1. 2nd Transnational Workshop 11th December 2009 - Thessaloniki 1

2. MONITORING PLAN & TOOLS 2

3. Why a Monitoring Plan? Monitoring is an activity: foreseen in VIDEO work programme approved; functional to ensure the outcomes achievement, consistently with the work programme approved; useful to re-plan and re-design the actions – if the case – with respect to decisions, new occurrences, obligations and requirements. 3

4. Why a Monitoring Plan? The elaboration of a Monitoring Plan stems from the need to structure and organise the actions related to the implementation of Monitoring tasks. 4

5. Structure of the Plan The Plan has been articulates in two sections: The first section, defines the methodological framework of monitoring within the project V.I.D.E.O. The second section describes the tools to be applied. 5

6. Section I Monitoring framework Methodology Programme features (LLP-Leonardo da Vinci) to be considered as a general background (particularly: partnership, innovation, transfer, sustainability) The outlined background leads to consider the project as a whole and suggest to observe its entire life-cycle In line with this approach, it can be interesting to consider the reflection which is being carried out on the topic of quality and the possible application of quality issues to training processes. 6

7. 7 Scheme – Quality Management System

8. The QMS model is based on four pillars: Management responsibility; Resource management; Product realisation; Measurement, analysis and improvement. 8

9. The model depicted below suggests the adoption of several actions, with relative expected outcomes: yearly survey by delivery via e-mail of a questionnaire; drafting of synthesis grid on the progress of each WP of the project; elaboration of fiches describing the products/results which have been implemented or are being implemented within every single WP of the project; 9

10. Actions Iterative activities of systematisation of data and information concerning the project; Implementation of monitoring surveys on specific themes or components of the Project. 10

11. The tool to carry out the survey is a questionnaire with pre-codified answers focused on the fundamental issues of a, and namely: Project redefinition or adjustments Partnership management Administrative management Objectivesn achievement/Products implementation Self-evaluation/Quality Control Dissemination 11

12. Reporting Further to a statistical analysis of the collected data 2 monitoring reports (1 intermediate and 1 final) will be implemented which will represent, with an additional chapter containing a synoptic and synthetic analysis of the results, the source-base for of a final internal evaluation report. 12

13. Typologies of Project Monitoring A)“PHYSICAL” MONITORING B) PROCESS MONITORING 13

14. A) “PHYSICAL” MONITORING “Physical” data of projects are basically: those concerning the contractor and the partnership members (name, typology of organisation, dimensions of the organisation, country and region, sector of intervention, number of partners and of involved countries); those concerning the financial resources by project phase and budget heading, on the whole project and in the breakdown per partner as established in the contracts; those concerning the products (product typology, medium typology, target typology, language, dimensions). 14

15. B) PROCESS MONITORING The basic features of the Programme are its objectives of transfer innovation and increase quality in national and European training systems and arrangements, through the implementation of actions which are based on an integration and comparison of the different national and sectoral context which are represented by partnership members. 15

16. B) PROCESS MONITORING The attention is therefore focused on partners’ common working paths. This is the starting point for the analysis of the qualitative aspects of the implemented process. 16

17. B) PROCESS MONITORING Process monitoring can therefore enrich the consciousness about the project activities with information concerning for instance:  the styles of relation, decision making and communication within the partnership;  the capacity of organisation, identification and solution of problems within the partnership;  the strategies and channels which are used for results dissemination;  the evaluation methods. 17

18. B) PROCESS MONITORING The related actions must not be limited to verify the variance between planned and implemented activities; they must be based on a participating and active observation of the project processes and of its results (for instance, during the partnership meetings). 18

19. B) PROCESS MONITORING Direct observation will be implemented by: the analysis of what the partnership has done during project meetings; the synthesis of all information gathered in direct, telephone or e-mail meeting with the projects contact persons; the utilisation of tools aimed at rebuilding the project life in its basic elements through the iterative and fixed delivery of interviews and questionnaires; the organisation of focus groups, gathering initiatives which have similar approaches for what concerns, for instance, management, processes control, production modalities or systems for evaluating results quality (especially during the second phase of project implementation). 19

20. B) PROCESS MONITORING Indirect observation must be aimed at: codifying and organising the information coming from what project implement in terms of results and products for each workpackage and sub- workpackage; 20

21. Section II Monitoring Tools The tools to collect information must be different, not only for the nature of the phenomena which are investigated but also the need to carry out the surveys in different stages. These tools should be friendly and adjustable in itinere, they must integrate closed structures to verify what exists in terms of presence/absence and quantity and open structures, aimed at highlighting the qualitative/descriptive elements of the process and the possible criticalities. Tools must be articulated in order to meet the complexity of each project and the plurality of elements which needs investigation, but nevertheless they must also be light, easy to deliver, promoters friendly and continuously adjustable. 21

22. To summarize… 22 ToolSampling criteria - WHEN Quality control area WHAT Observation Projects Quality Plan All projects Management Production Evaluation Indirect Structured questionnaire with pre-codified answers All project’s Management Production Evaluation Direct or by e-mail Annexe 1 Protocol for carrying out semi-structured face-to-face interviews All project’s components Management Resources Management Production Evaluation Direct To be defined Grid for meetings observationTo be adopted during the second phase Management Resources management Direct Fiche describing project processAll project’s components two times during the lifecycle of the project Management Resources Management Production Evaluation Indirect