EQUAL - Final report - eng - navreme

7.1.5 Monitoring and evaluation
EVALUATION OF CIP EQUAL TRANSNATIONAL CO-OPERATION PRINCIPLE
• To define the own indicators of measurement of progress and success;
• To incorporate monitoring and evaluation activities in the plan, time schedule and budget of the
project;
• Not to be afraid to acknowledge a mistake, to have instruments for correction, modification, to
incorporate the results of the evaluations in the project cycle management;
• To make use of evaluation and monitoring for improvement of the management of the project
quality and its results;
• On the basis of ongoing evaluation, to carry out programme corrections that will increase its
effectiveness.
7.2 Recommendations for MA and NSS
7.2.1 Role within the framework of the programme and relations to other
actors
• The rules of management, implementation and the formulation of the calls itself and of all the
other supporting documents should be understandable, consistent and they should not change in
course of the proceeding, as the case may be modifications are recommended only in cases where
they do not complicate the programme implementation and implementation of the projects
themselves.
• With regard to the fact that from the essence of the transnational cooperation contact
with partners from other countries results, the programme management should, to the maximum
possible extent, harmonise the rules so that these might not collide directly with the rules in other
countries, this relates above all to eligibility of expenses and conditions of partnership (partnership
agreements).
• It would be convenient to facilitate the process of concluding partnership agreements and further,
to create conditions for contingent modifications of contractual relations among the partners.
• The role of the managing authority, as the case may be of other supporting bodies must be
defined clearly and presented to the aid recipients; it should be always obvious, to whom, when
and with what the entities interested in information may turn in a certain stage of the project
implementation (from the preparation of the partnership as far as to the closure of the projects
and further utilisation of their outputs).
• The programme management should create multi-channel communication for the recipients’
groups, the used communication tools should be understandable, the forms should be acceptable,
and communication should correspond to needs and possibilities of the given groups.
• It is necessary to keep always in mind the main programme’s objectives, and thus to search for
the ways how to improve the quality of the projects and to decrease the administrative burden of
the entities implementing them, to eliminate instrumental and purposeful projects and misuse of
the aid; for this purpose it is possible to consider e.g. simplification in reporting, introducing lump
expenses, making the monitoring system more transparent and drawing up the so called black
lists.
7.2.2 Formulation of expected outputs and results of the transnational
cooperation
• The calls should be announced in the manner that would provide sufficient time not only for the
drawing up of projects, but also for the evaluation of a call as such (from this reason, the version
of announcement of more calls gradually and differently oriented/modified seems as more
convenient).
Navreme Boheme, s.r.o. 49