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B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
B08 B4pc 142 Diapo Miedes En
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B08 B4pc 142 Diapo Miedes En

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Sixth annual International Conference of Territorial Intelligence "Tools and methods of Territorial Intelligence"

Sixth annual International Conference of Territorial Intelligence "Tools and methods of Territorial Intelligence"

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  • 1. Performing the CaENTI quality letter on action-research. B4pc – Territorial intelligence tools and governance principles International Conference of Territorial Intelligence Besançon 17 th October 2008 Blanca MIEDES-UGARTE Universidad de Huelva
  • 2. WP5 Objectives. <ul><li>First year Objective: </li></ul><ul><ul><li>To reach a consensus on the formulation of a series of basic principles the members think they should be observed by the protocols of Action-Research applied to territorial development, in such a way that the processes and results of the research allow promoting good governance. </li></ul></ul><ul><li>Second year Objective: </li></ul><ul><ul><li>The issue of specific protocols has been tackled by drawing up the proposal of a quality letter for Action-Research applied to territorial governance of sustainable development. </li></ul></ul><ul><li>Third year Objective: </li></ul><ul><ul><li>Catalogues and video. </li></ul></ul><ul><ul><li>Analysis of CAENTI A-R regarding the quality letter (wp6u) </li></ul></ul>
  • 3. <ul><li>CONTEXT </li></ul><ul><li>Sustainable Development as a multidimensional </li></ul><ul><li>issue. </li></ul><ul><li>Political decentralization and emergence of </li></ul><ul><li>territorial projects. </li></ul><ul><li>Higher complexity of territorial decision-making </li></ul><ul><li>networks: territorial governance. </li></ul><ul><li>- Knowledge Society as a Learning Society. </li></ul><ul><li>- ICT’s as a development key factor. </li></ul><ul><li>CAENTI research action experience </li></ul><ul><li>Action-Research as a link between territorial </li></ul><ul><li>intelligence and governance. </li></ul><ul><li>Principles of A-R favoring territorial governance of </li></ul><ul><li>sustainable development: </li></ul><ul><ul><li>• Transformation, Multidimensionality, Partnership, Participation, Sustainability, Transparence, Co-responsibility, Co-learning, Co-evaluation. </li></ul></ul><ul><li>Participation as an Action-Research key factor. </li></ul>Quality criteria Participation as a key factor of quality What partipation process is made of? Pillars of participation Ref l ection on the Quality of Action - Research
  • 4. <ul><li>Quality criteria </li></ul><ul><li>Outcome : </li></ul><ul><li>Better knowledge of territorial dynamics (theory, models, indicators) and research methods adjusted to territorial features and dynamics. </li></ul><ul><li>Ability of Action-Research project to originate a territorial action more adjusted to the inhabitants’ real needs. </li></ul><ul><li>Process: </li></ul><ul><li> Better ability to mobilise and mutualise the territorial actors’ competences in the long term . </li></ul>Quality? Empowerment
  • 5. Durable Collaborative Participation Quality How to construct this DCP?
  • 6. <ul><li>PILLAR 1: </li></ul><ul><li>Territorial Resources Mobilisation </li></ul><ul><li>- Research on resources of target territory. </li></ul><ul><li>Organising actors/researchers </li></ul><ul><li>partnerships. </li></ul>PILLAR 2: Knowledge and Abilities Mutualisation - Multidimensionality of Action-Research. - Co-learning. Durable Collaborative Participation PILLAR 3: Participants’ Responsibleness - Organisation of collaborative management of the project. - Deontology and autonomy of participants. PILLAR 4: Common Mastery of Results Continuous assessment of Action-Research impacts on territory. - Durability of developed actions. CaENTI Quality Letter Pillars.
  • 7. ICTS: - Information gathering, manage and use of information. - Communication easiness. - Generation of virtual working spaces. DURABLE COLLABORATIVE PARTICIPATION ADDED VALUES. Added Values - Action-Research representativeness within territory. - Generation of trustable networks. - Mutual learning between action and research fields. - Introduction of continuous systemic assessment in territorial action. - Reorient research objectives in terms of territorial needs. - Valorisation and recognition of social action and research.
  • 8. Huelva debate <ul><li>The quality letter is a proposal which takes as its reference an ideal (Balanced) model of territorial action-research project was raised. </li></ul><ul><li>Most real projects do not have a comprehensive nature , nor are the processes that originate them as linear as the reading of the letter may intend. </li></ul><ul><li>Thus, the letter is a set of general guidelines and recommendations for actors and investigators to approach participatory processes from a global perspective. </li></ul><ul><li>Its application must be oriented by the participants in action-research projects to the specific characteristics of each case. </li></ul>
  • 9. Huelva debate <ul><li>Two crucial questions: </li></ul><ul><ul><li>Quality may be assessed , giving rise to the corresponding plan of improvements to feedback the process. </li></ul></ul><ul><ul><li>Its an instrument thought for the teams’ internal use , as a reference for self-assessment, It not might be used in a decontextualised way by external funders. </li></ul></ul>
  • 10. After Huelva <ul><li>A self-assessment template on the quality of participatory processes in territorial action-research projects was elaborated (UHU and UFC). </li></ul><ul><li>Participative process of vatuation by CaENTI wp5 teams. </li></ul>
  • 11. Steps for implementation <ul><li>a) Choice of work team responsible for work quality and planning. </li></ul><ul><ul><li>Equilibrated composition </li></ul></ul><ul><ul><li>Awareness about needed resources ( time ). </li></ul></ul><ul><li>b) Adaptation of the template to the specific features of the action-research project. </li></ul><ul><ul><li>More research oriented or more action oriented. </li></ul></ul><ul><ul><li>Context . </li></ul></ul>
  • 12. Content <ul><li>The template is made up, firstly, of a number of statements related with the achievement of activities performed in the project which are directly involved in quality improvement . The statements have been arranged around the four pillars. </li></ul><ul><li>The teams must show to what extent they agree with the statements included in the template, which are always written indicating that each activity has been performed correctly . </li></ul><ul><ul><li>They can value from 1 (“totally disagree with the statement”, therefore, the worst with respect to the project quality) to 5 (“totally agree with the statement”, therefore, the best with respect to the project quality). </li></ul></ul><ul><li>It is important is that the final valuation reflected in the template will be the result of agreement. </li></ul>
  • 13.
  • 14. Content <ul><li>It is not an instrument for quantitative but rather for qualitative analysis . </li></ul><ul><li>A the second element of the template is another box, arranged by pillars identifying main strengths and weaknesses of the project. </li></ul><ul><li>Once the self-assessment has been completed, the team may decide to submit the results of the opinion to an external committee . </li></ul><ul><li>The idea is that the instrument can feed the reflexive process of the action research teams on their own practice. </li></ul>
  • 15. CONCLUSIONS and AUTOASSESMENT Pillar 1. Mobilization of the territorial actors and resources. Main Strengths (Name those aspects of the project which have the better performance) Positive effects of these Strengths Describe Main Weakness (Name those aspects of the project which have the worst performance) Negative effects of these Weakness Describe Improvement Actions Objective Responsible Deadline Result indicators Name Action 1. 1 Name Action 1. 2 Name Action 1. 3 … .
  • 16.
  • 17. QL enhances EFQM main principles <ul><li>Direction towards results. </li></ul><ul><li>Direction to the “client”. </li></ul><ul><li>Leadership. </li></ul><ul><li>Management by processes. </li></ul><ul><li>Development and implication of people. </li></ul><ul><li>Continuous process of learning and improvement. </li></ul><ul><li>Development of alliances. </li></ul><ul><li>Social responsibility of the organization. </li></ul>
  • 18. Performing the CaENTI quality letter on action-research. B4pc – Territorial intelligence tools and governance principles International Conference of Territorial Intelligence Besançon 17 th October 2008 Blanca MIEDES-UGARTE Universidad de Huelva

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