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COUNTERFACTUAL IMPACT EVALUATION ON EU COHESION POLICY INTERVENTIONS IN TRAINING IN COMPANIES

100%
Potluka O., Brůha J., Špaček M., Vrbová L.
Ekonomický časopis (Journal of Economics)
|
2016
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vol. 64
|
issue 6
575 – 595
EN
An evaluation culture in the EU Cohesion Policy is developing. It applies a more rigorous approach than few years ago. Although the European Commission is introducing a requirement for impact evaluations, such evaluations are still rare. An employment is one of the core objectives of EU policies. Application of the counterfactual impact evaluation on the EU Cohesion Policy enables the inquiry into how one of the most important EU policies operates. The analysis comprises a sample of 373 supported and 202 rejected applicants. The appraisal experts´ approach to applications is used as an instrumental variable to estimate the impacts of the assistance from the European Social Fund in Czech companies through interventions aimed at training of employees. The results indicate positive effects of the European Social Fund’s assistance in companies even one year after the support ended. The estimates vary between 3 838 and 5 513 created or saved jobs.
2

NON-GOVERNMENTAL ORGANIZATIONS AS PARTNERS: OBSTACLES IN THE EU COHESION POLICY?

100%
Potluka O., Špaček M., Remr J.
Ekonomický časopis (Journal of Economics)
|
2017
|
vol. 65
|
issue 8
715 – 736
EN
The EU Cohesion Policy requires the interaction of the public, private and non-profit sectors in policy making. The Czech Republic presents an ideal case study for identifying the major obstacles to the successful implementation of this approach since Czech citizens evaluate Non-governmental organizations (NGOs) in their country as having less capacity to influence policies at the lowest level than NGOs in any other EU member state. The goal of the study is to identify and explain the determinants of success and failure regarding NGOs’ participation in designing public programmes. The methodology includes a combination of in-depth interviews with NGO representatives and public servants, a review of official documents, a focus group, and a stakeholders’ review of the study’s conclusions. The main obstacles to the implementation of the partnership principle are the following: NGOs’ insufficient capacities and responsibilities; fluctuations in the participation of public servants and NGO representatives; dependence of partnership on personal contacts; NGOs’ late entry and the non-consultative, informative character of the partnership.
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