PROJECT APPRAISAL, MONITORING, REVIEW AND EVALUATION

Appraisal

In 2003 the process of Joint Appraisal for projects seeking Single Programme and ERDF/ESF funding was jointly introduced by One NorthEast and Government Office North East. The diagram at figure 1 shows the roles and responsibilities of the various organisations involved in the application/appraisal process.

It is however recognised that the Joint Appraisal process is in its initial phase of implementation and is still developing. This has regrettably on occasion resulted in some delays to the process.

The Partnership welcomes the re-establishment of the Joint Appraisal Implementation Management Group and will actively participate in the work of the Group in streamlining and simplifying the current process.

The Secretariat maintains a list of all project applications/status and circulates this periodically or upon request to partner organisations.

Project Monitoring

The Secretariat remains responsible (in consultation with Local Package Management Groups) for managing the Programme monitoring system to achieve consistency in procedures across the Partnership. The main bodies responsible for programme monitoring are the Secretariat for Partnership designated strategic projects and the five Local Package Management Groups for local projects in their area. Due to the delayed roll out of the Agency’s PMS programme to aid in this process the Partnership has invested in its own project monitoring database (System K) and is now actively working with the Agency to ensure a seamless interface with PMS. A Partnership sub-group has been established to develop the joint working between the Partnership, The Accountable Body and the five Local Package Management Groups, including monitoring.

All financial and performance information continues to be aggregated by the Secretariat who produce the quarterly reports required by One NorthEast and the Partnership Board. The Secretariat works closely with the Accountable Body to reconcile any apparent disparities between financial and operational (in terms of achievement of outputs, key indicators etc.) performance.

The Partnership Board or its Executive Group are responsible for Programme delivery and make decisions on action to be taken where there is underperformance on the programme.

The Partnership participates fully in any inspection visits or external audits carried out by or for One NorthEast to check performance and that effective management systems for managing the Programme are in place.

Review and Evaluation

The Partnership Board is responsible for the strategic direction of the Programme and for reviewing existing and planned activities against the Regional Economic Strategy and the Tees Valley Vision. The purpose of the Vision is:

• To provide a long term strategic vision to the tees Valley for the next 15 years to which all partners can subscribe through their activities.
  
• To provide a policy context in which Tees Valley Regeneration, the Urban Regeneration Company for the Tees Valley, can operate.
  
• To provide a long term response to the recent job losses at Corus and its uncertain future.
  
• To argue the case to justify public sector expenditure in the Tees Valley on the economic development and regeneration of the sub region.
  
• To provide a coherent long term programme for the development of the area

Bringing reserve and new projects forward and agreeing variations to expenditure

The Tees Valley Partnership Board meetings will be the mechanism for reviewing any variation in expenditure and bringing new activities on-stream.