JCint - JobCreator International Network and Web Services n. LLP-LDV-TOI-09-IT-0502

1. JCint Quality Plan JCint - JobCreator International Network and Web Services n. LLP-LDV-TOI-09-IT-0502 This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

2. Quality Plan • Agreeing the methodology of work during the project activities • Sharing the decision-making process and the provisions for the common work management and organization • Clearly defining the partners responsibilities • Following a common strategy for the aims attainment The main aims This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

3. Quality Plan • The Quality Assurance of the JCint project uses the concepts of the Logical Framework tool for project design, monitoring, and evaluation. More specifically, the existence of an articulated Logical Framework Matrix (Logframe) for the project greatly facilitates the project evaluation because relevant information from the Logframe can be chosen, summarized (if needed), and extracted from the Logframe and placed in the pertinent sections of the monitoring and evaluation process. This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

4. The principles • In the project will be essential to: • monitor and evaluate the entire process and the results, • point out the progress, • identify immediately the possible problems and • register step by step the positive results. The aims Monitoring Quality System • to collect reliable information, in order to measure the performances in front of the foreseen results and objectives • to guarantee to each partner the access to the partnership information regarding the transnational cooperation progress • to ensure transparency This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

5. The objectives • to support the project and to act as a check on whether the targets have been met • to allow the results to be improved based upon judgments made about the value and quality of the project • to simplify decision making and to assist with essential changes in the project, if necessary • In itinere evaluation • In itinere evaluation assesses the tools chosen in relation to the efficient implementation of the project, the quality of the project and the implementation and can propose changes to the implementation methods in case of non efficacy • Ex-post evaluation • Ex-post evaluation will be carried out after the conclusion of the project, and, using the data collected and the experience gained from the project implementation, checks the reaching of the project specific objectives. This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

6. The process • The main tools of the monitoring and evaluation process are: • 1) Reporting of partners activities • Is a brief report, at the end of each stage of the project, in which each partner has to steadily evaluate own activities, the results and the work in progress, in order to improve the management, the performances and the effects. It’s an easy instruments for answer questions such as: has each partner completed the planned tasks? were the deadlines respected? is the communication steady and effective?... • 2)Quality and performance indicators • Indicators should provide relevant information concerning the progress of the project. For this reason the indicators will be specific, qualitative more than quantitative, measurable, achievable, relevant and time based • The indicators will be defined using the following key elements: • respect of the activities planned • respect of the dead-line • conformity of the results • efficacy of the communication system • efficacy of the dissemination strategy • kind and reason of probable changes This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

7. The indicators • For this reason the project will be measured through: • Project Progress Indicator (PPI): used for monitoring the overall progress of the project as well as its goals. (Extent of the information on projects outputs; Extent of the information on experiences in assessing input/output or cost/benefit relationships;…) • Project Success and Impact Indicator (PSII): used for indicating how the performance and the impact of the project will improve thanks to the adoption of developed methods, dissemination strategy, impact analysis This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

8. Logframe This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

9. Logframe This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

10. Logframe This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

11. Logframe This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

12. Logframe

13. Logframe

14. Logframe This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

15. Logframe This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

16. Logframe This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

17. Quality Plan Partner roles and responsibilities • Roles and tasks are allocated in a top-down approach, including all team members in the decision process, so to ensure that valuable expertise could be well integrated into the project • Best teamwork results from the diversity of the individuals and roles: qualified teamwork needs differences, roles can be taken up or dropped and one person can play different roles in different situations and in different steps of the project. This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

18. Quality Plan Arrangements for decision-making • The arrangements for decision-making and the management structure of the project are inspired to the transparency principle. • Hub&Spoke organizational model, with characteristics peculiar of the radial model and the consortium one. • This organizational pattern reflects: - the partnership’s specific objectives and work programme - the partner’s experience in European working. • Every partner has equal importance and is capable of fully participating with its responsibility in the management of the project. The project’s structure foresees the following organizational actors: • Project coordinator, assumes overall responsibility for the management and coordination of the transnational activities. • Steering Committee(SC),composed by 1 or 2 members from each partner, which will be appointed as “transnational officers”. The SC will be also in charge of addressing the project priorities to the relevant working groups. The SC will be the internal evaluator of the transnational project, therefore it will check and monitor the activities implementation and the respect of the foreseen timetable and may also decide adjustments, if needed. • Dissemination Team(DT)made up of members for each partner; it is responsible for the project dissemination activities planning and control. This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein