br />
regard to<br />
the fact<br />
that the<br />
outputs<br />
are<br />
supposed<br />
to serve<br />
primarily<br />
for Czech<br />
institutions<br />
, for<br />
details see<br />
the<br />
timetable)<br />
supporting<br />
projects<br />
focusing<br />
on<br />
transnatio<br />
nal cooperation<br />
in the new<br />
programm<br />
e period<br />
and in the<br />
future.
Navreme Boheme, s.r.o. 60<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topic 4: Analysis of specific aspects and the added value of ESF projects based on the support of transnational<br />
co-operation<br />
TASKS DESCRIPTIO<br />
N /<br />
EVALUATION<br />
CRITERIA<br />
4.1.<br />
Analysis of<br />
“added<br />
value” of<br />
ESF<br />
projects<br />
implemente<br />
d in CZ as<br />
well as by<br />
other EU<br />
Member<br />
States and<br />
focusing on<br />
the support<br />
of<br />
transnation<br />
al cooperationin<br />
comparison<br />
with<br />
projects<br />
which are<br />
purely<br />
national.<br />
4.2.<br />
Analysis of<br />
the<br />
individual<br />
4.1 Occurrence<br />
of the added<br />
value and its<br />
relevance<br />
(3 case studies<br />
in each<br />
analysed<br />
country, that is<br />
30 studies).<br />
4.2.<br />
Occurrence of<br />
aspects of<br />
projects<br />
focusing on<br />
transnational<br />
co-operation<br />
and their<br />
relevance<br />
EVALUATION QUESTIONS RELATION<br />
SHIP WITH<br />
EVALUATI<br />
ON<br />
OBJECTIVE<br />
S<br />
4.1. Was an added value ascertained of ESF projects financed in<br />
CZ as well as in other EU countries for the purpose of the<br />
support of transnational co-operation as opposed to projects<br />
with a similar focus which did not contain the element of<br />
translational co-operation?<br />
What does the added value lie in?<br />
Does the extent of the added value correspond with higher<br />
demands in terms of finance, time and administration of projects<br />
focusing on the support of transnational co-operation – if higher<br />
demands of these projects were ascertained?<br />
4.2. Which of the aspects of ESF projects focusing on the area of<br />
transnational co-operation specific compared with other types of<br />
ESF projects?<br />
Which experience with projects focusing on transnational cooperation<br />
is suitable to be applied in the implementation of ESF<br />
programmes supporting this type of co-operation?<br />
How does the structure of expenditures of projects with this<br />
focus differ from the structure in other ESF projects?<br />
Which type of expenditures implemented in projects focusing on<br />
the support of transnational co-operation should be added to the<br />
rules determining eligible ESF expenditures in CZ?<br />
On the contrary, which type of expenditures implemented in<br />
projects focusing on the support of transnational co-operation,<br />
which appear frequently in these projects although their<br />
occurrence or extent does not correspond with the goals of<br />
11, 13, 14,<br />
16, 20, 21,<br />
1, 2, 5, 6, 7<br />
(Applies to<br />
both tasks)<br />
EXPERTS EVALUAT<br />
ION<br />
METHOD<br />
S USED<br />
AP (65)<br />
AS (65)<br />
BB (99)<br />
EF (73)<br />
PJ (98)<br />
JK (100)<br />
ML (92)<br />
VM (16)<br />
LS (25)<br />
JAŠ (93)<br />
JP (16)<br />
JOŠ (129)<br />
(Applies to<br />
both<br />
tasks)<br />
FS, VISIT,<br />
INT,<br />
CASE,<br />
PROC,<br />
DOT,<br />
SWOT<br />
(Applies to<br />
both<br />
tasks)<br />
TARGET<br />
GROUPS<br />
DP, DP<br />
EU, MA,<br />
MA EU,<br />
KLIENT,<br />
POLIT, EK<br />
(Applies to<br />
both<br />
tasks;<br />
findings<br />
from EU<br />
countries<br />
will be<br />
compared<br />
with the<br />
findings<br />
from CZ)<br />
OUTPUTS<br />
REQUIRED<br />
Practical<br />
recommendation<br />
s and tips for the<br />
management of<br />
programmes<br />
supporting<br />
projects focusing<br />
on transnational<br />
co-operation in<br />
the new<br />
programme<br />
period and in the<br />
future.<br />
(Applies to both<br />
tasks)<br />
DEADLIN<br />
E FOR<br />
OUTPUTS<br />
REQUIRE<br />
D<br />
May 2008<br />
(Applies to<br />
both<br />
tasks)
specific<br />
aspects of<br />
ESF<br />
projects<br />
focusing on<br />
the support<br />
of<br />
transnation<br />
al cooperation.<br />
these projects, should be taken out of to the rules determining<br />
eligible expenditures?<br />
Which activities linked with the administration of these project<br />
with this focus are far more demanding in terms of time,<br />
expertise and finance than similar activities implemented in other<br />
projects financed from ESF?<br />
Navreme Boheme, s.r.o. 61<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topic 5: Analysis of interesting approaches and specific areas of HRD in other EU countries<br />
TASKS DESCRIPTI<br />
ON /<br />
EVALUATI<br />
ON<br />
CRITERIA<br />
5.1. Mapping interesting<br />
approaches in the area of<br />
HRD in individual EU<br />
Member States with the<br />
aim to identify those<br />
areas on which it would<br />
be desirable to focus<br />
projects implemented in<br />
the form of transnational<br />
co-operation in the next<br />
programme period and<br />
thus to make it possible<br />
to acquire know-how<br />
from abroad for future<br />
possible use in CZ.<br />
5.2. Analysis of the<br />
Relevance<br />
(Applies to<br />
both tasks)<br />
EVALUATION QUESTIONS RELATIO<br />
NSHIP<br />
WITH<br />
EVALUAT<br />
ION<br />
OBJECTI<br />
VES<br />
5.1.Which specific areas of HRD supported by ESF<br />
programmes in the individual EU Member States<br />
are the most relevant from the point of view of the<br />
necessity to develop the HRD area at issue in CZ?<br />
Which Member States have at their disposal<br />
particularly interesting examples of good practice<br />
in the area of HRD beyond the framework of the<br />
areas of support financed from ESF?<br />
5.2. Which areas of HRD which other Member<br />
States focus on in the framework of an<br />
autonomous priority axis supporting transnational<br />
co-operation are the most relevant from the point<br />
of view of the necessity to develop the HRD area at<br />
issue in CZ?<br />
Which areas of HRD, in which it is possible to<br />
8, 12, 13,<br />
18, 4, 6<br />
(Applies to<br />
both<br />
tasks)<br />
EXPERTS EVALUAT<br />
ION<br />
METHOD<br />
S USED<br />
AP (95)<br />
AS (95)<br />
BB (129)<br />
EF (103)<br />
PJ (78)<br />
JK (80)<br />
ML (122)<br />
LS (5)<br />
JAŠ (73)<br />
JOŠ (109)<br />
(Applies to<br />
both<br />
ANAL,<br />
CASE,<br />
SWOT, FS,<br />
INT<br />
(Applies to<br />
both<br />
tasks)<br />
TARGET<br />
GROUPS<br />
DP, DP<br />
EU,<br />
KLIENT,<br />
POLIT, EK,<br />
NSS EU<br />
(Applies to<br />
both<br />
tasks)<br />
OUTPUTS<br />
REQUIRED<br />
Practical<br />
recommendation<br />
s and tips for the<br />
management of<br />
programmes<br />
supporting<br />
projects focusing<br />
on transnational<br />
co-operation in<br />
the new<br />
programme<br />
period and in the<br />
future.<br />
(Applies to both<br />
tasks)<br />
DEADLINE<br />
FOR<br />
OUTPUTS<br />
REQUIRED<br />
May 2008<br />
(Applies to<br />
both tasks)
elevance of HRD areas<br />
which other EU Member<br />
States will support<br />
transnational cooperation<br />
from ESF in the<br />
new programme period,<br />
including the<br />
identification, which of<br />
the areas relevant to<br />
them it would be most<br />
beneficial to focus on in<br />
transnational cooperation<br />
with CZ.<br />
support transnational co-operation in the form of<br />
qualifies expenditures in the framework of priority<br />
axes outside transnational cooperation in the other<br />
EU Member States, are the most relevant from the<br />
point of view of the necessity to develop the HRD<br />
area at issue in CZ?<br />
Which type of projects would it be most convenient<br />
to support in the framework of these identified<br />
areas with these Member States?<br />
From the point of view of possible impact of<br />
supported transnational co-operation in identified<br />
areas, which type of entities would it be most<br />
convenient to support in the implementation of<br />
projects with this focus?<br />
In what way would it be suitable to mediate the<br />
results of the analysis conducted to potential<br />
applicants?<br />
Navreme Boheme, s.r.o. 62<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topic 6: Part of the study focusing on the synthesis of the findings from previous parts of the study<br />
TASKS DESCRIPTIO<br />
N /<br />
EVALUATION<br />
CRITERIA<br />
6.1. Identification<br />
of factors and<br />
assumptions<br />
leading to<br />
successful and<br />
effective projects<br />
focusing on the<br />
support of<br />
transnational co-<br />
6.1., 6.2. The<br />
occurrence of<br />
factors and<br />
assumptions<br />
(tasks 1 and 2)<br />
6.3. Proposal<br />
concerning the<br />
manner of<br />
tasks)<br />
EVALUATION QUESTIONS RELATIO<br />
NSHIP<br />
WITH<br />
EVALUAT<br />
ION<br />
OBJECTI<br />
VES<br />
6.1. Is it possible to establish some factors the occurrence of which<br />
helps the successful implementation of these projects in the<br />
management and implementation of the project?<br />
Was the implementation of project with this focus positively<br />
impacted by the existence of some supporting tools and<br />
documents mediated by MA?<br />
6.2. Is it possible to establish some factors the occurrence of which<br />
causes the implementation of these projects to fail in the<br />
21, 20,19,<br />
12, 18,<br />
13, 15,<br />
17, 10, 1,<br />
9, 8, 6<br />
(Applies to<br />
all tasks)<br />
EXPERTS EVALUAT<br />
ION<br />
METHOD<br />
S<br />
AP (14)<br />
AS (14)<br />
BB (61)<br />
EF (14)<br />
PJ (144)<br />
JK (50)<br />
ML (18)<br />
SWOT,<br />
ANAL,<br />
INT, FS,<br />
DOT,<br />
PROC,<br />
CASE<br />
(Applies to<br />
all tasks)<br />
TA<br />
R<br />
GR.<br />
EXP<br />
MA,<br />
MA<br />
EU,<br />
DP,<br />
DP<br />
EU,<br />
MO<br />
NIT<br />
,<br />
OUTPUTS<br />
REQUIRED<br />
Practical<br />
recommendations and<br />
tips for the<br />
management of<br />
programmes<br />
supporting projects<br />
focusing on<br />
transnational cooperation<br />
in the new<br />
programme period<br />
DEA<br />
DLIN<br />
E<br />
07/08<br />
(tasks<br />
1 and<br />
2)<br />
09/08<br />
(tasks<br />
3-6)
operation.<br />
6.2. Identification<br />
of factors leading<br />
to failure in<br />
projects focusing<br />
on transnational<br />
co-operation.<br />
6.3. Drafting a<br />
proposal including<br />
various<br />
possibilities of the<br />
management and<br />
implementation of<br />
the priority axis<br />
transnational cooperation<br />
OP LZZ,<br />
on the basis of our<br />
experience as well<br />
as experience<br />
acquired abroad.<br />
6.4. Drafting a<br />
proposal on<br />
ensuring the<br />
monitoring and<br />
evaluation of<br />
transnational cooperation<br />
supported not only<br />
in the framework<br />
of the priority<br />
transnational cooperation<br />
OP LZZ,<br />
but also as part of<br />
the other priorities<br />
OP LZZ and other<br />
managing and<br />
implementing<br />
priority axes<br />
transnational<br />
co-operation<br />
OP LZZ. (task<br />
3)<br />
6.4. Drafting a<br />
proposal on<br />
ensuring the<br />
monitoring and<br />
evaluation of<br />
ESF projects<br />
focusing on the<br />
support of<br />
transnational<br />
co-operation.<br />
(task 4)<br />
6.5. Drafting a<br />
proposal on<br />
ensuring the<br />
monitoring and<br />
evaluation of<br />
ERDF projects<br />
focusing on the<br />
support of<br />
transnational<br />
co-operation.<br />
(task 5)<br />
6.6. Drafting a<br />
proposal on to<br />
how to handle<br />
the outputs<br />
and results of<br />
ESF projects<br />
focusing on the<br />
management and implementation of the project?<br />
Is it possible to prove the negative influence of insufficiently high<br />
administrative or other expenditures of the project on the course<br />
of the project’s implementation and the results of the project<br />
implemented?<br />
Is it possible to prove the negative influence of an insufficiently<br />
long period of time established for the preparation of projects with<br />
this focus on their course and results?<br />
In what way would it be possible to prevent or at least minimise<br />
the ascertained negative factors on behalf of MA?<br />
6.3. Which alternative proposals for managing and implementing<br />
the priority axis transnational co-operation would be suitable on<br />
the basis of the experience ascertained?<br />
On the contrary, which proposals for managing and implementing<br />
this priority axis would not be suitable on the basis of the<br />
experience ascertained?<br />
In what way would it be and would it not be suitable to support<br />
the individual projects (in the form of grant schemes, national or<br />
systemic projects)?<br />
In what way would it be appropriate and inappropriate to<br />
announce call for submitting projects (with regard to the fact that<br />
in term of time, it is demanding to process them, which involves<br />
the minimal l<strong>eng</strong>th of the period for processing applications for<br />
financial resources from this priority)?<br />
Is there a certain type of information which would make it easier<br />
for applicants to process the application for financial resources<br />
from this priority and which they did not have at their disposal for<br />
example in the course of the implementation of CIP <strong>EQUAL</strong>?<br />
What type of specific support is it necessary to the entity<br />
implementing the project with during the implementation of the<br />
project?<br />
6.4. Which alternative proposals for ensuring the monitoring and<br />
evaluation of transnational co-operation supported from ESF would<br />
it be suitable to apply in CZ in the 2007-2013 programme period?<br />
Navreme Boheme, s.r.o. 63<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
VM (20)<br />
LS (30)<br />
JAŠ (37)<br />
JP (20)<br />
JOŠ (37)<br />
(Applies to<br />
all tasks)<br />
NSS<br />
,<br />
NSS<br />
EU,<br />
ŽA<br />
D,<br />
POL<br />
IT,<br />
EK<br />
(Ap<br />
plie<br />
s to<br />
all<br />
tas<br />
ks)<br />
and in the future.<br />
(tasks 1, 2 and 5)<br />
Practical<br />
recommendations and<br />
tips for the<br />
management of<br />
programmes<br />
supporting projects<br />
focusing on<br />
transnational cooperation<br />
in the new<br />
programme period<br />
and in the future –<br />
involving especially<br />
alternative proposals<br />
of the management<br />
and implementation<br />
of the priority or of its<br />
parts focusing on<br />
transnational cooperation<br />
in the area<br />
of HRD. (task 3)<br />
Practical<br />
recommendations and<br />
tips for the<br />
management of<br />
programmes<br />
supporting projects<br />
focusing on<br />
transnational cooperation<br />
in the new<br />
programme period<br />
and in the future,<br />
including<br />
recommendations and<br />
tips applicable to<br />
Evaluation Plan<br />
2007+ a plan of
ESF programme.<br />
6.5. Drafting a<br />
proposal on<br />
ensuring the<br />
monitoring and<br />
evaluation of<br />
transnational cooperation<br />
supported not only<br />
in the framework<br />
of ERDF<br />
programmes on<br />
the basis of crossfinancing.<br />
6.6. Drafting a<br />
proposal on to<br />
how to handle the<br />
outputs and<br />
results of projects<br />
focusing on the<br />
support of<br />
transnational cooperation<br />
financed<br />
from ESF.<br />
support of<br />
transnational<br />
co-operation.<br />
(task 6)<br />
Would it be possible and appropriate to ensure part of the<br />
monitoring process or the processing of at least some assessment<br />
studies on the grounds of a common activity of several Member<br />
States?<br />
What are the requirements for the application of this possibility?<br />
In which parts of the monitoring process would be suitable?<br />
Are there any parts of the monitoring process in which it would be<br />
inappropriate?<br />
6.5. Which alternative proposals ensuring the monitoring and<br />
evaluation of transnational co-operation supported by ERDF<br />
programmes on the basis of the possibility of cross-financing would<br />
it be appropriate to apply in CZ in the course of the 2007-2013<br />
programme period?<br />
6.6. Which type of outputs or results of ESF project focusing on<br />
transnational co-operation would it be appropriate to use after the<br />
end of the implementation of the individual projects?<br />
In what way would it be appropriate for the managing authorities<br />
of ESF programmes supporting projects based on transnational cooperation<br />
to work with the outputs or results of projects after the<br />
end of their implementation?<br />
Which organisations or target groups should be these outputs and<br />
results mediated for?<br />
Which medium or which way of such mediation would it be most<br />
suitable to use? Does the appropriate medium or the way selected<br />
for this transmission differ in the case of various types of target<br />
organisations or target groups?<br />
Which total volume of financial resources would it be appropriate<br />
to determine to ensure further application of the attained outputs<br />
and results of projects?<br />
In what way would it be appropriate to evaluate the applied<br />
manners of transmitting the attained outputs or results and the<br />
volume of financial resources used for this activity?<br />
Navreme Boheme, s.r.o. 64<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
evaluation activities<br />
based on<br />
transnational cooperation.<br />
Practical<br />
recommendations and<br />
tips for the<br />
management of<br />
programmes<br />
supporting projects<br />
focusing on<br />
transnational cooperation<br />
in the new<br />
programme period<br />
and in the future<br />
(task 4)<br />
Practical<br />
recommendations and<br />
tips for authorities<br />
responsible for the<br />
management of ESF<br />
programmes focusing<br />
on the support of<br />
transnational cooperation<br />
from the<br />
point of view of how<br />
to work further with<br />
the results and<br />
outputs of the project<br />
attained. (task 6)
8.3 Questionnaire Survey<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
THE SUMMARY OF THE OUTCOMES FROM THE<br />
QUESTIONNAIRE SURVEY<br />
There have been created two sets of questions and identified those questions that complement and<br />
verify one another, and especially serve for the comparing among individual groups. The<br />
questionnaire was commented on several times and the final version of the questions was<br />
subsequently translated from English to Czech, Polish, French, Portuguese, Italian, Spanish and Dutch.<br />
The questionnaires were distributed solely in their electronic version through a web application which<br />
enables a form to be filled in a safe and comfortable manner and sent off on-line and anonymously.<br />
Data are directly downloaded to a database, which considerably increases the efficiency of their<br />
further processing. The questionnaire is anonymous, however, two identification questions were asked<br />
in the preamble to the questionnaire (the country of origin and the type of a target group) so as the<br />
target groups addressed by means of the questionnaire might be differentiated. Furthermore, the<br />
identified target groups were addressed by means of e-mail and through an information campaign<br />
with an accompanying information message containing the website address where the questionnaire<br />
might be filled in, briefly explained the purpose of the questionnaire and the whole evaluation, and<br />
also contained the name of the commissioning entity, the authorizing letter written by MoLSA, and the<br />
contact data in case there should arise any questions to be asked. The contact data (e-mail<br />
addresses) for the addressing of potential respondents from individual target groups were obtained<br />
partly from the commissioning entity, partly from the website of CIP <strong>EQUAL</strong> (specifically from the<br />
database of ECDB) and from other related websites (e.g. http://www.transnationality.eu/). However,<br />
the contact data obtained from the above mentioned publicly accessible sources were not valid in all<br />
the cases therefore the data provided directly by the commissioning entity played an essential role.<br />
Letters written in the above specified languages were sent to the collected contact addresses.<br />
Shortly before the time limit (15 June 2008) set for the questionnaire to be filled in expired, notices<br />
had been distributed on 8 June 2008 which increased the returnability of the questionnaire. A number<br />
of respondents sent in questions concerning both the investigations by means of questionnaires and<br />
the results of the evaluation. All the questions were answered in the same language as was the<br />
language of the question sent in.<br />
The link to the electronic questionnaire was distributed to 1,786 e-mail<br />
addresses 11 , while 69 of these were returned as undeliverable (i.e. there were 1,717<br />
addresses addressed successfully); the 254 obtained questionnaires represent 14.8 %<br />
returnability. Out of these, 219 questionnaires contained the set of questions targeting<br />
representatives of Development Partnerships, clients of the services created under <strong>EQUAL</strong> projects<br />
(target groups of the projects), members of National Thematic Networks, independent experts and<br />
potential applicants; the set contained 21 questions and is only referred to as “projects” hereinafter.<br />
The remaining 35 questionnaires were filled in by representatives of MA, NSS, the Payment Authority,<br />
the European Commission, the Monitoring Committee and politicians and policy-makers in the areas of<br />
HRD and ESF; the set contained thirteen questions in total and is only referred to as “managing<br />
structures” hereinafter. None of the questions – except for the questions concerning the country of<br />
origin and the type of the respondent with respect to CIP <strong>EQUAL</strong> – was compulsory. The reason for<br />
asking the two compulsory questions is that they served to identify the questionnaire as regards the<br />
country and the target group.<br />
As regards the target group identification and the differentiation between the sets of questions,<br />
the following breakdown was used:<br />
11 To 302 addresses in CR in total and 346 in IT, 134 in DE, 98 in UK, 13 in IE, 98 in PL, 219 in FR,<br />
101 in SK, 43 in AT, 109 in NL, 179 in ES, 90 in PT and 54 more without any differentiation for<br />
the English version.<br />
Navreme Boheme, s.r.o. 65
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
The question wording: How would you define your relationship to the Community Initiative<br />
Programme <strong>EQUAL</strong>?<br />
QUESTION SET 12 TARGET GROUP<br />
1 Independent expert<br />
2 Politician / Decision Maker<br />
2 Representative of the Managing Authority<br />
2 Representative of the National Supporting Structure<br />
2 ESF or HRD policy maker<br />
2 Representative of the European Commission<br />
1 Representative of the Development Partnership<br />
1 Ultimate beneficiary of services provided/initiated by CIP <strong>EQUAL</strong> projects<br />
2 Member of the Monitoring Committee<br />
1 Member of the National Thematic Network<br />
2 Member of the payment authority / payment unit<br />
1 Applicant or a person interested in getting involved in <strong>EQUAL</strong> project<br />
The received questionnaires were reviewed as follows:<br />
• The check for any double counting was done according to the date and time of the form<br />
sending, and subsequently according to answers (especially the open ones) – identified<br />
double counting (one in each set, two in total) were eliminated;<br />
• In the cases when less than 20 % of questions were filled in in the questionnaire (i.e.<br />
less than three out of eleven = the set of questions for the managing structures, or less than<br />
five out of nineteen = the set of questions for projects), the obtained answers were not used<br />
and the respective questionnaire was deleted from the database of results; this was applied 0<br />
times altogether in the case of managing structures and 6 times in the case of projects (out of<br />
which two were completely empty questionnaires, two with two answers and two with three<br />
answers);<br />
• There was carried out the check of answers to open questions of the “other:” type:<br />
o In the case an answer was filled in, but the “other” possibility was not ticked off and it<br />
was a multiple-possibilities-choice – the “other” possibility was ticked off;<br />
o In the case an answer was filled in, but the “other” possibility was not ticked off and it<br />
was a choice of one possibility only and none of the possibilities was ticked off - the<br />
“other” possibility was ticked off;<br />
o In the case an answer was filled in, but the “other” possibility was not ticked off and it<br />
was a choice of one possibility only and another of the possibilities had already been<br />
ticked off – the answer obtained under the “other” column was not used (it was<br />
deleted).<br />
After the above mentioned adaptations have been done, the number of analysed answers<br />
furthermore decreased by eight ones to the final 212 questionnaires aimed at specific<br />
projects or recipients, and 34 questionnaires filled in by members of managing structures,<br />
i.e. to 246 in total.<br />
All the above mentioned corrections were a necessary step towards the homogenization of obtained<br />
data, not having any negative influence neither on the answers nor on the results of the investigations<br />
by means of questionnaires.<br />
12<br />
The term projects covers set of questions no.1 and the term managing structures covers set of<br />
questions no.2.<br />
Navreme Boheme, s.r.o. 66
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 1: Structure of all processed questionnaires according to the respondent’s type with respect to CIP <strong>EQUAL</strong><br />
(in total 246 questionnaires)<br />
Structure of all processed questionnaires according to the respondent’s type<br />
with respect to CIP <strong>EQUAL</strong><br />
Member of the payment<br />
authority / payment unit; 0<br />
Representative of the<br />
European Commission; 0<br />
ESF or HRD policy maker;<br />
1<br />
Politician / Decision<br />
Maker; 2<br />
Member of the Monitoring<br />
Committee; 5<br />
Representative of the<br />
National Supporting<br />
Structure; 8<br />
Representative of the<br />
Development Partnership;<br />
179<br />
Representative of the<br />
Managing Authority; 18<br />
Member of the National<br />
Thematic Network; 14<br />
Ultimate beneficiary of<br />
services provided/initiated<br />
by CIP <strong>EQUAL</strong> projects; 8<br />
Independent expert; 6<br />
Applicant or a person<br />
interested in getting<br />
involved in <strong>EQUAL</strong> project;<br />
5<br />
Graph 2: Structure of all processed questionnaires from set of questions no.1 (projects) according to the<br />
respondent’s country of origin (in total 212 questionnaires; the respondents from the Czech Republic represent<br />
ca. 21 %)<br />
45<br />
40<br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
45<br />
Czech Republic<br />
31<br />
Portugal<br />
29<br />
Poland<br />
22<br />
The Netherlands<br />
19<br />
Spain<br />
Countries<br />
[projects]<br />
16<br />
United Kingdom<br />
Navreme Boheme, s.r.o. 67<br />
15<br />
Germany<br />
14<br />
Slovakia<br />
11<br />
Italy<br />
5<br />
France<br />
2<br />
Austria<br />
3<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 3: Structure of all processed questionnaires from set of questions no.2 (managing structures) according to<br />
the respondent’s country of origin (in total 34 questionnaires; the respondents from the Czech Republic represent<br />
ca. 23,5 %)<br />
11<br />
10<br />
9<br />
8<br />
7<br />
6<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
8<br />
Czech Republic<br />
3 3<br />
United Kingdom<br />
Austria<br />
Countries<br />
[managing structures]<br />
2 2 2<br />
THE RETURNABILITY OF QUESTIONNAIRES<br />
Poland<br />
France<br />
Portugal<br />
1 1 1<br />
0 0<br />
As it has been already stated herein above, in total, there were received 254 questionnaires,<br />
while there were 1,717 e-mail addresses addressed successfully; thus, the returnability of<br />
questionnaires is 14.8 %. The questionnaire was distributed on-line in the following language<br />
versions: Czech, English, Italian, French, Dutch, Spanish, Portuguese, and Polish. Although the team<br />
took a decision (despite the original offer that was counting only on the Czech and English versions)<br />
to translate the questionnaire to the languages of all eleven countries where the investigations were<br />
effected (or rather ten because in case of Slovakia good knowledge of Czech was expected), the step<br />
did not positively lead to increased returnability. Availability of a particular language version thus has<br />
no direct causal connection with the returnability of questionnaires, in our case this is true especially<br />
as regards France and Italy, where the returnability is far below the average, contrary to the high<br />
returnability achieved in the case of addresses targeted with the invitation to participate written in<br />
English despite probably addressing persons of various nationalities – those were generic domains<br />
(e.g. .com, .org, etc), and especially representatives of CIP <strong>EQUAL</strong> managing structures and<br />
representatives of the European Commission (under the “other country” section in the graph).<br />
Graph 4 shows that Portugal, Poland, the Netherlands, the Czech Republic, the United Kingdom and<br />
undifferentiated countries are above the average returnability, while all the other countries are below<br />
the average. The dark blue column marks the number of filled in questionnaires, and the rest of the<br />
column the number of addressed addresses per respective country. The red points mark the<br />
questionnaire returnability per respective country. Hereto, we add the following methodological note:<br />
while the number of the addressed shows the numbers of e-mail addresses with the proper national<br />
domain (e.g. the number of addresses ending with .de means the number of addresses addressed in<br />
Germany); the filled-in questionnaires were differentiated by countries, not by home domains because<br />
the questionnaires were anonymous, and so the country that a respondent stated at the beginning of<br />
the questionnaire. Theoretically, it is therefore possible that a respondent from Brussels stated<br />
Germany as the country of origin, but having been addressed by the English version of the letter as<br />
Navreme Boheme, s.r.o. 68<br />
Germany<br />
Spain<br />
The Netherlands<br />
Italy<br />
Slovakia<br />
11<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
one of the “undifferentiated”, he or she could fill in the questionnaire in English. The first Interim<br />
Report contained an extensive set of addresses targeted with the invitation to fill in the questionnaire.<br />
This set makes it evident that the country of e-mail address origin and the country of a respondent’s<br />
origin correspond in most cases. Thus, we consider the above mentioned example to be an unlikely,<br />
yet theoretically possible exception.<br />
Graph 4: The number of e-mail addresses addressed as regards the filled-in questionnaires<br />
400<br />
350<br />
300<br />
250<br />
200<br />
150<br />
100<br />
50<br />
0<br />
Portugal<br />
36,67%<br />
31,63%<br />
Poland<br />
25,93%<br />
other<br />
The Netherlands<br />
The number of e-mail addresses addressed<br />
as regards the filled-in questionnaires<br />
(counties with appropriate language version in green)<br />
21,10%<br />
Czech Republic<br />
addressed filled-in questionnaires in total returnability<br />
17,55% 17,12%<br />
United Kingdom<br />
Slovakia<br />
13,86%<br />
11,94% 11,63% 11,17%<br />
3,20% 3,18%<br />
Navreme Boheme, s.r.o. 69<br />
Germany<br />
Austria<br />
Spain<br />
France<br />
Italy<br />
40,00%<br />
35,00%<br />
30,00%<br />
25,00%<br />
20,00%<br />
15,00%<br />
10,00%<br />
5,00%<br />
0,00%
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Results of the investigations by means of questionnaires – question set no. 1:<br />
“projects”<br />
In total, there were analysed 212 questionnaires targeting representatives of development<br />
partnerships, clients of services created under <strong>EQUAL</strong> projects (target groups of the projects),<br />
members of National Thematic Networks, independent experts and potential applicants, out of which<br />
44 were from the Czech Republic (about 21%).<br />
Graph 5: Answer to the question: “How did you get inspired for transnational cooperation? “ (more answers could<br />
be selected; the data for all respondents and for the respondents only from the Czech Republic are mentioned)<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
111<br />
15<br />
previous experience with own transnational<br />
projects<br />
65<br />
transnational projects of our partners<br />
12<br />
How did you get inspired for transnational cooperation?<br />
[projects]<br />
39<br />
use of existing partnerships<br />
3<br />
32<br />
29<br />
25 25<br />
20<br />
16 16<br />
11<br />
7 5 4 4 4 4 5 3<br />
6<br />
2 1 1<br />
experience acquired at a professional event<br />
continuing cooperation<br />
monitoring of projects<br />
reading methodological guides<br />
Navreme Boheme, s.r.o. 70<br />
experience of a colleague<br />
use of membership in professional<br />
networks<br />
from my studies<br />
Total Czech Republic<br />
evaluation of projects<br />
use of membership in professional<br />
associations<br />
none of them<br />
36<br />
other<br />
9
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 6: Answer to the question: “Which sources did you use the most for planning and implementing your<br />
transnational cooperation activities?“ (more options could be selected at the same time; the data for all<br />
respondents and also for the respondents only from the Czech Republic are mentioned)<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
134<br />
previous experience<br />
24<br />
Which sources did you use the most for planning and implementing<br />
your transnational cooperation activities? [projects]<br />
113<br />
EC guides<br />
12<br />
81<br />
advice of the<br />
Managing Authority<br />
23<br />
58<br />
advice given during<br />
profesional events<br />
20<br />
Navreme Boheme, s.r.o. 71<br />
55<br />
6<br />
advice of more<br />
experienced<br />
colleagues<br />
31<br />
Total Czech Republic<br />
advice of other<br />
implementing teams<br />
2<br />
27<br />
EC papers and<br />
<strong>report</strong>s<br />
18<br />
4 3<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 7: Answer to the question: “How important were criteria listed below for choosing your project partners for<br />
transnational cooperation?“ (the respondents could choose from the scale from 1 (not at all) to 6 (very much so);<br />
the data for all respondents and also for the respondents only from the Czech Republic are mentioned)<br />
6,00<br />
5,00<br />
4,00<br />
3,00<br />
2,00<br />
1,00<br />
0,00<br />
relevance for the<br />
project<br />
How important were criteria listed below for choosing your project<br />
partners for transnational cooperation? [projects]<br />
type of organization<br />
geographical<br />
location<br />
from 1 (not at all) to 6 (very much so)<br />
personal links<br />
previous experience<br />
with organization<br />
Average in Total Average for Czech Republic<br />
Navreme Boheme, s.r.o. 72<br />
recommendations<br />
from others<br />
written references<br />
size of organization<br />
organization was<br />
partner of partners
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 8: Answer to the question: “Which transnational cooperation-related activities did you perform most<br />
frequently?“ (more options could be selected at the same time; the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned) – ordered by frequency of answers of all<br />
respondents descending<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
transfer of practices<br />
know-how transfer<br />
conferences<br />
Which transnational cooperation-related activities did you perform<br />
most frequently? [projects]<br />
coordination meetings<br />
project management<br />
dissemination of best practices<br />
partnership development<br />
seminars<br />
project planning<br />
negotiation of the partnership<br />
study trips<br />
transfer of tools<br />
joint development of methods<br />
joint development of new tools<br />
dissemination of results of research<br />
development of networks or alliances<br />
self-assessment<br />
Navreme Boheme, s.r.o. 73<br />
implementation of foreign know-how<br />
joint experimentation of innovative<br />
internships and exchanges<br />
joint research<br />
Total Czech Republic<br />
implementation of foreign practices<br />
benchmarking<br />
trainings<br />
mobility for trainers and staff<br />
joint training courses<br />
implementation of foreign tools<br />
support to networks and alliances<br />
capacity building<br />
joint recognition of qualifications or<br />
placements of students or clients<br />
twinning<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 9: Answer to the question: “Which transnational cooperation-related activities did you perform most<br />
frequently?“ (more options could be selected at the same time; the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned) – ordered by frequency of answers of<br />
respondents from Czech Republic descending<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
conferences<br />
know-how transfer<br />
transfer of practices<br />
seminars<br />
study trips<br />
Which transnational cooperation-related activities did you perform<br />
most frequently? [projects]<br />
dissemination of best practices<br />
coordination meetings<br />
partnership development<br />
project management<br />
project planning<br />
negotiation of the partnership<br />
transfer of tools<br />
self-assessment<br />
joint development of new tools<br />
joint development of methods<br />
implementation of foreign know-how<br />
internships and exchanges<br />
Navreme Boheme, s.r.o. 74<br />
implementation of foreign practices<br />
dissemination of results of research<br />
development of networks or alliances<br />
joint research<br />
trainings<br />
Total Czech Republic<br />
implementation of foreign tools<br />
joint training courses<br />
capacity building<br />
joint experimentation of innovative<br />
mobility for trainers and staff<br />
support to networks and alliances<br />
benchmarking<br />
joint recognition of qualifications or<br />
placements of students or clients<br />
twinning<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 10: Answer to the question: “Which activities in transnational cooperation did you want to perform but<br />
eventually you did not?“ (more options could be selected at the same time; the data for all respondents and also<br />
for the respondents only from the Czech Republic are mentioned) – ordered by frequency of answers of all<br />
respondents descending<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
joint development of new tools<br />
joint experimentation of innovative<br />
joint development of methods<br />
joint research<br />
Which activities in transnational cooperation did you want to perform<br />
but eventually you did not? [projects]<br />
internships and exchanges<br />
joint training courses<br />
development of networks or alliances<br />
benchmarking<br />
implementation of foreign practices<br />
joint recognition of qualifications or<br />
mobility for trainers and staff<br />
transfer of tools<br />
implementation of foreign know-how<br />
implementation of foreign tools<br />
study trips<br />
placements of students or clients<br />
Navreme Boheme, s.r.o. 75<br />
capacity building<br />
transfer of practices<br />
project planning<br />
know-how transfer<br />
trainings<br />
twinning<br />
Total Czech Republic<br />
project management<br />
partnership development<br />
support to networks and alliances<br />
dissemination of results of research<br />
conferences<br />
dissemination of best practices<br />
self-assessment<br />
seminars<br />
negotiation of the partnership<br />
coordination meetings<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 11: Answer to the question: “Which activities in transnational cooperation did you want to perform but<br />
eventually you did not?“ (more options could be selected at the same time; the data for all respondents and also<br />
for the respondents only from the Czech Republic are mentioned) – ordered by frequency of answers of<br />
respondents from Czech Republic descending<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
joint development of new tools<br />
joint experimentation of innovative<br />
joint development of methods<br />
mobility for trainers and staff<br />
Which activities in transnational cooperation did you want to perform<br />
but eventually you did not? [projects]<br />
partnership development<br />
internships and exchanges<br />
joint training courses<br />
development of networks or alliances<br />
benchmarking<br />
joint recognition of qualifications or<br />
implementation of foreign tools<br />
implementation of foreign practices<br />
study trips<br />
placements of students or clients<br />
capacity building<br />
twinning<br />
joint research<br />
transfer of tools<br />
implementation of foreign know-how<br />
transfer of practices<br />
project planning<br />
Navreme Boheme, s.r.o. 76<br />
dissemination of results of research<br />
dissemination of best practices<br />
Total Czech Republic<br />
negotiation of the partnership<br />
know-how transfer<br />
trainings<br />
project management<br />
support to networks and alliances<br />
conferences<br />
self-assessment<br />
seminars<br />
coordination meetings<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 12: Answer to the question: “What reasons affected the most your impossibility to participate /to organize<br />
further transnational activities of your interest?“ (only one option could be selected; the data for all respondents<br />
and also for the respondents only from the Czech Republic are mentioned)<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
58<br />
7<br />
What reasons affected the most your impossibility to participate/to<br />
organize further transnational activities of your interest? [projects]<br />
48<br />
18<br />
28<br />
lack of budget lack of time low priority of<br />
these<br />
activities<br />
during<br />
planning<br />
3<br />
14<br />
0<br />
lack of interest<br />
from partners<br />
11<br />
Navreme Boheme, s.r.o. 77<br />
1<br />
missing<br />
support from<br />
CIP <strong>EQUAL</strong><br />
7<br />
2<br />
lack of<br />
cooperation<br />
w ithin the<br />
partnership<br />
Total Czech Republic<br />
6 6<br />
1<br />
changes in<br />
project<br />
planning<br />
0<br />
communication<br />
barrier w ithin<br />
the<br />
partnership<br />
18<br />
6<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 13: Answer to the question: “Which aspects of transnational cooperation were in your view the most<br />
beneficial ones to your project?“ (only one option could be selected; the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned)<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
61<br />
9<br />
knowledge of best<br />
practices adopted by<br />
other<br />
Which aspects of transnational cooperation were in your view<br />
the most beneficial ones to your project? [projects]<br />
46<br />
10<br />
finding of common<br />
solutions to common<br />
problems<br />
33<br />
15<br />
adaptation of our<br />
approach based on<br />
experiences of other<br />
20<br />
analysis of lessons<br />
learnt<br />
6<br />
17<br />
adaptation of<br />
approaches of partners<br />
based on our<br />
experiences<br />
16<br />
2 2<br />
wider dissemination of<br />
project results<br />
Navreme Boheme, s.r.o. 78<br />
8<br />
a more robust<br />
approach to monitoring<br />
and evaluating our<br />
achievements<br />
2<br />
0 0<br />
1<br />
0<br />
1<br />
0<br />
better organization of<br />
administrative work<br />
Total Czech Republic<br />
better structuring of<br />
internal procedures<br />
none<br />
6<br />
others<br />
1
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
As a result of our question concerning the period of duration of respondents´ projects (question:<br />
“What was the duration of your project? (in months)”) we got the average l<strong>eng</strong>th of 30.2 months (the<br />
average of all respondents), or 32.6 months for the respondents from the Czech Republic.<br />
Graph 14: Answer to the question: “In your view and in comparison with projects without foreign partners, does<br />
the implementation of a project with foreign partners imply a longer duration?“ (only one option could be<br />
selected; the data for all respondents and also for the respondents only from the Czech Republic are mentioned)<br />
– not ordered by frequency<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
135<br />
31<br />
no impacts on<br />
duration<br />
Does the implementation of a project with foreign partners<br />
imply a longer duration? [projects]<br />
92<br />
17<br />
it requires up to<br />
20% more time<br />
63<br />
10<br />
Navreme Boheme, s.r.o. 79<br />
68<br />
15<br />
Total Czech Republic<br />
up to 40% up to 60% up to 80% more<br />
51<br />
8<br />
43<br />
5
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 15: Answer to the question: “In case that a project with transnational partnership implies a longer duration<br />
in comparison with projects that do not possess a transnational dimension, what are the phases of the<br />
transnational project requiring the allocation of more time?“ (more options could be selected at the same time;<br />
the data for all respondents and also for the respondents only from the Czech Republic are mentioned)<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
135<br />
31<br />
preparatory<br />
work<br />
In case that a project with transnational partnership implies a longer<br />
duration in comparison with projects that do not possess a transnational<br />
dimension, what are the phases of the transnational project requiring the<br />
allocation of more time? [projects]<br />
92<br />
overall<br />
coordination<br />
68<br />
17 15<br />
63<br />
implementation definition of<br />
rules and<br />
procedures<br />
Navreme Boheme, s.r.o. 80<br />
51<br />
10 8<br />
monitoring and<br />
evaluation<br />
Total Czech Republic<br />
43<br />
5<br />
drawing of<br />
conclusions<br />
As a result of our question concerning the efficiency of the funds spent on transnational cooperation<br />
(question: “How much the additional resources needed by the transnational dimension of your project<br />
(in terms of money, time and energy) were paid off in terms of a higher quality of your project?”) we<br />
got the average figure of 3.9 (the average of all respondents) or 4.2 for the respondents from the<br />
Czech Republic on the scale from 1 (not at all) to 6 (very much so).<br />
10<br />
1<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 16: Answer to the question: “Based on your experience, is there a need for further support to<br />
implementing teams of transnational partnerships?“ (only one option could be selected; the data for all<br />
respondents and also for the respondents only from the Czech Republic are mentioned)<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
Based on your experience, is there a need for further support to<br />
implementing teams of transnational partnerships? [projects]<br />
152<br />
34<br />
Total Czech Republic<br />
Yes No<br />
Navreme Boheme, s.r.o. 81<br />
58<br />
9
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 17: Additional question to Graph no.16 - “If you answered yes, in which fields do you consider that further<br />
support is needed?“ (more options could be selected at the same time; the data for all respondents and also for<br />
the respondents only from the Czech Republic are mentioned) – ordered by frequency of answers of all<br />
respondents descending<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
search for partners<br />
lobbying aimed at implementaion of policies<br />
and tools into reality<br />
In which fields do you consider that further support is needed?<br />
[projects]<br />
guidance and methods<br />
links to regional decision makers<br />
contacts<br />
advisory services<br />
explanations (rules, eligibility etc.)<br />
links to regional social partners<br />
Navreme Boheme, s.r.o. 82<br />
templates (agreements, <strong>report</strong>s etc.)<br />
participation at meetings<br />
participation at other project activities<br />
papers and <strong>report</strong>s<br />
Total Czech Republic<br />
participation on negotiations<br />
assessment<br />
comments to planning<br />
comments to outcomes<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 18: Additional question to Graph no.16 - “If you answered yes, in which fields do you consider that further<br />
support is needed?“ (more options could be selected at the same time; the data for all respondents and also for<br />
the respondents only from the Czech Republic are mentioned) – ordered by frequency of answers of<br />
respondents from Czech Republic descending<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
lobbying aimed at implementaion of policies<br />
and tools into reality<br />
search for partners<br />
In which fields do you consider that further support is needed?<br />
[projects]<br />
explanations (rules, eligibility etc.)<br />
links to regional decision makers<br />
advisory services<br />
guidance and methods<br />
papers and <strong>report</strong>s<br />
contacts<br />
Navreme Boheme, s.r.o. 83<br />
participation at meetings<br />
participation at other project activities<br />
templates (agreements, <strong>report</strong>s etc.)<br />
participation on negotiations<br />
Total Czech Republic<br />
comments to outcomes<br />
assessment<br />
links to regional social partners<br />
comments to planning<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 19: Answer to the question: “How often during the implementation of your project did you need support<br />
from the Managing Authority?“ (only one option could be selected; the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned) – not ordered by frequency<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
How often during the implementation of your project did you need support<br />
from the Managing Authority? [projects]<br />
1<br />
Total Czech Republic<br />
0<br />
33<br />
9<br />
several times per week several times per month more rarely never<br />
Navreme Boheme, s.r.o. 84<br />
150<br />
34<br />
25<br />
0
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 20: Answer to the question: “How do you assess the quality of the responses you received [from the CIP<br />
<strong>EQUAL</strong> Managing Authority] in terms of their usefulness to solve your problems?“ (the respondents could choose<br />
from the scale from 1 (totally useless) to 6 (fully useful); the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned; the average for all respondents equals 4, for<br />
respondents from Czech Republic 4,3)<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
14<br />
2<br />
How do you assess the quality of the responses you received<br />
in terms of their usefulness to solve your problems? [projects]<br />
Total Czech Republic<br />
17<br />
0<br />
from 1 (totally useless) to 6 (fully useful)<br />
25<br />
5<br />
1 2 3 4 5 6<br />
Navreme Boheme, s.r.o. 85<br />
49<br />
13<br />
67<br />
17<br />
22<br />
4
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 21: Answer to the question: “During planning and implementation of your project you might have used<br />
several tools, which are listed below. For each of them, please indicate the frequency of their use.“ (the<br />
respondents could choose from the scale from 1 (never) to 6 (very often); the data for all respondents and also<br />
for the respondents only from the Czech Republic are mentioned)<br />
6<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
internal consultations<br />
with partners<br />
Frequency of use during planning and implementation of project<br />
[projects]<br />
participation to<br />
workshops,<br />
conferences etc<br />
handbooks and<br />
guidelines<br />
self-assessment<br />
from 1 (never) to 6 (very often)<br />
monitoring, external<br />
evaluation<br />
Total average Average for Czech Republic<br />
research papers,<br />
surveys, analytical<br />
studies<br />
participation to<br />
discussion for a /<br />
mailing lists<br />
Navreme Boheme, s.r.o. 86<br />
study trips<br />
direct support from<br />
the Managing<br />
Authority<br />
twinning experiences
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 22: Answer to the question:”During planning and implementation of your project you might have used<br />
several tools, which are listed below. For each tool, please indicate also their value in terms of providing you<br />
with useful indications and suggestions.“ (the respondents could choose from the scale from 1 (none) to 6<br />
(the highest); the data for all respondents and also for the respondents only from the Czech Republic are<br />
mentioned)<br />
6<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
participation to<br />
workshops,<br />
conferences etc<br />
Value in terms of providing you with useful indications and suggestions<br />
during planning and implementation of project [projects]<br />
internal consultations<br />
with partners<br />
handbooks and<br />
guidelines<br />
study trips<br />
from 1 (none) to 6 (the highest)<br />
monitoring, external<br />
evaluation<br />
Total average Average for Czech Republic<br />
Navreme Boheme, s.r.o. 87<br />
self-assessment<br />
research papers,<br />
surveys, analytical<br />
studies<br />
participation to<br />
discussion for a /<br />
mailing lists<br />
direct support from<br />
the Managing<br />
Authority<br />
twinning experiences
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 23: Answer to the question: “Who in your view benefits from transnational cooperation the most (in the<br />
long-term perspective)?“ (one answer could be selected; the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned)<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
107<br />
13<br />
Who benefits from transnational cooperation the most<br />
[projects]<br />
55<br />
26<br />
project partners ultimate<br />
beneficiaries<br />
28<br />
4<br />
project<br />
management<br />
Total Czech Republic<br />
8 8<br />
4<br />
1 1 0<br />
social partners none of them managing authority<br />
Navreme Boheme, s.r.o. 88
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 24: Answer to the question: “In case you and your international partners had/are having a different<br />
understanding about the costs that are eligible for funding, did this fact have any impact on the implementation<br />
of the project?“ (one answer could be selected; the data for all respondents and also for the respondents only<br />
from the Czech Republic are mentioned)<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
In case you and your international partners had/are having a different<br />
understanding about the costs that are eligible for funding, did this fact<br />
have any impact on the implementation of the project? [projects]<br />
107<br />
13<br />
No, we did not<br />
experience such<br />
problems<br />
65<br />
25<br />
Yes, we<br />
experienced such<br />
problems but they<br />
did not affect the<br />
project<br />
implementation<br />
23<br />
Yes, it caused<br />
delays in<br />
completion of<br />
some related<br />
activities<br />
6<br />
4<br />
2 1 2<br />
Yes, it caused the<br />
dropping of some<br />
related activities<br />
Total Czech Republic<br />
Yes, it caused the<br />
temporary<br />
interruption of<br />
some related<br />
activities<br />
Navreme Boheme, s.r.o. 89<br />
2<br />
0<br />
Yes, it had a<br />
negative impact on<br />
our relations
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 25: Answer to the question: “If you would re-implement the same project again, which activities related to<br />
transnational cooperation would you emphasize more?“ (more options could be selected at the same time; the<br />
data for all respondents and for the respondents only from the Czech Republic are mentioned) - ordered by<br />
frequency of answers of all respondents descending<br />
100<br />
90<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
transfer of practices<br />
project planning<br />
If you would re-implement the same project again, which activities related<br />
to transnational cooperation would you emphasize more? [projects]<br />
know-how transfer<br />
joint development of new tools<br />
joint experimentation of innovative<br />
joint development of methods<br />
partnership development<br />
transfer of tools<br />
project management<br />
study trips<br />
development of networks or alliances<br />
internships and exchanges<br />
dissemination of best practices<br />
joint research<br />
negotiation of the partnership<br />
joint training courses<br />
Navreme Boheme, s.r.o. 90<br />
implementation of foreign know-how<br />
mobility for trainers and staff<br />
implementation of foreign practices<br />
conferences<br />
support to networks and alliances<br />
coordination meetings<br />
seminars<br />
Total Czech Republic<br />
implementation of foreign tools<br />
benchmarking<br />
capacity building<br />
trainings<br />
joint recognition of qualifications or<br />
dissemination of results of research<br />
self-assessment<br />
placements of students or clients<br />
twinning<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 26: Answer to the question: “If you would re-implement the same project again, which activities related to<br />
transnational cooperation would you emphasize more?“ (more options could be selected at the same time; the<br />
data for all respondents and for the respondents only from the Czech Republic are mentioned) – ordered by<br />
frequency of answers of respondents from Czech Republic descending<br />
100<br />
90<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
internships and exchanges<br />
know-how transfer<br />
If you would re-implement the same project again, which activities related<br />
to transnational cooperation would you emphasize more? [projects]<br />
transfer of practices<br />
partnership development<br />
project planning<br />
joint development of new tools<br />
transfer of tools<br />
study trips<br />
joint experimentation of innovative<br />
project management<br />
dissemination of best practices<br />
negotiation of the partnership<br />
development of networks or alliances<br />
implementation of foreign know-how<br />
joint development of methods<br />
seminars<br />
Navreme Boheme, s.r.o. 91<br />
joint training courses<br />
conferences<br />
mobility for trainers and staff<br />
implementation of foreign practices<br />
joint research<br />
support to networks and alliances<br />
implementation of foreign tools<br />
Total Czech Republic<br />
placements of students or clients<br />
coordination meetings<br />
capacity building<br />
trainings<br />
joint recognition of qualifications or<br />
dissemination of results of research<br />
self-assessment<br />
twinning<br />
benchmarking<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 27: Answer to the question: “If you would re-implement the same project again, which activities related to<br />
transnational cooperation would you emphasize more? “ (more options could be selected at the same time; the<br />
data for all respondents and for the respondents only from the Czech Republic are mentioned) - ordered by<br />
frequency of answers of all respondents descending<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
joint research<br />
benchmarking<br />
If you would re-implement the same project again, which activities related<br />
to transnational cooperation would you drop out or significantly restrict?<br />
[projects]<br />
placements of students or clients<br />
conferences<br />
joint training courses<br />
other<br />
partnership development<br />
joint development of new tools<br />
seminars<br />
twinning<br />
joint development of methods<br />
internships and exchanges<br />
negotiation of the partnership<br />
joint experimentation of innovative<br />
trainings<br />
self-assessment<br />
Navreme Boheme, s.r.o. 92<br />
capacity building<br />
project management<br />
transfer of practices<br />
development of networks or alliances<br />
know-how transfer<br />
study trips<br />
Total Czech Republic<br />
joint recognition of qualifications or<br />
mobility for trainers and staff<br />
project planning<br />
dissemination of results of research<br />
support to networks and alliances<br />
transfer of tools<br />
implementation of foreign practices<br />
implementation of foreign tools<br />
implementation of foreign know-how<br />
dissemination of best practices<br />
coordination meetings
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 28: Answer to the question: “If you would re-implement the same project again, which activities related to<br />
transnational cooperation would you drop out or significantly restrict?“ (more options could be selected at the<br />
same time; the data for all respondents and for the respondents only from the Czech Republic are mentioned) –<br />
ordered by frequency of answers of respondents from Czech Republic descending<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
joint research<br />
benchmarking<br />
If you would re-implement the same project again, which activities related<br />
to transnational cooperation would you drop out or significantly restrict?<br />
[projects]<br />
joint training courses<br />
joint recognition of qualifications or<br />
placements of students or clients<br />
other<br />
joint experimentation of innovative<br />
self-assessment<br />
capacity building<br />
twinning<br />
development of networks or alliances<br />
support to networks and alliances<br />
joint development of new tools<br />
joint development of methods<br />
partnership development<br />
internships and exchanges<br />
mobility for trainers and staff<br />
Navreme Boheme, s.r.o. 93<br />
implementation of foreign practices<br />
implementation of foreign tools<br />
implementation of foreign know-how<br />
conferences<br />
seminars<br />
negotiation of the partnership<br />
trainings<br />
Total Czech Republic<br />
project management<br />
transfer of practices<br />
know-how transfer<br />
study trips<br />
project planning<br />
dissemination of results of research<br />
transfer of tools<br />
dissemination of best practices<br />
coordination meetings
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Results of the questionnaire survey – question set no. 2: “managing structures”<br />
In total, there were analysed 34 questionnaires filled in by representatives of MA, NSS, the Payment<br />
Authority, the European Commission, the Monitoring Committee and politicians and policy-makers in<br />
the fields of HRD and ESF, out of which eight were from the Czech Republic (about 23.5 %).<br />
Graph 29: Answer to the question: “How did you learn about transnational cooperation principles?“ (more options<br />
could be selected at the same time; the data for all respondents and also for the respondents only from the<br />
Czech Republic are mentioned)<br />
16<br />
14<br />
12<br />
10<br />
8<br />
6<br />
4<br />
2<br />
0<br />
How did you learn about transnational cooperation principles?<br />
[managing structures]<br />
15 15<br />
at seminars<br />
5<br />
monitoring of projects<br />
2<br />
11<br />
1<br />
previous experience with own<br />
transnational projects<br />
9 9<br />
reading methodological guides<br />
2<br />
Navreme Boheme, s.r.o. 94<br />
evaluation of projects<br />
1<br />
8<br />
experience of a colleague<br />
2<br />
Total Czech Republic<br />
3<br />
from my studies<br />
0 0 0<br />
not applicable<br />
8<br />
other:<br />
2
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 30: Answer to the question: “What activities are in your view the most appropriate for transnational<br />
cooperation?“ (the respondents could choose from the scale from 1 (not at all) to 6 (very much so); the data for<br />
all respondents and also for the respondents only from the Czech Republic are mentioned) – ordered by<br />
frequency of answers of all respondents descending<br />
5,50<br />
5,00<br />
4,50<br />
4,00<br />
3,50<br />
3,00<br />
know-how transfer<br />
transfer of practices<br />
transfer of tools<br />
What activities are in your view the most appropriate for transnational cooperation?<br />
[managing structures]<br />
dissemination of best practices<br />
development of networks or alliances<br />
joint experimentation of innovative approaches<br />
partnership development<br />
joint development of new tools<br />
joint development of methods<br />
support to networks and alliances<br />
implementation of foreign know-how<br />
from 1 (not at all) to 6 (very much so)<br />
negotiation of the partnership<br />
joint research<br />
internships and exchanges<br />
study trips<br />
implementation of foreign practices<br />
Navreme Boheme, s.r.o. 95<br />
conferences<br />
dissemination of research studies<br />
benchmarking<br />
implementation of foreign tools<br />
seminars<br />
Total average Average for Czech Republic<br />
project planning<br />
capacity building<br />
joint training courses<br />
mobility for trainers and staff<br />
joint recognition of qualifications or competences<br />
coordination meetings<br />
twinning<br />
trainings<br />
project management<br />
self-assessment<br />
placements of students or clients<br />
other:
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 31: Answer to the question: “What activities are in your view the most appropriate for transnational<br />
cooperation?“ (the respondents could choose from the scale from 1 (not at all) to 6 (very much so); the data for<br />
all respondents and also for the respondents only from the Czech Republic are mentioned) – ordered by<br />
frequency of answers of respondents from Czech Republic descending<br />
5,50<br />
5,00<br />
4,50<br />
4,00<br />
3,50<br />
3,00<br />
implementation of foreign know-how<br />
implementation of foreign practices<br />
know-how transfer<br />
What activities are in your view the most appropriate for transnational cooperation?<br />
[managing structures]<br />
joint experimentation of innovative approaches<br />
joint development of new tools<br />
joint development of methods<br />
joint research<br />
study trips<br />
partnership development<br />
transfer of practices<br />
implementation of foreign tools<br />
transfer of tools<br />
from 1 (not at all) to 6 (very much so)<br />
internships and exchanges<br />
benchmarking<br />
joint recognition of qualifications or competences<br />
twinning<br />
Navreme Boheme, s.r.o. 96<br />
development of networks or alliances<br />
support to networks and alliances<br />
dissemination of best practices<br />
negotiation of the partnership<br />
conferences<br />
Total average Average for Czech Republic<br />
dissemination of research studies<br />
capacity building<br />
joint training courses<br />
mobility for trainers and staff<br />
placements of students or clients<br />
seminars<br />
self-assessment<br />
coordination meetings<br />
trainings<br />
project planning<br />
project management<br />
other:
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 32: Answer to the question: “Who in your view benefits from transnational cooperation the most (in the<br />
long-term perspective)?“ (only one option could be selected; the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned)<br />
20<br />
15<br />
10<br />
5<br />
0<br />
19<br />
1<br />
Who benefits from transnational cooperation the most?<br />
[managing structures]<br />
project partners ultimate<br />
beneficiaries<br />
6<br />
4<br />
3 3<br />
1<br />
project<br />
management<br />
Navreme Boheme, s.r.o. 97<br />
0<br />
social partners managing<br />
authority<br />
Total Czech Republic<br />
2<br />
1 1 1<br />
none of them
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 33: Answer to the question: “In your view and in comparison with projects without foreign partners, does<br />
the implementation of a project with foreign partners imply a longer duration?“ (only one option could be<br />
selected; the data for all respondents and also for the respondents only from the Czech Republic are mentioned)<br />
12<br />
10<br />
8<br />
6<br />
4<br />
2<br />
0<br />
In your view and in comparison with projects without foreign partners,<br />
does the implementation of a project with foreign partners imply a longer<br />
duration? [managing structures]<br />
7<br />
2<br />
no impacts on<br />
duration<br />
11<br />
3<br />
it requires up to<br />
20% more time<br />
9<br />
1<br />
Navreme Boheme, s.r.o. 98<br />
7<br />
2<br />
Total Czech Republic<br />
0 0 0 0<br />
up to 40% up to 60% up to 80% more
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 34: Answer to the question: “In case that a project with transnational partnership implies a longer duration<br />
in comparison with projects that do not possess a transnational dimension, what are the phases of the<br />
transnational project requiring the allocation of more time?“ (more options could be selected at the same time;<br />
the data for all respondents and also for the respondents only from the Czech Republic are mentioned)<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
21<br />
In case that a project with transnat. partnership implies a longer duration<br />
in comparison with projects that do not possess a transnational<br />
dimension,what are the phases of the transnat. project requiring the<br />
allocation of more time? [managing structures]<br />
5<br />
preparatory<br />
work<br />
20<br />
definition of<br />
rules and<br />
procedures<br />
16<br />
11<br />
3 3 3<br />
overall<br />
coordination<br />
monitoring and<br />
evaluation<br />
Navreme Boheme, s.r.o. 99<br />
9<br />
Total Czech Republic<br />
6<br />
1 1<br />
implementation drawing of<br />
conclusions<br />
2<br />
0<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 35: Answer to the question: “What did you expect from transnational cooperation before the<br />
implementation of the programme started?“ (more options could be selected at the same time; the data for all<br />
respondents and also for the respondents only from the Czech Republic are mentioned)<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
dissemination of good practice<br />
What did you expect from transnational cooperation before the<br />
implementation of the programme started? [managing structures]<br />
increase of knowledge and experience in the field<br />
new contacts<br />
improvements in policies and strategies aimed at<br />
eliminating inequalities on the labour market<br />
establishment of networks of stakeholders<br />
basis for transnational comparisons<br />
capacity building within the participating<br />
organizations and authorities at the regional and<br />
national level<br />
Navreme Boheme, s.r.o. 100<br />
increase of the impact of projects<br />
high quality of project outputs<br />
Total Czech Republic<br />
higher efficiency and quality of project management<br />
and implementation<br />
increase of the efficiency of ESF implementation at<br />
the local, regional and national level<br />
higher efficiency in the use of resources<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 36: Answer to the question: “In which terms did the implementation of a transnational cooperation scheme<br />
surprise you the most?“ (only one option could be selected; the data for all respondents and also for the<br />
respondents only from the Czech Republic are mentioned)<br />
8<br />
7<br />
6<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
high beneficiaries‘ interest in<br />
transnational cooperation<br />
In which terms did the implementation of a transnational cooperation<br />
scheme surprise you the most? [managing structures]<br />
high quality of project management<br />
high quality of project outcomes<br />
high amount of support requested<br />
by beneficiaries<br />
low quality of project management<br />
Navreme Boheme, s.r.o. 101<br />
low quality of project outcomes<br />
Total Czech Republic<br />
low amount of support requested by<br />
beneficiaries<br />
lack of beneficiaries‘ interest in<br />
transnational cooperation<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 37: Answer to the question: “Did your participation to transnational cooperation management within CIP<br />
<strong>EQUAL</strong> have impacts on your own professional development/career?“ (only one option could be selected; the<br />
data for all respondents and also for the respondents only from the Czech Republic are mentioned)<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
Did your participation to transnational cooperation management within CIP<br />
<strong>EQUAL</strong> have impacts on your own professional development/career?<br />
[managing structures]<br />
23<br />
6<br />
6<br />
1<br />
Navreme Boheme, s.r.o. 102<br />
0<br />
0<br />
Total Czech Republic<br />
Yes, positive impacts No impacts at all Yes, negative impacts not applicable<br />
4<br />
1
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 38: Answer to the question: “Which requests related to transnational cooperation did you receive from<br />
implementing teams the most frequently?“ (more options could be selected at the same time; the data for all<br />
respondents and also for the respondents only from the Czech Republic are mentioned)<br />
20<br />
18<br />
16<br />
14<br />
12<br />
10<br />
8<br />
6<br />
4<br />
2<br />
0<br />
explanations (rules, eligibility etc.)<br />
Which requests related to transnational cooperation did you receive from<br />
implementing teams the most frequently? [managing structures]<br />
search for partners<br />
contacts<br />
participation at meetings<br />
advisory services<br />
guidance and methods<br />
changes in project activities<br />
papers and <strong>report</strong>s<br />
changes in budget<br />
Navreme Boheme, s.r.o. 103<br />
participation on negotiations<br />
changes in timeplan<br />
lobbying aimed at implementaion of policies<br />
and tools into reality<br />
comments to outcomes<br />
Total Czech Republic<br />
templates (agreements, <strong>report</strong>s etc.)<br />
participation at other project activities<br />
links to regional social partners<br />
links to regional decision makers<br />
assessment<br />
other
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 39: Answer to the question: “Is there something related to the support of the transnational cooperation<br />
principle you would emphasize more in the next call for proposals?“ (more options could be selected at the same<br />
time; the data for all respondents and also for the respondents only from the Czech Republic are mentioned)<br />
18<br />
16<br />
14<br />
12<br />
10<br />
8<br />
6<br />
4<br />
2<br />
0<br />
What would you emphasize more in the next call for proposals?<br />
[managing structures]<br />
Total Czech Republic<br />
joint experimentation of innovative approaches<br />
project planning<br />
joint development of new tools<br />
dissemination of best practices<br />
development of networks or alliances<br />
know-how transfer<br />
partnership development<br />
joint development of methods<br />
dissemination of research studies<br />
joint research<br />
transfer of tools<br />
transfer of practices<br />
internships and exchanges<br />
joint recognition of qualifications or competences<br />
implementation of foreign know-how<br />
study trips<br />
benchmarking<br />
project management<br />
joint training courses<br />
capacity building<br />
negotiation of the partnership<br />
support to networks and alliances<br />
mobility for trainers and staff<br />
self-assessment<br />
implementation of foreign practices<br />
implementation of foreign tools<br />
conferences<br />
placements of students or clients<br />
trainings<br />
twinning<br />
coordination meetings<br />
seminars<br />
other:<br />
Navreme Boheme, s.r.o. 104
Results of the questionnaire survey – data synthesis<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 40: Comparison of most often implemented activities with regard to the evaluation of suitability from the<br />
part of the members of the managing structures (the data for all respondents and for the respondents only from<br />
Czech Republic are mentioned; data for evaluation of suitability for all respondents from the ranks of the<br />
managing structures and only for Czech Republic are mentioned) - ordered by average suitability of all<br />
respondents from managing structures descending<br />
200<br />
180<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
know-how transfer<br />
transfer of practices<br />
transfer of tools<br />
dissemination of best practices<br />
development of networks or alliances<br />
Comparison of most often implemented activities with regard to the evaluation of suitability<br />
from the part of the members of the managing structures<br />
joint experimentation of innovative approaches<br />
Total Czech Republic Total suitabilty (6=maximum) Suitability for Czech republic (6=maximum)<br />
partnership development<br />
joint development of methods<br />
joint development of new tools<br />
support to networks and alliances<br />
implementation of foreign know-how<br />
negotiation of the partnership<br />
joint research<br />
internships and exchanges<br />
study trips<br />
implementation of foreign practices<br />
conferences<br />
Navreme Boheme, s.r.o. 105<br />
benchmarking<br />
dissemination of research studies<br />
implementation of foreign tools<br />
seminars<br />
project planning<br />
capacity building<br />
joint training courses<br />
mobility for trainers and staff<br />
coordination meetings<br />
joint recognition of qualifications or<br />
competences<br />
twinning<br />
trainings<br />
project management<br />
self-assessment<br />
placements of students or clients<br />
6,00<br />
5,00<br />
4,00<br />
3,00<br />
2,00<br />
1,00<br />
0,00
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 41: Comparison of most often implemented activities with regard to the evaluation of suitability from the<br />
part of the members of the managing structures (the data for all respondents and for the respondents only from<br />
Czech Republic are mentioned; data for evaluation of suitability for all respondents from the ranks of the<br />
managing structures and only for Czech Republic are mentioned) - ordered by average suitability of<br />
respondents from managing structures from Czech Republic descending<br />
200<br />
180<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
implementation of foreign know-how<br />
implementation of foreign practices<br />
know-how transfer<br />
joint experimentation of innovative approaches<br />
joint development of new tools<br />
Comparison of most often implemented activities with regard to the evaluation of suitability<br />
from the part of the members of the managing structures<br />
joint development of methods<br />
Total Czech Republic Total suitabilty (6=maximum) Suitability for Czech republic (6=maximum)<br />
joint research<br />
study trips<br />
partnership development<br />
transfer of practices<br />
implementation of foreign tools<br />
transfer of tools<br />
internships and exchanges<br />
benchmarking<br />
joint recognition of qualifications or<br />
competences<br />
twinning<br />
Navreme Boheme, s.r.o. 106<br />
development of networks or alliances<br />
support to networks and alliances<br />
dissemination of best practices<br />
negotiation of the partnership<br />
conferences<br />
dissemination of research studies<br />
capacity building<br />
joint training courses<br />
mobility for trainers and staff<br />
placements of students or clients<br />
seminars<br />
self-assessment<br />
coordination meetings<br />
trainings<br />
project planning<br />
project management<br />
6,00<br />
5,00<br />
4,00<br />
3,00<br />
2,00<br />
1,00<br />
0,00
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 42: Comparison of most often implemented activities with regard to the evaluation of suitability from the<br />
part of the members of the managing structures (the data for all respondents and for the respondents only from<br />
Czech Republic are mentioned; data for evaluation of suitability for all respondents from the ranks of the<br />
managing structures and only for Czech Republic are mentioned) - ordered by frequency of activities usage<br />
200<br />
180<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
transfer of practices<br />
know-how transfer<br />
conferences<br />
coordination meetings<br />
project management<br />
Comparison of most often implemented activities with regard to the evaluation of suitability<br />
from the part of the members of the managing structures<br />
dissemination of best practices<br />
Total Czech Republic Total suitabilty (6=maximum) Suitability for Czech republic (6=maximum)<br />
partnership development<br />
seminars<br />
project planning<br />
negotiation of the partnership<br />
study trips<br />
transfer of tools<br />
joint development of methods<br />
joint development of new tools<br />
dissemination of research studies<br />
development of networks or alliances<br />
c<br />
self-assessment<br />
Navreme Boheme, s.r.o. 107<br />
joint experimentation of innovative approaches<br />
implementation of foreign know-how<br />
internships and exchanges<br />
joint research<br />
implementation of foreign practices<br />
benchmarking<br />
trainings<br />
mobility for trainers and staff<br />
joint training courses<br />
implementation of foreign tools<br />
support to networks and alliances<br />
capacity building<br />
joint recognition of qualifications or<br />
competences<br />
placements of students or clients<br />
twinning<br />
6,00<br />
5,00<br />
4,00<br />
3,00<br />
2,00<br />
1,00<br />
0,00
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Combining the data from Graphs 8 (activities performed most frequently), 10 (activities not<br />
performed), 25 (activities to be more emphasized) and 27 (activities to be restricted) we receive the<br />
view simulating “an ideal state“:<br />
Graph 43: Combination of data from Graphs 8, 10, 25 and 27 (the data for all respondents and for the<br />
respondents only from the Czech Republic are mentioned)<br />
250<br />
200<br />
150<br />
100<br />
50<br />
0<br />
transfer of practices<br />
know-how transfer<br />
project planning<br />
joint development of new tools<br />
project management<br />
partnership development<br />
joint development of methods<br />
joint experimentation of innovative approaches<br />
Combination of activities performed and not performed<br />
together with possibly empesized and restricted activities<br />
dissemination of best practices<br />
coordination meetings<br />
transfer of tools<br />
conferences<br />
study trips<br />
development of networks or alliances<br />
seminars<br />
internships and exchanges<br />
Navreme Boheme, s.r.o. 108<br />
c<br />
negotiation of the partnership<br />
implementation of foreign know-how<br />
implementation of foreign practices<br />
joint research<br />
mobility for trainers and staff<br />
dissemination of research studies<br />
joint training courses<br />
implementation of foreign tools<br />
self-assessment<br />
Total Czech Republic<br />
benchmarking<br />
support to networks and alliances<br />
trainings<br />
joint recognition of qualifications or<br />
competences<br />
capacity building<br />
placements of students or clients<br />
twinning
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 44: Answer to the question: “Who in your view benefits from transnational cooperation the most (in the<br />
long-term perspective)?“ (one answer could be selected; the data for all respondents from projects and from<br />
managing structures are mentioned)<br />
110<br />
100<br />
90<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
107<br />
Czech Republic [projects]; 13<br />
19<br />
55<br />
Who benefits from transnational cooperation the most?<br />
Czech Republic [projects]; 26<br />
6<br />
28<br />
Czech Republic [projects]; 4<br />
Navreme Boheme, s.r.o. 109<br />
8<br />
Czech Republic [projects]<br />
Czech Republic [managing structures]<br />
Total [managing structures]<br />
Total [projects]<br />
3 3 4<br />
2 1<br />
project partners ultimate beneficiaries project management social partners managing authority none of them<br />
8
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 45: Answer to the question: “In your view and in comparison with projects without foreign partners, does<br />
the implementation of a project with foreign partners imply a longer duration?“ (only one option could be<br />
selected; the data for all respondents from projects and from managing structures are mentioned) – not ordered<br />
by frequency<br />
150<br />
140<br />
130<br />
120<br />
110<br />
100<br />
90<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
135<br />
In your view and in comparison with projects without foreign partners, does the implementation of a<br />
project with foreign partners imply a longer duration?<br />
Czech Republic [projects]; 31<br />
7<br />
92<br />
Czech Republic [projects]; 17<br />
no impacts on duration it requires up to 20% more<br />
time<br />
11<br />
63<br />
Czech Republic [projects]; 10<br />
9<br />
Czech Republic [projects] Czech Republic [managing structures]<br />
Total [projects] Total [managing structures]<br />
Navreme Boheme, s.r.o. 110<br />
68<br />
7<br />
51<br />
43<br />
0 0<br />
up to 40% up to 60% up to 80% more
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Graph 46: Answer to the question: “In case that a project with transnational partnership implies a longer duration<br />
in comparison with projects that do not possess a transnational dimension, what are the phases of the<br />
transnational project requiring the allocation of more time?“ (more options could be selected at the same time;<br />
the data for all respondents from projects and from managing structures are mentioned)<br />
150<br />
140<br />
130<br />
120<br />
110<br />
100<br />
90<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
135<br />
21<br />
In case that a project with transnational partnership implies a longer duration in comparison with projects<br />
that do not possess a transnational dimension, what are the phases of the transnational project requiring<br />
the allocation of more time?<br />
92<br />
16<br />
preparatory work overall coordination implementation definition of rules and<br />
procedures<br />
68<br />
9<br />
Czech Republic [projects] Czech Republic [managing structures]<br />
Total [projects] Total [managing structures]<br />
63<br />
Navreme Boheme, s.r.o. 111<br />
20<br />
51<br />
11<br />
monitoring and<br />
evaluation<br />
43<br />
6<br />
10<br />
drawing of conclusions other<br />
2
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
8.4 List of visited and interviewed contacts<br />
Name Organization Country<br />
Visit[N]/<br />
Interview[R]<br />
Dirk Meyer Zentrum für Soziale Innovation AT N<br />
Christian Henner-Fehr Projekt manager AT N<br />
Klaus Schuch Zentrum für Soziale Innovation AT N<br />
Roland Hanak previously responsible for <strong>EQUAL</strong><br />
in the Ministry of Economics and<br />
Labour<br />
AT N<br />
Alexandra Jarchanová<br />
Doleželová<br />
Gender Studies, o.p.s. CZ N<br />
Andrea Šafaříková SONS CZ N<br />
Bohumila Miškovská Národní rada zdravotně<br />
CZ N<br />
postižených ČR<br />
Hana Volfová Krásná Lípa CZ N<br />
Helena Hlabicová Jihočeská hospodářská komora CZ N<br />
Jan Rychlík ÚP Semily CZ N<br />
Jan Vavrečka TROAS, s.r.o. CZ R<br />
Jana Chržová Český svaz žen (ČSŽ) CZ N<br />
Jana Kostohryzová Jihočeská rozvojová o.p.s. CZ N<br />
Jana Mráziková APM ČR o.s. CZ N<br />
Jarmila Šagátová KAZUIST,spol. s r.o. CZ N<br />
Jiří Zezulák Obchodní a hospodářská komora<br />
Uherské Hradiště<br />
CZ N<br />
Jitka Palková Hospodářská komora okresu<br />
Přerov<br />
CZ N<br />
Josef Stiborský SONS CZ N<br />
Kamila Andrýsková Vzdělávací společnost EDOST, CZ N<br />
s.r.o.<br />
Kateřina Baladová Most ke vzdělání CZ N<br />
Lenka Tvrdková Krásná Lípa CZ N<br />
Leoš Vích Rytmus CZ N<br />
Lubomír Kuzník Sdružení Romů Severní Moravy CZ N<br />
Lucie Brančíková Svaz českých a moravských<br />
výrobních družstev<br />
CZ N<br />
Ludmila Bobysudová Organizace pro pomoc<br />
uprchlíkům<br />
CZ N<br />
Magda Piroutková APM ČR o.s. CZ N<br />
Michal Zálešák LANGMaster Group CZ N<br />
Milena Pešoutová Střední škola technická,<br />
Velebudice<br />
CZ N<br />
Miroslava Pilátová LANGMaster Group CZ N<br />
Mona Nechvátalová Moravská asociace podnikatelek<br />
a manažerek<br />
CZ N<br />
Monika Ladmanová Otevřená společnost, o.p.s. CZ N<br />
Radka Erbanová Sdružení pro péči o duševně<br />
nemocné Fokus Praha o.s.<br />
CZ N<br />
Radka Soukalová České Švýcarsko CZ N<br />
Tomáš Chmelař Člověk hledá člověka, o.s. CZ N<br />
Tomáš Sokolovský Centrum vizualizace a interaktivity<br />
vzdělávání Ostrava s.r.o.<br />
CZ N<br />
Veronika Krečová Sdružení Romů Severní Moravy CZ N<br />
Veronika Půrová Národní rada zdravotně<br />
postižených ČR<br />
CZ N<br />
Vladislav Lipus Slezská diakonie CZ N<br />
Navreme Boheme, s.r.o. 112
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Wail Khazal IQ Roma servis CZ N<br />
Zdeněk Karásek DPIC-ViP s.r.o. Ostrava CZ N<br />
Alain Chevance ARACT Bretagne FR N<br />
Jean Pierre Cousquer Institut Breton d’Education<br />
Permanente<br />
FR N<br />
Laetitia Charissoux Boutiques de Gestion FR N<br />
Marcel Moriceau CLPS FR N<br />
Michel Porta Confédération générale de<br />
Sociétés Coopératives de<br />
FR N<br />
production<br />
Pascal Cabaret Ass.Rég.Formation Continue<br />
Bâtiment et Travaux - Bretagne<br />
FR N<br />
Patricia Soussem ARACT Bretagne FR N<br />
Thyerry Debud ARACT Bretagne FR N<br />
Alison Bruton Kirklees Metropolitan Council<br />
Economic Development Service<br />
GB R<br />
Andrew Dean Marchmont Observatory,<br />
University of Exeter<br />
GB N<br />
Iain Willox Welsh Development Agency GB R<br />
Keren Jones SEEDA GB N<br />
Linda Butcher Off the Streets & Into Work GB N<br />
Liz Logan Glasgow City Council GB R<br />
Madeleine Starr Carers UK GB N<br />
Maggie Gardener GB R<br />
Margaret Davies University of Wales GB R<br />
Naz Malik All Wales Ethnic Minority<br />
Association<br />
GB R<br />
Nicola Smith UHI Milennium Institute Inverness GB R<br />
Will Thompson <strong>EQUAL</strong> GB Managing Authority<br />
and Closure Coordination<br />
GB R<br />
Antonello Gennaro Health Local Administration of<br />
Reggio nell’Emilia<br />
IT N<br />
Bert d'Arragon Provincial Administration of<br />
Pistoia<br />
IT N<br />
Denise Lentini Ageform IT N<br />
Elisabetta Cani Provincial Administration of<br />
Reggio nell’Emilia<br />
IT N<br />
Francesco Spinetti Provincial Administration of IT N<br />
Pistoia<br />
Chiara Mellini Independent expert IT N<br />
Karin Mohr Cesre IT N<br />
Marco Mietto Cesre IT N<br />
Micaela Schincaglia Independent expert IT N<br />
Nicola Busi Cides IT N<br />
Paola Frezza Municipal Administration Prato IT N<br />
Anne van Otterloo Kunstenaars en Co NL R<br />
Annelies van der Horst University of Maastricht NL R<br />
Bert Schuilingh ROC ID College NL N<br />
Brenda Gietema Agency of the Ministry of Social<br />
Affairs and Employment<br />
NL R<br />
Claudia Doek Coevorden (municipality) NL R<br />
Else Kuiper Brekend Vatwerk NL R<br />
Greetje Dikkers Stichting ROC Drenthe NL R<br />
H.J. van Asperen Stichting Aangepaste<br />
Werkvormen O.Z.L. Der Sjtiel<br />
NL R<br />
Navreme Boheme, s.r.o. 113
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Irma van der Veen Dienst Justitiële Inrichtingen<br />
(Ministry of Justice , Agency<br />
“Prisons” , sector “Youth”)<br />
NL N<br />
Klaas Kuin ROC ID College NL N<br />
Lambert van Leeuwen Stichting Edukint NL R<br />
Louis Geelhoed Ministry of Social Affairs and<br />
Employment<br />
NL R<br />
Margo Kerkhof Teamleader <strong>EQUAL</strong> of the<br />
Ministry of Social Affairs and<br />
Employment<br />
NL R<br />
Maurice Nuijten Centrum voor Dienstverlening NL N<br />
(CvD)<br />
Paul de Haas GOA Noord NL R<br />
Peter Princen NV REWIN West Brabant NL N<br />
Silvio Milia Gewest Eemland NL R<br />
Trudy Hoeymakers Dienst Justitiële Inrichtingen NL R<br />
Willy van Diepen Gemeente (municipality) H<strong>eng</strong>elo NL R<br />
Aleksandra Kacperska Ośrodek Praw Człowieka PL N<br />
Andrzej Martynuska Director of Regional Labour Office<br />
in Krakow<br />
PL N<br />
Aneta Bagińska Żorska Izba Gospodarcza, Żory PL R<br />
Anna Zebrak Fundacja Instytut Rozwoju PL R<br />
Regionalnego<br />
Bartłomiej Kindler Dom Maklerski Penetrator PL N<br />
Danuta Pławecka Instytut Spraw Publicznych PL R<br />
Dariusz Motyl manager Grupa Antares, Warszawa PL R<br />
Elżbieta Hibner Board Member, the governor of<br />
Lodz Region<br />
PL N<br />
Ewa Leś Uniwersytet Warszawski, Instytut<br />
Polityki Społecznej<br />
PL R<br />
Jan Szomburg Jr. Regional Policy Advisor, IBnGR,<br />
Gdansk<br />
PL N<br />
Joanna Zwolińska Instytut MiSTiA PL N<br />
Kinga Pawłowska WSB PL R<br />
Magdalena Zawodna Regionalny Osrodek Polityki PL R<br />
Społecznej<br />
Magdalenia Kocik Uniwersytet Warszawski, Instytut<br />
Polityki Społecznej<br />
PL R<br />
Mieczysław Bąk Krajowa Izba Gospodarcza PL R<br />
Mirosław Czyżewski WDpF Nowolipki PL R<br />
Olga Gałek Fundacja Partnerstwo dla<br />
Środowiska<br />
PL N<br />
Sławomir Wysocki Evaluation Expert, Qbase PL N<br />
Sylwia Tałach Stowarzyszenie Doradców PL R<br />
Europejskich<br />
Waldemar Rataj Former head of the Prime<br />
Minister Council, policy advisor<br />
Anna Verešová Áno pre život – nezisková<br />
organizácia poskytujúca<br />
všeobecne prospešné služby<br />
PL N<br />
SK N<br />
Ing Miroslava Bukovanová Proma.s.r.o. SK N<br />
Jana Cviková Aspekt SK R<br />
Kristina Jakubcová Dafne SK N<br />
Navreme Boheme, s.r.o. 114
8.5 Evaluation Visits Scenario<br />
I. PREPARATION FOR THE EVALUATION VISIT/INTERVIEW<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
1. The first contact with the organization (e-mail, phone call), set up the date and<br />
time of the meeting/interview, attach supporting letter from MoLSA, ask for<br />
materials (see below)<br />
2. Evaluator has to analyze documents BEFORE the visit/interview – basic info in<br />
ECDB and national CIP <strong>EQUAL</strong> databases, project website, materials sent by<br />
project coordinator, monitoring <strong>report</strong>s, etc. (see the list of sources prepared by<br />
Linda!!!)<br />
3. Introduce yourself, who you are, why you are there, what is the intention of the<br />
visit/interview, make the person/s feel comfortable, make sure they understand<br />
you are not going to evaluate their work/institution but TC only<br />
4. Ask for permission to record your interview, in case the person disagrees, always<br />
respect it, possible model is also to stop recording whenever the person asks for<br />
it, do not record in a case you do not need it, recording usually makes people<br />
more aware of what they are saying ;-)<br />
5. write INTERNAL <strong>report</strong> (only for our team purposes), in which you specify when<br />
did you make the interview, with whom, short summary of the interview,<br />
summarize your findings, observations and recommendations for us as a team<br />
(such as “next time ask for XY, lets focus on …, we need to make sure that we<br />
cover XY” etc. – we are going to SHARE our <strong>report</strong>s)<br />
6. Keep in mind objectives of the evaluation of TC principle<br />
7. Keep in mind each of selected project will become the case study, so we need to<br />
write down case studies in the proposed structure (by Aleksander)<br />
8. Let us know any comments, concerns, suggestions!<br />
FUNDAMENTAL STRUCTURE OF QUESTIONING ACCORDING TO GOALS:<br />
1) Management authority, practice, specific experiences<br />
Basic question outline:<br />
• How they communicated<br />
• What issues they dealt with<br />
• What issues and specific things were not resolved to satisfy project implementing<br />
partners<br />
2) Development Partnership Content<br />
Procedure:<br />
• Beginning with the formulation of expectations from the DP as stated in the national<br />
DPA (this agreement should contain description, what added value should the DP<br />
bring or generate);<br />
• Please, ask some questions concerning the understanding of terminology, jargon. It<br />
seems that it makes some troubles, for instance different understanding of migration,<br />
empowerment etc. were identified in other evaluations as problematic. Did it cause<br />
any troubles to them specifically in TC?<br />
Navreme Boheme, s.r.o. 115
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• Reasons of failure of TC (if relevant). Poorly formulated operational objectives,<br />
missing risk assessment, unclear logic of intervention? (These are the general<br />
reasons of failure of <strong>EQUAL</strong> projects, does it correlate with failure of TC?)<br />
• Map the role of the partners within the TC, there is always one partner marked as the<br />
one responsible for TC, ask about its role and roles of others, how others contributed,<br />
helped, what was the real portion of partners involved in TC?<br />
• Allowing DP implementing partner themselves to structure the course of the project<br />
according to milestones and important events, influences, problem solving, decisions<br />
• Allowing DP representative themselves to describe what added value they perceive in<br />
relations to their a) partners, b) target groups, c) products<br />
• Allowing DP representatives themselves to interpret the most important DP outcomes<br />
as they came across in the (mandatory) internal or external evaluation (monitoring<br />
processes)<br />
• Allowing DP representatives themselves to formulate what they see as the added<br />
value of the DP in terms of implementation and mainstreaming<br />
• Asking complementary questions built on or following up from the questionnaire<br />
findings.<br />
3) DP Management<br />
Questions in this area of focus shall concentrate on three management models according to<br />
the type of the DP leadership/management (leader, rotating leaderships, being lead by<br />
another partner).<br />
SCENARIO<br />
Step 1<br />
Following the introduction of evaluation goals (not related to questions directly linked to<br />
evaluation of a specific project or its implementing party), evaluation opens with the initial<br />
idea of the transnational development partnership (hereiafter DP). Upon this, the evaluation<br />
comes back to the original DPA and goal formulated therein. For purposes of this evaluation,<br />
copy of appropriate passage from the DPA will suffice.<br />
Step 2<br />
Developing on Step 1; should communication not run smoothly, evaluation may apply<br />
questions to stimulate own interpretation of individual points; what is most valid at this point<br />
is when the DP implementing partner structure the process, milestones, added value – in<br />
their own words. In terms of evaluation documentation of the project, copy of appropriate<br />
passages will suffice for purposes of this evaluation.<br />
Step 3<br />
Complementary and follow up questions to Step 2<br />
Step 4<br />
Questions related to thematic area 3 – DP management (according to the type concerning<br />
the given DP representative)<br />
Navreme Boheme, s.r.o. 116
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Step 5<br />
Questions related to thematic area 1 – processes related to changes in the project, action of<br />
the management authority, unresolved issues and problems, timeline context etc.<br />
Step 6<br />
Complementary and follow up questions to the whole of the interview<br />
COMMENTARY<br />
The interview should be conducted in a natural manner, going with the flow – we first ask<br />
about expectations, then establish an understanding/consensus that the evaluation is not<br />
focused on the project as a whole, but on one of its segments only – the DP and issues<br />
related thereto.<br />
Implementing partners have the opportunity to structure the theme themselves (issues,<br />
problem areas), nonetheless, they have to be defined clearly enough and the evaluator must<br />
prevent drifting from the theme too far.<br />
Complementary questions have been designed for thematic area 2 (DP content) which will<br />
allow to overcome the “dead-end roads” in the interview.<br />
To conclude the segment of questions dealing with thematic area 2, complementary<br />
questions have been designed and may be varied according to the previous flow/content of<br />
the interview (those that have been answered in the course of the interview will be skipped).<br />
Difficult – structured themes concerning thematic areas 1 and 3 are addressed at the end of<br />
the interview, for they may require higher level of trust and communication ease, it is<br />
however necessary to ensure that this segment of the interview is not conduced under time<br />
pressure.<br />
Note to the draft:<br />
Detailed list of stimulation and complementary questions will be designed once we reach a<br />
consensus as to the content of this draft.<br />
Navreme Boheme, s.r.o. 117
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
8.6 Template for Evaluation Visits and Interviews<br />
EVALUATION INTERVIEWS/VISITS<br />
„Evaluation of CIP <strong>EQUAL</strong> transnational co-operation principle“<br />
Expert name Your name<br />
Organization and person/s<br />
visited/interviewed<br />
Date, time, location of visit<br />
Project Title<br />
Project number<br />
Project website<br />
Project Duration<br />
Project Coordinator &<br />
contacts<br />
TC Partners Countries involved, organization, agreements<br />
Ultimate beneficiaries & If possible, provide some contacts, info who are the clients of the project<br />
contacts<br />
Total Budget<br />
outcomes; If irrelevant leave empty<br />
Budget for TC Estimate in % is enough (reality! not the original plan from the project proposal,<br />
add some comments if the original budget increased/decreased and why)<br />
Project Objectives Short list<br />
Location Where the TC activities of the project took place, i.e. city, region, etc., where they<br />
local, regional…?<br />
Short Synopsis & Context<br />
Main points for evaluation<br />
Short summary of the main findings<br />
• Management authority,<br />
practice, specific<br />
experiences<br />
Please follow the scenario developed by Honza & Josef<br />
• Development<br />
Partnership Content<br />
Please follow the scenario developed by Honza & Josef<br />
• Development<br />
Partnership<br />
management<br />
Please follow the scenario developed by Honza & Josef<br />
• Recommendations Please follow the scenario developed by Honza & Josef<br />
• Additional sources of<br />
information, notes<br />
Contacts arising<br />
Comments / Follow-up Your comments for the team, next visits/interviews, etc.<br />
Navreme Boheme, s.r.o. 118
8.7 List of Case Studies<br />
Czech Republic<br />
Visit[N] Interview[R] Name of Organization Contact<br />
N Slezská diakonie kancelář <strong>EQUAL</strong>, Viaduktová 8, 737<br />
01 Český Těšín<br />
Project<br />
number<br />
Name of Project<br />
N RYTMUS Bruselská 16, 120 00 Praha 2 CZ-22 Podporované zaměstnávání<br />
pro sociálně odpovědné firmy<br />
N Vzdělávací společnost<br />
EDOST, s.r.o.<br />
Navreme Boheme, s.r.o. 119<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topic<br />
[num.]<br />
TCA<br />
[num.]<br />
TCA URL<br />
CZ-21 ASSISTANCE 1A www.slezskadiakonie.cz<br />
Cihlářská 4132, 430 02, Chomutov CZ-23 PENTACOM 1A 4441,<br />
4019<br />
1A 3799 MODE www.equal.rytmus.org<br />
Extend,<br />
Chances<br />
www.edost.cz/RAP<br />
N TROAS, s.r.o. Poznaňská 451/20 Praha 8, 181 00 CZ-32 KARAVANA 1A 3981 Beyond Silence www.troas.cz<br />
N Drom, romské středisko Bratislavská 227<br />
602 00 Brno<br />
CZ-29 Microbus 1A www.drom.cz<br />
N SOZE Mostecká 5/855, 614 00 Brno CZ-24 Hedera 1A http://www.soze.cz/workinczech<br />
N SONS Krakovská 1695, 110 00 Praha 1<br />
www.sons.cz<br />
N Město Krásná Lípa MÚ, Masarykova 6/246, Krásná<br />
Lípa, 407 46<br />
N Národní rada zdravotně<br />
postižených ČR<br />
N Sdružení Romů Severní<br />
Moravy<br />
N Člověk v tísni - společnost<br />
při ČT, o.p.s<br />
Partyzánská 1<br />
170 00 Praha 7<br />
Palackého 607, 73506 Karviná –<br />
Nové město<br />
N Odborový svaz ECHO DOS, nám. W.Churchilla , 13000,<br />
Praha 3<br />
N Jihočeská hospodářská Husova 9, 370 01 České Budějovice<br />
komora<br />
*Jihočeská rozvojová o.p.s., Tyršova<br />
65, 397 01 Písek<br />
CZ-25 Tyfloemploy 1A 4284,<br />
3719<br />
CZ-27 Partnership for the centre of<br />
Bohemian Switzerland<br />
CZ-30 Equal opportunities for<br />
unemployed disabled persons<br />
1A 2005<br />
1A<br />
Vision=E3,<br />
SHARE<br />
1A 4980 Employability<br />
United<br />
CZ-80 ROMA 1B 4342 R.O.A.D.<br />
(Romany<br />
Organizations<br />
for Aid and<br />
Development)<br />
www.tyfloemploy.org<br />
www.nrzp.cz<br />
https://webgate.ec.europa.eu/equa<br />
l/<br />
jsp/tcaView.jsp?id=4342<br />
Sokolovská 1869, 120 00 Praha CZ-75 Polis 1B www.clovekvtisni.cz<br />
CZ-33 NEW CHANCE 2C<br />
CZ-51 Mercury 2C www.jhk.cz<br />
N Sdružení CEPAC MORAVA Jeremenkova 1142/42, 779 11,<br />
Olomouc<br />
CZ-40 Zaměstnej sám sebe 2C www.cepac.cz<br />
N DC VISION, s.r.o. Náměstí Republiky 2, 746 01 Opava CZ-39 New chance 2C www.dcvision.cz
Visit[N] Interview[R] Name of Organization Contact<br />
N Rekvalifikacní a informacní<br />
centrum s.r.o.<br />
N Moravská asociace<br />
podnikatelek a manažerek,<br />
o.s.<br />
Bánská 287<br />
434 01 Most<br />
Project<br />
number<br />
Name of Project<br />
CZ-36 INNOSTART - Komplečxní<br />
program podpory začínajících<br />
podnikatelů ze<br />
znevýhodněných skupin v<br />
Ústeckém kraji<br />
Dvořákova 14, 602 00 Brno CZ-38 Asistenční centra pro podporu<br />
podnikání žen a snížení rizik<br />
na začátku podnikání<br />
N FCH Starý Knín CZ-57 Heart of Bohemia and charity<br />
social services in the<br />
countryside 2C 2004<br />
N Nový Prostor Pod Svahem 12<br />
147 00 Praha 4<br />
N KAZUIST,spol. s r.o. Husova 401<br />
73961 Třinec<br />
N Svaz českých a<br />
moravských výrobních<br />
družstev<br />
N Sdružení pro péči o<br />
duševně nemocné Fokus<br />
Praha<br />
Václavské náměstí 21<br />
113 60 Praha 1<br />
Dolákova 24<br />
180 00 Praha<br />
N RPIC-ViP s.r.o. Výstavní 2224<br />
709 00 Ostrava<br />
N Centrum vizualizace a<br />
interaktivity vzdělávání<br />
Ostrava s.r.o.<br />
(dříve Free Art Records<br />
s.r.o.)<br />
Bohumínská 788<br />
710 00 Ostrava<br />
N Člověk hledá člověka, o.s. Nadace Terezy Maxové<br />
Na Florenci 19, 110 00 Praha 1<br />
* Člověk hledá člověka, o.s.<br />
Klimentská 1246/1, 110 00 Praha 1<br />
CZ-59 Human Resources<br />
Development Interface<br />
Navreme Boheme, s.r.o. 120<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topic<br />
[num.]<br />
TCA<br />
[num.]<br />
TCA URL<br />
2C 3558 TELNET www.ric-most.cz<br />
2C<br />
2C<br />
4373 TASE<br />
Transnational<br />
Approaches to<br />
Sustaining<br />
Entrepreneurshi<br />
p<br />
http://www.mapm.cz/?page=27lan<br />
g=cs<br />
2D www.novyprostor.cz<br />
CZ-35 Beskydy pro všechny 2D 3954 Inclusion<br />
through<br />
entrepreneurshi<br />
p (ITE) –<br />
Inkluze<br />
prostřednictvím<br />
podnikání<br />
CZ-42 Sociální družstvo a podnik 2D 3883 NEU<br />
Entrepreneurs<br />
CZ-64 Rozvoj sociální firmy 2D 3938 BUILDING<br />
BRIDGES<br />
between<br />
people, policies<br />
and enterprises<br />
CZ-43 Competencies for Labour<br />
Market (Kompetence pro trh<br />
práce)<br />
3E 3940,<br />
4372<br />
3940 North<br />
Devon College<br />
(Skills Analysis)<br />
4372 Maria<br />
Joao Rauch<br />
CZ-45 Pro plný život 3E 4382 Roads from<br />
Silence – Cesty<br />
z ticha<br />
CZ-46 Najdi svůj směr 3E 4371 Happy Smiling<br />
People -<br />
Holistic<br />
Approches for<br />
Young People<br />
http://www.bezchyby.cz<br />
www.azzpcr.cz/equal/seznam.php<br />
www.fokus-praha.cz<br />
www.mamenato.cz<br />
http://proplnyzivot.osu.cz<br />
www.clovekhledacloveka.cz
Visit[N] Interview[R] Name of Organization Contact<br />
N Úřad práce v Semilech Bořkovská 572<br />
513 01 Semily<br />
N IQ Roma servis Hybešova 41,<br />
602 00 Brno<br />
Project<br />
number<br />
Name of Project<br />
CZ-47 Facilitation of lifelong<br />
education in rural conditions<br />
CZ-48 Partnerství pro úspěch Romů<br />
na trhu práce<br />
Navreme Boheme, s.r.o. 121<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topic<br />
[num.]<br />
TCA<br />
[num.]<br />
TCA URL<br />
3E 4053 REAL www.krakonos.com<br />
3E 3701 TOGETHER<br />
AND ACROSS<br />
N Expertis Kafkova 605/16, Praha 6,160 00 CZ-72 Third Career 3E www.expertis.cz<br />
http://www.iqrs.cz/search.php?rsv<br />
elikost=sab&rstext=all-phpRSall&rstema=44<br />
N LANGMaster Group, s.r.o. Branická 107, Praha 4, 14700 CZ-53 Chance for Teleworking 3F www.langmaster.cz<br />
N Obchodní a hospodářská<br />
komora<br />
N Český svaz žen (Czech<br />
Women's Union)<br />
Studentské náměstí 1531<br />
686 01 Uherské Hradiště<br />
Nekázanka 16-18<br />
111 53 Praha 1<br />
N Střední škola technická Dělnická 21<br />
434 80 Most - Velebudice<br />
N Gender Studies, o. p. s. Gorazdova 20<br />
120 00 Praha 2<br />
N Otevřená společnost,<br />
obecně prospěšná<br />
společnost<br />
Prokopova 9<br />
Seifertova 47<br />
130 00 Praha 3<br />
N Úřad práce Brno - venkov Šujanovo náměstí 7/3<br />
660 35 Brno<br />
N Organizace pro pomoc<br />
uprchlíkům<br />
CZ-56 JOB POINTS 3F www.ohkuh.cz<br />
CZ-67 MOPPS DP 4G 4201 Balancing Life<br />
in Europe<br />
http://www.csz.cz/sekce/Projekty-<br />
Ceskeho-svazu-zen/Modelovyprogram-podpory-sladovaniprofesniho-a-rodinneho-zivotakraj-Vysocina<br />
CZ-69 BACK TO THE FUTURE 4G 4468 FUTURE www.iks-navraty.cz<br />
CZ-76 Role of equal opportunities for<br />
women and men in prosperity<br />
of the society<br />
4H 3562,<br />
4435<br />
CZ-77 ProEquality 4H 4010,<br />
4056<br />
CZ-66 Net 2005<br />
VEGA, EWA www.rovneprilezitosti.cz<br />
WOMEN<br />
AGREEMENT,<br />
G.L.A.D.<br />
Kovářská 4, Praha 9, 190 00 CZ-105 Work in Prag 5 4472 AIM -<br />
Acceptance<br />
Integration<br />
Migrants<br />
www.otevrenaspolecnost.cz<br />
www.opu.cz
Slovakia<br />
Visit[N]<br />
Intervi<br />
ewR]<br />
Name of<br />
Organization<br />
N PROMA, Ltd. Bytčická 2<br />
010 01 Žilina<br />
No reaction Únia nevidiacich a<br />
slabozrakých<br />
N Agency<br />
EUROFORMES,<br />
non-profitable org.<br />
N Áno pre život -<br />
nezisková<br />
organizácia<br />
poskytujúca<br />
všeobecne<br />
prospešné služby<br />
N Únia centier<br />
prevencie a<br />
pomoci DAFNÉ<br />
No reaction Nadácia Milana<br />
Šimečku<br />
Does not exist Európska rómska<br />
pracovná agentúra<br />
Contact<br />
Sekulská 1<br />
842 50 Bratislava<br />
Vysokoškolákov 4<br />
010 08 Žilina<br />
Adresa: ul. Farská 543/2, 013<br />
13 Rajecké Teplice<br />
Zátočná 221<br />
013 13 Rajecké teplice<br />
Panenská 4<br />
811 03 Bratislava<br />
Dunajská 4-6, 811 08<br />
Bratislava<br />
N Aspekt Mýtna 38<br />
811 07 Bratislava<br />
Project<br />
number<br />
Name of<br />
Project<br />
Topic<br />
[num.]<br />
Navreme Boheme, s.r.o. 122<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
TCA<br />
[num.]<br />
TCA URL<br />
SK 79 1A https://webgate.ec.europa.eu/equal/jsp/dpComplete.js<br />
p?cip=SK&national=79#national_partner_0<br />
SK 91 1A http://www.sizar-vision.sk/ ,<br />
https://webgate.ec.europa.eu/equal/jsp/dpComplete.js<br />
p?cip=SK&national=91<br />
SK 25 2D https://webgate.ec.europa.eu/equal/jsp/dpComplete.js<br />
p?cip=SK&national=25<br />
SK 32 2D http://www.anoprezivot.sk/project-equal,31.html<br />
SK 55 1B http://www.dafne.sk/equal/<br />
SK 73 1B http://www.clovekvtisni.sk/index.php?clanok=16#,<br />
https://webgate.ec.europa.eu/equal/jsp/dpComplete.js<br />
p?cip=SK&national=73<br />
SK 45 4H http://www.erpa.sk/?id=5&lang=sk<br />
SK 41 4H http://www.ruzovyamodrysvet.sk/sk/spodnemenu/kontakt
Visi<br />
t [N]<br />
Poland<br />
Inte<br />
rvie<br />
w[R<br />
]<br />
R Uniwersytet Warszawski,<br />
Instytut Polityki Społecznej<br />
Name of Organization Contact<br />
R Krajowa Izba Gospodarcza, ul.<br />
Trebacka, Warszawa<br />
R Regionalny Osrodek Polityki<br />
Społecznej, Kraków<br />
N Ośrodek Praw Człowieka, UJ<br />
Kraków<br />
Prof. dr hab. Ewa<br />
Leś<br />
Eles@gospodarka<br />
spoleczna.pl<br />
Mieczyslaw Bąk<br />
mbak@kig.pl<br />
Joanna Kubik<br />
jkubik@akademiaequal.pl<br />
Jadwiga<br />
Mączyńska, UJ,<br />
equal@juhrc.org<br />
R WSB Nowy Sącz Kinga Pawłowska<br />
Kepawloska@gmai<br />
l.com<br />
R Instytut Spraw Publicznych,<br />
Warszawa<br />
Anita Sobanska,<br />
Anita.sobanska@i<br />
sp.org.pl<br />
R Żorska Izba Gospodarcza, Żory Aneta Bagińska,<br />
sint@equal.zory.pl<br />
R Grupa Antares, Warszawa Dariusz Motyl,<br />
dariusz.motyl@gru<br />
paantares.com.pl<br />
R Fundacja Instytut Rozwoju<br />
Regionalnego, Kraków<br />
Anna<br />
Waszkielewicz,<br />
Anna.Waszkielewi<br />
cz@firr.org.pl<br />
Project<br />
number<br />
Name of Project<br />
Navreme Boheme, s.r.o. 123<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Top<br />
ic<br />
[nu<br />
m.]<br />
TC<br />
A<br />
[nu<br />
m.]<br />
TCA URL<br />
PL 57 „Tu jest praca” („We have jobs”) 2D 1 4344 Seed www.tujestpraca.pl<br />
www.equalseed.eu<br />
PL117 Fair Play Employment (Zatrudnienie Fair Play.<br />
Promocja kultury przedsiębiorczości i etyki rynku pracy<br />
PL-37 Academy of Entrepreneurship. Development of<br />
alternative forms of employment” (Akademia<br />
Przedsiębiorczości.Rozwój alternatywnych form<br />
zatrudnienia)<br />
PL-94 Edukacja dla Integracji – Partnerstwo na Rzecz<br />
Uchodźców (EDI) [Education for Integration –<br />
Partnership for Refugees (EDI)]<br />
PL-82 Partnerstwo na rzecz rozwoju kompetencji<br />
informatycznych w Polsce (Partnership for the<br />
development of ICT competences in Poland)<br />
PL-41 W stronę polskiego modelu gospodarki społecznej -<br />
budujemy nowy Lisków (PROJECT LIFE Local Inclusion<br />
for Everyone<br />
PL-32 Dynamism and experience - joint change piloting<br />
(Dynamizm i doświadczenie – wspólne sterowanie<br />
zmianą)<br />
PL-112 Partnership without uniform. Partnership for economic<br />
activation of persons living in areas left by military<br />
basis (SZANSA BEZ MUNDURU - Partnerstwo na rzecz<br />
aktywizacji zawodowej mieszkańców terenów<br />
powojskowych)<br />
PL-5 Partnership for the Increase of Blind Persons to the<br />
Labour Market (Partnerstwo na Rzecz Zwiększenia<br />
Dostępności Rynku Pracy dla Osób Niewidomych)<br />
Vision=E3<br />
3F 1 4216<br />
Access<br />
2D 1 4915<br />
European<br />
Enterprise<br />
5 2 4515<br />
Trialogue,<br />
4399<br />
Integrated<br />
Ways<br />
3F 2 TCA: 4533<br />
PAEE,<br />
TCA: 4219<br />
COMPETE<br />
RE<br />
2D 1 TCA 3557<br />
Trailer<br />
www.praca.fairplay.pl<br />
www.akademiaequal.pl<br />
www.opc.uj.edu.pl/eq<br />
ual<br />
www.itqual.pl<br />
www.liskow.org.pl<br />
3F 1 TCA 4359 www.equal.zory.pl<br />
www.intermentoring.pl<br />
1A 1 TCA 4072 http://equal.grupaanta<br />
res.com.pl/<br />
1A 1 TCA 4284 www.firr.org.pl
Visi<br />
t [N]<br />
Inte<br />
rvie<br />
w[R<br />
]<br />
R Stowarzyszenie Doradców<br />
Europejskich, Plineu, Kraków<br />
Name of Organization Contact<br />
Katarzyna<br />
Piecuch,<br />
Katarzyna.Piecuch<br />
@plineu.org<br />
R WDpF Nowolipki, Warszawa Mirosław<br />
Czyżewski, chief<br />
project coordinator,<br />
mczyzewski@f2f-<br />
N Fundacja Partnerstwo dla<br />
Środowiska, Kraków<br />
N Dom Maklerski Penetrator,<br />
Miodowa, Kraków<br />
N Instytut MiSTiA, Na Szlaku,<br />
Kraków<br />
Vi<br />
siz<br />
s[<br />
N]<br />
The Netherlands<br />
equal.pl<br />
Andrzej<br />
Biederman,<br />
Andrzej.Biderman<br />
@epce.org.pl<br />
Waldemar Zych,<br />
chief project<br />
coordinator,<br />
Waldemar.Zych@p<br />
enetrator.com.pl<br />
Jacek<br />
Kwiatkowski,<br />
Jacek.Kwiatkowski<br />
@mistia.org.pl<br />
Project<br />
number<br />
Inte<br />
rvie<br />
ws[<br />
R]<br />
Name of Organization Contact<br />
R Stichting Edukint Roessinghbleekweg 33 , 7522 AH Enschede<br />
Mr. Lambert van Leeuwen , director of the Institute.<br />
Name of Project<br />
PL-92 Kompromis na rynku pracy (Compromise on the<br />
Labour Market)<br />
PL-19 Face to face with Labour market – Transitional<br />
Employment (Twarzą w twarz z rynkiem pracy. Model<br />
zatrudnienia przejsciowego)<br />
PL-48 Gospodarka Społeczna na Bursztynowym Szlaku<br />
(Social Economy in the Amber Path)<br />
PL-35 Krakowska Inicjatywa na rzecz Gospodarki Społecznej<br />
Cogito (Krakow Initiative for Social Economy Cogito)<br />
Navreme Boheme, s.r.o. 124<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Top<br />
ic<br />
[nu<br />
m.]<br />
TC<br />
A<br />
[nu<br />
m.]<br />
TCA URL<br />
4G 1 TCA 4247 http://equal.plineu.org<br />
1A 1 TCA 4354 www.twarzawtwarz.pl<br />
2D 2 TCA 4003<br />
and TCA<br />
4164<br />
2D 2 TCA 4124<br />
and TCA<br />
4522<br />
PL 36 Możemy więcej (We Can More) 2D 3 TCA 3917,<br />
TCA 4448,<br />
TCA 4690<br />
Project<br />
number<br />
Name of<br />
project<br />
Topic<br />
[numer]<br />
TCA<br />
[num.]<br />
A0027 Jobcomposer Activering 4215 Working towards<br />
diversity (NL,<br />
AU, GE, UK)<br />
R Gewest Eemland Postbus 4000 , 3800 EA Amersfoort E0011 Met Talent Activering 4420 Pro Diversity<br />
(NL, GE, GR,<br />
ES)<br />
N ROC ID College Bredewater 22 , 2715 CA Zoetermeer<br />
Telephone 0031 715 353 399 (Mr. Klaas Kuin)<br />
A0075 Tripple WIN Activering 3886 New labour<br />
market<br />
possibilities (NL,<br />
DE, GE, ES)<br />
http://equal.szlakburs<br />
ztynowy.pl<br />
www.cogito-equal.org<br />
http://www.mozemywi<br />
ecej.pl/<br />
TCA URL<br />
www.ocr.nl<br />
www.rocmn.nl<br />
www.equallabour.c<br />
om
Vi<br />
siz<br />
s[<br />
N]<br />
Inte<br />
rvie<br />
ws[<br />
R]<br />
Name of Organization Contact<br />
N Dienst Justitiële Inrichtingen<br />
(Ministry of Justice , Agency<br />
“Prisons” , sector “Youth”)<br />
N Centrum voor Dienstverlening<br />
(CvD)<br />
Project<br />
number<br />
Navreme Boheme, s.r.o. 125<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Name of<br />
project<br />
Topic<br />
[numer]<br />
TCA<br />
[num.]<br />
Postbox 30132 , 2500 GC Den Haag A0059 Match Activering 3855 New Horizons<br />
(NL, UK, ET, FI,<br />
FR, IT, PL)<br />
Glashaven 42 te 3011 XJ Rotterdam A0022 Home Sweet<br />
Home<br />
R GOA Noord Leonard Springerlaan 5A , 9727 KB Groningen<br />
R Brekend Vatwerk Van Beuningenstraat 84 D , 1015XS Amstrdam<br />
R Stichting Aangepaste<br />
Werkvormen O.Z.L. Der Sjtiel<br />
Casinolaan 6 , 6372 XG Landgraaf<br />
E0013 Golden oldies<br />
in the infra<br />
F0005 My portfolio<br />
online<br />
E0053 Autorestaurati<br />
e project<br />
Activering 4013 Home@work<br />
(NL, CZ, PL)<br />
Leren &<br />
Werken<br />
Leren &<br />
Werken<br />
Leren &<br />
Werken<br />
R Stichting ROC Drenthe Postbus 173 , 7800 AD Emmen E0012 SPARK Integratie<br />
en<br />
Arbeidsmar<br />
kt<br />
R Gemeente (municipality) H<strong>eng</strong>elo Hazenweg 121 , 7556 BM H<strong>eng</strong>elo<br />
A0033 Couleur<br />
Twente<br />
R Dienst Justitiële Inrichtingen G0009 Toekomst in<br />
balans<br />
R University of Maastricht Postbus 616 , 6200 MD Maastricht<br />
N NV REWIN West Brabant Mozartlaan 7 te Breda (PO-Box 3182 / 4800 DD<br />
Breda)<br />
H0014 Participatie<br />
van vrouwen<br />
als prioriteit in<br />
de<br />
wetenschap<br />
C0013 West Brabants<br />
Training<br />
Ondernemersv<br />
aardigheden<br />
Programma<br />
R Coevorden (municipality) Aleida Kramersingel 4 , 7741 GE Coevorden D0001 Sociaal<br />
Contract<br />
Integratie<br />
en<br />
Arbeidsmar<br />
kt<br />
Gelijke<br />
Kansen<br />
Gelijke<br />
Kansen<br />
Onderneme<br />
rschap<br />
Onderneme<br />
rschap<br />
3934 Age value (NL,<br />
FR, CZ, IR, SW)<br />
3553 Vit@l Society,<br />
Technology for<br />
people (NL, LT,<br />
UK)<br />
4208 Creating<br />
opportinities (NL,<br />
ES, IT)<br />
4210 A.V.E (NL, AU,<br />
SW, HU)<br />
4188 TALE (NL, GE,<br />
ES, PL)<br />
3805 Transitions in<br />
Prison (NL, GE,<br />
HU, UK)<br />
4080 Equality by<br />
degree(NL, BE,<br />
ES, UK)<br />
3709 Entrepreneurs<br />
Unlimited! (NL,<br />
ES, IT)<br />
4020 S.O.A.P.S. (NL,<br />
FI, IT, PL)<br />
TCA URL<br />
www.cvd.nl<br />
www.goanoord.nl<br />
www.webindewijk.n<br />
l/equal<br />
www.sjtiel.nl<br />
www.drenthecolleg<br />
e.nl<br />
www.h<strong>eng</strong>elo.nl<br />
www.transitions-inprison.net<br />
www.priorityforparti<br />
cipation.org<br />
www.westtop.nl<br />
www.emmen.nl
Vi<br />
siz<br />
s[<br />
N]<br />
Inte<br />
rvie<br />
ws[<br />
R]<br />
Name of Organization Contact<br />
R Kunstenaars en Co Nieuwe Her<strong>eng</strong>racht 19 , 1011 SB Amsterdam<br />
Vis<br />
United Kingdom<br />
Int<br />
erv<br />
its[ iew Name of Organization Contact<br />
N] s[R<br />
]<br />
N Carers UK 20 Great Dover Street in London<br />
SE1 4LX<br />
N Marchmont<br />
Observatory,<br />
University of Exeter<br />
St Luke’s Campus, Exeter EX4<br />
7EH<br />
Project<br />
number<br />
Project<br />
number<br />
Navreme Boheme, s.r.o. 126<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Name of<br />
project<br />
D0008 Kunst Werk-t<br />
in de tertiaire<br />
sector<br />
Name of Project<br />
Topic<br />
[numer]<br />
Onderneme<br />
rschap<br />
To<br />
pic<br />
[nu<br />
m.]<br />
TCA<br />
[nun.<br />
]<br />
TCA<br />
[num.]<br />
4427 Skills through<br />
the art (NL, UK,<br />
HU, IT)<br />
UKgb091 ACE National 3563 We care, do<br />
you? (UK, ES,<br />
LV, NL, IT)<br />
UKgb099 High Road UK 3613 The Diversity,<br />
Equality and<br />
Access to<br />
Learning<br />
(DEAL)<br />
Partnership<br />
(UK, AT, FI,<br />
FR)<br />
TCA URL<br />
www.kunstenaarse<br />
nco.nl<br />
TCA URL<br />
www.caresronline.o<br />
rg.uk<br />
www.tuc.org.uk<br />
N SEEDA Cross Lane , Guildford , Surrey UKgb138 Exodus 3663 CARAVEL www.seeda.org.uk<br />
N Off the Streets & Into<br />
Work<br />
4th Floor The Pavilion , 1 Newhams<br />
Row , London SE1 3UZ<br />
R Glasgow City Council Liz Logan, Network Director<br />
Glasgow City Council<br />
UKgb140 Tackling Multiple<br />
Disadvantage in<br />
London<br />
3963 4 Inclusion www.osw.org.uk<br />
UKgb156 RE:Focus 3740 M.A.I.S.H.A.(=<br />
More Abilities,<br />
Integration,<br />
Skills and<br />
Higher<br />
Ambitions)<br />
www.m.a.i.s.h.a.co<br />
m
Vis<br />
its[<br />
N]<br />
Int<br />
erv<br />
iew<br />
s[R<br />
]<br />
Name of Organization Contact<br />
R Welsh Development<br />
Agency<br />
R UHI Milennium<br />
Institute Inverness<br />
R Kirklees Metropolitan<br />
Council Economic<br />
Development Service<br />
R All Wales Ethnic<br />
Minority Association<br />
R Scottisc Council For<br />
Voluantary<br />
Organisations<br />
Plas Glyndwr , Kingsway ,<br />
CF10 3AH Cardiff<br />
Nicola Smith<br />
SDB Project Officer<br />
Civic Centre III , Huddersfield , HD1<br />
2EY<br />
Suite 1, 1st Floor , St David's<br />
House , CF10 1ES Cardiff<br />
Floor 3 Centrum Building ,<br />
38 Queen Street , G1 3DX Glasgow<br />
R University of Wales Margaret Davies<br />
margaret,davies2@newport.ac.uk<br />
No reaction<br />
No reaction<br />
No reaction<br />
No reaction<br />
Project<br />
number<br />
Navreme Boheme, s.r.o. 127<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Name of Project<br />
UKgb181 Cyfenter<br />
2Development<br />
Partnership<br />
To<br />
pic<br />
[nu<br />
m.]<br />
TCA<br />
[nun.<br />
]<br />
TCA URL<br />
(UK, IT, GE)<br />
3808 Dr. Bernd<br />
Curtius (UK,<br />
GE, PT, SW)<br />
UKgb159 Hi Hopes 3852 Hackers for<br />
Equality (UK,<br />
SW, SL)<br />
UKgb133 Common Ground –<br />
Breaking New<br />
Ground<br />
3930 Fair Ground<br />
(UK, AT, CZ,<br />
SW)<br />
UKgb182 Curiad Calon Cymru 4049 FOR M.O.S.T.<br />
(UK, FI, CZ,<br />
UKgb155 Social Economy<br />
Scotland<br />
ES, NL)<br />
4124 Social<br />
Economy<br />
Exchange<br />
Network (UK,<br />
FI, IT, PL)<br />
UKgb170 Equinex 3864 Ireland-Wales-<br />
Estonia (UK,<br />
IR, ET)<br />
Ukgb130 Progress 3733 M.E.E.T.<br />
UKgb175 A.C.C.O.R.D. 3800 Primavera<br />
UKgb157 Equal Access 4163 Fit For Work<br />
UKgb083 Agender 4170 Wings<br />
www.wales.gsi.com<br />
---<br />
www.kirklees.gov.u<br />
k<br />
www.awema.uk<br />
www.socialeconom<br />
yscotland.info
Vis<br />
it[<br />
N]<br />
France<br />
Int<br />
erv<br />
iew<br />
[R]<br />
Name of<br />
Organization<br />
N Institut Breton<br />
d’Education<br />
Permanente<br />
Ass.Rég.Formation<br />
Continue Bâtiment et<br />
Travaux - Bretagne<br />
Contact<br />
ibep.dg@ibepformation.net<br />
pcabaret@gfcbtp.fr<br />
N Boutiques de Gestion charissoux@boutiques-degestion.com<br />
N Confédération<br />
générale de Sociétés<br />
Coopératives de<br />
production<br />
N CLPS<br />
ARACT Bretagne<br />
Project<br />
number<br />
FR-<br />
BRE-<br />
2004-<br />
41551<br />
FR-<br />
NAT-<br />
2004-<br />
43921<br />
mporta@scop.coop FR-<br />
NAT-<br />
2004-<br />
43115<br />
m.moriceau@clps.net<br />
p.soussem@anact.fr<br />
t.debud@anact.fr<br />
a.chevance@anact.fr<br />
FR-<br />
BRE-<br />
2004-<br />
43628<br />
Name of Project<br />
Nouvelles coopérations<br />
régionales pour la<br />
qualification et<br />
l'intégration en<br />
entreprise<br />
Navreme Boheme, s.r.o. 128<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topi<br />
c[nu<br />
m]<br />
TCA<br />
[num<br />
.]<br />
1A 4123 NEXT2 (FR, ES, HU,<br />
IT)<br />
TCA URL<br />
Maillages 2C 3621 ENTRE - Transitions<br />
Towards<br />
Entrepreneurship (PT,<br />
Economie sociale et<br />
territoire (EST) : Emploi,<br />
Services, Égalité<br />
Ages et travail 3E 3931<br />
4157<br />
FR, CZ, BE)<br />
2D 4214 TESEO- Territoire,<br />
Economie Sociale,<br />
Egalité de chance<br />
Opportunité d’emploi<br />
(IT, FR, ES)<br />
TCA(1): Compétences<br />
et territoire (FR, IT)<br />
TCA(2): Ages and<br />
Work - Intersectional<br />
Job Rotation (FR, NL)<br />
---<br />
http://www.m<br />
aillages.fr/<br />
http://www.eq<br />
ualfuoriorario.<br />
it/efqtrans.ht<br />
ml<br />
---
Vis<br />
it[<br />
N]<br />
Italy<br />
Int<br />
erv<br />
iew<br />
[R]<br />
Name of<br />
Organization<br />
N Cesre<br />
Provincial<br />
Administration of<br />
Reggio nell’Emilia<br />
Health Local<br />
Administration of<br />
N Ageform<br />
Cides<br />
Reggio nell’Emilia<br />
N Provincial<br />
Administration of<br />
Pistoia<br />
N Municipal<br />
Administration Prato<br />
Austria<br />
Visit Interview Name of<br />
[N] [R] Organization<br />
R Zentrum für<br />
Soziale<br />
Innovation<br />
Contact<br />
cesre02@cesre.org<br />
karinmohr@cesre.org<br />
e.cani@mbox.provincia.re.it<br />
gennaroa@ausl.re.it<br />
dlentini@enfap.emt.it<br />
micaelams30@yahoo.it<br />
n.busi@cidesbo.it<br />
b.darragon@provincia.pistoia.<br />
it<br />
f.spinetti@provincia.pistoia.it<br />
chiaramellini@women.it<br />
p.frezza@comune.prato.it<br />
Contact<br />
Linke Wienzeile 246<br />
A-1150 Wien<br />
Project<br />
num.<br />
IT-IT-<br />
G2-<br />
EMI-<br />
002<br />
IT-IT-<br />
G2-<br />
EMI-<br />
Name of Project<br />
ALUNGO. Percorsi<br />
personalizzati di<br />
inserimento e<br />
stabilizzazione nel lavoro<br />
Navreme Boheme, s.r.o. 129<br />
028<br />
IT-IT-<br />
G2-<br />
TOS-<br />
049<br />
IT-IT-<br />
G2-<br />
TOS-<br />
060<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Topi<br />
c[nu<br />
m.]<br />
TCA<br />
[num]<br />
1A 4194 AGIL-E (DE, IT, AT,<br />
LT)<br />
TCA URL<br />
INCLUDENDO 2D 4274 Includendo&Acreditar<br />
(IT, PT)<br />
FLO.VI.TUR - sviluppo<br />
rurale sostenibile ed<br />
integrato<br />
3E 4166 Agri-able:<br />
Competencies in<br />
European Agriculture<br />
(IT, DE, PT)<br />
Tempo 4H 4264 Equal time (IT, ES,<br />
FR)<br />
Project<br />
number<br />
Name of<br />
Project<br />
Topic<br />
[num.]<br />
TCA<br />
[num.]<br />
TCA URL<br />
AT_1A_01 ELDERLY 1A http://www.elderly.at/<br />
http://www.alu<br />
ngo.eu/index2.<br />
html<br />
http://www.con<br />
sulenzasociale<br />
.it/equal2/index<br />
_eq.htm<br />
http://xrl.us/kkc<br />
fs<br />
http://www.irip<br />
atoscana.it/2.1<br />
2.0.0.1.0.phtml<br />
http://progettot<br />
empo.comune.<br />
fi.it/
8.8 Template for Case Studies<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
CASE STUDY NO. --/COUNTRY<br />
„Evaluation of CIP <strong>EQUAL</strong> transnational co-operation principle“<br />
Section I: Information about the organization, DP, and TCA<br />
Organization name Organization you interviewed – point of view for the CS<br />
Address<br />
Legal form, size, type<br />
Project Title and no. National project, i.e. DP<br />
Project / TC website<br />
Project Duration National project, i.e. DP duration / duration of TC if differs<br />
DP Coordinator<br />
TCA name/s and no.<br />
TC Coordinator/s Who was a secretary for given TCA/s<br />
TC Partners Number of partners: Name, country, name of the national DP<br />
Section II: TCA<br />
Objectives How were TC objectives formulated in the plan and what was the reality, what<br />
makes the difference and why. How were TC objectives connected with national DP<br />
objectives, what were the expectations of DPs and TC partners? How TC objectives<br />
influenced DP objectives and vice versa.<br />
Activities How did TC partners achieve TCA objectives, what were the activities which<br />
provided the most of the TC success? What activities where unsuccessful and why?<br />
What is recommended by TCA members to include in TC activities?<br />
Outcomes What was the real outcome from the TC?<br />
Budget Budget for entire TC, share of it by interviewed organization, budget for DP and %<br />
of it dedicated to TC - Estimate in % is enough (reality! not the original plan from<br />
the TCA, commentary why the budget increased/decreased, was the share of TC<br />
financing equal, why not, did it cause any problems etc.)<br />
Ultimate beneficiaries<br />
(target groups)<br />
Who benefited from the TC? Only TCA members? National DP partners? Politicians?<br />
DP target groups? What role had local players in negotiations? How results from<br />
TCA filtered down to the level of national activities?<br />
Crucial tests What chall<strong>eng</strong>es did the TC faced<br />
Sustainability Is there any intention to continue with started TC and activities, and why yes/not<br />
Section III: Environment<br />
Influences social problems and chall<strong>eng</strong>es which had inspired the project, motivations, role of<br />
those not directly involved in the TC or national project<br />
History origins of the initiative, contacts, where did they found partners / contacts /<br />
information, criteria for matching (selecting partners) (goals, values, countries,<br />
previous experience, type of organization… etc.), estimation of the l<strong>eng</strong>th of<br />
necessary incubation period, involvement of national partners, policy makers and<br />
other players in the establishment of the TC<br />
Criteria for setting up TC criteria for allocation of responsibilities<br />
rules<br />
<strong>EQUAL</strong> environment Managing authority support, use of National support structure, National thematic<br />
networks, <strong>EQUAL</strong> guides, etc. – requirements, quality of support, constrains,<br />
recommendations<br />
Navreme Boheme, s.r.o. 130
Section IV: Processes<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Management Managing model for the TC, division of work, ways of reaching TC goals<br />
Communication Models, interesting tools, language and terminology troubles<br />
Planning How and why did they plan activities in such and such way, did the plan change,<br />
could it change, how did they make sure they fulfil the plan and in the same way<br />
they reach their goals, how did they solve situations when their plan did not match<br />
the reality, how did they make changes, who made decisions, when did they<br />
intervene and why, how did they monitor the plan<br />
Evaluation Did they evaluate themselves, which methods and why did they use, how did they<br />
use the outcomes from evaluations, how it was connected to project cycle<br />
Section V: Conclusions<br />
Recommendations For Managing Authorities, for TC partners, for potential applicants<br />
formulated by project partners / team leaders / responsible for TC during<br />
the interviews<br />
Comments / Follow-up Your comments for the team, interconnections with other case studies<br />
Navreme Boheme, s.r.o. 131
8.9 Structured list of Information Sources<br />
8.9.1 Framework and strategic documents<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• Návrh Národního rozvojového plánu České republiky 2007-2013 [Draft of the National<br />
Development Plan of the Czech Republic from 2007 to 2013] [online]. [Praha] : Ministerstvo<br />
pro místní rozvoj, leden 2006 [cit. 2008-04-07]. 206 p. This draft was accepted by the<br />
Government of the Czech Republic on 22nd February 2006 (government decree no.<br />
175/2006). URL: .<br />
• Národní strategický referenční rámec ČR 2007-2013 [National Strategic Reference Framework<br />
of the Czech Republic from 2007 to 2013] [online]. [Praha] : Ministerstvo pro místní rozvoj,<br />
červenec 2007 [cit. 2008-04-07]. 137 p. URL:<br />
.<br />
• The principle of transnational and interregional cooperation in the new ESF programmes :<br />
a framework for programming [online]. Report by an ad hoc working group of Member States<br />
on Transnational and Interregional Cooperation. <strong>EQUAL</strong> Managing Authorities, June 2006 [cit.<br />
2008-04-07]. 24 p. URL:<br />
.<br />
• ESF support to transnational cooperation 2007-2013 [online]. European Commission,<br />
Employment, Social Affairs and Equal Opportunities, DG [cit. 2008-04-07]. 8 p. URL:<br />
.<br />
• Council Regulation (EC) No 1083/2006 of 11 July 2006 laying down general provisions on the<br />
European Regional Development Fund, the European Social Fund and the Cohesion Fund and<br />
repealing Regulation (EC) No 1260/1999. Official Journal of the European Union [online].<br />
L210, 31.7.2006, p. 25-78 [cit. 2008-04-07]. URL: <br />
(in English)<br />
or <br />
(in Czech).<br />
• Regulation (EC) No 1081/2006 of the European Parliament and of the Council of 5 July 2006<br />
on the European Social Fund and repealing Regulation (EC) No 1784/1999. Official Journal of<br />
the European Union [online]. L210, 31.7.2006, p. 12-18 [cit. 2008-04-07]. URL: .<br />
• Czech Republic. Zákon č. 435 ze dne 13. května 2004 o zaměstnanosti [Act no. 435 from 13th<br />
May 2004 on employment]. Sbírka zákonů Česká republika. 2004, částka 143, p. 8270-8316.<br />
Also available at URL: (original text) or<br />
(current/consolidated<br />
text).<br />
• Czech Republic. Zákon č. 108 ze dne 14. března 2006 o sociálních službách [Act no. 108 from<br />
14th March 2006 on social services]. Sbírka zákonů Česká republika. 2006, částka 37, p.<br />
1257-1289. Also available at URL: (original<br />
text).<br />
• Czech Republic. Zákon č. 40 ze dne 17. prosince 2003 o veřejných zakázkách [Act no. 40 from<br />
17th December 2003 on public procurement]. Sbírka zákonů Česká republika. URL:<br />
or<br />
(current/consolidated text).<br />
• Czech Republic. Zákon č. 218 ze dne 27. července 2000 o rozpočtových pravidlech a o změně<br />
některých souvisejících zákonů [Act no. 218 from 27th July 2000 on budgeting rules and on<br />
Navreme Boheme, s.r.o. 132
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
change of other related acts]. Sbírka zákonů Česká republika. 2000, částka 65, p. 3140-3128.<br />
URL: (original text).<br />
• Czech Republic. Ministry of Labour and Social Affaires. Práce a právo [Labour and law]<br />
[online]. [cit. 2008-04-15]. URL: .<br />
• International Labour Organization. National Labour Law Profile: The Czech Republic [online].<br />
[cit. 2008-04-15]. URL:<br />
.<br />
• Czech Republic. Právní předpisy : portál o veřejných zakázkách a koncesích [Legislation :<br />
public procurement and trading licences portal] [online]. [cit. 2008-04-15]. URL:<br />
.<br />
• International Labour Organization. National Labour Law Profile: Italy [online]. [cit. 2008-04-<br />
15]. URL: .<br />
• Germany. Bundesministerium für Arbeit und Soziales. Arbeitsrecht [Labour law] [online]. [cit.<br />
2008-04-15]. URL:<br />
.<br />
• International Labour Organization. National Labour Law Profile: Federal Republic of Germany<br />
[online]. [cit. 2008-04-15]. URL:<br />
.<br />
• United Kingdom. Employees : Directgov – Employment [online]. [cit. 2008-04-15]. URL:<br />
.<br />
• Poland. Ministry of Labour and Social Affaires. Obowiązujące Akty Prawne [Binding legislation]<br />
[online]. [cit. 2008-04-15]. URL:<br />
.<br />
• France. Ministry of Labour, Social Relations, Family and Solidarity. Fiches pratiques [Useful<br />
documents] [online]. [cit. 2008-04-15]. URL:.<br />
• Slovakia. Ministry of Labour, Social Affaires and Family. Kľúčové zákony [Key laws] [online].<br />
[cit. 2008-04-15]. URL: .<br />
• Slovakia. Verejné obstarávanie [Public procurement] [online]. [cit. 2008-04-15]. URL:<br />
.<br />
• Slovakia. Zákon č. 25 zo 14. decembra 2005 o verejnom obstarávaní a o zmene a doplnení<br />
niektorých zákonov [Act no. 25 from 14th December 2005 on public procurement and change<br />
and amendments to other acts]. Zbierka zákonov. 2006, částka 14, p. 142-204. Also available<br />
at URL: .<br />
• Austria. Federal Ministry of Economics and Labour. Labour law [online]. [cit. 2008-04-15].<br />
URL: .<br />
Navreme Boheme, s.r.o. 133
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• Spain. Ministry of Labour and Social Affaires. Trabajo y empleo [Labour and employment]<br />
[online]. [cit. 2008-04-15]. URL: .<br />
• Netherlands. Ministry of Social Affaires and Labour. Ministerie van Sociale Zaken en<br />
Werkgelegenheid [Ministry of Social Affaires and Labour] [online]. [cit. 2008-04-15]. URL:<br />
or
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• Příručky platné pro OP LZZ pro programové období 2007 – 13 [Guides for Operational<br />
Programme Human Resources and Employability from 2007 to 2013] [online]. [cit. 2008-04-<br />
07]. URL: .<br />
• <strong>EQUAL</strong> Guide on Transnational Co-operation 2004-2008 [online]. European Commission, 2004<br />
[cit. 2008-04-07]. 27 s. Includes examples of Transnational Co-operation Agreements. URL:<br />
(in English) or<br />
<br />
(in Czech).<br />
• <strong>EQUAL</strong> Guide on Transnationality [online]. European Commission, c2001, January 2002 [cit.<br />
2008-04-07]. 109 p. URL:<br />
.<br />
• <strong>EQUAL</strong> Guide for Development Partnerships : Learning from the experience of <strong>EQUAL</strong><br />
partnerships [online]. Luxembourg : Office for Official Publications of the European<br />
Communities, 2005 [cit. 2008-04-07]. 42 p. URL:<br />
(in<br />
English) or<br />
(in<br />
Czech). ISBN 92-79-00135-3 (printed version).<br />
• <strong>EQUAL</strong> Partnership Development Toolkit : A partnership oriented planning, monitoring and<br />
evaluation guide for facilitators of <strong>EQUAL</strong> Development and Transnational Partnerships<br />
[online]. Luxembourg: Office for Official Publications of the European Communities, 2005 [cit.<br />
2008-04-07]. 57 p. URL:<br />
. ISBN 92-<br />
79-00177-9.<br />
• ESF France National Level: Transnational Measures : Call for Projects 2008 [online]. [cit.<br />
2008-04-15]. URL: ,<br />
or<br />
.<br />
• Peer Support Meeting, Prague, 16 January 2008 [online]. [cit. 2008-05-15]. 10 p. Available via<br />
ESF Forum. URL: .<br />
• Doporučení pro zajištění mezinárodní spolupráce podporované v rámci ESF v novém<br />
programovém období 2007-2013 [Recommendations concerning the implementation of<br />
transnational cooperation within ESF during the new programming period 2007-2013]<br />
[online]. [cit. 2008-05-15]. 3 p. Available via ESF Forum. URL:<br />
.<br />
• Formulář návrhu globálního grantu OP LZZ [OP Human Resources and Employment Glogal<br />
Grant Proposal Form] [online]. [cit. 2008-05-15]. 14 p. In Czech only. Available via ESF<br />
Forum. URL: .<br />
• Výzva pro předkládání grantových projektů OP LZZ [OP Human Resources and Employment<br />
Call for Proposals] [online]. [cit. 2008-05-15]. 9 p. Available via ESF Forum. URL:<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Employability from 2007 to 2013 : final <strong>report</strong>] [online]. Ostrava : prosinec 2006 [cit. 2008-<br />
04-07]. 41 p. URL: .<br />
• Summary <strong>report</strong> of the analysis of <strong>EQUAL</strong> TCAs involving the Enterpreneurship Theme<br />
[online]. 07/04/08 [cit. 2008-04-07]. 11 p. URL:<br />
.<br />
• Závěrečná zpráva prvního kola Iniciativy Společenství <strong>EQUAL</strong> České republiky [<strong>Final</strong> Report :<br />
Phase 1 of the first round of Community Initiative <strong>EQUAL</strong> in the Czech Republic] [online].<br />
Ministerstvo práce a sociálních věcí, červen 2007 [cit. 2008-04-07]. 50 p. URL:<br />
.<br />
• Závěrečná zpráva : První etapa průběžného hodnocení Programu Iniciativy Společenství<br />
<strong>EQUAL</strong> [<strong>Final</strong> Report : Phase 1 of the continuous evaluation of Community Initiative<br />
Programme <strong>EQUAL</strong>] [online]. Euro Service Group, Auditcom, Intermundia, prosinec 2005 [cit.<br />
2008-04-07]. 75 p., 12 p. of annexes. URL:<br />
.<br />
• Závěrečná zpráva : Druhá etapa průběžného hodnocení Programu Iniciativy Společenství<br />
<strong>EQUAL</strong> [<strong>Final</strong> Report : Phase 2 of the continuous evaluation of Community Initiative<br />
Programme <strong>EQUAL</strong>] [online]. Euro Service Group, Auditcom, Intermundia, prosinec 2006 [cit.<br />
2008-04-07]. 145 s. Four annexes available as separate files at<br />
http://www.equalcr.cz/clanek.php?lg=1&id=612. URL:<br />
.<br />
• ECDB Statistics [online]. <strong>EQUAL</strong> [cit. 2008-04-07]. URL:<br />
.<br />
• <strong>EQUAL</strong> ongoing evaluation - The 3rd Phase 2007-08 - Steering Group [online]. Internal<br />
documents from an ongoing <strong>EQUAL</strong> evaluation (access to ESF Forum available from Ministry<br />
of Labour and Social Affairs of the Czech Republic to team members – on request via a web<br />
registration form). URL:<br />
.<br />
• Evaluation and <strong>EQUAL</strong> [online]. [cit. 2008-04-07]. URL:<br />
.<br />
• ETCIM [online]. <strong>EQUAL</strong> [cit. 2008-04-15]. Includes Transnational Cooperation Agreements<br />
(TCAs) of all projects. URL: (access to<br />
be provided by the client).<br />
• <strong>EQUAL</strong> Extranet [online]. <strong>EQUAL</strong> [cit. 2008-04-15]. Many documents available to the public<br />
(without login and password). URL:<br />
.<br />
• Employment and Social Affaires – Evaluation [online]. ESF [cit. 2008-04-15]. Especially EU<br />
wide evaluation of the CI <strong>EQUAL</strong> 2000-2006. URL:<br />
.<br />
• DUELL, Nicola. Synthesis of the Evaluation Reports of the <strong>EQUAL</strong> Programmes in the EUR-10<br />
Member States submitted to the Commission within 2006 and 2007 [online]. Draft. Munich<br />
(Germany) : Economix Research & Consulting, 12 th October 2007 [cit. 2008-05-15]. 89 p.<br />
Available via ESF Forum. URL:<br />
.<br />
• GRAVESTEIJN, José et al. GELIJK IN ARBEID DOOR VERNIEUWEND BELEID : TWEEDE MID-<br />
TERM EVALUATIE VAN HET <strong>EQUAL</strong>-PROGRAMMA [online]. Rotterdam (Netherlands) : SEOR,<br />
November 2005 [cit. 2008-05-15]. [cit. 2008-05-15]. 172 p. + annexes. In Dutch only.<br />
Available via ESF Forum. URL:<br />
.<br />
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• monitoring data from the technical and financial monitoring <strong>report</strong> of individual projects<br />
(acces to MSSF Monit – to be provided by the client)<br />
8.9.4 Guides about evaluation and project management<br />
• Influential evaluations : detailed case studies [online]. Washington (DC, USA) : World Bank<br />
Operations Evaluation Department, January 2005 [cit. 2008-09-12]. vi, 73 s. URL:<br />
.<br />
• JICA Guideline for Project Evaluation (September 2004) [online]. Tokyo : Japan International<br />
Cooperation Agency, September 2004 [cit. 2008-09-12]. URL:<br />
.<br />
• Management-Focused Monitoring and Evaluation (Participants Workbook for JICA/WBI Joint<br />
Distance Learning Course on Evaluation) [online]. Tokyo : Japan International Cooperation<br />
Agency, c1995-2007 [cit. 2008-09-12]. URL:<br />
.<br />
• Příprava a řízení projektů aneb Jak řídit projektový cyklus : manuál [online] Praha : NROS, 2003<br />
[cit. 2008-09-12]. 64 s. English original by: Centre for International Development and Training<br />
(CIDT), University of Wolverhampton. URL: .<br />
• International Conference "Ensuring Effective Performance Through Evaluation" [online]. [cit.<br />
2008-09-12]. URL: .<br />
• Discussion of the use of the OECD/DAC Criteria for International Development Evaluations.<br />
Monitoring and Evaluation NEWS [online]. 18 August, 2008 – 8:34 am [cit. 2008-09-12]. URL:<br />
.<br />
8.9.5 Research and studies<br />
• SANTOS, Ruth. An investment in Europe’s present and future : The added value of Transnational<br />
Co-operation at Project level under <strong>EQUAL</strong> [online]. ECOTEC Research and Consulting Ltd. [cit.<br />
2008-04-07]. 4 s. URL:<br />
.<br />
• <strong>EQUAL</strong> Success Stories : Development Partnerships working against discrimination and inequality<br />
in Europe [online]. Luxembourg : Office for Official Publications of the European Communities,<br />
September 2005 [cit. 2008-04-07]. 65 s. URL:<br />
. ISBN 92-79-<br />
00180-9 (printed version).<br />
• <strong>EQUAL</strong>, Free Movement of Good Ideas : Working against discrimination and inequality in Europe<br />
[online]. Luxembourg : Office for Official Publications of the European Communities, 2004[cit.<br />
2008-04-07]. 21 p. URL:<br />
.<br />
ISBN 92-894-7001-1 (printed version).<br />
• Results of the ESF Seminar on “Support to Transnational Co-operation in ESF Programmes for<br />
2007-2013”, on March 22, 2007 [online]. [cit. 2008-04-07]. 4 p. URL:<br />
.<br />
D(2007) 8550.<br />
• Transnationality – a guide for Development Partnerships [online]. GB <strong>EQUAL</strong> Support Unit, [cit.<br />
2008-04-07]. 43 p. URL:<br />
Navreme Boheme, s.r.o. 137
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
.<br />
8.9.6 Websites of EU member states focused on evaluation in the field of<br />
structural funds and related sources<br />
Poznámka: Listed as in the Czech version of document (in alphabetical order in Czech language)<br />
Belgium – Brussels:<br />
• Rapports annuels et ella ón ns [online]. Bruxelles (Belgium) : Centre d’Informatique pour<br />
la Région Bruxelloise, c2008 [2008-09-12]. URL:<br />
.<br />
Belgium – Wallonia:<br />
• PROGRAMMATION 2007-2013 [online]. Région wallonne [2008-09-12]. URL:<br />
.<br />
• PROGRAMMATION 2007-2013 DES FONDS STRUCTURELS EN REGION WALLONNE [online].<br />
Région wallone [2008-09-12]. URL: .<br />
Bulgaria:<br />
• Structural funds [online]. [2008-09-12]. URL: .<br />
Czech Republic:<br />
• Evaluace v období 2004-2006 [online]. Ministerstvo pro místní rozvoj, c2003-2007 [2008-09-<br />
12]. URL: .<br />
Denmark:<br />
• Regionalt.dk [online]. [2008-09-12]. URL: .<br />
Estonia:<br />
• Euroopa Liidu struktuurifondid : Hindamisaruanded [online]. [2008-09-12]. URL:<br />
.<br />
• Estonsko. Ministry of Finance of Estonia. Evaluation handbook : final version [online]. Ministry<br />
of Finance of Estonia, 03. November 2006 [2008-09-12]. 81 s. URL:<br />
.<br />
• Euroopa Liidu struktuurifondid : Informaterjalid [online]. [2008-09-12]. URL:<br />
.<br />
Finland:<br />
• Sisäasiainministeriö [online]. Sisäasiainministeriö, c2008 [2008-09-12]. URL:<br />
.<br />
France:<br />
• DIAC : accueil [online]. DIAC, 2008 [2008-09-12]. URL: .<br />
• Société Française de l’Évaluation [online]. Paris : SFE, [2008-09-12]. URL:<br />
.<br />
• Programme opérationnel national Fonds social européen : France [online]. Ministère de<br />
l’emploi, de la cohésion sociale et du logement, Vendredi 9 février 2007 [cit. 2008-09-12]. 133<br />
s. URL: .<br />
Navreme Boheme, s.r.o. 138
Italy:<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• Compétitivité régionale et emploi 2007-2013 [online]. Fonds social européen en France, [cit.<br />
2008-09-12]. 6 s. URL: .<br />
• Les textes de référence 2007-2013 [online]. Fonds social européen en France, [cit. 2008-09-<br />
12]. URL: .<br />
• Idequal : la plateforme des produits Equal France [online]. <strong>EQUAL</strong> France, [cit. 2008-09-12].<br />
URL: .<br />
• Evaluation finale du PIC <strong>EQUAL</strong> en France 2004-2005 : Rapport final d’évaluation. Ministère<br />
de l’emploi, de la ella ón sociale et du logement, Commission européenne, Décembre<br />
2005. 133 s.<br />
• Evaluation finale du PIC <strong>EQUAL</strong>en France 2004-2005 : Synthèse du rapport final d’évaluation.<br />
Ministère de l’emploi, de la ella ón sociale et du logement, Commission européenne,<br />
Décembre 2005. 40 s.<br />
• DPS : UVAL [online]. [2008-09-12]. URL: .<br />
• Rete NUVV [online]. [2008-09-12]. URL: .<br />
• Iniziativa comunitaria <strong>EQUAL</strong> [online]. Ministero del Lavoro, della Salute et delle Politiche<br />
Sociali [cit. 2008-09-12]. Zejména evaluační zprávy. URL:<br />
.<br />
• Il punto su… : Il Nuovo Fondo Sociale Europeo (2007-2013) [online]. ISFOL, 2007 [cit. 2008-<br />
09-12]. 24 s. URL: . ISSN 1129-1451.<br />
• Programmi operativi (Po) [online]. Ministero del Lavoro e della Previdenza Sociale, [cit. 2008-<br />
09-12]. URL:<br />
.<br />
Ireland:<br />
• NDP : National Development Plan 2007-2013 : Transforming Ireland [online]. Dublin :<br />
NDP/CSF Information Office [2008-09-12]. URL:<br />
.<br />
Cyprus:<br />
• Planning Bureau [online]. Republic of Cyprus, [2008-09-12]. URL:<br />
.<br />
Lithuania:<br />
Latvia:<br />
• ES parama [online]. LR Finansų Ministerija, c2008 [2008-09-12]. URL:<br />
.<br />
• ES Strukturine parama 2007-2013 metams [online]. LR Finansų Ministerija, c2008 [2008-09-<br />
12]. URL: .<br />
• ES Fondi : Jaunumi [online]. Finanšu ministrija, 2007 [2008-09-12]. URL:<br />
.<br />
• ES Fondi : Izvērtēšana un pētījumi [online]. Finanšu ministrija, 2007 [2008-09-12]. URL:<br />
.<br />
• ES Fondi : Pabeigtās izvērtēšanas un pētījumi [online]. Finanšu ministrija, 2007 [2008-09-12].<br />
URL: .<br />
• ES Fondi : Šobrīd notiekošās izvērtēšanas un pētījumi [online]. Finanšu ministrija, 2007 [2008-<br />
09-12]. URL: .<br />
Navreme Boheme, s.r.o. 139
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• ES Fondi : Plānotās izvērtēšanas, pētījumi un izsludinātie iepirkumi [online]. [2008-09-12].<br />
URL: .<br />
Luxemburg:<br />
• Direction de la politique régionale [online]. Ministère de l’Économie et du Commerce extérieur,<br />
dernière mise à jour de<br />
cette page le 25-06-2008 [2008-09-12]. URL:<br />
.<br />
Hungaria:<br />
Malta:<br />
• Nemzeti Fejlesztési Ügynökség [online]. Nemzeti Fejlesztési Ügynökség, c2007 [cit. 2008-10-<br />
11]. URL: .<br />
• Planning and Priorities Coordination Division : Evaluation [online]. Valletta : Office of the<br />
Prime Minister, [2008-09-12]. URL: .<br />
Poland:<br />
• Witamy na stronach internetowych PTE [online]. [2008-09-12]. URL:<br />
.<br />
• Portal Funduszy Strukturalnych : Raporty ewaluacyjne [online]. Polskie Towarzystwo<br />
Ewaluacyjne, c2006, 2008-08-07 [2008-09-12]. URL:<br />
.<br />
• Portal Funduszy Strukturalnych : Ewaluacje w ramach ZPORR [online]. Ministerstwo Rozwoju<br />
Regionalnego, 2008-08-20 [2008-09-12]. URL: .<br />
• Portal Funduszy Strukturalnych : Ewaluacja SPO WKP – raporty [online]. Ministerstwo<br />
Rozwoju Regionalnego, 2008-07-28 [2008-09-12]. URL:<br />
.<br />
• PARP : EWALUACJA PROGRAMÓW POMOCOWYCH [online]. Polska Agencja Rozwoju, c2001-<br />
2008. [2008-09-12]. URL: .<br />
• Program operacyjny – Program Inicjatywy Wspólnotowej <strong>EQUAL</strong> dla Polski 2004-2006<br />
[online]. 2004 [cit. 2008-09-12].154 s. URL:<br />
.<br />
• Ewaluacja bieżąca Programu Operacyjnego „Program Inicjatywy Wspólnotowej <strong>EQUAL</strong> dla<br />
Polski 2004-2006” : 2 RAPORT CZĄSTKOWY [online]. Warszawa, 30 lipca 2007 r. [cit. 2008-<br />
09-12]. 160 s. URL: .<br />
• Ewaluacja bieżąca Programu Operacyjnego ”Program Inicjatywy Wspólnotowej <strong>EQUAL</strong> Dla<br />
Polski 2004-2006” : RAPORT TEMATYCZNY (przygotowany w ramach prac nad 2 Raportem<br />
Czastkowym) [online]. Warszawa, 30 lipca 2007 r. [cit. 2008-09-12]. 31 s. URL:<br />
.<br />
Portugal:<br />
• Quadro Comunitário de Apoio III : Portugal 2000-2006 [online]. Actualizado a 12/9/2008<br />
[2008-09-12]. URL: .<br />
• QREN 2007-2013 [online]. QREN 2007-2013, 2008 [2008-09-12]. URL:<br />
.<br />
• Plano tecnológico – Portugal a inovar [online]. Plano Tecnológico, 2006-2008 [2008-09-<br />
12].URL: .<br />
Navreme Boheme, s.r.o. 140
Austria:<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• ÖROK : Homepage der Österreichischen Raumordnungskonferenz [online]. Wien : ÖROK,<br />
2008 [2008-09-12]. URL: .<br />
Romania:<br />
• Guvernul Romaniei : Acasa [online]. Ministerul Economiei si Finantelor – DGTI [2008-09-12].<br />
URL: .<br />
• Ministry of Public Finance [online]. [2008-09-12]. Especially Evaluation section under ECU.<br />
URL: .<br />
• InfoRegional : Ministerul Dezvoltãrii, Lucrãrilor Publice si Locuintelor [online]. [2008-09-12].<br />
URL: .<br />
Greece:<br />
• Programmes 2000-2006 [online]. [2008-09-12]. URL: .<br />
Slovenia:<br />
• Področje evropske kohezijske politike [online]. [2008-09-12]. URL:<br />
.<br />
United Kingdom:<br />
• Welcome, the UK government’s European Regional Development Fund site [online]. [2008-09-<br />
12]. URL: .<br />
• Evaluation – Introduction [online]. [2008-09-12]. URL:<br />
.<br />
• European Social Fund : Home Page [online]. [2008-09-12]. URL: .<br />
United Kingdom – Wales:<br />
• Welsh European Funding Office [online]. [2008-09-12]. URL:<br />
.<br />
• Welsh European Funding Office : Research, Monitoring and Evaluation [online]. [2008-09-12].<br />
URL: .<br />
United Kingdom – Scotland:<br />
• The Scottish Government : Business & Industry : Resources, requesting information and links<br />
[online]. Page updated: Friday, March 30, 2007 [2008-09-12]. URL:<br />
.<br />
United Kingdom – Nothern Ireland:<br />
Spain:<br />
• European Union Structural Funds in Northern Ireland [online]. Department of Finance and<br />
Personnel, c2005[2008-09-12]. URL: .<br />
• Special EU Programmes Body : Reports & Publications [online]. SEUPB, c2005 [2008-09-12].<br />
URL: .<br />
• DIRECCIÓN GENERAL DE FONDOS COMUNITARIOS [online]. [2008-09-12]. URL:<br />
.<br />
Sweden:<br />
• Välkommen till ITPS [online]. Östersund : ITPS, [2008-09-12]. URL: .<br />
• Internationellt: Nuteks webbplats [online]. Stockholm (Sweden) : Nutek, Dagens datum:<br />
2008-09-12 [2008-09-12]. URL: .<br />
Navreme Boheme, s.r.o. 141
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
• Startsida – Svenska ESF-Rådet [online]. Svenska ESF-Rådet, Uppdaterad: 2008-08-19 [2008-<br />
09-12]. URL: .<br />
8.9.7 Development Partnerships, Transnational Cooperation<br />
Agreements, outputs of projects<br />
• Welcome to the <strong>EQUAL</strong> products database [online]. <strong>EQUAL</strong> [cit. 2008-04-15]. Includes list of<br />
available national <strong>EQUAL</strong> product databases (Austria, France, Great Britain, Ireland, Italia, Spain,<br />
Portugal). URL: .<br />
• <strong>EQUAL</strong> TCA [online]. [cit. 2008-04-15]. URL: .<br />
• Welcome to the <strong>EQUAL</strong> Common Database (ECDB) section [online]. <strong>EQUAL</strong> [cit. 2008-04-07].<br />
URL: . (also included in<br />
Contacts section)<br />
• Upcoming and recent events [online]. <strong>EQUAL</strong> [cit. 2008-04-15]. URL:<br />
.<br />
• Koordinační klub Národních tematických sítí [Coordination Club of National Thematic Networks]<br />
[online]. [cit. 2008-05-15]. A club in ESF Forum. Especially Files section (e.g. 2007 conference<br />
proceedings, project digest (working draft), A tables – a list of all products and available materials<br />
from validations). URL: .<br />
• TCA Search [online]. <strong>EQUAL</strong> [cit. 2008-06-11]. URL:<br />
.<br />
8.9.8 Partner’s platforms (ESF Live)<br />
Note: Links to all ESF Live platforms are also available at http://www.esflive.eu/?q=aggregator/categories/1.<br />
84) Community of Practice on Partnership in the ESF [online]. ESF, [cit. 2008-04-15]. URL:<br />
.<br />
85) Sound planning and management : a community of practice on Project Cycle Management<br />
(PCM) [online]. ESF, [cit. 2008-04-15]. URL: .<br />
86) Programme Management : a Community of Practice on Programme Management [online].<br />
ESF, [cit. 2008-04-15]. URL: .<br />
87) Transnationality : exchange and cooperation across Europe – learning for change [online].<br />
ESF, [cit. 2008-04-15]. URL: .<br />
88) European Community of Practice : Innovation and Mainstreaming [online]. ESF, [cit. 2008-04-<br />
15]. URL: .<br />
89) Gender mainstreaming : a tool for change [online]. ESF, [cit. 2008-04-15]. URL:<br />
.<br />
90) ESF Forum [online]. ESF, [cit. 2008-04-15]. URL: or<br />
.<br />
Navreme Boheme, s.r.o. 142
8.9.9 Contacts<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Note: The following outline contains only the basic sources for obtaining contacts. More detailed data<br />
on the sources (including updated and complemented data obtained by means of electronic mail) and<br />
the contacts as such are mentioned in Annex No. 1. Contact Data.<br />
• Seznam členů jednotlivých NTS [List of individual members of National Thematic Networks]<br />
[online]. <strong>EQUAL</strong> ČR [cit. 2008-04-07]. URL:<br />
.<br />
• <strong>EQUAL</strong> in the Member States – Contacts [online]. <strong>EQUAL</strong> [cit. 2008-04-07]. URL:<br />
.<br />
• Welcome to the <strong>EQUAL</strong> Common Database (ECDB) section [online]. <strong>EQUAL</strong> [cit. 2008-04-07].<br />
URL: . [also included in<br />
Develpoment Partnerships, Transnational Cooperation Agreements and outputs from project<br />
section]<br />
• Transnational projects and networks [online]. ESF [cit. 2008-04-07]. URL:<br />
.<br />
• Overview of Operational Programmes [online]. A number of documents and data are only<br />
accessible after registration (free of charge). [cit. 2008-04-07]. URL:<br />
.<br />
• OP RLZ [Operational Programme of Human Resources Development] [online]. Aktualizace:<br />
5.9.2007 [cit. 2008-04-07]. URL: .<br />
• Užitečné odkazy [Useful links] [online]. Aktualizace: 30.10.2007 [cit. 2008-04-07]. URL:<br />
.<br />
• [A list of CIP <strong>EQUAL</strong> projects in the Czech Republic] [online]. [cit. 2008-04-07]. URL:<br />
.<br />
8.9.10 Internal sources<br />
i.e. the sources created in the course of the evaluation<br />
• questionnaire survey results<br />
• phone calls transcripts/recordings<br />
• <strong>report</strong>s from evaluation visits<br />
• <strong>report</strong>s from focus groups<br />
• case studies<br />
• <strong>report</strong>s from process evaluation<br />
Navreme Boheme, s.r.o. 143
8.10 Contact Data<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
With regard to difficulty in obtaining the up-to-date data (the ECDB database operated by the<br />
European Commission contains in many cases out-of-date contact and other data) and to the fact that<br />
a number of data was obtained by means of MoLSA employees, we consider to be suitable and useful<br />
to mention in this Annex all the contacts, which are relevant for this evaluation and may be<br />
subsequently reused by MoLSA employees, promoters of further CIP <strong>EQUAL</strong> evaluations, as the case<br />
may be by other co-operating entities.<br />
In the first evaluation stage in particular the obtained e-mail contacts were used, namely for the<br />
purposes of distribution of the call to complete the questionnaire. Further contact data were used in<br />
particular for purposes of communication in connection with the implementation of the evaluation<br />
visits.<br />
Annex No. 8.10 consists in total of 24 tables:<br />
TAB. 1: MANAGING AUTHORITIES (MA, MA), ESF OP (2007-2013), TRANSNATIONAL CO-<br />
OPERATION (TC) ________________________________________________________ 146<br />
TAB. 2: ELECTRONIC ADDRESSES, ON WHICH A REQUEST FOR VERIFICATION, AS THE<br />
CASE MAY BE COMPLEMENTING AND UPDATING THE CONTACTS WAS SENT ________ 147<br />
TAB. 3: ESF OP- TRANSNATIONAL CO-OPERATION (PART 1) ______________________ 148<br />
TAB. 4: ESF OP- TRANSNATIONAL COOPERATION (PART 2) ______________________ 150<br />
TAB. 5: NATIONAL SUPPORT STRUCTURES____________________________________ 151<br />
TAB. 6: DEVELOPMENT PARTNERSHIPS - ITALY ________________________________ 151<br />
TAB. 7: DEVELOPMENT PARTNERSHIPS -GERMANY _____________________________ 165<br />
TAB. 8: DEVELOPMENT PARTNERSHIPS –UNITED KINGDOM (GREAT BRITAIN) _______ 170<br />
TAB. 9: DEVELOPMENT PARTNERSHIPS – UNITED KINGDOM (NORTHEN IRELAND) ___ 174<br />
TAB. 10: DEVELOPMENT PARTNERSHIPS – POLAND_____________________________ 175<br />
TAB. 11: DEVELOPMENT PARTNERSHIPS – FRANCE _____________________________ 179<br />
TAB. 12: DEVELOPMENT PARTNERSHIPS – SLOVAKIA ___________________________ 188<br />
TAB. 13: DEVELOPMENT PARTNERSHIPS – AUSTRIA ____________________________ 192<br />
TAB. 14: DEVELOPMENT PARTNERSHIPS – SPAIN ______________________________ 194<br />
TAB. 15: DEVELOPMENT PARTNERSHIPS – NETHERLAND ________________________ 204<br />
TAB. 16: DEVELOPMENT PARTNERSHIPS – PORTUGAL __________________________ 208<br />
TAB. 17: DEVELOPMENT PARTNERSHIPS – CZECH REPUBLIC _____________________ 212<br />
TAB. 18: MEMBERS, OBSERVERS AND THEIR ALTERNATE MEMBERS IN THE CIP <strong>EQUAL</strong> MONITORING<br />
COMMITTEEE_____________________________________________________________ 217<br />
TAB. 19: NATIONAL THEMATIC NETWORKS (A) ____________________________________ 221<br />
TAB. 20: NATIONAL THEMATIC NETWORKS (B) ____________________________________ 222<br />
TAB. 21: NATIONAL THEMATIC NETWORKS (C) ____________________________________ 224<br />
TAB. 22: NATIONAL THEMATIC NETWORKS (D) ____________________________________ 225<br />
TAB. 23: NATIONAL THEMATIC NETWORKS (E) ____________________________________ 228<br />
TAB. 24: NATIONAL THEMATIC NETWORKS (F)_____________________________________ 229<br />
Under each table always the source is mentioned, of which the data concerned have been obtained.<br />
The data in the tables are ordered according the persons’ surnames and names, according to the<br />
Navreme Boheme, s.r.o. 144
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
identifiers of the development partnerships, as the case may be other data (relevant in the given<br />
case). The data are mentioned in the Czech language predominantly, in case of names of<br />
organisations and the like the English wording has been left, as the case may be the wording in the<br />
language of the given country.<br />
Navreme Boheme, s.r.o. 145
Navreme Boheme, s.r.o. 146<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
TAB. 1: MANAGING AUTHORITIES (MA, MA), ESF OP (2007-2013), TRANSNATIONAL CO-OPERATION (TC)<br />
Name E-mail Type Country Organization Phone Notes<br />
Almeida, Sandra, Ms. salmeida@equal.pt MA NSS Portugalsko<br />
Gietema, Brenda, Ms. bgietema@minszw.nl<br />
ESF<br />
OP<br />
TNC Nizozemsko<br />
Gabinete de Gestão <strong>EQUAL</strong>,<br />
<strong>EQUAL</strong> Managing Authority -<br />
PORTUGAL<br />
Ministry of Social Affairs and<br />
Employment,<br />
Transnational Cooperation ESF<br />
Hakkarainen, Ritva, Ms. ritva.hakkarainen@tem.fi MA Finsko Ministry of Employment and the Ec.<br />
Chetcuti, Stephanie, Ms. stephanie.g.chetcuti@gov.mt<br />
ESF<br />
OP<br />
Malta<br />
Office of the Prime Minister,<br />
Planning and Priorities Coordination<br />
Division<br />
(351) 21 799 49 30<br />
0031 70 3152041;<br />
0031 651535110<br />
(00356) 2200 1185<br />
Karolidou, Eugenia, Ms. ekarolidou@mou.gr MA Řecko Equal M.A 210-5271301<br />
Kojonsaari, Tapani, Mr. tapani.kojonsaari@tem.fi MA ESFOP Finsko Ministry of Employment and the Ecn.<br />
Lahlou, Yasmina, Ms. yasmina.lahlou@finances.gouv.fr MA Francie<br />
Mora, F. mora@racine.fr NSS Francie<br />
Müller, Katrin, Ms. Katrin.Mueller@masgf.brandenburg.de<br />
ESF<br />
OP<br />
TNC Německo<br />
DGEFP - Ministère de l'économie,<br />
des finances et de l'emploi, Sous-<br />
Direction du Fonds social européen<br />
Ministerium für Arbeit, Soziales,<br />
Gesundheit und Familie des Landes<br />
Brandenburg<br />
0331-866-5341<br />
Patsali, Toula tpatsali@planning.gov.cy MA Kypr Planning Bureau 0035722602891<br />
Piqué, Joan Miquel, Mr. joanmiquel.pique@gencat.cat<br />
ESF<br />
OP<br />
TNC Katalánie<br />
Rack, Claude, Mr. claude.rack@finances.gouv.fr MA Francie<br />
Schulz-Trieglaff, Stefan, Mr. Stefan.Schulz-Trieglaff@bmas.bund.de MA NSS TNC Německo<br />
Government of Catalonia,<br />
Public Employment Service of<br />
Catalonia<br />
DGEFP - Ministère de l'économie,<br />
des finances et de l'emploi, Sous-<br />
Direction du Fonds social européen<br />
Federal Ministry of Labour and Social<br />
Affairs<br />
může být využito jako univerzální kontakt pro<br />
Kypr; kontakt pravděpodobně reprezentuje MA<br />
01.43.19.30.33 má také na starosti evaluaci<br />
++49 - (0)228 527<br />
4129<br />
Staikou, Kiki, Mrs. kikistai@mou.gr MA Řecko Programming and Evaluation Unit 00302105271318<br />
Taarna, Varpu, Ms. varpu.taarna@tem.fi MA Finsko<br />
Thomson, Will, Mr. Will.THOMPSON@jiu.gsi.gov.uk MA<br />
ESF<br />
OP<br />
TNC<br />
Velká<br />
Británie<br />
Ministry of Employment and the<br />
Economy<br />
0044 114 267 7303<br />
Veske, Christian, Mr. Christian.Veske@sm.ee MA Estonsko Ministry of Social Affairs +372 626 9174<br />
Zervos, George, Mr. georzerv@mou.gr<br />
Source: MoLSA<br />
ESF<br />
OP<br />
Řecko<br />
Managing Authority of OP Human<br />
Resources Development<br />
00302105201200,<br />
0030 210 5201273
Navreme Boheme, s.r.o. 147<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
TAB. 2: ELECTRONIC ADDRESSES, ON WHICH A REQUEST FOR VERIFICATION, AS THE CASE MAY BE COMPLEMENTING AND<br />
UPDATING THE CONTACTS WAS SENT<br />
aalexandrou@mlsi.gov.cy<br />
amoleskis@planning.gov.cy<br />
avale@equal.pt<br />
bertrand.gaudin@dgefp.travail.gouv.fr<br />
catherine_curran@entemp.ie<br />
ctortuerom@mtas.es<br />
dna@ebst.dk<br />
Eeva-Liisa.Koivuneva@mol.fi<br />
ekarolidou@mou.gr<br />
Elita.Milca@lm.gov.lv<br />
equal@mtas.es<br />
gazdova@employment.gov.sk<br />
guenter.winkler@bmas.bund.de<br />
gvikatou@mou.gr<br />
helga.depasquale@gov.mt<br />
ian.forsyth@dfes.gsi.gov.uk<br />
ingus.alliks@lm.gov.lv<br />
jeannot.berg@mt.etat.lu<br />
john.neill@delni.gov.uk<br />
Ken.Lambert@dfes.gsi.gov.uk<br />
klavdija.vrecer@gov.si<br />
kopeczi.bocz.tamas@hepih.hu<br />
Kristi.Suur@sm.ee<br />
lgeelhoed@minszw.nl<br />
lscarpitti@lavoro.gov.it<br />
marlene.bonnici@gov.mt<br />
maryse.fisch@mt.etat.lu<br />
michael.heister@bmas.bund.de<br />
nmackeviciene@socmin.lt<br />
nor@ebst.dk<br />
paul_keating@entemp.ie<br />
piotr.stronkowski@mrr.gov.pl<br />
rafal.zawada@mrr.gov.pl<br />
riz.adam@hepih.hu<br />
Robert.Drobnic@gov.si<br />
segreteriagen@lavoro.gov.it<br />
tommi.nordberg@mol.fi<br />
torsten.thunberg@esf.se<br />
Source: Messages sent by MoLSA<br />
TAB. 3: ESF OP- TRANSNATIONAL CO-OPERATION (PART 1)<br />
Navreme Boheme, s.r.o. 148<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Name E-mail Type Country Phone Notes<br />
Alexandrou,<br />
Alexandros<br />
aalexandrou@mlsi.gov.cy ESF OP Kypr +357 22400951<br />
Ballwein, Doris doris.ballwein@bmwa.gv.at ESF OP Rakousko +43 1 171100 5408<br />
Berrocal,<br />
Victoria<br />
Bodonea,<br />
Adrian<br />
Bortnowska,<br />
Dorota<br />
vberrocal@mtas.es ESF OP Španělsko +34 91 363 2053<br />
adrian.bodonea@fseromania.ro ESF OP Rumunsko +40 21 3150208<br />
dorota.bortnowska@mrr.gov.pl ESF OP Polsko +48 22 501 50 00<br />
Brügel, Holger holger.brugel@esf.se ESF OP Švédsko +46 36 34 57 38 Småland s ostrovy<br />
Calmes, Alain at.fse@webline.lu ESF OP Lucembursko +352 247 86192<br />
Dilba,<br />
Ramunas<br />
r.dilba@finmin.lt ESF OP Litva +370 5 219 4437<br />
Donlevy, Vicky donlevy@racine.fr ESF OP Francie<br />
Citát z e-mailu A. Calmese z 2. 6. 2008: "For the new period 2007-2013, their focus is<br />
not on transnationality, more precisely, in case of transnationality, our focus is on<br />
Grand Region, that’s mean our neighbour country. Our experience of last period has<br />
beeen limited to about 5 projects and <strong>EQUAL</strong> is ending. For the moment we have no<br />
transnational project in our first call for proposals."
Dortane,<br />
Kristine<br />
Navreme Boheme, s.r.o. 149<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Name E-mail Type Country Phone Notes<br />
Dragsdal<br />
Sorensen,<br />
Jakob<br />
Ferjancik,<br />
Peter<br />
Fiolhais, Rui,<br />
Dr.<br />
García<br />
Rodriguez,<br />
Marta<br />
kristine.dortane@fm.gov.lv ESF OP Lotyšsko +371 7095 635<br />
jso@ebst.dk ESF OP Dánsko<br />
ferjancik@employment.gov.sk ESF OP Slovensko +421 2 5975 2014<br />
rui.fiolhais@poph.qren.pt ESF OP Portugalsko +351217227281<br />
mgarciar@mtas.es ESF OP Španělsko +34 91 363 1843<br />
Gellin, Karin karin.gellin@esf.se ESF OP Švédsko +46 26 54 26 60 Severní střed<br />
Georgiova<br />
Savova, Galya<br />
Gietema,<br />
Brenda<br />
Gunnarsson,<br />
John<br />
Hermansen,<br />
Ulf<br />
Holmqvist,<br />
Karin<br />
Charlier,<br />
Jenny<br />
Chetcuti,<br />
Stephanie<br />
gsavova@mlsp.government.bg ESF OP Bulharsko +359 29329518<br />
bgietema@minszw.nl ESF OP Nizozemsko +31 (0)703152041<br />
john.gunnarsson@esf.se ESF OP Švédsko +46 63 14 28 64 Střední sever<br />
ulf.hermansen@esf.se ESF OP Švédsko +46 19 16 54 87 Východní střed<br />
karin.holmqvist@esf.se ESF OP Švédsko +46 8 457 33 09 Stockholm<br />
jenny.charlier@fse.be ESF OP Belgie +32 2 2343970 Valonsko<br />
stephanie.g.chetcuti@gov.mt ESF OP Malta +356 2200 1185<br />
Jenko, Gorazd gorazd.jenko@gov.si ESF OP Slovinsko +38 61 478 3792<br />
Johnsson,<br />
Emma<br />
Karolidou,<br />
Venia<br />
emma.johnsson@esf.se ESF OP Švédsko +46 920 384 86 Region vyššího severu<br />
ekarolidou@mou.gr ESF OP Řecko +30 210 527 1301<br />
Kelly, John john_m_kelly@entemp.ie ESF OP Irsko +353 1 63131120<br />
Lahlou,<br />
Yasmina<br />
Larsson,<br />
Andreas<br />
yasmina.lahlou@finances.gouv.fr ESF OP Francie<br />
andreas.larsson@esf.se ESF OP Švédsko +46 40 17 42 16 Jižní Švédsko<br />
Loftsson, Eva eva.loftsson@esf.se ESF OP Švédsko +46 8 457 33 18 Stockholm<br />
Mcmillan, Jane jane.mcmillan@wales.gsi.gov.uk ESF OP Spojené království +44 1685 729 404 Wales
Meyers,<br />
Caroline<br />
Müller,<br />
Katrin<br />
Navreme Boheme, s.r.o. 150<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Name E-mail Type Country Phone Notes<br />
caroline.meyers@wse.vlaanderen.be ESF OP Belgie +32 2 5462234 Flandry<br />
katrin.mueller@masgf.brandenburg.de ESF OP Německo +331 866 5341 kontakt (TC) pro jednotlivé spolkové země (Länder)<br />
Neill, John john.neill@delni.gov.uk ESF OP Spojené království +44 28 9025 7874 Severní Irsko<br />
Nunes, Carlos,<br />
Dr.<br />
Pěchoučková,<br />
Markéta<br />
Pitoňáková,<br />
Livia<br />
carlos.nunes@pofeds.pt ESF OP Portugalsko +351217241126<br />
marketa.pechouckova@mpsv.cz ESF OP Česká republika +420 226206865<br />
livia.pitonakova@mpsv.cz ESF OP Česká republika +420 257196890<br />
Riz, Adam riz.adam@hephi.hu ESF OP Maďarsko +36 1 354 3867<br />
Scarpitti, Lucia lscarpitti@lavoro.gov.it ESF OP Itálie +39 06 46834328<br />
Schulz-<br />
Trieglaff,<br />
Stefan<br />
stefan.schulz-trieglaff@bmas.bund.de ESF OP Německo +49 228 527 4129 kontakt (TC) pro federální úroveň<br />
Staikou, Kiki kstaikou@mou.gr ESF OP Řecko +30 210 527 1318<br />
Stiernström,<br />
Louise<br />
Taarna,<br />
Varpu<br />
Thompson,<br />
Will<br />
louise.stiernstrom@esf.se ESF OP Švédsko +46 31 707 73 87 Západní Švédsko<br />
varpu.taarna@tem.fi ESF OP Finsko +358 10 60 49262<br />
will.thompson@dfes.gsi.gov.uk ESF OP Spojené království +44 114 267 7282 Anglie<br />
Vervloet, Louis louis.vervloet@wse.vlaanderen.be ESF OP Belgie +32 2 5462238 Flandry<br />
Veske,<br />
Christian<br />
Wikman,<br />
Johannes<br />
Zervos,<br />
George<br />
christian.veske@sm.ee ESF OP Estonsko +372 6269174<br />
johannes.wikman@esf.se ESF OP Švédsko +46 8 579 171 30<br />
georzerv@mou.gr ESF OP Kypr 00302105201200, 0030 210 5201273<br />
Source: http://www.translatiality.eu/view/ms_list (contacts which are identical with contacts from the table no. 1 are printed in bold)<br />
TAB. 4: ESF OP- TRANSNATIONAL COOPERATION (PART 2)<br />
Name E-mail Main contact - type Country Phone Notes<br />
Arikan, Sureyya sua@ebst.dk ESF OP Dánsko<br />
Borg, Brian brian.a.borg@gov.mt ESF OP Malta +356 2200 1174<br />
Garcia Lopez, David dgarcialo@mtas.es ESF OP Španělsko +34 91 3631815<br />
Janko, Tamaz janko.tamas@hepih.hu ESF OP Maďarsko +36 1 354 3862
Navreme Boheme, s.r.o. 151<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Kompisová, Mária maria.kompisova@employment.gov.sk ESF OP Slovensko +421 2 5975 2914<br />
Louwes, Korrie k.louwes@minszv.nl ESF OP Nizozemsko +31 70-333 35 51<br />
Munoz Baca, José Manuel josem.munoz.baca@juntadeandalucia.es ESF OP Španělsko +34 955 03 31 84<br />
Pique, Joan Miquel joanmiquel.pique@gencat.net ESF OP Španělsko +34 93 553 63 06<br />
Torturero, Carlos ctortuerom@mtas.es ESF OP Španělsko +34 913631813<br />
Source: List of member state contact points for transnational cooperation in the ESF for the programme period 2007-2013 (sent by Filip Kučera 6. 5. 2008)<br />
TAB. 5: NATIONAL SUPPORT STRUCTURES<br />
E-mail Contact Type Country<br />
assistenza@equalitalia.it ? Itálie<br />
<strong>EQUAL</strong>@agentschapszw.nl ? Nizozemsko<br />
<strong>EQUAL</strong>@bmas.bund.de přímo NSS Německo<br />
equal@cofund.org.pl přímo NSS Polsko<br />
equal@ecotec.co.uk přímo NSS Spojené království (Velká Británie)<br />
equal@equal.pt ? Portugalsko<br />
equal@fsr.gov.sk přímo NSS Slovensko<br />
equal@isfol.it ? Itálie<br />
equal@mtas.es MA Španělsko<br />
info@equalni.org přímo NSS Spojené království (Severní Irsko)<br />
info@racine.fr ? Francie<br />
office@equal-esf.at ? Rakousko<br />
Source: http://ec.europa.eu/employment_social/equal/tools/contacts_en.cfm<br />
TAB. 6: DEVELOPMENT PARTNERSHIPS - ITALY<br />
Development partnership ID E-mail<br />
IT-IT-G2-ABR-001 info@consorform.it<br />
IT-IT-G2-ABR-002 rtrivilino@sangroaventino.it<br />
IT-IT-G2-ABR-003 finanziamenti@provincia.laquila.it<br />
IT-IT-G2-ABR-005 iquals@metronsrl.it<br />
IT-IT-G2-ABR-006 luciani.ass@comune.pescara.it<br />
IT-IT-G2-ABR-007 a.angelucci@eurobic.it<br />
IT-IT-G2-ABR-008 l.dedominicis@ial.abruzzo.it
Development partnership ID E-mail<br />
IT-IT-G2-ABR-011 consorziodivtv@virgilio.it<br />
IT-IT-G2-ABR-013 enappuglia@mclink.it<br />
IT-IT-G2-ABR-017 segreteria@crab.abruzzo.it<br />
IT-IT-G2-ABR-018 eincani@sviluppoitaliaabruzzo.it<br />
IT-IT-G2-ABR-019 info@sviluppoitaliaabruzzo.it<br />
IT-IT-G2-ABR-020 fondazioneaq@carispaq.it<br />
IT-IT-G2-ABR-024 bonasia@grupposoges.it<br />
IT-IT-G2-ABR-025 severini.miriam@comune.pescara.it<br />
IT-IT-G2-ABR-030 l.barbero@ial.abruzzo.it<br />
IT-IT-G2-ABR-031 e.caputo@ergonsistemi.com<br />
IT-IT-G2-ABR-033 servizialleimprese@enfap.com<br />
IT-IT-G2-ABR-036 luciani.ass@comune.pescara.it<br />
IT-IT-G2-ABR-038 rendicontazione@provincia.pescara.it<br />
IT-IT-G2-ABR-044 chieti@cna.it<br />
IT-IT-G2-ABR-047 equal@trignosinello.org<br />
IT-IT-G2-ABR-053 sabina.giovannini@metronsrl.it<br />
IT-IT-G2-ABR-054 sante.gileno@iglobber.com<br />
IT-IT-G2-ABR-058 equalseen@provincia.chieti.it<br />
IT-IT-G2-ABR-059 rendicontazione@provincia.pescara.it<br />
IT-IT-G2-ABR-061 forcoop@inwind.it<br />
IT-IT-G2-ABR-062 luca.febo@consorzioprogea.it<br />
IT-IT-G2-ABR-066 info@abruzzosviluppo.it<br />
IT-IT-G2-ABR-075 finanziamenti@provincia.laquila.it<br />
IT-IT-G2-ABR-077 dimartino@provincia.chieti.it<br />
IT-IT-G2-ABR-078 nuovi_orizzonti@tiscali.it<br />
Navreme Boheme, s.r.o. 152<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-ABR-079 arocca@solcosrl.it<br />
IT-IT-G2-ABR-081 trabucco.elide@comune.pescara.it<br />
IT-IT-G2-ABR-084 c.civitano@ial.abruzzo.it<br />
IT-IT-G2-ABR-086 liciazulli.akon@tiscali.it<br />
IT-IT-G2-ABR-091 pinabasti@uditemi.it<br />
IT-IT-G2-ABR-092 a.radica@provincia.chieti.it<br />
IT-IT-G2-ABR-096 gal@marsica.it<br />
IT-IT-G2-ABR-098 attivita.economiche@provincia.teramo.it<br />
IT-IT-G2-ABR-099 c.navelli@tiscalinet.it<br />
IT-IT-G2-ABR-106 pinabasti@uditemi.it<br />
IT-IT-G2-ABR-107 esech@tin.it<br />
IT-IT-G2-ABR-111 lavoro@provincia.teramo.it<br />
IT-IT-G2-ABR-112 talucci@colafor.it<br />
IT-IT-G2-ABR-114 pianadelcavaliere@tiscali.it<br />
IT-IT-G2-BAS-003 localsystem@virgilio.it<br />
IT-IT-G2-BAS-007 cmmelandrovalisena@tiscali.it<br />
IT-IT-G2-BAS-010 equal.trinitari@libero.it<br />
IT-IT-G2-BAS-016 domenico.sangiacomo@consorzioprogea.it<br />
IT-IT-G2-BAS-018 cors.ict@centroservizimatera.it<br />
IT-IT-G2-BAS-021 studiorisorse@virgilio.it<br />
IT-IT-G2-BAS-022 info@meridianaitalia.it<br />
IT-IT-G2-BAS-026 pragma.consult@tiscali.it<br />
IT-IT-G2-BAS-030 michele.finizio@consorziocs.it<br />
IT-IT-G2-BAS-036 rolar@libero.it<br />
IT-IT-G2-BOL-002 ctm@assoimprenditori.bz.it<br />
Navreme Boheme, s.r.o. 153<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-BOL-003 walter.paris@lessing-uni.net<br />
IT-IT-G2-BOL-004 rosso@kantea.org<br />
IT-IT-G2-BOL-005 kervan@kervan.it<br />
IT-IT-G2-CAL-007 mauesposito@tiscali.it<br />
IT-IT-G2-CAL-019 oasifra@virgilio.it<br />
IT-IT-G2-CAL-063 presidente@imed.edu<br />
IT-IT-G2-CAL-090 gualtieri@calunetwork.it<br />
IT-IT-G2-CAL-097 dieffe.calabria@dieffe.com<br />
IT-IT-G2-CAL-101 l.ciccarelli@consorzio-metis.org<br />
IT-IT-G2-CAM-002 ecoformit@libero.it<br />
IT-IT-G2-CAM-004 info@intesaformazione.it<br />
IT-IT-G2-CAM-007 mariafanelli1@virgilio.it<br />
IT-IT-G2-CAM-014 m.romano@consorziotec.it<br />
IT-IT-G2-CAM-017 direzione@conform.it<br />
IT-IT-G2-CAM-018 cipatcampania@cia.it<br />
IT-IT-G2-CAM-019 mcasaburi@pstsa.it<br />
IT-IT-G2-CAM-028 resinternational@virgilio.it<br />
IT-IT-G2-CAM-029 resinternational@virgilio.it<br />
IT-IT-G2-CAM-030 c_lecole@virgilio.it<br />
IT-IT-G2-CAM-038 ascescot@hotmail.com<br />
IT-IT-G2-CAM-039 confesercentisannio@libero.it<br />
IT-IT-G2-CAM-040 rsanseverino@prosvi.org<br />
IT-IT-G2-CAM-041 alessiagiunti@virgilio.it<br />
IT-IT-G2-CAM-044 roberto.divincenzo@carsa.it<br />
IT-IT-G2-CAM-049 marianoanniciello@libero.it<br />
Navreme Boheme, s.r.o. 154<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-CAM-050 direzione@consorzioproform.it<br />
IT-IT-G2-CAM-051 direttore@legacoopcampania.it<br />
IT-IT-G2-CAM-060 FORM_IT@HOTMAIL.COM<br />
IT-IT-G2-CAM-061 cless@cless.it<br />
IT-IT-G2-CAM-063 mater@mater.it<br />
IT-IT-G2-CAM-069 direzione@obrcampania.it<br />
IT-IT-G2-CAM-071 uniconsul@libero.it<br />
IT-IT-G2-CAM-072 asforin@asforin.it<br />
IT-IT-G2-CAM-073 assoabaton@virgilio.it<br />
IT-IT-G2-CAM-084 consorzio@asinapoli.it<br />
IT-IT-G2-CAM-096 marketing.territoriale@comune.napoli.it<br />
IT-IT-G2-CAM-097 marmusel@unina.it<br />
IT-IT-G2-CAM-103 iprs@iprs.it<br />
IT-IT-G2-CAM-106 formal@uniplan.it<br />
IT-IT-G2-CAM-107 formal@uniplan.it<br />
IT-IT-G2-CAM-108 encobox@tin.it<br />
IT-IT-G2-CAM-109 formal@uniplan.it<br />
IT-IT-G2-CAM-112 carmine.scaramella@isve.org<br />
IT-IT-G2-CAM-118 info@enof.it<br />
IT-IT-G2-CAM-123 dimatteo@arci.it<br />
IT-IT-G2-CAM-124 luca04@libero.it<br />
IT-IT-G2-CAM-125 rosacerolli@tesscampania.it<br />
IT-IT-G2-CAM-131 consorziosa4@katamail.com<br />
IT-IT-G2-CAM-133 info@cominta.fortore.info<br />
IT-IT-G2-CAM-134 salmentaledip62@asl2.napoli.it<br />
Navreme Boheme, s.r.o. 155<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-CAM-151 dp.comunitarie@provincia.napoli.it<br />
IT-IT-G2-CAM-152 dp.comunitarie@provincia.napoli.it<br />
IT-IT-G2-CAM-153 presidenza@coopdedalus.it<br />
IT-IT-G2-CAM-154 formsoc@virgilio.it<br />
IT-IT-G2-CAM-158 presidente@provincia.napoli.it<br />
IT-IT-G2-CAM-162 valerio.iacono@consorzio-officina.it<br />
IT-IT-G2-CAM-163 felicerussillo@studioimpresa.com<br />
IT-IT-G2-CAM-164 pp@viabelli.it<br />
IT-IT-G2-EMI-002 info@cesre.org<br />
IT-IT-G2-EMI-003 bentivogli.plan@katamail.com<br />
IT-IT-G2-EMI-005 c.sciacca@cescot.emilia-romagna.it<br />
IT-IT-G2-EMI-006 info@talete.org<br />
IT-IT-G2-EMI-008 info@cfp-futura.it<br />
IT-IT-G2-EMI-011 rinaldi.enaiprn@tuttopmi.it<br />
IT-IT-G2-EMI-013 gcantarelli@efeso.it<br />
IT-IT-G2-EMI-014 garuti.moform@comune.modena.it<br />
IT-IT-G2-EMI-015 cristinab@senecabo.it<br />
IT-IT-G2-EMI-017 damore@ecipar.it<br />
IT-IT-G2-EMI-019 cavalletto@apprendistato.org<br />
IT-IT-G2-EMI-020 nello.coppi@mailtechne.org<br />
IT-IT-G2-EMI-021 andreabiondi@aeca.it<br />
IT-IT-G2-EMI-022 g.lucchini@tutorspa.it<br />
IT-IT-G2-EMI-023 mannim@irecoop.it<br />
IT-IT-G2-EMI-025 federico.mioni@cis-formazione.it<br />
IT-IT-G2-EMI-026 g.marzano@provincia.parma.it<br />
Navreme Boheme, s.r.o. 156<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-EMI-027 balzani@arcopolis.it<br />
IT-IT-G2-EMI-028 pfranceschi@ageform.org<br />
IT-IT-G2-EMI-031 b.belzini@cesvip.it<br />
IT-IT-G2-EMI-032 aseverini@cm-samoggia.bo.it<br />
IT-IT-G2-EMI-033 mit-bo@iperbole.bologna.it<br />
IT-IT-G2-EMI-035 diconcetto@cofimp.it<br />
IT-IT-G2-EMI-037 forpin@forpin.it<br />
IT-IT-G2-EMI-040 vaccari@women.it P<br />
IT-IT-G2-EMI-042 nazarioferrari.re@ialemiliaromagna.it<br />
IT-IT-G2-FRI-001 sedreg@enaip.fvg.it<br />
IT-IT-G2-FRI-002 loredana.ceccotti@provincia.udine.it<br />
IT-IT-G2-FRI-006 antonia.barillari@provincia.gorizia.it<br />
IT-IT-G2-FRI-007 info@impresasociale.it<br />
IT-IT-G2-FRI-008 molinari.p@iresfvg.org<br />
IT-IT-G2-FRI-009 felice.cavallini@ial.fvg.it<br />
IT-IT-G2-FRI-012 d.gortan@forser.it<br />
IT-IT-G2-LAZ-002 robertoussia@hotmail.com<br />
IT-IT-G2-LAZ-004 formquadri@ugl.it<br />
IT-IT-G2-LAZ-006 lazio@confcommercio.it<br />
IT-IT-G2-LAZ-008 l.rosati@assforseo.it<br />
IT-IT-G2-LAZ-011 direttore@conservizilazio.it<br />
IT-IT-G2-LAZ-031 salvatore.coppola@cults.it<br />
IT-IT-G2-LAZ-054 massimoleonardi2@virgilio.it<br />
IT-IT-G2-LAZ-057 grossniklaus@pianetaformazione.org<br />
IT-IT-G2-LAZ-058 p.bussotti@constedi.net<br />
Navreme Boheme, s.r.o. 157<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-LAZ-069 info@consorzioindustriale.com<br />
IT-IT-G2-LAZ-076 Vincenzo.naso@uniroma1.it<br />
IT-IT-G2-LAZ-077 amministrazione@aralazio.it<br />
IT-IT-G2-LAZ-089 a.marini@mcweb.it<br />
IT-IT-G2-LAZ-092 info@intesaformazione.it<br />
IT-IT-G2-LAZ-093 sindaco@comune.fondi.lt.it<br />
IT-IT-G2-LAZ-095 commercio@comune.bracciano.it<br />
IT-IT-G2-LAZ-096 direzione@cooperativa29giugno.it<br />
IT-IT-G2-LAZ-097 giovanna.declich@asdo-info.org<br />
IT-IT-G2-LAZ-100 saip@saipform.it<br />
IT-IT-G2-LIG-002 franco.zampogna@villaggio.org<br />
IT-IT-G2-LIG-005 direttore@comingauna.it<br />
IT-IT-G2-LIG-007 ucil@comune.genova.it<br />
IT-IT-G2-LIG-009 cogorno@filse.it Fi<br />
IT-IT-G2-LIG-011 c.re.s.s@libero.it<br />
IT-IT-G2-LIG-012 mparati@sviluppoitalialiguria.it<br />
IT-IT-G2-LIG-017 GIORGIO.MARZIANO@IM.CAMCOM.IT<br />
IT-IT-G2-LIG-025 msericano@consorzioagora.it<br />
IT-IT-G2-LIG-029 cesos@ mclink.it<br />
IT-IT-G2-LOM-001 rodeschini@lom.camcom.it<br />
IT-IT-G2-LOM-003 angelo.manfredini@unicatt.it<br />
IT-IT-G2-LOM-006 spasquinelli@hsn.it<br />
IT-IT-G2-LOM-007 info@equalcasteggio.it<br />
IT-IT-G2-LOM-009 info@clacsrl.it<br />
IT-IT-G2-LOM-010 infoequal@pstl.it<br />
Navreme Boheme, s.r.o. 158<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-LOM-012 segreteria.zanardelli@cfpbrescia.it<br />
IT-IT-G2-LOM-021 schiavini@clerici.lombardia.it<br />
IT-IT-G2-LOM-023 montrone@galdus.it<br />
IT-IT-G2-LOM-025 cefos@dongnocchi.it<br />
IT-IT-G2-LOM-027 ETTOREVITIELLO@AGENZIA-FORMAZIONELAVORO.IT<br />
IT-IT-G2-LOM-028 mingolla@mi.camcom.it<br />
IT-IT-G2-LOM-034 fperrini@confcooperative.brescia.it<br />
IT-IT-G2-LOM-035 dfrancotassone@cdg.it<br />
IT-IT-G2-LOM-038 salvatore.capasso@cfli.it<br />
IT-IT-G2-LOM-039 fabiobolletti@mater.it<br />
IT-IT-G2-LOM-040 bic@euroimpresa.it<br />
IT-IT-G2-LOM-043 e.danese@cesvip.it<br />
IT-IT-G2-LOM-044 clubitaca@progettoitaca.org<br />
IT-IT-G2-LOM-045 fsanvito@unioncasa.org<br />
IT-IT-G2-LOM-048 magfin@tiscali.it<br />
IT-IT-G2-LOM-051 antonio_rovello@irsa.net<br />
IT-IT-G2-LOM-055 lavorointegrazione@cris.it<br />
IT-IT-G2-LOM-056 direttoresettoretecnico@comune.desio.mi.it<br />
IT-IT-G2-LOM-061 europa.ambrosiana@caritas.it<br />
IT-IT-G2-LOM-063 mantova@coni.it<br />
IT-IT-G2-LOM-068 info@galogliopo.it<br />
IT-IT-G2-LOM-071 girolamo.facchini@comune.milano.it<br />
IT-IT-G2-MAR-008 psgarzini@asl9.marche.it<br />
IT-IT-G2-MAR-011 s.serafini@marche.legacoop.it<br />
IT-IT-G2-MAR-012 mail@ontheroadonlus.it<br />
Navreme Boheme, s.r.o. 159<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-MAR-013 simone.ciattaglia@provincia.mc.it<br />
IT-IT-G2-MAR-019 david.patrizia@libero.it<br />
IT-IT-G2-MAR-023 rossella@asfo.pesaro.com<br />
IT-IT-G2-MAR-028 r.lupini@comune.acqualagna.ps.it<br />
IT-IT-G2-MOL-003 a.melone@provincia.isernia.it<br />
IT-IT-G2-PIE-004 direzione@cittastudi.org<br />
IT-IT-G2-PIE-009 cesana.s@confcooperative.it<br />
IT-IT-G2-PIE-020 formazione@apial.net<br />
IT-IT-G2-PIE-023 gallante@grupposoges.it<br />
IT-IT-G2-PIE-032 forlenza@csea.it<br />
IT-IT-G2-PIE-036 sonia@lamoro.it<br />
IT-IT-G2-PIE-037 sportelloeuropa@comune.asti.it<br />
IT-IT-G2-PIE-042 abbadessa.m@confcooperativecuneo.it<br />
IT-IT-G2-PIE-050 bazzoni.tecnorete@finpiemonte.it<br />
IT-IT-G2-PIE-052 carmela.nicola@enaip.piemonte.it<br />
IT-IT-G2-PIE-056 segreteria@cisaastisud.it<br />
IT-IT-G2-PIE-059 marco.sorrentino@ciepiemonte.it<br />
IT-IT-G2-PIE-063 cristiana.poggio@immaginazioneelavoro.it<br />
IT-IT-G2-PIE-064 salvatore.capasso@cfli.it<br />
IT-IT-G2-PIE-069 alessandra.brogliato@confcooptorino.it<br />
IT-IT-G2-PUG-002 presidenza@teatropubblicopugliese.it<br />
IT-IT-G2-PUG-005 aalfarano@comune.maglie.le.it<br />
IT-IT-G2-PUG-016 bari@consorziotecfor.it<br />
IT-IT-G2-PUG-017 dariolongo@libero.it<br />
IT-IT-G2-PUG-021 emanuele.troso@libero.it<br />
Navreme Boheme, s.r.o. 160<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-PUG-029 annamaria.leucci@le.camcom.it<br />
IT-IT-G2-PUG-038 elpendu@elpendu.it<br />
IT-IT-G2-PUG-043 gal@galcapodileuca.it<br />
IT-IT-G2-PUG-054 g.losapio@oasi2.it<br />
IT-IT-G2-PUG-060 c.balenzano@irsem.org<br />
IT-IT-G2-PUG-070 tricarico.g@confcooperative.it<br />
IT-IT-G2-PUG-080 fondazione@santimedici.org<br />
IT-IT-G2-PUG-082 ciofstadir@tiscali.it<br />
IT-IT-G2-PUG-085 dieffe@dieffe.com<br />
IT-IT-G2-PUG-088 info@sviluppeinnovazione.it<br />
IT-IT-G2-PUG-092 infotech5@INFOTECHSRL.191.IT<br />
IT-IT-G2-PUG-096 v.deruvo@unisco.it<br />
IT-IT-G2-PUG-099 giorgio.baciocchi@acli.it<br />
IT-IT-G2-PUG-113 direttore@subappennino.com<br />
IT-IT-G2-SAR-005 info@consorziozentih.it<br />
IT-IT-G2-SAR-008 pierocalderaio@mcgscarl.it<br />
IT-IT-G2-SAR-040 fabfloris@tiscali.it<br />
IT-IT-G2-SIC-037 info.ideazione@tiscali.it<br />
IT-IT-G2-SIC-047 consorzio.info@virgilio.it<br />
IT-IT-G2-SIC-055 eurosoluzioni@libero.it<br />
IT-IT-G2-SIC-058 CESA.INFO@VIRGILIO.IT<br />
IT-IT-G2-SIC-066 info@speha-fresia.it<br />
IT-IT-G2-SIC-074 progettazione.speciale@usp.comune.palermo.it<br />
IT-IT-G2-SIC-075 m.gugliandolo@provincia.messina.it<br />
IT-IT-G2-SIC-086 euro@gestelnet.it<br />
Navreme Boheme, s.r.o. 161<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-SIC-089 cufti@libero.it<br />
IT-IT-G2-SIC-091 savier@bbjnet.it<br />
IT-IT-G2-SIC-092 anfe.catania@anfe-ct.it<br />
IT-IT-G2-SIC-093 ciapi@virgilio.it<br />
IT-IT-G2-SIC-099 pozzodigiacobbe@libero.it<br />
IT-IT-G2-SIC-103 segreteria.mi@logos-italia.it<br />
IT-IT-G2-SIC-116 ita@mathesisitalia.com<br />
IT-IT-G2-SIC-129 metropoliest@tiscali.it<br />
IT-IT-G2-SIC-133 susanna.salerno@provincia.ragusa.it<br />
IT-IT-G2-SIC-164 valeria.ajovalasit@arcidonna.it<br />
IT-IT-G2-SIC-167 saip@saipform.it<br />
IT-IT-G2-SIC-169 aldovolpi@gimnet.com<br />
IT-IT-G2-SIC-172 f.russo@arces.it<br />
IT-IT-G2-SIC-192 info@arthasrl.it<br />
IT-IT-G2-SIC-202 l.rosati@assforseo.it<br />
IT-IT-G2-SIC-205 uff.organizzazione.croce.it<br />
IT-IT-G2-TOS-021 cristina.pugi@pin.unifi.it<br />
IT-IT-G2-TOS-029 polidori@ceseca.it<br />
IT-IT-G2-TOS-030 giuseppe.lemmetti@isti.cnr.it<br />
IT-IT-G2-TOS-031 cedit@cedit.org<br />
IT-IT-G2-TOS-032 info@consorzionova.it<br />
IT-IT-G2-TOS-046 c.poggesi@comune.fi.it<br />
IT-IT-G2-TOS-048 p.papi@provincia.siena.it<br />
IT-IT-G2-TOS-049 t.cini@agenziasviluppo.it<br />
IT-IT-G2-TOS-051 kontakt neuveden<br />
Navreme Boheme, s.r.o. 162<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-TOS-055 e.ferrieri@provincia.pisa.it<br />
IT-IT-G2-TOS-060 direz.istruzione@comune.firenze.it<br />
IT-IT-G2-TOS-061 mg.lotti@provincia.livorno.it<br />
IT-IT-G2-TRE-005 luciano.merz@tsm.tn.it<br />
IT-IT-G2-TRE-006 segreteria@atosweb.it<br />
IT-IT-G2-TRE-007 egidio.formilan@ftcoop.it<br />
IT-IT-G2-TRE-012 barbara.poggio@unitn.it<br />
IT-IT-G2-UMB-007 aris@arisformazione.it<br />
IT-IT-G2-UMB-009 formazione@associazionesanmartino.191.it<br />
IT-IT-G2-UMB-014 andreafora@frontieralavoro.it<br />
IT-IT-G2-UMB-015 presidenza@montesca.it<br />
IT-IT-G2-UMB-016 vasco.gargaglia@consorzioiter.com<br />
IT-IT-G2-UMB-020 formazione@cstudifoligno.it<br />
IT-IT-G2-UMB-023 cnipa@tiscali.it<br />
IT-IT-G2-UMB-025 c.trampini@comune.perugia.it<br />
IT-IT-G2-VAL-001 e.donzel@progettoformazione.org<br />
IT-IT-G2-VAL-003 m.giugler@libero.it<br />
IT-IT-G2-VEN-002 direzionegenerale@ulss16.padova.it<br />
IT-IT-G2-VEN-003 innimpresa@innimpresa.it<br />
IT-IT-G2-VEN-008 info@ruzzapendolapadova.it<br />
IT-IT-G2-VEN-009 franco.roberto@provincia.vicenza.it<br />
IT-IT-G2-VEN-010 centrobg@carmes.it centrobg@libero.it<br />
IT-IT-G2-VEN-019 matteo.roncara@enac.org<br />
IT-IT-G2-VEN-022 scipioni@unipd.it<br />
IT-IT-G2-VEN-024 info@irecoop.veneto.it<br />
Navreme Boheme, s.r.o. 163<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-G2-VEN-029 formazioneisp@iol.it<br />
IT-IT-G2-VEN-033 apallaro@bancaetica.com<br />
IT-IT-G2-VEN-035 franchin@galileopark.it<br />
IT-IT-G2-VEN-044 sede@ivl.it<br />
IT-IT-G2-VEN-046 progetti.speciali@cosmigroup.net<br />
IT-IT-G2-VEN-047 presidenzae@tv.camcom.it<br />
IT-IT-G2-VEN-050 stefano.miotto@siav.net<br />
IT-IT-G2-VEN-051 e.tezza@itcilo.it<br />
IT-IT-G2-VEN-054 segreteria@ve.camcom.it<br />
IT-IT-G2-VEN-056 t.bonfante@talete.org<br />
IT-IT-S2-MDL-001 tuccioelena@inforjob.191.it<br />
IT-IT-S2-MDL-007 francesco.serra@cslitalia.net<br />
IT-IT-S2-MDL-011 isnova@isnova.it<br />
IT-IT-S2-MDL-019 bosi@sistemaidea.org<br />
IT-IT-S2-MDL-049 massotti@asso-consult.it<br />
IT-IT-S2-MDL-053 massimoleonardi2@virgilio.it<br />
IT-IT-S2-MDL-077 felicerussillo@studioimpresa.com<br />
IT-IT-S2-MDL-103 kervan@kervan.it<br />
IT-IT-S2-MDL-109 iprs@iprs.it<br />
IT-IT-S2-MDL-118 occhipinti@confapi.org<br />
IT-IT-S2-MDL-126 total.target@tin.it<br />
IT-IT-S2-MDL-139 mcg@mcgscarl.it<br />
IT-IT-S2-MDL-147 a.follo@cisl.it<br />
IT-IT-S2-MDL-153 stefano.miotto@siav.net<br />
IT-IT-S2-MDL-167 info@intesaformazione.it<br />
Navreme Boheme, s.r.o. 164<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
IT-IT-S2-MDL-189 sociali@comune.varese.it<br />
IT-IT-S2-MDL-193 info@cnipapuglia.it<br />
IT-IT-S2-MDL-225 mansutti@stepspa.it<br />
IT-IT-S2-MDL-230 cesare_quinto@yahoo.it<br />
IT-IT-S2-MDL-272 carla.scaramella@imednet.it<br />
IT-IT-S2-MDL-274 angeloruffo@virgilio.it<br />
IT-IT-S2-MDL-283 a.malgrati@farsiprossimo.it<br />
IT-IT-S2-MDL-293 mediazione@doncalabria.it<br />
IT-IT-S2-MDL-304 solaris@acli.it<br />
IT-IT-S2-MDL-329 mater@mater.it<br />
IT-IT-S2-MDL-396 formquadri@ugl.it<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 7: DEVELOPMENT PARTNERSHIPS -GERMANY<br />
Development partnership ID E-mail<br />
DE-XB4-76051-20-20/200 service@spi-ost.de<br />
DE-XB4-76051-20-20/202 m.krone@schwulenberatungberlin.de<br />
DE-XB4-76051-20-20/205 ngrehl-schmitt@caritas-os.de<br />
DE-XB4-76051-20-20/208 kreichenbach@isl-ev.org<br />
DE-XB4-76051-20-20/213 ieb.aur-iz@t-online.de<br />
DE-XB4-76051-20-20/216 anke.naegele@an-training.de<br />
DE-XB4-76051-20-20/218 g.john@andreas-hermes-akademie.de<br />
DE-XB4-76051-20-20/219 krueger@weiterbildung-hamburg.de<br />
DE-XB4-76051-20-20/221 gag@gate-hh.de<br />
DE-XB4-76051-20-20/224 e.schlueter@agw-minden.de<br />
DE-XB4-76051-20-20/237 info@aub-berlin.de<br />
Navreme Boheme, s.r.o. 165<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
DE-XB4-76051-20-20/238 weber.baerbel@bwhw.de<br />
DE-XB4-76051-20-20/243 poskl@pei.de<br />
DE-XB4-76051-20-20/248 robert.tschiedel@tat-zentrum.de<br />
DE-XB4-76051-20-20/256 wolfgang-jakob@werkhof-darmstadt.de<br />
DE-XB4-76051-20-20/260 koordination.equal@dgb-bwt.de<br />
DE-XB4-76051-20-20/268 berndcurtius@exzept.de<br />
DE-XB4-76051-20-20/275 office@frsh.de<br />
DE-XB4-76051-20-20/279 Peter.Stadler@faf-gmbh.de<br />
DE-XB4-76051-20-20/286 smith@bagarbeit.de<br />
DE-XB4-76051-20-20/288 maisa@btz-stiftung.de<br />
DE-XB4-76051-20-20/293 arnold@iris-ev.de<br />
DE-XB4-76051-20-20/297 sandmann.johannes@jumi.landsh.de<br />
DE-XB4-76051-20-20/298 pohlmann@migrationsdienst-wuppertal.de<br />
DE-XB4-76051-20-20/299 Winderle@big-gruppe.com<br />
DE-XB4-76051-20-20/301 iomgermany@iom.int<br />
DE-XB4-76051-20-20/308 info@kombiconsult.de<br />
DE-XB4-76051-20-20/309 funk@arbeit-und-bildung.de<br />
DE-XB4-76051-20-20/312 kerzinger@orgapsy.uni-dortmund.de<br />
DE-XB4-76051-20-20/331 jens.martens@dgb-bildungswerk.de<br />
DE-XB4-76051-20-20/332 annepoleschner@netzwerk-inclusion.de<br />
DE-XB4-76051-20-20/335 stephan.schiele@tuerantuer.de<br />
DE-XB4-76051-20-20/337 hans-peter.fruehauf@ism-mainz.de<br />
DE-XB4-76051-20-20/347 k.d.fehlhaber@wbg-mbh.org<br />
DE-XB4-76051-20-20/351 bischoff@bfw-hamburg.de<br />
DE-XB4-76051-20-20/358 andreas.wickers@rwtuev.de<br />
Navreme Boheme, s.r.o. 166<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
DE-XB4-76051-20-20/359 h.schoenmeier@agef-saar.de<br />
DE-XB4-76051-20-BB/201 dieter.arlt@hwkpotsdam.de<br />
DE-XB4-76051-20-BB/203 pfeffer@ibi.tu-berlin.de<br />
DE-XB4-76051-20-BB/206 BBW-Potsdam-Eichhorn@t-online.de<br />
DE-XB4-76051-20-BB/207 glapski@ihk-projekt.de<br />
DE-XB4-76051-20-BB/209 info@depore.de<br />
DE-XB4-76051-20-BB/213 wolfgang.fritsch@nordicenter.com<br />
DE-XB4-76051-20-BE/206 info@enterbusiness-berlin.de<br />
DE-XB4-76051-20-BE/209 scherer@pfefferwerk.de<br />
DE-XB4-76051-20-BE/211 info@bgz-berlin.de<br />
DE-XB4-76051-20-BE/215 kdpaul@ubus.net<br />
DE-XB4-76051-20-BE/217 wielpuetz@fczb.de<br />
DE-XB4-76051-20-BE/219 Andreas.Germershausen@AuslB.verwalt-berlin.de<br />
DE-XB4-76051-20-BE/220 bmahrin@list-gmbh.de<br />
DE-XB4-76051-20-BW/200 b.walter@drk-schwaebisch-gmuend.de<br />
DE-XB4-76051-20-BW/201 andreas.hammer@stadt-pforzheim.de<br />
DE-XB4-76051-20-BW/203 franz-josef.schnell@lrasig.de<br />
DE-XB4-76051-20-BW/207 info@neuearbeit.com<br />
DE-XB4-76051-20-BW/209 bertram.lohmueller@gimaconsult.com<br />
DE-XB4-76051-20-BW/213 mstrack@bbq-online.de<br />
DE-XB4-76051-20-BY/200 wingerter@equal-ostbayern.de<br />
DE-XB4-76051-20-BY/201 anni.vogl@stadt.nuernberg.de<br />
DE-XB4-76051-20-BY/203 katrin.cochlovius@schweinfurt.de<br />
DE-XB4-76051-20-BY/204 jennifer.nass@wir-bafo.com<br />
DE-XB4-76051-20-BY/205 klaus.dolling@igz-hof.de<br />
Navreme Boheme, s.r.o. 167<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
DE-XB4-76051-20-BY/206 poetschan.daniel@aip-augsburg.de<br />
DE-XB4-76051-20-BY/207 rl@coburg1.de<br />
DE-XB4-76051-20-BY/209 strunk@equal-muenchen.de<br />
DE-XB4-76051-20-BY/211 Becker.silvia@ke.bfz.de<br />
DE-XB4-76051-20-HB/200 saul.revel@arbeit.bremen.de<br />
DE-XB4-76051-20-HB/201 saul.revel@arbeit.bremen.de<br />
DE-XB4-76051-20-HE/204 s.roessler@labora-online.de<br />
DE-XB4-76051-20-HE/205 lilo.jestaedt@perspektiva-fulda.de<br />
DE-XB4-76051-20-HE/206 schaumberg@vogelsberg-consult.de<br />
DE-XB4-76051-20-HE/209 martin.raether@melchiorsgrund.de<br />
DE-XB4-76051-20-HE/211 volker.behnecke@wohnbau-giessen.de<br />
DE-XB4-76051-20-HH/200 schellhas@kwb.de<br />
DE-XB4-76051-20-HH/202 wiemuth@diakonie-hamburg.de<br />
DE-XB4-76051-20-MV/200 Klaus.Drews@wissensnetz-vorpommern.de<br />
DE-XB4-76051-20-MV/206 jbrandt@gmx.de<br />
DE-XB4-76051-20-MV/208 kinzler@adwi.de<br />
DE-XB4-76051-20-MV/211 anke.schulz@cjd.de<br />
DE-XB4-76051-20-NI/200 kahlen@akadel.de<br />
DE-XB4-76051-20-NI/204 C.Reulecke@stadt-hildesheim.de<br />
DE-XB4-76051-20-NI/205 eubuero@fh-osnabrueck.de<br />
DE-XB4-76051-20-NI/209 christian.wichert@projekt-region-braunschweig.de<br />
DE-XB4-76051-20-NI/210 becker-tietjen@vhs-goettingen.de<br />
DE-XB4-76051-20-NI/212 luchmann@rkw-nordwest.de<br />
DE-XB4-76051-20-NI/213 diethard.heindorf@hannover-stadt.de<br />
DE-XB4-76051-20-NI/215 Burkhard.Hasenpusch@mj.niedersachsen.de<br />
Navreme Boheme, s.r.o. 168<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
DE-XB4-76051-20-NI/216 guntram.dubke@vhs-papenburg.de<br />
DE-XB4-76051-20-NW/200 arbeit-qualifizierung@awo-en.de<br />
DE-XB4-76051-20-NW/201 heidi.buelow@hwk-muenster.de<br />
DE-XB4-76051-20-NW/202 martina.helmcke@bertelsmann.de<br />
DE-XB4-76051-20-NW/204 wendler-boeck@wf-hamm.de<br />
DE-XB4-76051-20-NW/205 matthies@gafoeg.de<br />
DE-XB4-76051-20-NW/206 p.sicking@kolpingkbz-werl.de<br />
DE-XB4-76051-20-NW/212 iris.ballon@bfw-ruhr.de<br />
DE-XB4-76051-20-NW/216 a.meuer-willuweit@rege-mbh.de<br />
DE-XB4-76051-20-NW/221 heiner.minssen@ruhr-uni-bochum.de<br />
DE-XB4-76051-20-NW/222 Ludger.Reiberg@stadt-koeln.de<br />
DE-XB4-76051-20-NW/224 senden@bbs-ahaus.de<br />
DE-XB4-76051-20-NW/225 info@multikulti-forum.de<br />
DE-XB4-76051-20-NW/232 equal@dw-westfalen.de<br />
DE-XB4-76051-20-NW/238 dieter.begass@mail.aachen.de<br />
DE-XB4-76051-20-NW/244 brigitte.pawlik@leg-nrw.de<br />
DE-XB4-76051-20-NW/246 carolin.baedeker@wupperinst.org<br />
DE-XB4-76051-20-NW/248 magnus.pehle@jm.nrw.de<br />
DE-XB4-76051-20-DP/201 siegbert.esser@awo-arbeit.de<br />
DE-XB4-76051-20-DP/203 Karin.Wiehe@cjd.de<br />
DE-XB4-76051-20-DP/207 w.schuch@arbeit-und-leben.de<br />
DE-XB4-76051-20-DP/208 poersch@asm-mainz.de<br />
DE-XB4-76051-20-SH/201 equal@borsch.de<br />
DE-XB4-76051-20-SH/202 matthies@schiff-gmbh.de<br />
DE-XB4-76051-20-SH/203 mailbox@bruecke-sh.de<br />
Navreme Boheme, s.r.o. 169<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
DE-XB4-76051-20-SL/201 europa@bfw-sb.de<br />
DE-XB4-76051-20-SL/202 Josef.burgard@dfki.de<br />
DE-XB4-76051-20-SN/207 meier@kitd.de<br />
DE-XB4-76051-20-SN/208 christian.ficker@dwp.de<br />
DE-XB4-76051-20-SN/211 gf-abc@abc-aue.de<br />
DE-XB4-76051-20-SN/213 voigtmann@rkw-sachsen.de<br />
DE-XB4-76051-20-SN/221 akademie@akademie-mylau.de<br />
DE-XB4-76051-20-SN/224 wfa@wfa-erzgebirge.de<br />
DE-XB4-76051-20-SN/225 m.feiler@fortbildungswerk.de<br />
DE-XB4-76051-20-ST/200 Steffi.Ackermann@daa-bw.de<br />
DE-XB4-76051-20-ST/202 team@mat-md.de<br />
DE-XB4-76051-20-ST/209 Heureka_qlb@web.de<br />
DE-XB4-76051-20-ST/210 herbert.busch@vhsbw.de<br />
DE-XB4-76051-20-TH/200 eichenbaum@gotha-online.de<br />
DE-XB4-76051-20-TH/201 pudenz.k@leb.de<br />
DE-XB4-76051-20-TH/202 t.mirow@gutshof-hauteroda.de<br />
DE-XB4-76051-20-TH/209 rmueller@parisat.de<br />
DE-XB4-76051-20-TH/216 synapse-weimar@t-online.de<br />
DE-XB4-76051-20-TH/224 hirsch@mbz-meuselwitz.de<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 8: DEVELOPMENT PARTNERSHIPS –UNITED KINGDOM (GREAT BRITAIN)<br />
Development partnership ID E-mail<br />
UKgb-100 tilak.dias@umist.ac.uk<br />
UKgb-101 steve.barnard@hft.org.uk<br />
UKgb-102 solomon@ceed.co.uk<br />
Navreme Boheme, s.r.o. 170<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
UKgb-103 socserv.suffolkcc.gov.uk<br />
UKgb-104 chris.baxter@knowledgebaseuk.co.uk<br />
UKgb-105 colin.rees@raineronline.org<br />
UKgb-106 colin.rees@raineronline.org<br />
UKgb-107 dstephenson@teesvalley.org<br />
UKgb-108 denise.woods@hmps.gsi.gov.uk<br />
UKgb-109 denise.woods@hmps.gsi.gov.uk<br />
UKgb-110 jennifer.inglis@seem.uk.net<br />
UKgb-112 kontakt neuveden<br />
UKgb-113 maura@peabody.org.uk<br />
UKgb-114 Dnfrdmark@aol.com<br />
UKgb-115 sanja.stevic@lsc.gov.uk<br />
UKgb-116 phil.derges@rolls-royce.com<br />
UKgb-117 tswash@urban.islington.gov.uk<br />
UKgb-118 clarisse.forgues@medway.gov.uk<br />
UKgb-120 chris.haynes@dacorum.gov.uk<br />
UKgb-121 vbarrett@bl4london.com<br />
UKgb-123 nesep@economicpartnership.com<br />
UKgb-124 chriswebb@era-ltd.com<br />
UKgb-125 kateannison@seeda.co.uk<br />
UKgb-126 info@toucan-europe.co.uk<br />
UKgb-127 javid@abfed.co.uk<br />
UKgb-128 ian@local41.org.uk<br />
UKgb-129 b.neild@exeter.ac.uk<br />
UKgb-130 sue.waddington@niace.org.uk<br />
Navreme Boheme, s.r.o. 171<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
UKgb-131 katherine.hollebon@kent.gov.uk<br />
UKgb-132 colin_w@afbp.org<br />
UKgb-133 heather.waddinton@kirklees.gov.uk<br />
UKgb-134 alittle@ukcoalition.org<br />
UKgb-135 andy.seares@eb4u.org.uk<br />
UKgb-136 a.williams@bilk.ac.uk<br />
UKgb-137 simon.denny@northampton.ac.uk<br />
UKgb-138 Karenholdsworth-cannon@seeda.co.uk<br />
UKgb-139 mbrook@wandsworth.gov.uk<br />
UKgb-140 linda@osw.org.uk<br />
UKgb-141 denise.woods@hmps.gsi.gov.uk<br />
UKgb-142 mark@gnpn.co.uk<br />
UKgb-143 deborah@deborahbourne.com<br />
UKgb-144 lisa-marie.bowles@camden.gov.uk<br />
UKgb-145 a.coca@mmu.ac.uk<br />
UKgb-146 gerard.finegan@lsc.gov.uk<br />
UKgb-147 ted_fowler@bristol-city.gov.uk<br />
UKgb-148 sheila.bentham@tower.ac.uk<br />
UKgb-149 steve.thacker@lat.org.uk<br />
UKgb-150 kontakt neuveden<br />
UKgb-151 mikej.oxtoby@eastriding.gov.uk<br />
UKgb-152 susan.allen@westsussex.gov.uk<br />
UKgb-153 waltersathony@walsall.gov.uk<br />
UKgb-154 lcastello@sova.org.uk<br />
UKgb-155 keith.wimbles@scvo.org.uk<br />
Navreme Boheme, s.r.o. 172<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
UKgb-156 emma.crook@drs.glasgow.gov.uk<br />
UKgb-157 samsk@northlan.gov.uk<br />
UKgb-158 prem@empowerscotland.org<br />
UKgb-159 linda.stewart@uhi.ac.uk<br />
UKgb-160 sandra.currie@falkirkcollege.ac.uk<br />
UKgb-161 p.wallace@ayrcoll.ac.uk<br />
UKgb-162 e.craig@napier.ac.uk<br />
UKgb-163 kennyl@kilmarnock.ac.uk<br />
UKgb-164 lberridge@glenrothes.ac.uk<br />
UKgb-165 s.binnie@gcal.ac.uk<br />
UKgb-167 ghurleyetc@aol.com<br />
UKgb-168 billr@niacedc.org.uk<br />
UKgb-170 amanda.thomas@newport.ac.uk<br />
UKgb-171 info@oake-europe.com<br />
UKgb-172 mjones@carmarthenshire-enterprises.org.uk<br />
UKgb-173 peter.butler@btcgroup.com<br />
UKgb-174 johnha@pavo.org.uk<br />
UKgb-175 penny.mitchell@wda.co.uk<br />
UKgb-176 yvonne.griffith-jones@chwaraeteg.com<br />
UKgb-177 b.piette@bangor.ac.uk<br />
UKgb-178 mike.clarke@remploy.co.uk<br />
UKgb-179 robertcornwall@btopenworld.com<br />
UKgb-180 roger.edwards@innovate-trust.org.uk<br />
UKgb-181 paula.manley@wda.co.uk<br />
UKgb-182 naz.malik@awema.freeserve.co.uk<br />
Navreme Boheme, s.r.o. 173<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
UKgb-78 karyn@breathingspaceltd.co.uk<br />
UKgb-79 ana@education-action.org<br />
UKgb-80 ian.henshaw@warwickshire.probation.gsx.gov.uk<br />
UKgb-83 dawn.mccracken@lsc.gov.uk<br />
UKgb-84 gonzalo.shoobridge@priae.org<br />
UKgb-85 Pamela.Reay@lsc.gov.uk<br />
UKgb-86 antoinette.smallman@lsc.gov.uk<br />
UKgb-87 diane.gowland@newham.ac.uk<br />
UKgb-88 chris.jude@nhsu.org.uk<br />
UKgb-89 russell.plunkett@businesslinkkent.com<br />
UKgb-90 rrushton@ndevon.ac.uk<br />
UKgb-91 imelda@ukcarers.org<br />
UKgb-92 lcastello@sova.org.uk<br />
UKgb-93 a.sheibani@londonmet.ac.uk<br />
UKgb-94 dawn.corbett@ced.glasgow.gov.uk<br />
UKgb-95 rosie.franklin@lsc.gov.uk<br />
UKgb-96 robertl@exemplas.com<br />
UKgb-97 elizabeth@portiaweb.org.uk<br />
UKgb-98 ktanner@exemplas.com<br />
UKgb-99 jfearnehough@tuc.org.uk<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 9: DEVELOPMENT PARTNERSHIPS – UNITED KINGDOM (NORTHEN IRELAND)<br />
Development partnership ID E-mail<br />
UKni-10 lorraine.whittley@nthbp.org<br />
UKni-11 karen@gingerbreadni.org<br />
Navreme Boheme, s.r.o. 174<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
UKni-12 orladrummond@triaxtaskforce.org<br />
UKni-13 pat@niacro.co.uk<br />
UKni-14 sara.corrigan@orchardville.com<br />
UKni-15 george@simoncommunity.org<br />
UKni-16 jill@aspire-loans.com<br />
UKni-17 fiona.dw@disabilityaction.org<br />
UKni-18 ruddyf@fermanaghcoll.ac.uk<br />
UKni-19 siobhan.bogues@caresector.net<br />
UKni-20 mayi@belfastcity.gov.uk<br />
UKni-21 davidsloan@niuse.org.uk<br />
UKni-9 gillian@accord-equal.com<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 10: DEVELOPMENT PARTNERSHIPS – POLAND<br />
Development partnership ID E-mail<br />
PL-1 aleksandra.duda@undp.org<br />
PL-10 Slawomir_Strugarek@pfron.org.pl<br />
PL-106 kontakt neuveden<br />
PL-109 wisalix@poczta.onet.pl<br />
PL-11 strada@pol.pl<br />
PL-111 elzbieta.pilch@inbit.pl<br />
PL-112 dariusz.motyl@grupaantares.com.pl<br />
PL-113 starosta.bsu@powiatypolskie.pl<br />
PL-114 stefaniak@monar-markot.poznan.pl<br />
PL-115 pin.equal@okn.edu.pl<br />
PL-116 mwargacki@wsiz.rzeszow.pl<br />
Navreme Boheme, s.r.o. 175<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PL-117 mbak@kig.pl<br />
PL-119 biuro@rowneszanse.org<br />
PL-12 info@misarn.pl<br />
PL-120 centrum@promocjakobiet.pl<br />
PL-121 julia.chondzynska@cpk.org.pl<br />
PL-122 iwona@cku.tu.kielce.pl<br />
PL-13 piotr.bastek@ir.katowice.pl<br />
PL-14 gkarpiuk@spp.org.pl<br />
PL-15 h.dudek@uml.lodz.pl<br />
PL-16 drazka@o2.pl<br />
PL-17 nadzieja@email.net.pl<br />
PL-18 tpbagda@neostrada.pl<br />
PL-19 kaja@wdpf.org.pl<br />
PL-2 jkot@wnp.org.pl<br />
PL-20 dyrektor@rcez.pl<br />
PL-21 beata@miesnie.szczecin.pl<br />
PL-22 s.fagasinski@equal.swspiz.pl<br />
PL-23 domus@people.pl<br />
PL-24 hmrozowski@czsw.gov.pl<br />
PL-25 17421453@pro.onet.pl<br />
PL-26 kontakt neuveden<br />
PL-27 sampo.barcin@op.pl<br />
PL-28 alina.szklaruk@undp.org.pl<br />
PL-29 zdanie@ng.pl<br />
PL-3 kurpios@prrsportowcy.pl<br />
Navreme Boheme, s.r.o. 176<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PL-30 point@point.wroc.pl<br />
PL-31 adam.jarosinski@zoron-equal.pl<br />
PL-33 j.maciejczyk@wcdn.wroc.pl<br />
PL-34 justynakalita@o2.pl<br />
PL-35 waldemar.zych@penetrator.com.pl<br />
PL-36 joannaz@mistia.org.pl<br />
PL-37 mzawodny@akademia-equal.pl<br />
PL-38 wisp@swr.pl<br />
PL-39 barbara.dudzinska@barka.org.pl<br />
PL-40 Jacek_Cichosz@pfron.org.pl<br />
PL-41 marek.rymsza@isp.org.pl<br />
PL-42 j.karasinski@cezr.org.pl<br />
PL-43 aczmyr@fise.org.pl<br />
PL-44 kontakt neuveden<br />
PL-45 dgolebiewska@iom.int<br />
PL-46 wkreft@caritas.pl<br />
PL-48 andrzej.biderman@epce.og.pl<br />
PL-49 l.korga@fenix-equal.pl<br />
PL-5 aniawasz@agh.edu.pl<br />
PL-50 marta.sys@merkury.org.pl<br />
PL-51 PROJEKTKLOS@GAZETA.PL<br />
PL-54 motreba@tratwa.org<br />
PL-55 wojciech35@op.pl<br />
PL-57 e_les@onet.pl<br />
PL-58 olgaf@synapsis.waw.pl<br />
Navreme Boheme, s.r.o. 177<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PL-59 regto@wp.pl<br />
PL-6 biuro@pfs.pl<br />
PL-60 ewa.mroz@haus.pl<br />
PL-61 d.turlej@dww.org.pl<br />
PL-62 j_cisek@ksse.com.pl<br />
PL-63 poczta@gab.com.pl<br />
PL-64 jadwiga.silarska@wp.pl<br />
PL-65 karolina.czmuda@idea-mc.pl<br />
PL-66 koordynator@proinwestycje.pl<br />
PL-68 biuro@pspnarew.org.pl<br />
PL-69 rs@wmzdz.pl<br />
PL-7 romank@oic.lublin.pl<br />
PL-70 beata_ab@wp.pl<br />
PL-71 w.kubera@imm.org.pl<br />
PL-72 s.gatz@solidarnosc.gda.pl<br />
PL-73 biuro@fcwp.zgorzelec.pl<br />
PL-74 kamila.jezowska@undp.org.pl<br />
PL-75 kamil_gorecki@e-dialog.pl<br />
PL-76 adamt@itti.com.pl<br />
PL-77 equal@zpsb.szczecin.pl<br />
PL-78 m.hiszpanski@kai-info.pl<br />
PL-79 darr@darr.pl<br />
PL-8 marszoper111@yahoo.com<br />
PL-80 anna.aleksandrowicz@powiatwodzislawski.pl<br />
PL-81 dorota.koprowska@itee.radom.pl<br />
Navreme Boheme, s.r.o. 178<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PL-82 kpawlowska@wsb-nlu.edu.pl<br />
PL-85 jkuzminska@frdl-cd.org.pl<br />
PL-86 kuba@alterego.lublin.pl<br />
PL-87 projekt@wse.edu.pl<br />
PL-88 beata@sfwp.gliwice.pl<br />
PL-9 gwerner@uni.lodz.pl<br />
PL-90 beata.balinska@undp.org<br />
PL-91 J.Kaminski@pelniazycia.pl<br />
PL-92 sylwia.talach@plineu.org<br />
PL-93 roman.trebski@pck.org.pl<br />
PL-94 equal@juhrc.org<br />
PL-95 malgorzata.gebert@pah.org.pl<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 11: DEVELOPMENT PARTNERSHIPS – FRANCE<br />
Development partnership ID E-mail<br />
FR-ALS-2004-42350 sonia.bourset@ville-mulhouse.fr<br />
FR-ALS-2004-43633 agnes.fischer@ac-strasbourg.fr<br />
FR-ALS-2004-43723 scstra@wanadoo.fr<br />
FR-AQU-2004-40973 S.terwolbeck@maisondelapromotionsociale.org<br />
FR-AQU-2004-41194 m.pionnier@aides-aquitaine.com<br />
FR-AQU-2004-41366 jfernandez@aspp-asso.com<br />
FR-AQU-2004-41751 sylvie.scheid@retravailler.org<br />
FR-AQU-2004-42215 kontakt neuveden<br />
FR-AQU-2004-42320 motiver.infrep40@club-internet.fr<br />
FR-AQU-2004-42342 jlaburthe@insup.org<br />
Navreme Boheme, s.r.o. 179<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-AQU-2004-42437 j-poueyto@cc-lacq.fr<br />
FR-AQU-2004-42614 info@mlaj-pb.org<br />
FR-AQU-2004-42740 c.brun@anact.fr<br />
FR-AQU-2004-43021 garie.aquitaine@wanadoo.fr<br />
FR-AQU-2004-43178 c.sorbets@sciencespobordeaux.fr<br />
FR-AUV-2004-41249 espace.jeunes.moulins@wanadoo.fr<br />
FR-AUV-2004-42449 aformac-15@wanadoo.fr<br />
FR-AUV-2004-42793 jcperraudin@allier.chambagri.fr<br />
FR-AUV-2004-42843 contact@efca.fr<br />
FR-AUV-2004-43052 cjacquier@cantal.cci.fr<br />
FR-AUV-2004-43688 lonjonr@d43.ffbatiment.fr<br />
FR-AUV-2004-43936 annick.flandin@segeco.fr<br />
FR-BNR-2004-41126 nvaugarny@agefos-pme.com<br />
FR-BNR-2004-41547 infrep6f@club-internet.fr<br />
FR-BNR-2004-42385 patrice.borde@acsea.asso.fr<br />
FR-BNR-2004-42823 e.cavalli@sileban.fr<br />
FR-BNR-2004-43224 nvarin@infrep.org<br />
FR-BNR-2004-43471 visavis2@wanadoo.fr<br />
FR-BRE-2004-41551 ibep.dg@ibepformation.net<br />
FR-BRE-2004-41718 phildents@wanadoo.fr<br />
FR-BRE-2004-42379 gilles.marechal@civam-bretagne.org<br />
FR-BRE-2004-42606 lafede@wanadoo.fr<br />
FR-BRE-2004-43586 orainchristine@cg22.fr<br />
FR-BRE-2004-43628 cdaviaud@entreprises35.fr<br />
FR-BRE-2004-43657 direction@apase.org<br />
Navreme Boheme, s.r.o. 180<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-BRE-2004-43715 domiservices-equal@wanadoo.fr<br />
FR-BRE-2004-43805 bmerand@cres-bretagne.org<br />
FR-BRE-2004-44390 isabelle.kaiser@cg35.fr<br />
FR-BRG-2004-41144 nchauleur@cfalanoue.com<br />
FR-BRG-2004-41916 CITHY.Partenariat@wanadoo.fr<br />
FR-BRG-2004-41990 equal.puisaye-forterre@wanadoo.fr<br />
FR-BRG-2004-43064 sdat.entreprise@sdat.asso.fr<br />
FR-BRG-2004-43196 colin.gril@educagri.fr<br />
FR-BRG-2004-43309 pays.seine-et-tilles-en-bourgogne@wanadoo.fr<br />
FR-BRG-2004-43635 fernandesjc@bourgogne.ffbatiment.fr<br />
FR-BRG-2004-43937 badot.lionel@msa71.msa.fr<br />
FR-CEN-2004-41021 kontakt neuveden<br />
FR-CEN-2004-42239 afec.damon@fr.oleane.com<br />
FR-CEN-2004-42862 developpement.local@loir-et-cher.chambagri.fr<br />
FR-CEN-2004-43053 nsamson@bgvaldefrance.com<br />
FR-CEN-2004-43176 Jacques.miche@ccc-btp.fr<br />
FR-CEN-2004-43502 cvannier@cma-41.fr<br />
FR-CHA-2004-41525 b.pitoischoquet.pdj@wanadoo.fr<br />
FR-CHA-2004-42030 aefti08-equal@wanadoo.fr<br />
FR-CHA-2004-42245 aefti.equal@wanadoo.fr<br />
FR-CHA-2004-43842 sylvie.nguyen@cnasea.fr<br />
FR-COR-2004-40994 idformation.souquet@wanadoo.fr<br />
FR-COR-2004-42207 francois.cipriani@afpa.fr<br />
FR-COR-2004-43232 pasqualini@oec.fr<br />
FR-COR-2004-43582 entreprise.conseil@wanadoo.fr<br />
Navreme Boheme, s.r.o. 181<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-FRC-2004-41859 m.chenais@reseaucocagne.asso.fr<br />
FR-FRC-2004-42029 michel.philippon@afpa.fr<br />
FR-FRC-2004-43337 equal@vdsformation.com<br />
FR-FRC-2004-43373 gcharles@cfa-belin.net<br />
FR-FRC-2004-43740 cecile.piganiol@grandbesancon.fr<br />
FR-FRC-2004-44034 dafco@ac-besancon.fr<br />
FR-GUA-2004-43521 olivier.soret@cnasea.fr<br />
FR-GUA-2004-44278 cief.mife@wanadoo.fr<br />
FR-GUY-2004-41136 samusocialcayenne@wanadoo.fr<br />
FR-GUY-2004-44294 ledieu.bg@wanadoo.fr<br />
FR-HNR-2004-40951 jpacher@free.fr<br />
FR-HNR-2004-42241 c.merlino@opcareg-hn.fr<br />
FR-HNR-2004-43592 pamam@grdr.org<br />
FR-HNR-2004-43846 animreg.mlpaio@missionslocales-hautenormandie.com<br />
FR-IDF-2004-41076 equal@arvha.org<br />
FR-IDF-2004-41468 GEFORME93@ac-creteil.fr<br />
FR-IDF-2004-41734 fncivam@globenet.org<br />
FR-IDF-2004-42294 caroline.klein@acsc.asso.fr<br />
FR-IDF-2004-42472 f.herbreteau@senart-developpement.fr<br />
FR-IDF-2004-42685 agnes.roche@adecco.fr<br />
FR-IDF-2004-42770 veronique.poupard@Plainecommune.com.fr<br />
FR-IDF-2004-43028 equal-idf-10330@wanadoo.fr<br />
FR-IDF-2004-43031 d.elyazami@generiques.org<br />
FR-IDF-2004-43140 lannoy@apcm.fr<br />
FR-IDF-2004-43266 epieuros@club-internet.fr<br />
Navreme Boheme, s.r.o. 182<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-IDF-2004-43323 pjodar@cna-cefag.org<br />
FR-IDF-2004-43327 paris@cfdt.fr<br />
FR-IDF-2004-43383 achassagnieux@emergences.fr<br />
FR-IDF-2004-43486 formation@cimade.org<br />
FR-IDF-2004-43557 vpigache@cfdt-iledefrance.fr<br />
FR-IDF-2004-43594 pguez@gfcbtp.fr<br />
FR-IDF-2004-43626 infrep13@club-internet.fr<br />
FR-IDF-2004-43653 aslc@aslc-paris.org<br />
FR-IDF-2004-43678 f.clergeot@ohe75.org<br />
FR-IDF-2004-43687 info@reseau-plus.net<br />
FR-IDF-2004-43714 j.johansen@arete.fr<br />
FR-IDF-2004-43909 chapime@aol.com<br />
FR-IDF-2004-44088 aurore-siege@wanadoo.fr<br />
FR-IDF-2004-44269 marie-josee.come@ac-creteil.fr<br />
FR-IDF-2004-44343 hassan@banditsprod.com<br />
FR-LGR-2004-42200 CIDF.CEDIFF11@wanadoo.fr<br />
FR-LGR-2004-42212 hasnaoui.fdcivam34@wanadoo.fr<br />
FR-LGR-2004-42674 asmoune.bb@wanadoo.fr<br />
FR-LGR-2004-42729 sophie.dutilleul@gepsa.fr<br />
FR-LGR-2004-42827 gtafforeau@irfa.fr<br />
FR-LGR-2004-42994 roselyne.bessac@wanadoo.fr<br />
FR-LGR-2004-43096 sophie.bouju@boutiques-de-gestion.com<br />
FR-LGR-2004-43107 umih.34@wanadoo.fr<br />
FR-LGR-2004-43305 prongier@cm-languedocroussillon.fr<br />
FR-LGR-2004-43571 did@cg34.fr<br />
Navreme Boheme, s.r.o. 183<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-LGR-2004-43731 jcbigot.opcareg@wanadoo.fr<br />
FR-LIM-2004-41977 mission-europe@cg23.fr<br />
FR-LIM-2004-42967 cristalleriestpaul.condat@wanadoo.fr<br />
FR-LIM-2004-43004 cedric.vachon@afpa.fr<br />
FR-LOR-2004-41758 jacques.weidmann@afpa.fr<br />
FR-LOR-2004-43597 doan.tran@cr-lorraine.fr<br />
FR-LOR-2004-44074 alexis.lambert@fasild.fr<br />
FR-MAR-2004-42123 kontakt neuveden<br />
FR-MAR-2004-43720 jos@cg972.fr<br />
FR-MAR-2004-43943 dominique.eloise@wanadoo.fr<br />
FR-MDP-2004-41555 valerie.berud@gepsa.fr<br />
FR-MDP-2004-42097 florence.gaud@ac-toulouse.fr<br />
FR-MDP-2004-42744 miche.roche@afpa.fr<br />
FR-MDP-2004-43013 fabienne.amoureaux@medef31.fr<br />
FR-MDP-2004-43103 j.stephan@crpconsulting.net<br />
FR-MDP-2004-43384 tarn@creer.fr<br />
FR-MDP-2004-43550 atrium.emploi65@wanadoo.fr<br />
FR-MDP-2004-43810 nathalie.redon@capexcellence.com<br />
FR-MDP-2004-43863 ccsc.leader@wanadoo.fr<br />
FR-MDP-2004-43930 jn.walkowiak@ccpst.org<br />
FR-MDP-2004-43959 gtafforeau@irfa.fr<br />
FR-MDP-2004-44060 jn.walkowiak@ccpst.org<br />
FR-MDP-2004-44402 kontakt neuveden<br />
FR-NAT-2004-41074 christophe.berardi@leolagrange.org<br />
FR-NAT-2004-41094 jphpoulnot@chequedejeuner.fr<br />
Navreme Boheme, s.r.o. 184<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-NAT-2004-41493 contact@inavem.org<br />
FR-NAT-2004-41599 delphis.asso@wanadoo.fr<br />
FR-NAT-2004-41686 jlarue@jeunes-agriculteurs.fr<br />
FR-NAT-2004-41687 direction@source.asso.fr<br />
FR-NAT-2004-41704 akstoc@aol.com<br />
FR-NAT-2004-41737 barbara.huveteau@federec.org<br />
FR-NAT-2004-41787 dupeyron@exchange.france3.fr<br />
FR-NAT-2004-41892 pissot@imsentreprendre.com<br />
FR-NAT-2004-42319 ave@ville-emploi.asso.fr<br />
FR-NAT-2004-42471 a.benais@adie.org<br />
FR-NAT-2004-42864 claudette.foret@fafsea.com<br />
FR-NAT-2004-43039 amicaledunid.paris@wanadoo.fr<br />
FR-NAT-2004-43115 mporta@scop.coop<br />
FR-NAT-2004-43251 fncmb@wanadoo.fr<br />
FR-NAT-2004-43255 fredreboulot@aol.com<br />
FR-NAT-2004-43609 clemaitre@france-terre-asile.org<br />
FR-NAT-2004-43690 l.denzizot@institutlasource.fr<br />
FR-NAT-2004-43709 lagabrielle@mfp.fr<br />
FR-NAT-2004-43879 isabelle.roudil@union-habitat.org<br />
FR-NAT-2004-43921 mery@boutiques-de-gestion.com<br />
FR-NAT-2004-43941 dseignourel@infofemmes.com<br />
FR-NAT-2004-44231 Gerald.Evin@wanadoo.fr<br />
FR-NAT-2004-44327 alain.bony@wanadoo.fr<br />
FR-NPC-2004-41009 BHOTOT@CEFIR.FR<br />
FR-NPC-2004-41243 cpetit@fongecif-npdc.asso.fr<br />
Navreme Boheme, s.r.o. 185<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-NPC-2004-41256 jp.martin@espace-bg.com<br />
FR-NPC-2004-41337 mfi@nordnet.fr<br />
FR-NPC-2004-41380 centredonbosco@wanadoo.fr<br />
FR-NPC-2004-41837 gaelle.delannoy@capemploilittoral.fr<br />
FR-NPC-2004-42944 xavierretaux@free.fr<br />
FR-NPC-2004-43102 ccas.carvin@wanadoo.fr<br />
FR-NPC-2004-43410 f.royer@cfdt59-62.fr<br />
FR-NPC-2004-43661 info.fede62@admr.org<br />
FR-NPC-2004-43785 creafi@wandoo.fr<br />
FR-NPC-2004-43989 Jean-Paul.STERN@sita.fr<br />
FR-PAC-2004-40982 philippe.villemagne@ac-nice.fr<br />
FR-PAC-2004-41558 mlerda@mairie-marseille.fr<br />
FR-PAC-2004-42915 mas-mj@cg84.fr<br />
FR-PAC-2004-43011 lserrano@arles.cci.fr<br />
FR-PAC-2004-43037 ardml@wanadoo.fr<br />
FR-PAC-2004-43143 rizzo@eurosema.com<br />
FR-PAC-2004-43223 myriam.robinet@fdsea84.fr<br />
FR-PAC-2004-43279 Jean-Luc.Salmon@ufcv.asso.fr<br />
FR-PAC-2004-43465 c.roux@anact.fr<br />
FR-PAC-2004-43467 ldhauteserre@scop.coop<br />
FR-PCD-2004-40995 mfpersiaux@interfor-sia.com<br />
FR-PCD-2004-41016 europe@cm-80.fr<br />
FR-PCD-2004-43036 infrep60@club-internet.fr<br />
FR-PCD-2004-43372 aa.j@wanadoo.fr<br />
FR-PCD-2004-43796 m.flipaux@wanadoo.fr<br />
Navreme Boheme, s.r.o. 186<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-PCD-2004-44004 LC.Conseil@club-internet.fr<br />
FR-PCH-2004-41960 POUSSE-GATINE@cc-parthenay.fr<br />
FR-PCH-2004-42619 formation.continue@cm-angouleme.fr<br />
FR-PCH-2004-42978 ciste@wanadoo.fr<br />
FR-PCH-2004-43341 sunergeia-equal@wanadoo.fr<br />
FR-PCH-2004-43718 afec.16@wanadoo.fr<br />
FR-PDL-2004-41348 vmelquiond@cariforef-pdl.org<br />
FR-PDL-2004-41590 fcharbonnier@cm-nantes.fr<br />
FR-PDL-2004-41661 a.masson@anact.fr<br />
FR-PDL-2004-42524 equal_senior_attitude@cefres.asso.fr<br />
FR-PDL-2004-42548 paysdelaloire@famillesrurales.org<br />
FR-PDL-2004-43480 pboullier@plan-local-emploi.org<br />
FR-PDL-2004-44033 cdelbos@loire-atlantique.chambagri.fr<br />
FR-RAL-2004-41991 pavieequal@wanadoo.fr<br />
FR-RAL-2004-42044 patrick.teil@ismcorum.org<br />
FR-RAL-2004-42382 sylvie.blanco@grenoble-em.com<br />
FR-RAL-2004-42564 c.chaine@aedh.org<br />
FR-RAL-2004-42574 s.jonard@crm-rhonealpes.fr<br />
FR-RAL-2004-42578 philippe.fayolle@mfr.asso.fr<br />
FR-RAL-2004-42903 egalithe@opcaregra.com<br />
FR-RAL-2004-43134 veronique.bajollet@gepsa.fr<br />
FR-RAL-2004-43237 rchouvel@univ-st-etienne.fr<br />
FR-RAL-2004-43286 amprino.cyril@wanadoo.fr<br />
FR-RAL-2004-43401 jblanc@lanef.com<br />
FR-RAL-2004-43566 centreressources@wanadoo.fr<br />
Navreme Boheme, s.r.o. 187<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
FR-RAL-2004-43607 kontakt neuveden<br />
FR-RAL-2004-44005 cabiria@wanadoo.fr<br />
FR-REU-2004-40949 sylvain.core@cnasea.fr<br />
FR-REU-2004-41788 max.lebon2@wanadoo.fr<br />
FR-REU-2004-42091 sylvain.core@cnasea.fr<br />
FR-REU-2004-42380 f.dumas-arep@wanadoo.fr<br />
FR-REU-2004-42541 glaporte@arvise.net<br />
FR-REU-2004-43109 yteillac@arvise.net<br />
FR-REU-2004-43529 nadine-de-rycke@wanadoo.fr<br />
FR-REU-2004-43556 coordinateur.cases@wanadoo.fr<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 12: DEVELOPMENT PARTNERSHIPS – SLOVAKIA<br />
Development partnership ID E-mail<br />
SK-1 janosova@handlova.sk<br />
SK-10 inclucion@changenet.sk<br />
SK-100 provincialat@internet.sk<br />
SK-101 cvo@changenet.sk<br />
SK-11 ivantysyn@itapa.sk<br />
SK-13 riaditel@tabita.sk<br />
SK-14 jozef.kostelansky@atlas.sk<br />
SK-15 marek.hojsik@vlada.gov.sk<br />
SK-16 ocustvrtokno@stonline.sk<br />
SK-17 culikova@mctba.sk<br />
SK-18 balogova@orbisinstitute.sk<br />
SK-19 rozvoj@rozvoj.org<br />
Navreme Boheme, s.r.o. 188<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
SK-2 fotyi@tigercomp.sk<br />
SK-20 siskovamaja@yahoo.com<br />
SK-21 mirosklenka@stonline.sk<br />
SK-22 zpmpsvr@changenet.sk<br />
SK-23 fotyi@tigercomp.sk<br />
SK-24 vatralova@iom.sk<br />
SK-25 kolencik@euroformes.com<br />
SK-26 viktoria.fogelova@upsvar.sk<br />
SK-27 rajchlova@stonline.sk<br />
SK-28 icmnizna@orava.sk<br />
SK-29 bitter@changenet.sk<br />
SK-3 consultmm@consultmm.sk<br />
SK-30 apzno@changenet.sk<br />
SK-31 daniel.kojnok@stonline.sk<br />
SK-32 apz@marta.sk<br />
SK-33 agaut@stonline.sk<br />
SK-34 centrum.nadej@centrum.sk<br />
SK-35 socia@socia.sk<br />
SK-36 projekt@kolping.sk<br />
SK-37 resekl@zvjs.sk<br />
SK-38 violar@zoznam.sk<br />
SK-39 michal.palenik@iz.sk<br />
SK-4 Milan.Kovac@tuke.sk<br />
SK-40 perichtova@sspr.gov.sk<br />
SK-41 aspekt@aspekt. sk<br />
Navreme Boheme, s.r.o. 189<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
SK-42 olga@prochoice.sk<br />
SK-43 feman@stonline.sk<br />
SK-44 bambino@sinet.sk<br />
SK-45 schwarz@erpa.sk<br />
SK-46 zora@ivo.sk<br />
SK-47 jsimko@vucbb.sk<br />
SK-48 radaba@rpsp.sk<br />
SK-49 maria.fabianova@ibisacam.sk<br />
SK-5 juskova.zuzana@kosice.regionet.sk<br />
SK-50 petrasova@nlcsk.org<br />
SK-51 zuzana.kiczkova@fphil.uniba.sk<br />
SK-52 sbalaz@slovanet.sk<br />
SK-53 lkonopkova@stonline.sk<br />
SK-54 janomil@stonline.sk<br />
SK-55 kostolny@dafne.sk<br />
SK-56 info@orbisinstitute.sk<br />
SK-57 marek.markus@integra.sk<br />
SK-58 sandra@notabene.sk<br />
SK-59 Sus.dstreda@redcross.sk<br />
SK-6 zrrhn@zrrhn.sk<br />
SK-60 pollak@ke.etp.sk<br />
SK-61 jana@aac.sk<br />
SK-62 diana.nemethova@chello.sk<br />
SK-63 bodnarova@ivs.vs.sk<br />
SK-64 edukos@zoznam.sk<br />
Navreme Boheme, s.r.o. 190<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
SK-65 ane.cvr@gmail.sk<br />
SK-66 santk@santk.sk<br />
SK-67 zzszvolen@gmail.com<br />
SK-68 assp@changenet.sk<br />
SK-69 miroslav.kusy@phil.uniba.sk<br />
SK-7 urbanovska.daniela@trnava.sk<br />
SK-70 Hrickova.Silvia@kosice.regionet.sk<br />
SK-71 rpl@nextra.sk<br />
SK-72 kluptakova@pdf.umb.sk<br />
SK-73 laco@nadaciams.sk<br />
SK-74 ogou21@yahoo.com<br />
SK-75 alexu@alexu.sk<br />
SK-76 Oz.bovap@post.sk<br />
SK-77 froncova@cnet.sk<br />
SK-78 dusan.vitko@tuke.sk<br />
SK-79 majersky@proma.sk<br />
SK-8 office@domeuropy.sk<br />
SK-80 marek.Ios@orangemail.sk<br />
SK-81 sopkrkpo@sopk.sk<br />
SK-82 klapica@stonline.sk<br />
SK-83 sbiela@stonline.sk<br />
SK-84 valkovic@employment.gov.sk<br />
SK-85 magna.mater@post.sk<br />
SK-86 peter.razus@condornet.sk<br />
SK-87 nsd@nsd.sk<br />
Navreme Boheme, s.r.o. 191<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
SK-88 sus.levice@redcross.sk<br />
SK-9 adriana.bobalikova@ademeuroconsulting.com<br />
SK-90 goodwill@netkosice.sk<br />
SK-91 l.kocanova@unss.sk<br />
SK-92 ditos@pobox.sk<br />
SK-93 patrik.krizansky@vlada.gov.sk<br />
SK-94 Kovacs.tibor@ktnet.sk<br />
SK-95 schwarz@timur.sk<br />
SK-96 andrej.kovac@netrix.sk<br />
SK-97 help@stonline.sk<br />
SK-98 tahanovce@stonline.sk<br />
SK-99 charitagkdch@stonline.sk<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 13: DEVELOPMENT PARTNERSHIPS – AUSTRIA<br />
Development partnership ID E-mail<br />
AT-1A-01/229 schuch@zsi.at<br />
AT-1A-01/236 klaus.priechenfried@neustart.at<br />
AT-1A-02/290 bettina.behr@fh-stpoelten.ac.at<br />
AT-1A-08/305 veitschegger@foerderagentur.at<br />
AT-1A-11/256 susanne_kreuzer@waff.at<br />
AT-1A-11/266 brigitte.hoedl@waff.at<br />
AT-1A-11/268 susanne_kreuzer@waff.at<br />
AT-1A-11/271 brigitte.hoedl@waff.at<br />
AT-1A-11/272 andreas_rubchich@waff.at<br />
Navreme Boheme, s.r.o. 192<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
AT-1A-11/273 Andreas.Rubchich@waff.at<br />
AT-1A-12/296 ingrid.bartel@bpi.ac.at<br />
AT-1A-14/226 marcus.hillinger@fab.at<br />
AT-1A-15/282 hilla.lindhuber@jugendnetzwerk.at<br />
AT-1A-15/284 harald.prantl@oesb.at<br />
AT-1A-16/230 gue.frischmann@tirol.gv.at<br />
AT-1A-18/313 fpm@arge.at<br />
AT-1B-01/237 mario.jursitzky@basb.gv.at<br />
AT-1B-01/309 p.milbradt@compass-org.at<br />
AT-1B-01/341 m.fertner@human.or.at<br />
AT-1B-11/209 mario.jursitzky@basb.gv.at<br />
AT-1B-12/288 marlene.mayrhofer@rmp.or.at<br />
AT-1B-13/201 iap.karlinger@vol.at<br />
AT-1B-16/207 hermann.mitterhofer@arbas.at<br />
AT-1B-18/308 anita.reinbacher@bab.at<br />
AT-2-01/310 armin.hanschitz@volkshilfe.at<br />
AT-2-01/338 office@igkultur.at<br />
AT-2-11/263 susanne_kreuzer@waff.at<br />
AT-2-11/276 jutta_krennstetter@waff.at<br />
AT-3A-07/332 doris.palz@wlb.co.at<br />
AT-3A-16/215 c.spielberger@tirol.gv.at<br />
AT-3A-18/217 graz.umgebung@aon.at<br />
AT-3B-01/277 pascal.prabitz@waff.at<br />
AT-3B-02/295 michael.bockhorni@fh-stpoelten.ac.at<br />
AT-3B-08/315 fpm@arge.at<br />
Navreme Boheme, s.r.o. 193<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
AT-3B-14/231 ge.post@ooe.gv.at<br />
AT-3B-18/314 schleich@arge.a<br />
AT-4A-08/234 ph@stvg.com<br />
AT-4A-08/292 johannes.franek@lll-management.com<br />
AT-4A-08/326 e.beneke@eb-projektmanagement.at<br />
AT-4B-08/304 f.kindelsberger@ipna.at<br />
AT-4B-16/235 c.spielberger@tirol.gv.at<br />
AT-5-01/233 ulrike.faltin@netzwerk-frauenberatung.at<br />
AT-5-01/260 pascal.prabitz@waff.at<br />
AT-5-11/265 thomas.marosch@waff.at<br />
AT-5-13/202 iap.karlinger@vol.at<br />
AT-5-14/223 ge.post@ooe.gv.at<br />
AT-5-17/316 robert.tauber@bgld.gv.at<br />
AT-5-18/212 e.beneke@eb-projektmanagement.at<br />
AT-6-01/318 e.bierling-wagner@integrationshaus.at<br />
AT-6-11/261 pascal.prabitz@waff.at<br />
AT-6-15/283 alexander.reiff@salzburg.gv.at<br />
AT-6-18/342 erich.hammer@stmk.gv.at<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 14: DEVELOPMENT PARTNERSHIPS – SPAIN<br />
Development partnership ID E-mail<br />
ES-ES20040015 A23007@aytolacoruna.es<br />
ES-ES20040033 formacion@bajoguadalquivir.org<br />
ES-ES20040036 stecnica@cestel.es<br />
ES-ES20040038 p.economica@anoia.net<br />
Navreme Boheme, s.r.o. 194<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040046 cons.pangea.med@telefonica.net<br />
ES-ES20040047 consorciomadsur@telefonica.net<br />
ES-ES20040058 malvarez@imelsa.es<br />
ES-ES20040074 jfernandez@procesa.es<br />
ES-ES20040078 bealonpozo@hotmail.com<br />
ES-ES20040081 cperezf@aj-viladecans.es<br />
ES-ES20040082 carlos.gonzalo@larioja.org<br />
ES-ES20040083 carlos.gonzalo@larioja.org<br />
ES-ES20040084 carlos.gonzalo@larioja.org<br />
ES-ES20040085 carlos.gonzalo@larioja.org<br />
ES-ES20040089 direcciotecnica@cedricat.org<br />
ES-ES20040090 info@patronato.org<br />
ES-ES20040093 guntin@cepaim.org<br />
ES-ES20040094 silvia.granvega@gvs.es<br />
ES-ES20040096 lramirez@selva.cat<br />
ES-ES20040098 jnavarro@consorci.info<br />
ES-ES20040102 isonomia@isonomia.uji.es<br />
ES-ES20040104 cireresperlaigualtat@yahoo.es<br />
ES-ES20040108 telesfora.ruiz@imfegranada.es<br />
ES-ES20040110 cedercam@cedercam.org<br />
ES-ES20040112 equalgambuesa@cabildofuer.es<br />
ES-ES20040115 raquel@sodercan.com<br />
ES-ES20040126 adc@mancohortasud.es<br />
ES-ES20040128 agarrote@eco.juntaex.es<br />
ES-ES20040130 ffideli@femeval.es<br />
Navreme Boheme, s.r.o. 195<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040134 ceisintegra@yahoo.es<br />
ES-ES20040135 direccion@eculturas.com<br />
ES-ES20040137 europa.bsocial@ayto-malaga.es<br />
ES-ES20040139 mardelev@jcyl.es<br />
ES-ES20040142 eva.martin@ceh.jcyl.es<br />
ES-ES20040145 eva.martin@ceh.jcyl.es<br />
ES-ES20040149 norman.perez@maiv.org<br />
ES-ES20040150 promocion@cuenca.es<br />
ES-ES20040151 nramirez@extremadura.ugt.org<br />
ES-ES20040153 cmarco@gandia.org<br />
ES-ES20040157 csanchezcps@empresas.retecal.es<br />
ES-ES20040165 ccc@cooperativescatalunya.coop<br />
ES-ES20040170 jordi.vilalta@ctfc.es<br />
ES-ES20040174 kontakt neuveden<br />
ES-ES20040175 mvaquer@dgform.caib.es<br />
ES-ES20040180 consuelomarin@alaquas.org<br />
ES-ES20040183 mvaquer@dgform.caib.es<br />
ES-ES20040184 msoler@dgform.caib.es<br />
ES-ES20040185 impefe@ext.ayto-ciudadreal.es<br />
ES-ES20040187 juan.jose.martinez.pineiro@xunta.es<br />
ES-ES20040192 eva.martin@ceh.jcyl.es<br />
ES-ES20040195 margarvg@princast.es<br />
ES-ES20040196 laurahernandez@accu.e.telefonica.net<br />
ES-ES20040197 carlogpa@princast.es<br />
ES-ES20040198 margarvg@princast.es<br />
Navreme Boheme, s.r.o. 196<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040202 manuelvera@promojaen.es<br />
ES-ES20040205 eva.martin@ceh.jcyl.es<br />
ES-ES20040207 mdomdia@gobiernodecanarias.org<br />
ES-ES20040209 martinez_t@gobcantabria.es<br />
ES-ES20040217 manumor@dipusevilla.es<br />
ES-ES20040218 jllach@ddgi.es<br />
ES-ES20040219 equal@diputoledo.es<br />
ES-ES20040221 manises_promocio@cv.gva.es<br />
ES-ES20040222 emprego@deputacion.depontevedra.es<br />
ES-ES20040223 margarvg@princast.es<br />
ES-ES20040224 k-uriarte@ej-gv.es<br />
ES-ES20040225 adleuropa@aytocompostela.es<br />
ES-ES20040226 gcanovas@diagrama.org<br />
ES-ES20040229 k-uriarte@ej-gv.net<br />
ES-ES20040238 k-uriarte@ej-gv.net<br />
ES-ES20040240 promoeco@ccvoc.org<br />
ES-ES20040241 margarvg@princast.es<br />
ES-ES20040244 jgarcia@ayto-lavall.org<br />
ES-ES20040245 kuriarte@ej-gv.net<br />
ES-ES20040249 kuriarte@ej-gv.net<br />
ES-ES20040251 info@oadl.dip-caceres.es<br />
ES-ES20040252 promoc.europeos@ayuncordoba.es<br />
ES-ES20040253 margarvg@princast.es<br />
ES-ES20040254 amecoop@ucmta.es<br />
ES-ES20040256 manuel.vazquez@dicoruna.es<br />
Navreme Boheme, s.r.o. 197<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040258 kuriarte@ej-gv.net<br />
ES-ES20040259 reslaboris@reslaboris.com<br />
ES-ES20040262 alcaldia@motilla.com<br />
ES-ES20040264 AYTOPROVENCIO1@terra.es<br />
ES-ES20040268 info@consop.org<br />
ES-ES20040270 kuriarte@ej-gv.net<br />
ES-ES20040272 masalle@fundaciondirecta.org<br />
ES-ES20040277 huertas_mar@gva.es<br />
ES-ES20040281 upd@dipucr.es<br />
ES-ES20040283 mercedes.carmona@unad.org<br />
ES-ES20040284 jsebastian@jccm.es<br />
ES-ES20040288 oficialmujer@melilla.es<br />
ES-ES20040290 jbartolome@rais-tc.org<br />
ES-ES20040292 dgigualdadoport@munimadrid.es<br />
ES-ES20040293 m.osorio@ufv.es<br />
ES-ES20040295 sgpihm@xunta.es<br />
ES-ES20040297 elena.masa@semilla.net<br />
ES-ES20040299 mardelev@jcyl.es<br />
ES-ES20040304 acevin@pymered.net<br />
ES-ES20040307 ivicente@oager.com<br />
ES-ES20040312 cheloherraez@mancomunidadcampdeturia.org<br />
ES-ES20040315 relaue@ayto-murcia.es<br />
ES-ES20040318 floresd@imefe.es<br />
ES-ES20040322 paideia@paideia.es<br />
ES-ES20040323 amolina@campus.cepade.es<br />
Navreme Boheme, s.r.o. 198<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040327 stecnica@cestel.es<br />
ES-ES20040331 mardelev@jcyl.es<br />
ES-ES20040332 hmougan@agaca.coop<br />
ES-ES20040334 cflores@diphuelva.org<br />
ES-ES20040335 manuellopez@ivadis.es<br />
ES-ES20040336 pmachin@aragon.es<br />
ES-ES20040337 alfons.bonals@l-h.es<br />
ES-ES20040338 kuriarte@ej-gv.net<br />
ES-ES20040340 lola.hernandez@huelvaimpulsa.es<br />
ES-ES20040341 jefpromoci@valencia.es<br />
ES-ES20040343 delegacion.fomento@cadizayto.es<br />
ES-ES20040353 adl.ribadavia@terra.es<br />
ES-ES20040356 rosario_hernandez@pymered.net<br />
ES-ES20040357 presidencia@ccbierzo.com<br />
ES-ES20040361 kontakt neuveden<br />
ES-ES20040363 fsanzg@aragob.es<br />
ES-ES20040364 pmachin@aragob.es<br />
ES-ES20040365 carcayas@cfnavarra.es<br />
ES-ES20040369 slabianb@cfnavarra.es<br />
ES-ES20040371 vega.rodriguez@canarias.org<br />
ES-ES20040373 adlocal@villarrobledo.com<br />
ES-ES20040374 rgomez@clt.juntaex.es<br />
ES-ES20040376 xcano@ajmanresa.org<br />
ES-ES20040380 kuriarte@ej-gv.net<br />
ES-ES20040381 medioambientecacabelos@hotmail.com<br />
Navreme Boheme, s.r.o. 199<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040382 mvaquer@dgform.caib.es<br />
ES-ES20040386 aeb@aeb.es<br />
ES-ES20040387 servicios.sociales@torrepacheco.es<br />
ES-ES20040393 icourel@proyectoiguala.org<br />
ES-ES20040394 gerente@ildefe.es<br />
ES-ES20040399 correu@aj-badalona.es<br />
ES-ES20040400 patxi@sansenet.com<br />
ES-ES20040404 JAntonio.Penalver@carm.es<br />
ES-ES20040405 mateu.hernandez@barcelonactiva.es<br />
ES-ES20040406 promocioneconomica@concellodelugo.org<br />
ES-ES20040408 fperez@clt.juntaex.es<br />
ES-ES20040412 carmen.orgeira.naya@xunta.es<br />
ES-ES20040413 mfernandez@catalunya.ugt.org<br />
ES-ES20040414 carmen.orgeira.naya@xunta.es<br />
ES-ES20040415 aleon@dip-badajoz.es<br />
ES-ES20040416 promocion.economica@aytosagunto.es<br />
ES-ES20040418 juanam.lopez@carm.es<br />
ES-ES20040420 jllabina@fesalc.es<br />
ES-ES20040421 amelia_herrero@pymered.net<br />
ES-ES20040422 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040424 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040425 pumarescr@diba.es<br />
ES-ES20040426 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040427 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040429 empleo.equal.sae@juntadeandalucia.es<br />
Navreme Boheme, s.r.o. 200<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040430 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040433 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040435 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040436 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040439 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040441 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040442 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040443 adl@ayto-oviedo.es<br />
ES-ES20040444 proyectos.equal.cedt@juntadeandalucia.es<br />
ES-ES20040448 beatriz.sinpromi@cabtfe.es<br />
ES-ES20040450 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040452 gerente@ildefe.es<br />
ES-ES20040456 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040459 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040460 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040461 apagans@ajgirona.org<br />
ES-ES20040462 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040463 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040465 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040468 lidia@fempclm.com<br />
ES-ES20040469 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040470 proyectos.equal.cedt@juntadeandalucia.es<br />
ES-ES20040472 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040473 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040474 isabelr@cabtfe.es<br />
Navreme Boheme, s.r.o. 201<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040482 empleo.equal.sae@juntadeandalucia.es<br />
ES-ES20040483 amartinez@afanias.org<br />
ES-ES20040485 ddiaz@fta.ugt.org<br />
ES-ES20040487 asearco@asearco.org<br />
ES-ES20040488 lumunoz@dpteruel.es<br />
ES-ES20040494 empleo@aytojaen.es<br />
ES-ES20040498 eva.martin@jcyl.es<br />
ES-ES20040499 kuriarte@ej-gv.net<br />
ES-ES20040501 proyectos.equal.cedt@juntadeandalucia.es<br />
ES-ES20040504 leaderplus@sierraoeste.org<br />
ES-ES20040508 guillermomondaza@ceim.net<br />
ES-ES20040509 ceder@red-adeco.com<br />
ES-ES20040510 k-uriarte@ej-gv.net<br />
ES-ES20040512 maria.jose.rodriguez.fernandez@xunta.es<br />
ES-ES20040515 eliablanco@adesne.org<br />
ES-ES20040522 margarvg@princast.es<br />
ES-ES20040523 mtgalvez@dipalme.org<br />
ES-ES20040524 ofelia@admolinos.org<br />
ES-ES20040533 eforcada@dipcas.es<br />
ES-ES20040536 margarvg@princast.es<br />
ES-ES20040543 puertolumbreras@centrosdeempleomurcia.net<br />
ES-ES20040549 teresa@apascovi.org<br />
ES-ES20040550 esther.barbera@uv.es<br />
ES-ES20040553 consell@ccbcnes.org<br />
ES-ES20040557 formacion@upta.ugt.org<br />
Navreme Boheme, s.r.o. 202<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
ES-ES20040558 miguel.simon@ses.juntaex.es<br />
ES-ES20040562 romherau@jcyl.es<br />
ES-ES20040563 aedl@aedlsegovia.com<br />
ES-ES20040566 concejales@aytobenavente.org<br />
ES-ES20040569 sgprog.mujer@mtas.es<br />
ES-ES20040571 asprosocu@asprosocu.org<br />
ES-ES20040576 asam@cdrtcampos.es<br />
ES-ES20040578 celem@celem.org<br />
ES-ES20040581 jares@infonegocio.com<br />
ES-ES20040585 jmenendez@asalma.org<br />
ES-ES20040592 alcaldia@trabanca.com<br />
ES-ES20040593 alicia.caceres@madrid.org<br />
ES-ES20040596 gracia@rrhho.com<br />
ES-ES20040597 medioambiente@consorcioviaverde.org<br />
ES-ES20040603 coordinacion@e-tradis.net<br />
ES-ES20040609 feaps@feapsmurcia.org<br />
ES-ES20040617 lfraga@cetmar.org<br />
ES-ES20040625 gerenteequal@ayto-villaquilambre.com<br />
ES-ES20040639 atime@atime.es<br />
ES-ES20040643 mzazurca@diputaciolleida.es<br />
ES-ES20040644 carmen.rincon@gencat.net<br />
ES-ES20040653 msoler@dgform.caib.es<br />
ES-ES20040654 xaragay@uoc.edu<br />
ES-ES20040664 ramurrio@mtas.es<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
Navreme Boheme, s.r.o. 203<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
TAB. 15: DEVELOPMENT PARTNERSHIPS – NETHERLAND<br />
Development partnership ID E-mail<br />
NL-2004/EQA/0001 a.mulder@effathaguyot.nl<br />
NL-2004/EQA/0003 g.j.dijkstra@med.rug.nl<br />
NL-2004/EQA/0004 m.dollevoet@fontys.nl<br />
NL-2004/EQA/0008 j.duinkerken@assen.nl<br />
NL-2004/EQA/0009 jeffrey.koeman@maaskringgroep.nl<br />
NL-2004/EQA/0011 eppejanpostma@hetnet.nl<br />
NL-2004/EQA/0013 a.huntelaar@zoetermeer.nl<br />
NL-2004/EQA/0014 adewit@rocfriesepoort.nl<br />
NL-2004/EQA/0015 f.nijhuis@srl.nl<br />
NL-2004/EQA/0018 E.vanHierden@CMOGroningen.nl<br />
NL-2004/EQA/0022 jdputter@cvd.nl<br />
NL-2004/EQA/0024 E.vanHierden@CMOGroningen.nl<br />
NL-2004/EQA/0025 mt@mytylschooltilburg.nl<br />
NL-2004/EQA/0027 m.poppink@ocr.nl<br />
NL-2004/EQA/0028 d.jakobs.rrc@reestmond.nl<br />
NL-2004/EQA/0029 E.vanHierden@CMOGroningen.nl<br />
NL-2004/EQA/0033 smo@smo-ov.nl<br />
NL-2004/EQA/0035 E.vanHierden@CMOGroningen.nl<br />
NL-2004/EQA/0036 k.kooijman@smallingerland.nl<br />
NL-2004/EQA/0039 jeroenwonders@demarrage.info<br />
NL-2004/EQA/0040 klaasvanurk@vioz.nl<br />
NL-2004/EQA/0042 ahol@kov.humanitas.nl<br />
NL-2004/EQA/0046 w.ruygrok@boznet.nl<br />
NL-2004/EQA/0047 jjoosten@arcuscollege.nl<br />
Navreme Boheme, s.r.o. 204<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
NL-2004/EQA/0048 Ebuul@coa.minjus.nl<br />
NL-2004/EQA/0050 ronklaassen@parelnet.nl<br />
NL-2004/EQA/0055 e.gloudi@ontwikkelbank.nl<br />
NL-2004/EQA/0056 kleiweg@spoor11.nl<br />
NL-2004/EQA/0059 o.de.jong@dji.minjus.nl<br />
NL-2004/EQA/0062 info@goanoord.nl<br />
NL-2004/EQA/0063 J.Lame@riagg-rnw.nl<br />
NL-2004/EQA/0067 a.kat@osa-amsterdam.nl<br />
NL-2004/EQA/0068 reckman@nieuwland.nl<br />
NL-2004/EQA/0069 p.brunklaus@snvtilburg.nl<br />
NL-2004/EQA/0071 YDriehuis@bureauparkstad.nl<br />
NL-2004/EQA/0072 m.koopmans@werkpro.nl<br />
NL-2004/EQA/0075 wkoster@idcollege.nl<br />
NL-2004/EQA/0079 raai@kenniscentrumevc.nl<br />
NL-2004/EQA/0080 theo.grefkens@kenteq.nl<br />
NL-2004/EQA/0083 j.vanasperen@sjtiel.nl<br />
NL-2004/EQA/0084 a.vanderborst@caop.nl<br />
NL-2004/EQA/0086 a.bosma@st-srplus.nl<br />
NL-2004/EQA/0088 hansjonkhart@hotmail.com<br />
NL-2004/EQB/0001 info@paletweb.nl<br />
NL-2004/EQB/0005 f.arcerivero@chello.nl<br />
NL-2004/EQC/0003 info@zzvn.nl<br />
NL-2004/EQC/0006 c.j.m.tholen@capelleaandenijssel.nl<br />
NL-2004/EQC/0008 info@wesseling.org<br />
NL-2004/EQC/0010 lucy.bathgate@tilburg.nl<br />
Navreme Boheme, s.r.o. 205<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
NL-2004/EQC/0012 edklut@miramedia.nl<br />
NL-2004/EQC/0013 j.sebregts@rewin.nl<br />
NL-2004/EQC/0015 e.janssen@almelo.nl<br />
NL-2004/EQC/0018 c.vandijk@clusius.nl<br />
NL-2004/EQC/0019 josee.meeuwenoord@inholland.nl<br />
NL-2004/EQC/0020 jj@4sn.nl<br />
NL-2004/EQC/0021 t.ariens@albeda.nl<br />
NL-2004/EQC/0022 alexander.schippers@oostnv.nl<br />
NL-2004/EQC/0024 gtitulaer@vvhp.nl<br />
NL-2004/EQC/0026 info@bhon.nl<br />
NL-2004/EQD/0001 p.hogendoorn@emmen.nl<br />
NL-2004/EQD/0002 f.kuiper@breda.nl<br />
NL-2004/EQD/0005 r.vlug@direction.nl<br />
NL-2004/EQD/0006 debby@womenatwork.eu.org<br />
NL-2004/EQD/0008 avanotterloo@kunstenaarsenco.nl<br />
NL-2004/EQD/0009 f.huissen@de-schalm.nl<br />
NL-2004/EQD/0010 c.jacobs@tenderjeugdzorg.nl<br />
NL-2004/EQE/0001 a.vandelden@onderwijsgroepnoord.nl<br />
NL-2004/EQE/0003 clausvanteeffelen@mbctilburg.nl<br />
NL-2004/EQE/0004 theo.grefkens@kenteq.nl<br />
NL-2004/EQE/0005 mstadler@tigdiensten.nl<br />
NL-2004/EQE/0007 p.spoelstra@sozawe.groningen.nl<br />
NL-2004/EQE/0009 joh.ger@wxs.nl<br />
NL-2004/EQE/0011 annemarie.buschers@amerlanden.nl<br />
NL-2004/EQE/0012 wc.wijnbergen@drenthecollege.nl<br />
Navreme Boheme, s.r.o. 206<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
NL-2004/EQE/0013 info@goanoord.nl<br />
NL-2004/EQE/0014 Wieggers@Graafschap-Zutphen.nl<br />
NL-2004/EQE/0017 groenink@thermphos.com<br />
NL-2004/EQE/0020 ds@zuiderpark.nl<br />
NL-2004/EQE/0023 smo@smo-ov.nl<br />
NL-2004/EQE/0025 irma.vanslooten@handicap-studie.nl<br />
NL-2004/EQE/0027 geert@bekenet.nl<br />
NL-2004/EQE/0029 l.van.boven@rocleiden.nl<br />
NL-2004/EQE/0031 Punt@nieuwland.nl<br />
NL-2004/EQE/0035 fc.van.veen@hccnet.nl<br />
NL-2004/EQE/0037 hartman@eega.nl<br />
NL-2004/EQE/0038 roger@connecting2u.nl<br />
NL-2004/EQE/0043 frank.visser@philips.com<br />
NL-2004/EQE/0044 centrumautisme@leokannerhuis.nl<br />
NL-2004/EQE/0046 maartenburger@korczakschool.nl<br />
NL-2004/EQE/0048 thev@s-hertogenbosch<br />
NL-2004/EQE/0049 thev@s-hertogenbosch<br />
NL-2004/EQE/0052 wil.de.kort@tilburg.nl<br />
NL-2004/EQE/0053 j.vanasperen@sjtiel.nl<br />
NL-2004/EQF/0004 tahiti45@hotmail.com<br />
NL-2004/EQF/0005 info@brekendvaatwerk.nl<br />
NL-2004/EQF/0007 rvandermeer@liftgroup.nl<br />
NL-2004/EQF/0009 s.nijhuis@eminus.nl<br />
NL-2004/EQG/0001 edklut@miramedia.nl<br />
NL-2004/EQG/0002 margriet.guiver-freeman@mercer.com<br />
Navreme Boheme, s.r.o. 207<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
NL-2004/EQG/0004 martijn@qidos.nl<br />
NL-2004/EQG/0009 l.jansen@dji.minjus.nl<br />
NL-2004/EQG/0010 r.allebrandi@ecosol.nl<br />
NL-2004/EQH/0001 sannie.wijland@highselect.nl<br />
NL-2004/EQH/0004 cora.deolde@vandoornehuiskes.nl<br />
NL-2004/EQH/0005 I.t.Laak@mindef.nl<br />
NL-2004/EQH/0007 hvdvelde@minszw.nl<br />
NL-2004/EQH/0008 flicher@minszw.nl<br />
NL-2004/EQH/0010 info@helpdesk-allochtonen.nl<br />
NL-2004/EQH/0012 elly.ludenhoff@balie.nl<br />
NL-2004/EQH/0013 booy@vhto.nl<br />
NL-2004/EQH/0014 a.vanderhorst@genderdiversiteit.unimaas.nl<br />
NL-2004/EQH/0016 paulien@webword.nl<br />
NL-2004/EQH/0017 vtriebert@lto.nl<br />
NL-2004/EQI/0001 jb.lenstra@drenthecollege.nl<br />
NL-2004/EQI/0003 Ebuul@coa.minjus.nl<br />
NL-2004/EQI/0004 w.koekkoek@roc-nijmegen.nl<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 16: DEVELOPMENT PARTNERSHIPS – PORTUGAL<br />
Development partnership ID E-mail<br />
PT-2004-003 rosa@cm-coimbra.pt<br />
PT-2004-005 info@esefg.pt<br />
PT-2004-007 atelier.expressao@netvisao.pt<br />
PT-2004-010 leonel.rodrigues@cm-barrancos.pt<br />
PT-2004-011 susanabraga@mail.telepac.pt<br />
Navreme Boheme, s.r.o. 208<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PT-2004-013 anaisamar8@hotmail.com<br />
PT-2004-018 Artur.F.Martins@seg-social.pt<br />
PT-2004-019 aeips@mail.telepac.pt<br />
PT-2004-024 diogoserra@portugalmail.com<br />
PT-2004-027 me.oportunidades@scml.pt<br />
PT-2004-028 mmoreirasantos@hotmail.com<br />
PT-2004-029 past.ciganos.sdl@sapo.pt<br />
PT-2004-031 fatima.corte@dgsp.mj.pt<br />
PT-2004-032 mcneto@graal.org.pt<br />
PT-2004-033 tims@netcabo.pt<br />
PT-2004-037 sonia.ferreira@iafe.pt<br />
PT-2004-038 paulo.costa.santos@ade.pt<br />
PT-2004-041 fmarques.anop@mail.telepac.pt<br />
PT-2004-043 justino.dias@aditc.net<br />
PT-2004-046 rtavares@inde.pt<br />
PT-2004-047 cignorte@cig.gov.pt<br />
PT-2004-048 trilho@mail.telepac.pt<br />
PT-2004-049 mjgarrett@cilan.pt<br />
PT-2004-051 inacia.lrebocho@monte-ace.pt<br />
PT-2004-057 e-real@isu.pt<br />
PT-2004-059 susana@adrimag.com.pt<br />
PT-2004-065 jose.nunes@adtr.pt<br />
PT-2004-066 cerqueira@ipn.pt<br />
PT-2004-070 inloco@mail.telepac.pt<br />
PT-2004-082 ccoelho@spa.pt<br />
Navreme Boheme, s.r.o. 209<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PT-2004-083 geral@<strong>eng</strong>enho.com.pt<br />
PT-2004-085 elo.social@mail.telepac.pt<br />
PT-2004-096 ana.bandeira@kcidade.com<br />
PT-2004-099 adcmoura@adcmoura.pt<br />
PT-2004-108 redesocial@cm-grandola.pt<br />
PT-2004-110 benrafael@nercab.pt<br />
PT-2004-125 ana.almeida@admestrela.pt<br />
PT-2004-126 adrepes@adrepes.pt<br />
PT-2004-130 pedro.farromba@parkurbis.pt<br />
PT-2004-132 elia.silva73@gmail.com<br />
PT-2004-140 sergio.aires@reapn.org<br />
PT-2004-141 abilio.amiguinho@mail.esep.ipportalegre.pt<br />
PT-2004-156 dulia.rebocho@netcabo.pt<br />
PT-2004-161 sergioseixas@mail.telepac.pt<br />
PT-2004-167 inout@iscte.pt<br />
PT-2004-170 rogerio@cercipeniche.pt<br />
PT-2004-172 es2.scmcv@gmail.com<br />
PT-2004-183 ana.esgaio@cm-oeiras.pt<br />
PT-2004-189 antonio.realinho@adraces.pt<br />
PT-2004-193 antoniorocha@uern.pt<br />
PT-2004-194 luis.jeronimo@santacasa.pt<br />
PT-2004-201 ctc@mail.ctcalcado.pt<br />
PT-2004-206 mtf@gestaototal.com<br />
PT-2004-210 lbarreto@esce.ipvc.pt<br />
PT-2004-211 graca.goncalves@nrcappc.pt<br />
Navreme Boheme, s.r.o. 210<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PT-2004-212 mmsegard@isq.pt<br />
PT-2004-215 cecilia.vicente@centimfe.com<br />
PT-2004-216 animar@animar-dl.pt<br />
PT-2004-220 rgcosta@isq.pt<br />
PT-2004-235 office@globalchange.pt<br />
PT-2004-237 davidgago@qualigenese.pt<br />
PT-2004-240 isabelmaiarebelo@mail.telepac.pt<br />
PT-2004-241 regina@ctcv.pt<br />
PT-2004-242 goncalo.pernas@rseportugal.org<br />
PT-2004-243 alima@citeve.pt<br />
PT-2004-247 antoniobelo@epcc.pt<br />
PT-2004-255 ccavaco@inde.pt<br />
PT-2004-256 atahca@rotasdolinhoeouro.com<br />
PT-2004-274 ruivieito@epralima.pt<br />
PT-2004-275 paulo.eca@idarn.pt<br />
PT-2004-285 pvicente@dgsp.mj.pt<br />
PT-2004-288 susana.bordadagua@antram.pt<br />
PT-2004-292 beira.serra@mail.telepac.pt<br />
PT-2004-293 teresa.mendes@cpr.pt<br />
PT-2004-308 afep@sapo.pt<br />
PT-2004-314 geral@fea-evora.com.pt<br />
PT-2004-320 appacdm.santarem@clix.pt<br />
PT-2004-322 jl.gil@humanus.pt<br />
PT-2004-323 adilo@iol.pt<br />
PT-2004-325 geral@anjaf.pt<br />
Navreme Boheme, s.r.o. 211<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE
Development partnership ID E-mail<br />
PT-2004-326 gas.cmamadora@gmail.com<br />
PT-2004-333 fo@aiminho.pt<br />
PT-2004-335 odete.filipe@cgtp.pt<br />
PT-2004-342 ana.cardoso@cesis.org<br />
PT-2004-343 adrlafoes@gmail.com<br />
PT-2004-359 cite@cite.gov.pt<br />
Source: ECDB (https://webgate.ec.europa.eu/equal/jsp/index.jsp?lang=en)<br />
TAB. 17: DEVELOPMENT PARTNERSHIPS – CZECH REPUBLIC<br />
Organization<br />
Development<br />
partnership ID<br />
(v ECDB)<br />
Navreme Boheme, s.r.o. 212<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Project Contact Phone E-mail<br />
Slezská diakonie 21 Asistence Jan Czudek, Vladislav Lipus 558 711 335<br />
j.czudek@slezskadiakonie.cz,<br />
equal.asistent@slezskadiakonie.cz<br />
RYTMUS 22 Let's start it Leoš Vích 224 251 610 equal@rytmus.org<br />
Vzdělávací společnost EDOST,<br />
s.r.o. 23 RAP - PENTACOM<br />
Lucie Novotná, Luboš Šrámek, Jaroslav<br />
Dostál, Hana Nováková 474 686 139<br />
Sdružení občanů zabývajících se<br />
emigranty 24 Hedera Petr Čejka 545 213 643 soze@soze.cz<br />
Sjednocená organizace nevidomých<br />
a slabozrakých České republiky 25 Tyfloemploy Ing. Jiří Kocánek 777 214 097 equal@sons.cz<br />
Vyšší odborná škola Dakol a<br />
Střední škola Dakol, o.p.s. 26 Tvá budoucnost Michaela Pacanovská, Jitka Repperová<br />
Město Krásná Lípa 27<br />
Komunitní centrum<br />
České Švýcarsko Hana Volfová, Lenka Tvrdková<br />
vse.sro@tpcv.cz, h.novakova@tpcv.cz,<br />
rap.sramek@tpcv.cz<br />
596 361 126,<br />
777 066 605 pacanovska.michaela@dakol-karvina.cz<br />
412354822,<br />
412 383 000 volfova@krasnalipa.cz<br />
DROM, romské středisko 29 MIKROBUS Roman Krištof 545 211 576 drom@drom.cz<br />
Sdružení pro probaci a mediaci v<br />
justici 29 Koalice Šance Pavla Aschermannová<br />
NÁRODNÍ RADA ZDRAVOTNĚ<br />
POSTIŽENÝCH ČR 30<br />
739 470 408,<br />
246 052 416<br />
Posílení<br />
nezaměstnaných<br />
zdravotně postižených<br />
občanů na trhu práce<br />
na území Prahy Bohumila Miškovská 777 572 365<br />
Organizace pro pomoc uprchlíkům 31 HELIX Ludmila Bobysudová 220 397 220<br />
aschermannova@spj.cz, hasmanova@spj.cz,<br />
mares@spj.cz<br />
b.miskovska@nrzp.cz; equal@nrzp.cz,<br />
j.liskova@nrpz.cz, d.hulova@nrzp.cz<br />
lida.bobysudova@opu.cz,
Organization<br />
Development<br />
partnership ID<br />
(v ECDB)<br />
Navreme Boheme, s.r.o. 213<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Project Contact Phone E-mail<br />
TROAS, s.r.o. 32 KARAVANA Jan Vavrečka 777 597 996<br />
Asociace podnikatelek a manažerek<br />
ČR, o.s. 33<br />
Občanské sdružení Slovo 21 34<br />
petra.novakova@opu.cz<br />
Nová šance -<br />
Europodnikatelka<br />
21.století Magda Piroutková 603 533 865 piroutkova@volny.cz<br />
jan.vavrecka@seznam.cz, vavrecka@troas.cz,<br />
merhout@troas.cz, klimes@troas.cz<br />
Podpora Romů v<br />
Praze Michaela Dvořáková 222 518 554 slovo.equal@centrum.cz<br />
KAZUIST, s.r.o. 35 Beskydy pro všechny Jarmila Šagátová, Jana Szczuková 558 335 479 kazuist@kazuist.cz, sagatova@kazuist.cz<br />
Rekvalifikační a informační<br />
centrum, s.r.o. 36 DELTA Dagmar Prošková 476 104 912 ric_most@azit.cz<br />
Centrum komunitní práce Ústí nad<br />
Labem, poradenská organizace 37 Evropský dům Lenka Krbcová Mašínová<br />
606 641 123,<br />
475 205 114 krbcovamasinova@ckpul.cz<br />
Moravská asociace podnikatelek a<br />
manažerek 38 Asistenční centra Mona Nechvátalová 602 568 799 midori@iol.cz<br />
DC VISION, s.r.o. 39 Nová šance Pavla Witasskova 553 620 456 pavla.witasskova@dcvision.cz<br />
Sdružení CEPAC – MORAVA 40 Zaměstnej sám sebe Antonín Plíska 587 333 151 antonin.pliska@cepac.cz<br />
Centrum pro komunitní práci<br />
západní Čechy 41<br />
Svaz českých a moravských<br />
výrobních družstev 42<br />
RPIC – ViP, s.r.o. 43<br />
S-COMP Centre CZ, s.r.o. 44<br />
Zvyšování<br />
zaměstnanosti<br />
prostřednictvím<br />
mikropůjček Tereza Teuschelová 377 329 558 tomas.svoboda@cpkp.cz<br />
Sociální družstva a<br />
podniky<br />
Radek Janošík, Miroslav Brázdil, Jana<br />
Polanská 224 109 255<br />
rychtar@scmvd.cz, brazdil@scmvd.cz,<br />
polanska@scmvd.cz<br />
Kompetence pro trh<br />
práce Zdeněk Karásek 596 616 795 karasek@rpic-vip.cz; bezdekova@rpic-vip.cz<br />
Zvyšování adaptibility<br />
občanů se ZPS - ADIP Ing. Eva Hokovská, Karel Vyhnal 261 217 509<br />
vyhnal@scomp.cz, hokovska@scomp.cz,<br />
lazakova@scomp.cz<br />
Centrum vizualizace a interaktivity<br />
vzdělávání s.r.o. (původně Free Art<br />
Records, s.r.o.) 45 Pro plný život Tomáš Sokolovský 596 244 502 sokolovsky@free-art.cz, loffelmann@free-art.cz<br />
Nadace Terezy Maxové 46 Najdi svůj směr Halina Himmelová, Marie Janoušková<br />
Úřad práce v Semilech 47<br />
Umožnění<br />
rozvojového<br />
partnerství ve<br />
Tomáš Hájek<br />
605 266 602,<br />
221 733 343<br />
602209626,<br />
481 663 349<br />
halina.himmelova@nadacetm.cz,<br />
marie.janouskova@clovekhledacloveka.cz<br />
hajek@mostkevzdelani.eu,<br />
kovarova@mostkevzdelani.eu
Organization<br />
Development<br />
partnership ID<br />
(v ECDB)<br />
IQ Roma servis 48<br />
Olomouc Training Centre, s.r.o. 49<br />
CONEO, s.r.o. 50<br />
venkovských<br />
podmínkách<br />
Navreme Boheme, s.r.o. 214<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Project Contact Phone E-mail<br />
Systém pro úspěšné<br />
uplatnění Romů na<br />
trhu práce Wail Khazal 608 158 372 wail.khazal@iqrs.cz<br />
Regionální<br />
kompetence pro<br />
udržitelnou<br />
zaměstnanost Alena Přidalová 603 185 088 otc@otc-olomouc.cz<br />
Podpora aktivity<br />
seniorů Michal Ondráček<br />
Jihočeská hospodářská komora 51 Merkur Jana Kostohryzová<br />
545 212 288,<br />
723 524 354 michal.ondracek@coneo.cz, iva@molo.cz<br />
382 224 371,<br />
724 981 239 kostohryzova@jr-spolecnost.cz<br />
LANGMaster Group, s.r.o. 53 Šance pro teleworking Miroslava Pilátová 244 463 411 bfilipova@langmaster.cz<br />
Dopravní vzdělávací institut 54<br />
Outplacement jako<br />
komplexní podpora<br />
zaměstnancům i<br />
podnikům Petra Přibylová, Arnošt Fišl 972 246 241<br />
Střední odborné učiliště Tradičních<br />
řemesel, s.r.o. 55 Deep-laid regiony Peregrina Štípová, Boris Dvořáček<br />
Obchodní a hospodářská komora 56 Job Points Jiří Zezulák<br />
Farní Charita Starý Knín 57<br />
Nový Prostor 59 Do it for you Jakub Chudomel<br />
Regionální rozvojová agentura<br />
Ústeckého kraje 60 SUPPORT Monika Moravcová<br />
Sdružení pěstounských rodin 61<br />
Úřad práce v Chrudimi 62<br />
renata.vaculikova@dvi.cz,<br />
petra.ritschelova@dvi.cz,<br />
zdenek.janicek@dvi.cz<br />
541213291,<br />
602213182 pell@seznam.cz, kveta.smerdova@seznam.cz<br />
572 557 849,<br />
608 888 594 zezulak@ohkuh.cz, burdova@ohkuh.cz<br />
Srdce Čech a charitní<br />
sociální služby na<br />
venkově Stanislava Krejčíková 724 236 152 fch-stary-knin@volny.cz, s.krejcikova@volny.cz<br />
220199301,<br />
608 213 727 equal@novyprostor.com<br />
476206538<br />
(203<br />
Moravcová) moravcova@rra.cz<br />
Společně k integraci<br />
klientů Domu na půli<br />
cesty na trh práce Svatava Škantová 543 331 718 pestouni@pestouni.cz<br />
Rozvoj sociálních<br />
služeb Helena Tuhá<br />
469 613 211,<br />
602 625 000 helena.tuha@cr-net.cz<br />
ORFEUS 63 Sociální politika v ČR Jozef Slobodník 222 310 209 reditel@orfeus-cr.cz
Organization<br />
Development<br />
partnership ID<br />
(v ECDB)<br />
Sdružení pro péči o duševně<br />
nemocné, Fokus Praha 64<br />
Konzorcium nevládních organizací<br />
pracujících s uprchlíky v ČR 66<br />
Navreme Boheme, s.r.o. 215<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Project Contact Phone E-mail<br />
Skupina pro rozvoj<br />
sociální firmy Radka Erbanová 283 853 466 erbanova@fokus-praha.cz<br />
Proč mají zůstat<br />
stranou? Lucie Medková 603 759 360 konzorcium@seznam.cz<br />
Český svaz žen 67 MOPPS Zdeňka Hajná, Miroslava Kováčiková 224 211 017 hajna@csz.cz, equal@csz.cz<br />
Univerzita Karlova, Ústav jazykové<br />
a odborné přípravy 68<br />
Vytvoření a pilotní<br />
ověření modelu pro<br />
zlepšení přístupu<br />
žadatelů o azyl na trh<br />
práce a posílení jejich<br />
schopností, které jim<br />
umožní snazší<br />
adaptabilitu na<br />
jakémkoliv trhu práce Ing. Václav Gotz 603 424 475<br />
vaclav.gotz@ujop.cuni.cz,<br />
michaela.losertova@ujop.cuni.cz<br />
Střední škola technická 69 NÁVRATY Milena Pešoutová 476 137 511 pesoutova.milena@isstcop.cz<br />
Expertis Praha, spol. s r.o. 72 Třetí kariéra Kateřina Dobiášová, Kateřina Kubešová 739 091 448 katerina.dobiasova@expertis.cz<br />
Otevřená společnost, obecně<br />
prospěšná společnost 73 PRO <strong>EQUAL</strong>ITY Petra Kubálková<br />
Člověk v tísni, Společnost při ČT,<br />
o.p.s. 75 POLIS Radim Habartík<br />
Gender Studies, o.p.s. 76<br />
Otevřená společnost, obecně<br />
prospěšná společnost 77 PRO <strong>EQUAL</strong>ITY Petra Kubálková<br />
Gender Studies, o.p.s. 78<br />
Organizace pro pomoc uprchlíkům 79<br />
222 540 979,<br />
l.38 petra.kubalkova@osops.cz<br />
226 200 476,<br />
777 787 961<br />
Role rovných<br />
příležitostí v<br />
prosperitě<br />
společenosti Linda Sokačová 224 915 666<br />
Role rovných<br />
příležitostí pro ženy a<br />
muže v prosperitě<br />
společenosti Pavla Frýdlová 224 915 666<br />
Podpora nezletilých<br />
žadatelů o azyl Petra Nováková<br />
Sdružení Romů Severní Moravy 80 ROMA Lubomír Kuznik 596 325 790<br />
ukončil činnost<br />
Rekvalifikační a informační<br />
Institut a sítě pro<br />
dagmar.majnusova@clovekvtisni.cz,<br />
michala.moran@clovekvtisni.cz<br />
linda.sokacova@genderstudies.cz,<br />
pavla.frydlova@genderstudies.cz,<br />
anna.valouchova@genderstudies.cz<br />
222 540 979,<br />
l.38 petra.kubalkova@osops.cz<br />
pavla.frydlova@genderstudies.cz,<br />
marketa.krausova@genderstudies.cz<br />
220 397 220,<br />
220 397 355 petra.novakova@opu.cz, ondrej.brzek@opu.cz<br />
romcentrum@quick.cz,<br />
romcentrumkarvina@seznam.cz<br />
Zuzana Bařtipánová 739046457 bartipanova@ric-most.cz
Organization<br />
Development<br />
partnership ID<br />
(v ECDB)<br />
centrum, s.r.o. vzdělávání a trénink v<br />
podnikání<br />
INNOSTART<br />
Centrum pro integraci cizinců<br />
Navreme Boheme, s.r.o. 216<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Project Contact Phone E-mail<br />
Pilotáž<br />
nízkoprahových kurzů<br />
ČJ pro cizince ve<br />
vybraných regionech<br />
ČR Vladislav Günter<br />
222713332,<br />
605 777 156 vladislav.gunter@cicpraha.org<br />
Vzdělávací společnost EDOST,<br />
s.r.o. RAP - Mainstreaming Lucie Novotná 474 686 139 vse.sro@tpcv.cz, l.novotna@edost.cz<br />
EDUKOL vzdělávací a poradenské<br />
sdružení s.r.o.<br />
AG SYNERKO, s.r.o.<br />
Občanské sdružení SLOVO 21<br />
Podnikatelské líhně a<br />
kompetence Miloš Navrátil<br />
Ženský Element –<br />
Inovativní řešení<br />
podpory podnikání<br />
žen a jejich mentoring<br />
prostřednictvím šíření<br />
dobrých praxí ESF a<br />
Phare projektů Monika Štrohalmová<br />
774993055,<br />
736 641 488 milos@edukol.cz, edukol@edukol.cz<br />
739423585,<br />
608842857<br />
renata.ptacnikova@agsynerko.cz,<br />
monika.osickova@agsynerko.cz<br />
Podpora Romů při<br />
vstupu na trh práce –<br />
vzdělávání a<br />
zaměstnávání Jelena Silajdzic 222 520 037 slovo.equal@centrum.cz<br />
Expertis Praha, spol. s.r.o. Fandíme 50+ Kateřina Kubešová, Kateřina Dobiášová 739091448<br />
IREAS, o.p.s.<br />
Cesta domů, hospicové občanské<br />
sdružení<br />
Integrovaná<br />
pracoviště jako<br />
nástroj dobré praxe<br />
pro začleňování osob<br />
na trh práce Věra Slánská, Šárka Šebková<br />
Umírat doma je<br />
normální Lucie Přádová<br />
katerina.kubesova@expertis.cz,<br />
katerina.dobiasova@expertis.cz<br />
222230259,<br />
776 881 101 slanska@ireas.cz, sebkova@ireas.cz<br />
283 850 949,<br />
775 556 925 lucie.pradova@cestadomu.cz<br />
Občanské sdružení RYTMUS S.U.P.P. Martina Bromová 224 251 610 martina.bromova@rytmus.org<br />
Občanské sdružení RYTMUS S.U.P.R. Martina Bromová 224 251 610 martina.bromova@rytmus.org<br />
Creative Bazar, s.r.o. Jiná realita Filip Smoljak<br />
Konzorcium nevládních organizací<br />
222 541 357,<br />
777840444 smoljak@creativebazaar.cz<br />
Step to Net Lucie Medková 224 946 635 medkova@konzorcium.cz
Organization<br />
pracujících s uprchlíky v ČR<br />
Úřad práce v Semilech<br />
SČMVD<br />
Development<br />
partnership ID<br />
(v ECDB)<br />
Navreme Boheme, s.r.o. 217<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Project Contact Phone E-mail<br />
Snadný návrat z<br />
mateřské do<br />
zaměstnání Martina Bečková<br />
Podnikání v sociální<br />
ekonomice Lucie Brančíková<br />
481311698,<br />
776 009 978 beckova@mostkevzdelani.eu<br />
224109255,<br />
724 966 817 brancikova@scmvd.cz, rychtar@scmvd.cz<br />
Source: Table provided by MoLSA<br />
(https://forum.esfcr.cz/node/discussion.file.php?ident=106&fileid=523&md5=0b42a5991fe48a8235ac9106c8396ab6&1213169272)<br />
TAB. 18: MEMBERS, OBSERVERS AND THEIR ALTERNATE MEMBERS IN THE CIP <strong>EQUAL</strong> MONITORING COMMITTEE<br />
Organization Member / Observer Alternate Member<br />
1 MPSV, NM Úsek 7 - předseda MV Tel.:<br />
E-mail:<br />
2 MPSV, odbor pro řízení pomoci z ESF – PhDr. Iva Šolcová<br />
místopředseda<br />
Tel.:257196843<br />
E-mail: iva.solcova@mpsv.cz<br />
3 MPSV – odd. 721 Mgr. Markéta Pěchoučková<br />
Tel: 226 206 865<br />
Marketa.pechouckova@mpsv.cz<br />
4 MPSV – odd. 724 Ing. Renáta Haroková<br />
Tel: 226 206 874<br />
E-mail.: renata.harokova@mpsv.cz<br />
5 MPSV – SSZ PhDr. Petr Kaplan<br />
Tel. 224 913 546<br />
E-mail.: petr.kaplan@mpsv.cz<br />
6 MPSV – odbor sociálních služeb Mgr. Martin Žárský<br />
Tel.: 22192 2248<br />
Ing. Kamila Davidová<br />
Tel.:226 206 857<br />
E-mail: kamila.henychová@mpsv.cz<br />
Ing. Filip Kučera<br />
Tel: 226 206 864<br />
E-mail: filip.kucera@mpsv.cz<br />
Ing. Ivana Projsová<br />
Tel.: 221923572<br />
E-mail: ivana.projsova@mpsv.cz<br />
Mgr. Kristýna Čermáková<br />
Tel.: 221922471
Navreme Boheme, s.r.o. 218<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
E-mail: martin.zarsky@mpsv.cz E-mail: kristyna.cermakova@mpsv.cz<br />
7 MPSV – odbor pro migraci a integraci Mgr. Jan Kepka<br />
Ing. Jana Pöslová<br />
cizinců<br />
Tel.: 221 92 3735<br />
Tel: 221 92 2256<br />
E-mail: jan.kepka@mpsv.cz<br />
Jana.poslova@mpsv.cz<br />
8 MŠMT<br />
9 MPO Ing. Otakar Holeček<br />
Ing. Petr Soukup, CSc.<br />
Tel. : 2 2485 2261<br />
Tel.: 2 2485 3254<br />
E-mail: holecek@mpo.cz<br />
E-mail: soukupp@mpo.cz<br />
10 Ministerstvo vnitra Mgr. Petr Trombík<br />
Tel.: 974 832 226, 602 187 718<br />
Mgr. Petr Novák<br />
E-mail: integr@mvcr.cz<br />
Adresa:<br />
Ministerstvo vnitra<br />
Odbor azylové a migrační politiky<br />
Poštovní schránka 21/OAM<br />
170 34 Praha 7<br />
E-mail: opu@mvcr.cz<br />
11 MMR Ing. Lucie Petříčková<br />
MVDr. František Bartoš<br />
Tel.: 224 861 599<br />
Tel.: 602 261 233<br />
E-mail: lucie.petrickova@mmr.cz<br />
E-mail: bartosf.rychnov@seznam.cz<br />
12 MF – odbor Národního fondu Ing. Jan Gregor<br />
Ing. Soňa Sajdáková<br />
Ředitel odboru 55<br />
Tel.:<br />
Tel.: 257 042 445<br />
E-mail: jan.gregor@mfcr.cz<br />
E-mail.: sona.sajdakova@mfcr.cz<br />
13 Asociace krajů ČR<br />
Mgr. Bc. Jana Smetanová<br />
Ing. Lubomír Šmíd<br />
Tel.: 466 026 121<br />
Tel.: 54165 1541<br />
E-mail: jana.smetanova@pardubickykraj.cz E-mail:<br />
smid.lubomir@kr-jihomoravsky.cz
14 Ing. Ivan Matulík<br />
Tel: 577 043 400<br />
E-mail: ivan.matulik@kr-zlinsky.cz<br />
15 Komise pro školství Asociace krajů ČR Mgr. Petr Doležal<br />
Tel.: 485 226 345<br />
E-mail: petr.dolezal@kraj-lbc.cz<br />
16 Svaz měst a obcí ČR Mgr. Irena Sonntagová<br />
Tel.: 585 562 405<br />
E-mail: irena.sonntagova@mmol.cz<br />
17 Svaz průmyslu a dopravy Mgr. Ivan Paul<br />
Tel.: 234 379 481<br />
E-mail: ipaul@spcr.cz<br />
18 Koordinační rada KZPS Jaroslava Novotná<br />
Tel.: 222 247 450<br />
E-mail: novotna@scmvd.cz<br />
19 Hospodářská komora ČR Petr Jaroš<br />
Tel.: 296 646 163<br />
E-mail.: jaros@komora.cz<br />
20 ČMKOS Ing. Jitka Šebková<br />
Tel.<br />
E-mail: sebkova.jitka@cmkos.cz<br />
21 ASO Ing. Ivan Kašpar<br />
Tel.: 222 540 525<br />
E-mail: ivan.kaspar@asocr.cz<br />
Navreme Boheme, s.r.o. 219<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
PhDr. Jaroslava W e n i g e r o v á Tel: 595<br />
622 229<br />
Email: jaroslava.wenigerova@krmoravskoslezsky.cz<br />
Ing. Eva Vrbová<br />
Tel: 257 280 636<br />
Email: vrbovae@kr-s.cz<br />
Mgr. Jakub Pôbiš<br />
Tel: 234 709 711/715<br />
pobis@smocr.cz; smocr@smocr.cz<br />
JUDr. Ivana Šturmová<br />
tel.: 224934088<br />
E-mail: isturmova@spcr.cz<br />
Po výzvě k předložení nominace nebyl<br />
předložen návrh na nominaci na náhradníka<br />
člena za KZPS<br />
Mgr. Dana Moree<br />
Tel.: 224 096 672<br />
E-mail.: moree@komora.cz<br />
Dana Machátová<br />
Tel.: 311 673 234<br />
E-mail: machatova.dana@cmkos.cz;<br />
machatova.danuse@gzcd.cz<br />
Ing. Jana Říská<br />
Tel.: 283 018 232<br />
E-mail: jana.riska@pr9.pm.ds.mfcr.cz<br />
22 Asociace institucí vzdělávání dospělých ČR Ing. Gabriela Žilinská, CSc. PhDr. Marie Třeštíková
Navreme Boheme, s.r.o. 220<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Tel.: 233 552 193, mobil 777 176 998<br />
Tel.: 224 213 053, mobil: 603 252 926<br />
E-mail: ggtpraha@volny.cz<br />
E-mail: marie.trestikova@tiscali.cz<br />
23 Rada vlády ČR pro NNO Veronika Součková, DiS<br />
JUDr. Hana Frištenská<br />
E-mail: vsouckova@volny.cz<br />
tajemnice Rady vlády pro NNO<br />
Tel.: 224 002 711<br />
E-mail.: fristenska.hana@vlada.cz<br />
25 Rada vlády ČR pro rovné příležitosti žen a Mgr. Monika Ladmanová<br />
mužů<br />
Otevřená společnost, o.p.s.<br />
Seifertova 47, 130 00 Praha 3<br />
Tel.222 540 979<br />
E-mail: monika.ladmanova@osf.cz<br />
26 Rada vlády ČR pro národnostní menšiny RNDr. Milan Pospíšil<br />
Mgr. Eva Holková<br />
Tel.: 296 153 354<br />
Tel.<br />
pospisil.milan@vlada.cz<br />
holkova.eva@vlada.cz<br />
27 Vládní výbor pro zdravotně postižené JUDr. Pavel Ptáčník<br />
Jaroslava Selicharová<br />
občany<br />
Tel.: 224 002 241<br />
Tel.: 224 002 705<br />
E-mail.: ptacnik.pavel@vlada.cz<br />
E-mail: selicharova.jaroslava@vlada.cz<br />
28 Rada vlády pro záležitosti romské Mgr. Hynek Bečvář<br />
Ing. Marie Kalábová<br />
komunity<br />
Tel.:<br />
E-mail: becvar.hynek@vlada.cz<br />
E-mail: Kalabova.marie@vlada.cz<br />
29 Asociace zaměstnavatelů zdravotně Ing. Karel Rychtář místopředseda AZZP ČR, Josef Šulc<br />
postižených ČR<br />
Jindřišská 2, 110 00 Praha 2, tel. 224 229 754, fax: "ŠANCE", družstvo handicapovaných, Táborská<br />
224 109 348, E-mail: rychtar@scmvd.cz<br />
138/220, 615 00 Brno, tel.: 548 212 126,<br />
fax:548 212 124, 608 440 810, E-mail:<br />
sulc@sancebrno.cz<br />
30 MPSV-sekce kancelář ministra Mgr. Filip Benda<br />
Tel. 221 922 892<br />
e-mail: filip.benda@mpsv.cz
Pozorovatelé<br />
Evropská komise – GŘ pro zaměstnanost<br />
a sociální věci<br />
Walter Faber, Head of Unit, B4, Rue de Spa 3,<br />
03/63, B-1049, Brussels, tel: +322960332, fax:<br />
322969770, e-mail: walter.faber@cec.eu.int<br />
MPSV – odbor ekonomický Mgr. Bedřich Myšička<br />
Tel.: 221 922 650<br />
E-mail: bedrich.mysicka@mpsv.cz<br />
Navreme Boheme, s.r.o. 221<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Dimtcho Tourdanov<br />
Desk Officer for the Czech Republic, B4, Rue<br />
de Spa 3, 03/99a, B-1049, Brussels, tel:<br />
+3222953056<br />
fax: 322969770, e-mail:<br />
dimtcho.tourdanov@ec.europa.eu<br />
Ing. František Tupý<br />
Tel.: 221 922 318<br />
E-mail: frantisek.tupy@mpsv.cz<br />
Source: MoLSA (https://forum.esfcr.cz/node/discussion.file.php?ident=106&fileid=525&md5=e1de527540f5705b786269c6640fcf56&1213169272)<br />
TAB. 19: NATIONAL THEMATIC NETWORKS (A)<br />
002 DROM, romské středisko<br />
A – (Re)-intergration of excluded individuals to the labour market<br />
Zuzana Marhoulová,<br />
náhradník Roman Krištof<br />
Vladislav Lipus, Vladimíra<br />
Malátová<br />
zuzana.marhoulova@drom.cz,<br />
roman.kristof@drom.cz 545 211 576<br />
equal.asistent@slezskadiakonie.cz,<br />
equal.socprac@slezskadiakonie.cz<br />
558 711 762, 737 206<br />
446<br />
266753432, 777 572<br />
365<br />
011 Slezská diakonie<br />
026 NÁRODNÍ RADA ZDRAVOTNĚ POSTIŽENÝCH ČR<br />
Jiří Vencl, Bohulima<br />
Miškovská, Václav Krása b.miskovska@nrzp.cz<br />
038 Vzdělávací společnost EDOST, s.r.o. František Petermann h.novakova@tpcv.cz 602 366 016<br />
046 Sdružení pro probaci a mediaci v justici Pavla Aschermannová hasmanova@spj.cz 296 180 297<br />
048 Město Krásná Lípa Hana Volfová volfova@krasnalipa.cz 412 354 842<br />
077 IQ Roma servis Wail Khazal wail.khazal@iqrs.cz<br />
084 RYTMUS<br />
085 Sjednocená organizace nevidomých a slabozrakých České<br />
Leoš Vích, Vojtěch Zima equal@rytmus.org 224 251 610<br />
republiky Jiří Kocánek equal@sons.cz 777 214 097<br />
119 TROAS, s.r.o. Jan Vavrečka, David Leiss jan.vavrecka@seznam.cz 777 597 996<br />
429 IREAS, o.p.s. Věra Slánská, Šárka Šebková slanska@ireas.cz, sebkova@ireas.cz
A – (Re)-intergration of excluded individuals to the labour market<br />
Navreme Boheme, s.r.o. 222<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
434 Občanské sdružení RYTMUS Martina Bromová martina.bromova@rytmus.org<br />
435 Občanské sdružení RYTMUS Martina Bromová martina.bromova@rytmus.org<br />
MPSV - Správa služeb zaměstnanosti Andrea Píblová andrea.piblova@mpsv.cz<br />
MPSV - Správa služeb zaměstnanosti<br />
Ivana Procházková<br />
(náhradnice)<br />
Ingrid Kubínová<br />
ivana.prochazkova@mpsv.cz<br />
MPSV - Správa služeb zaměstnanosti<br />
(náhradnice) ingrid.kubinova@mpsv.cz<br />
MPSV - oddělení pro oblast sociální politiky a sociálních služeb<br />
Vládní výbor pro zdravotně postižené občany - Mezirezortní<br />
Kristýna Čermáková kristyna.cermakova@mpsv.cz 221 922 471<br />
konzultativní tým … Pavel Ptáčník ptacnik.pavel@vlada.cz 224 002 241<br />
266 753 421, 602 366<br />
Vládní výbor pro zdravotně postižené občany Václav Krása v.krasa@nrzp.cz<br />
016<br />
ČMKOS Dana Machátová machatova.danuse@gzcd.cz 311 673 234<br />
Úřad práce Most Hana Blažková<br />
Ivana Soukupová<br />
hana.blazkova@mo.mpsv.cz 476440634<br />
Úřad práce Most<br />
(náhradník) ivana.soukupova@mo.mpsv.cz 476440630<br />
Úřad práce Praha Ladislav Hazuka Ladislav.Hazuka@aa.mpsv.cz<br />
Předseda : Jiří Kocánek<br />
Source: MoLSA (https://forum.esfcr.cz/node/discussion.file.php?ident=106&fileid=522&md5=288135cda45a32d12b94f000545d2a6e&1213169272)<br />
TAB. 20: NATIONAL THEMATIC NETWORKS (B)<br />
B – Establishment of entrepreneurship and individual entrepreneurs<br />
006 Rekvalifikační a informační centrum, s.r.o. Kristýna Drienová ric_drienova@azit.cz 476 104 912<br />
012 Jihočeská hospodářská komora Jana Kostohryzová kostohryzova@jr-spolecnost.cz 724 981 239<br />
553 620<br />
022 DC VISION, s.r.o. Libor Witassek libor.witassek@dcvision.cz<br />
456-7
B – Establishment of entrepreneurship and individual entrepreneurs<br />
030 Moravská asociace podnikatelek a manažerek Věra Staňková, Mona Nechvátalová<br />
Navreme Boheme, s.r.o. 223<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
stankova@keswickpartners.com,<br />
midori@iol.cz<br />
604 269<br />
521, 602<br />
568 799<br />
035 Sdružení CEPAC – MORAVA Antonín Plíska antonin.pliska@cepac.cz 724 804 690<br />
059 Asociace podnikatelek a manažerek ČR, o.s. Magda Piroutková piroutkova@volny.cz 266 312 433<br />
082 Svaz českých a moravských výrobních družstev Karel Rychtář, zástupce Vesecká rychtar@scmvd.cz 603 447 370<br />
112 Centrum pro komunitní práci západní Čechy<br />
Michal Ondráček, Ivana Hlavňovská,<br />
Petra Štefulíková<br />
120 CONEO, s.r.o. Ivana Hlavňovská, Petra Štefulíková<br />
403 Rekvalifikační a informační centrum, s.r.o. ??? ???<br />
michal.ondracek@coneo.cz,<br />
PStefulikova@seznam.cz,<br />
iva@molo.cz 377 329 558<br />
michal.ondracek@coneo.cz,<br />
PStefulikova@seznam.cz<br />
410 EDUKOL vzdělávací a poradenské sdružení<br />
s.r.o. Miloš Navrátil milos@edukol.cz, edukol@edukol.cz<br />
436 Creative Bazar, s.r.o. Filip Smoljak smoljak@creativebazaar.cz<br />
Václav Polák,zástupkyně Jaroslava<br />
224 062 172<br />
MPO - Odbor malého a středního podnikání<br />
Kubů polak@mpo.cz, kubu@mpo.cz nebo +3097<br />
MPO - Rada pro rozvoj podnikatelského prostředí Jan Šoun soun@mpo.cz 224 852 208<br />
MPSV - Správa služeb zaměstnanosti Roman Hrnčíř roman.hrncir@mpsv.cz 221 923 391<br />
MPSV - Správa služeb zaměstnanosti Vladimír Protiva (náhradník R. Hrnčíře) vladimir.protiva@mpsv.cz 221 923 240<br />
MPSV - Správa služeb zaměstnanosti Petr Kaplan petr.kaplan@mpsv.cz 221 923 546<br />
MŠMT - Skupina regionálního školství<br />
zástupce nebyl a zatím nebude do této skupiny nominován, MA bude hledat<br />
vhodnou osobu za MŠMT<br />
Svaz průmyslu a dopravy ČR Bohumil Mužík bohumil.muzik@institut-sp.cz 224 934 512<br />
ČMZRB Josef Vaník vanik@cmzrb.cz 255 721 470<br />
Úřad práce Olomouc Lenka Jarmarová lenka.jarmarova@ol.mpsv.cz 950 141 439<br />
Úřad práce Zlín Miriam Majdyšová Miriam.Majdysova@zl.mpsv.cz 577 577 415
Předseda: Libor Witassek<br />
B – Establishment of entrepreneurship and individual entrepreneurs<br />
Navreme Boheme, s.r.o. 224<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Source: MoLSA (https://forum.esfcr.cz/node/discussion.file.php?ident=106&fileid=522&md5=288135cda45a32d12b94f000545d2a6e&1213169272)<br />
TAB. 21: NATIONAL THEMATIC NETWORKS (C)<br />
017 Farní Charita Starý Knín<br />
C – Empowering social economics, especially community services<br />
Stanislava Krejčíková, Roman<br />
Pavlík<br />
018 Sdružení pro péči o duševně nemocné, Fokus Praha Markéta Würtherlová wurtherlova@fokus-praha.cz<br />
skrejcikova@volny.cz,<br />
roman.pavlik@evropane.org 724 236 152<br />
233 540 670, 777<br />
080 391<br />
039 KAZUIST, s.r.o. Jarmila Šagátová sagatova@kazuist.cz 558 335 479<br />
042 Sdružení pěstounských rodin Pavel Šmýd, Alexandr Dvořák pestouni@pestouni.cz<br />
053 ORFEUS Josef Vanický vanicky@orfeus-cr.cz 222 310 209<br />
076Centrum komunitní práce Ústí nad Labem, poradenská<br />
organizace Krbcová Mašínová Lenka krbcovamasinova@ckpul.cz 606 641 123<br />
082 Svaz českých a moravských výrobních družstev<br />
Karel Rychtář, Lucie<br />
Brančíková<br />
087 Úřad práce v Chrudimi Helena Tuhá helena.tuha@cr-net.cz<br />
108 Nový Prostor<br />
Jakub Chudomel, Robert<br />
Sztarovics, Peter Mezsaros<br />
rychtar@scmvd.cz,<br />
brancikova@scmvd.cz 603 447 370<br />
equal@novyprostor.com,<br />
regentrobert@volny.cz<br />
432 Cesta domů, hospicové občanské sdružení Lucie Přádová lucie.pradova@cestadomu.cz<br />
440 SČMVD Lucie Brančíková brancikova@scmvd.cz, rychtar@scmvd.cz<br />
469659220,<br />
602625657<br />
608213727, 244 468<br />
250<br />
MPSV- Úsek pro oblast sociální politiky, sociálních služeb a rodinné<br />
politiky Markéta Holečková Marketa.Holeckova@mpsv.cz 221 922 856<br />
Rada vlády pro nestátní neziskové organizace Petra Francová petra.francova@nros.cz 233 356 173<br />
Rada vlády pro nestátní neziskové organizace Jaroslava Šťastná jaroslava.stastna@osf.cz 222 540 978
Navreme Boheme, s.r.o. 225<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
C – Empowering social economics, especially community services<br />
Andrea Píblová náhradnice<br />
MPSV - Správa služeb zaměstnanosti<br />
Blatníkové andrea.piblova@mpsv.cz<br />
MPSV - Správa služeb zaměstnanosti Milena Blatníková milena.blatnikova@mpsv.cz 221 923 619<br />
MPSV - Správa služeb zaměstnanosti Michaela Navrátilová michaela.navratilova@mpsv.cz<br />
SKOK Milena Černá cerna@vdv.cz<br />
Úřad práce Příbram Marcela Sopková marcela.sopkova@pb.mpsv.cz 318 427 526<br />
Úřad práce Ostrava Taťána Černá tatana.cerna@ot.mpsv.cz 950 143 588<br />
606 849 229, 472<br />
huncova@fse.ujep.cz,<br />
743 689, 475 284<br />
Univerzita Jana Evangelisty Purkyně M. Huncová<br />
mhuncova@hotmail.cz<br />
703<br />
FHS, Katedra oboru Občanský sektor Marie Dohnalová marie.dohnalova@fhs.cuni.cz<br />
Christian Vip. Barbora Stašková barbora.staskova@christian.cz<br />
Akademie soc.podnikání, Nadace VIA Hana Vosmíková hana.vosmikova@nadacevia.cz<br />
Předseda: Robert Sztarovics<br />
Source: MoLSA (https://forum.esfcr.cz/node/discussion.file.php?ident=106&fileid=522&md5=288135cda45a32d12b94f000545d2a6e&1213169272)<br />
TAB. 22: NATIONAL THEMATIC NETWORKS (D)<br />
D – Adaptability and lifelong learning<br />
001 RPIC – ViP, s.r.o. Zdeněk Karásek karasek@rpic-vip.cz 596 616 795<br />
008 Free Art Records, s.r.o. Zbyněk Dvořák dvorak@free-art.cz<br />
009 Vyšší odborná škola Dakol a střední školy Dakol,<br />
hankeova.jaroslava@d<br />
o.p.s. Jaroslava Hankeová<br />
akol-karvina.cz 595 391 056, 776 208 477<br />
031 Obchodní a hospodářská komora Jiří Zezulák zezulak@ohkuh.cz 572 557 849, 608 888 594<br />
032 Úřad práce v Semilech Tomáš Hájek hajek@krakonos.com 481 311 698<br />
Alena Přidalová, zástupkyně pí. alena.pridalova@tiscali<br />
045 Olomouc Training Centre, s.r.o.<br />
Zapletalová<br />
.cz 603 185 088<br />
047 Dopravní vzdělávací institut, a.s.<br />
Petra Přibylová, Martina Vexlerová, petra.pribylova@dvi.cz,<br />
972 246 218
058 Expertis Praha, spol. s r.o. Kateřina Dobiášová<br />
070, 071 Otevřená společnost, obecně prospěšná<br />
společnost<br />
D – Adaptability and lifelong learning<br />
Navreme Boheme, s.r.o. 226<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
Marcela Kosová marcela.kosova@dvi.cz<br />
,martina.vexlerova@as<br />
pra.cz<br />
Alena Brožková<br />
katerina.dobiasova@ex<br />
pertis.cz 739 091 448<br />
alena.brozkova@osops<br />
.cz 222 540 979<br />
073 S-COMP Centre CZ, s.r.o. Karel Vyhnal vyhnal@scomp.cz 226 205 468<br />
080 Občanské sdružení Slovo 21 Michaela Dvořáková<br />
111 Nadace Terezy Maxové<br />
117 Střední odborné učiliště Tradičních řemesel, s.r.o.<br />
Marie Janoušková, zástupkyně H.<br />
Himmelová, M. Břeňová<br />
slovo.equal@centrum.c<br />
z 222 518 554<br />
marie.janouskova@clo<br />
vekhledacloveka.cz,<br />
halina.himmelova@nad<br />
acetm.cz,<br />
martina.brenova@nada<br />
cetm.cz,<br />
marcit@centrum.cz 221 733 343, 602 244 377<br />
Antonín Horák, zástupkyně Květa<br />
Šmerdová ahorak@volny.cz 728 782 051<br />
010 Sdružení Romů Severní Moravy Lubomír Kuznik romcentrum@quick.cz 596 325 790<br />
077 IQ Roma servis Wail Khazal, Ivona Parciova<br />
056 LangMaster Barbora Filipová<br />
407 Centrum pro integraci cizinců Vladislav Günter<br />
wail.khazal@iqrs.cz,<br />
ivona.parciova@iqrs.cz 608 440 170, 774 818 678<br />
bfilipova@langmaster.c<br />
z<br />
vladislav.gunter@cicpraha.or<br />
g<br />
416 Občanské sdružení SLOVO 21 Jelena Silajdzic slovo.equal@centrum.cz<br />
438 Úřad práce v Semilech Martina Bečková beckova@mostkevzdelani.eu<br />
424 Expertis Praha, spol. s.r.o. Kateřina Kubešová, Kateřina Dobiášová<br />
katerina.kubesova@expertis.<br />
cz,<br />
katerina.dobiasova@expertis<br />
.cz
MŠMT odbor koncepce vzdělávací soustavy a dalšího<br />
vzdělávání Klára Bezděková<br />
MŠMT odbor koncepce vzdělávací soustavy a dalšího<br />
vzdělávání Jitka Krmíčková<br />
MŠMT odbor koncepce vzdělávací soustavy a dalšího<br />
vzdělávání Mgr. Monika Pokorná<br />
D – Adaptability and lifelong learning<br />
Navreme Boheme, s.r.o. 227<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
klara.bezdekova@msm<br />
t.cz 257 193 487<br />
jitka.krmickova@msmt.<br />
cz 257 193 538<br />
monika.pokorna@msm<br />
t.cz 257 193 328<br />
Ústav pro informace ve vzdělávání (ÚIV) František Barták bartak@uiv.cz 224 398 104<br />
Národního ústav odborného vzdělávání Helena Marinková marinkov@nuov.cz 274 862 251-6<br />
MPSV - Správa služeb zaměstnanosti Petr Kaplan petr.kaplan@mpsv.cz 221 923 546<br />
Miroslava Nováková (náhradník P. miroslava.novakova@<br />
MPSV - Správa služeb zaměstnanosti<br />
Kaplana)<br />
mpsv.cz<br />
MPSV - Správa služeb zaměstnanosti Eva Síkorová eva.sikorova@mpsv.cz<br />
Ministerstvo průmyslu a obchodu Hana Marková markova@mpo.cz 224 853 547<br />
Rada vlády pro záležitosti romské komunity Hynek Bečvář becvar@vlada.cz 296 153 503<br />
MPSV - Správa služeb zaměstnanosti Ladislav Body<br />
Rada vlády ČR pro rozvoj lidských zdrojů Hana Poloncarzová<br />
Úřad práce Jindřichův Hradec Rostislav Škarda<br />
Úřad práce Liberec Kateřina Sadílková<br />
Úřad práce Praha Mário Faturík<br />
ladislav.body@mpsv.cz 221 923 738<br />
poloncarzova.h@krustecky.cz<br />
475 657 218<br />
rostislav.skarda@jh.mp<br />
sv.cz 384418150 nebo 384361848<br />
katerina.sadilkova@lb.<br />
mpsv.cz<br />
Mario.Faturik@aa.mps<br />
v.cz<br />
Předseda: Zdeněk Karásek<br />
Source: MoLSA (https://forum.esfcr.cz/node/discussion.file.php?ident=106&fileid=522&md5=288135cda45a32d12b94f000545d2a6e&1213169272)
TAB. 23: NATIONAL THEMATIC NETWORKS (E)<br />
E – Equal opportunities for men and women<br />
Navreme Boheme, s.r.o. 228<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
024 Český svaz žen Zdeňka Hajná hajna@csz.cz 224 211 017<br />
055 Integrovaná střední škola technická – Centrum<br />
odborné přípravy<br />
Jana Wernerová, Helena<br />
Pulgrová, Pavel Popluhar<br />
067 Regionální rozvojová agentura Ústeckého kraje Bohumil Bocian bocian@rra.cz<br />
070, 071 Otevřená společnost, obecně prospěšná<br />
společnost<br />
Ivana Střílková<br />
wernerova.jana@isstcop.cz,<br />
pulgrova.helena@isstcop.cz,<br />
popluhar.pavel@isstcop.cz 476 137 506<br />
476 206 538,<br />
linka 207, 604<br />
231 742<br />
ivana.strilkova@osops.cz 222 54 09 79<br />
Linda Sokačová, Alena<br />
linda.sokacova@genderstudies.cz,<br />
095 Gender Studies, o.p.s.<br />
Králíková<br />
alena.kralikova@genderstudies.cz 224 915 666<br />
096 Gender Studies, o.p.s. Pavla Frýdlová pavla.frydlova@genderstudies.cz 224 915 666<br />
412 SYNERKO, s.r.o. Monika Štrohalmová info@agsynerko.cz<br />
MPSV- oddělení rovnosti žen a mužů (701)<br />
MPSV - Správa služeb zaměstnanosti (odbor poradenství a<br />
Mgr. Kateřina Pacltová katerina.pacltova@mpsv.cz 221 923 274<br />
zprostředkování) Iveta Gawelczyková iveta.gawelczykova@mpsv.cz 221 923 248<br />
MPSV - SSZ Zbislav Moránek zbislav.moranek@mpsv.cz<br />
MPSV - SSZ Jana Smělíková jana.smelikova@mpsv.cz<br />
Rada vlády ČR pro rozvoj lidských zdrojů Martina Šmidochová ivah@microsoft.com 261 197 176<br />
Rada vlády pro rovné příležitosti žen a mužů Dana Machátová machatova.danuse@gzcd.cz 311 673 234<br />
Masarykova univerzita, Katedra sociologie Iva Šmídová krizala@fss.muni.cz 549 497 090<br />
Sociologický ústav AV Alena Křížková alena.krizkova@soc.cas.cz 222 220 924
E – Equal opportunities for men and women<br />
Navreme Boheme, s.r.o. 229<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
CMC Graduate School of Business o.p.s. Soňa Brabcová sona.brabcova@glc.cz 603 228 838<br />
Magistrát hl.m.Prahy Eva Ferrarová Eva.Ferrarova@cityofprague.cz 236 003 296<br />
Česká společnost pro rozvoj lidských zdrojů Hana Velíšková h.veliskova@quick.cz ???<br />
sekretariát Rady vlády ČR pro lidská práva Lucie Otáhalová otahalova.lucie@vlada.cz ???<br />
Úřad práce Ústí nad Labem Josef Turek josef.turek@ul.mpsv.cz<br />
Předsedkyně: Linda Sokačová<br />
Source: MoLSA (https://forum.esfcr.cz/node/discussion.file.php?ident=106&fileid=522&md5=288135cda45a32d12b94f000545d2a6e&1213169272)<br />
TAB. 24: NATIONAL THEMATIC NETWORKS (F)<br />
F – Intergration of foreigners to the labour market<br />
063 Univerzita Karlova, Ústav jazykové a odborné přípravy Václav Gotz vaclav.gotz@ujop.cuni.cz<br />
079 Člověk v tísni, Společnost při ČT, o.p.s. Zuzana Pernicova zuzana.pernicova@clovekvtisni.cz<br />
104 Sdružení občanů zabývajících se emigranty Martina Kalovská<br />
105 Organizace pro pomoc uprchlíkům<br />
106 Konzorcium nevládních organizací pracujících s uprchlíky v<br />
ČR<br />
soze@soze.cz<br />
kalovska@soze.cz<br />
Ludmila<br />
Bobysudová lida.bobysudova@opu.cz<br />
Nidžar Džana<br />
Popović<br />
dzana.popovic@opu.cz<br />
medkova@konzorcium.cz<br />
2/5.2 Organizace pro pomoc uprchlíkům Petra Nováková petra.novakova@opu.cz<br />
437 Konzorcium nevládních organizací pracujících s uprchlíky v ČR Lucie Medková medkova@konzorcium.cz<br />
Petr Novák,<br />
zástupce P. Trombík p.novak@mvcr.cz<br />
603 424<br />
475<br />
777 787<br />
369<br />
545 213<br />
643<br />
220 397<br />
220<br />
220 397<br />
355<br />
220 397<br />
220<br />
974 832<br />
468, 974<br />
827 501<br />
MV - odbor azylové a migrační politiky<br />
Správa uprchlických zařízení MV ČR Petr Pondělníček m.valova@suz.mv.cz 974 827
F – Intergration of foreigners to the labour market<br />
Správa uprchlických zařízení MV ČR Aleš Belka<br />
Správa uprchlických zařízení MV ČR<br />
Radim Prahl<br />
Valová Martina<br />
MPSV - Správa služeb zaměstnanosti Miloš Tichý milos.tichy@mpsv.cz<br />
MPSV - Správa služeb zaměstnanosti Martina Kalinová<br />
Petra Boušková<br />
(náhradnice M.<br />
martina.kalinova@mpsv.cz<br />
MPSV - Správa služeb zaměstnanosti<br />
Tichého) petra.bouskova@mpsv.cz<br />
MPSV - odbor migrace a integrace cizinců Jan Kepka jan.kepka@mpsv.cz<br />
Rada vlády pro národnostní menšiny Alexej Kelin A.Kelin@seznam.cz<br />
Úřad práce Praha<br />
Předseda: Václav Götz<br />
Xenie Johnová Xenie.Johnova@aa.mpsv.cz<br />
Navreme Boheme, s.r.o. 230<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
118<br />
221 923<br />
558<br />
221 923<br />
349<br />
221 923<br />
507<br />
221 923<br />
735<br />
603 574<br />
168
8.11 Settlement of Comments<br />
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
The specification of settlement is mentioned in blue in italics in the text below the concrete<br />
comment.<br />
Comments of MA on the <strong>Final</strong> Report on the Evaluation of the Transnational Cooperation<br />
Principle.<br />
1) The part of solution of task 5 is not mentioned, to complement<br />
The specific part of the study answered the question of relevant HRD areas, on which<br />
it would be desirable to focus the projects implemented in the form of transnational<br />
cooperation in the following programming period. In the time of processing this part<br />
of the evaluation, only a call from France for projects in transnational cooperation,<br />
strategic documents of HRD from ten EU countries included in this evaluation (see<br />
the list of sources in annex hereto) and evaluation <strong>report</strong>s concerning this topic<br />
from Poland and Austria were available. While some countries have the orientation of<br />
the transnational cooperation in HDR defined according to the appropriate strategic<br />
documents thematically, other countries prefer regional orientation (less frequent<br />
case). For this reason, the expert team combined both approaches and to do so it<br />
used the SWOT method, thus it divided the analysis according to individual countries<br />
and specified further the topics, for which cooperation with the given country is<br />
recommended. A brief summary of these findings is mentioned in the text of Chapter<br />
6.5. The evaluation team has conducted several discussions to this topic with the<br />
contracting authority, generally speaking, the evaluator is afraid to mention any<br />
classification of the countries according to the topics for the reason that this<br />
classification might not become a basis for prejudices and too simplifying views. Both<br />
parties are aware that the specifics of the countries are a considerably more complex<br />
problem, and thus they perceive the statements to the individual HRD topics as<br />
purely purposeful for fulfilment of the evaluation task, i.e. to single out interesting<br />
HRD topics that would be suitable to be supported within the framework of the<br />
transnational cooperation.<br />
2) It is not obvious where the information to task 4 is (added value, specific aspects,<br />
eligible expenses)<br />
Analysis of the specific aspects and of the added value of the ESF projects based on<br />
support to the transnational cooperation was elaborated in details in the First Interim<br />
Report and the account of its outputs is taken in this <strong>Final</strong> Report in particular in<br />
concrete recommendations concerning implementation of the projects with<br />
transnational aspect. Summarisation of the results of this part of the evaluation was<br />
added to Chapter 6.5.<br />
3) It is necessary to add in the introduction a description of the structure of the <strong>report</strong><br />
(e.g. a reference to Chapter 6 and what it contains is missing)<br />
Added.<br />
4) To complement observations in Chapter 4.1. It is mentioned imprecisely that the<br />
organisations do not always have a possibility to update the data (for this concerns<br />
only MSSF) and that it is not clear who and what updates – this is clear (web of<br />
Navreme Boheme, s.r.o. 231
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
MoLSA, MSSF Pwc and MoLSA, ECDB DP and www DP individual DP. Further the<br />
arrangement of the projects on www – it is not true that it is according to the<br />
organisation’s name – it is classified into the thematic areas primarily, further there is<br />
a possibility of full text search)<br />
We have modified the text in the given chapter within the sense of this comment.<br />
While the sites of the organisations themselves where the given project was<br />
mentioned were up-to-date, the structure of these sites and the depth and quality of<br />
the information were obviously left completely upon the activity of the given<br />
organisations; for this reason the reliability and, in particular the communicative<br />
value of the sites (with regard to the assignment of the evaluation) differed<br />
considerably and moreover, it is not sure whether the sites will remain accessible and<br />
up-to-date also after the projects’ termination. In case of the other mentioned places<br />
where the information on the projects is mentioned, the organisations did not have a<br />
direct possibility to update the information, but this was done vicariously. The<br />
organisations complained that in some cases they had had to ask for updating of the<br />
data repeatedly, however in most of the cases they were not interested in<br />
administration of these systems at all. We have directed the note about updating and<br />
authorship at an ordinary user, who would be searching in these systems for the<br />
information on the projects, and for whom the principle of administration and<br />
responsibility for these systems might not be clear at all.<br />
5) It is not possible to find in the <strong>report</strong>s an answer to the questions of the type Which<br />
outputs / activities were implemented thanks to the transnational cooperation (topics<br />
2 and 3). We would like to ask for specification of solution of these questions.<br />
The answers to the questions from topics 2 and 3 are mentioned at the following<br />
places: in the findings from the questionnaire investigation, which largely answered<br />
the very questions identified in the assignment of topics 2 and 3 and, of course, of<br />
others (see e.g. graph in Chapter 4.2 where the comparison of the activities, their<br />
frequency and the added value is mentioned), and above all, they are mentioned in<br />
Chapter 5.3, which expresses to the individual activities and outputs in great details.<br />
Moreover, we have put more precisely the identification of the works carried out in<br />
Chapter 6.5 in such a way that it might be clear to a reader.<br />
6) To put more precisely the heading of Chapter 5 – the evaluation themes from the<br />
tender documentation are not concerned …it is confusing in this way<br />
We have changed the heading of the chapter. In chapter 5 we mention the findings<br />
according to the topics we have identified as the central ones. De facto, these topics<br />
copy the management cycle of the projects, and thus they are not formulated<br />
according to the tender documentation, but they come out from this assignment at<br />
the same time. The outline of the evaluation themes according to the original<br />
assignment is mentioned only in the following chapter. To put it more precisely, this<br />
information is mentioned at the beginning of Chapter 5.<br />
7) We would like to have the <strong>Final</strong> Report “transparent” from the content point of view<br />
in the sense of the tender documentation. In the <strong>Final</strong> Report it should be clear (at<br />
least in the form of a reference) where it is possible to find the information according<br />
to the structure of the tender documentation – solution of the individual topics, tasks<br />
and answers to the evaluation questions.<br />
We have respected this wish in full, even thought we have offered also different<br />
Navreme Boheme, s.r.o. 232
EVALUATION OF CIP <strong>EQUAL</strong> TRANSNATIONAL CO-OPERATION PRINCIPLE<br />
view, structure of the problem touched by this evaluation. We have edited the whole<br />
<strong>report</strong> in this sense once more and we have modified Chapter 6 noticeably, which is<br />
the link between the evaluation outputs and its original assignment.<br />
8) On page 35 there is a reasonable explanation of significance or purpose of<br />
monitoring, but the same for evaluation is missing. In other words, as if it resulted<br />
from the text that the evaluation is everything else than monitoring. However, in the<br />
<strong>report</strong> where the purpose of monitoring is described relatively well and the<br />
significance of the evaluation is in the background, this might happen to the<br />
evaluation also in real life. It is still necessary to specify better the task of the<br />
evaluation besides the monitoring. After all, it is mentioned also in the <strong>report</strong> that it is<br />
necessary to define distinguishing of monitoring and evaluation clearly. Thus I would<br />
add – it is necessary to define monitoring and evaluation against each other clearly<br />
We have added clear definitions and differentiation of the terms monitoring and<br />
evaluation. We have modified the whole text noticeably in such a way that it might<br />
be more understandable.<br />
9) On p. 35 a rather unusual term “transverse topics” is used. Does this mean horizontal<br />
topics?<br />
Yes, horizontal topics were concerned. With regard to the fact that the writer had<br />
come out from English materials, translation and making Czech of the expression<br />
horizontal occurred, which really cannot be substituted by the expression transverse<br />
in Czech. According to our opinion, in the given context a material mistake was not<br />
concerned for this was a general expression, in spite of that we have replaced this<br />
expression with the expression horizontal.<br />
10) Then on p. 37 there is an extremely long paragraph – “short summary of the partial<br />
outputs …”<br />
The paragraph has fused together by mistake during final editing. We have divided<br />
the text of the paragraph according to the individual logical units and further we have<br />
provided these units with crossheadings for better orientation.<br />
11) It is stated on p. 43 that inter-governmental agreements must be concluded. I<br />
perceive this as unrealistic, it is rather necessary to endeavour for supranational<br />
cooperation of managing authorities; inter-governmental agreements aim too high<br />
Also the settlement of comments in the Third Interim Report relates to this point<br />
where this topic was solved in more details. We have modified the text in the sense<br />
of the settlement of the Third Interim Report, thus we have left out the emphasis on<br />
inter-governmental agreements, but we have stated the conditions, which must be<br />
treated in some form of an agreement (competencies, responsibility, financing).<br />
12) At the conclusion it is necessary to carry out a thorough language proofreading. The<br />
Third Interim Report still contained a number of text mistakes, which are necessary<br />
to be debugged in the <strong>Final</strong> Report (there were some grammatical mistakes in the<br />
text)<br />
Proofreading has been carried out.<br />
Navreme Boheme, s.r.o. 233