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MAJA DRAZIÓ
involve local stakeholders in the processes of decision making, risk manage¬
ment and strategic planning of project activities, are often implemented only
as project progress upgrade activities, without any real involvement of lo¬
cal stakeholder in management of change processes. This situation reflects
negatively on overall project sustainability and impact and, in final instance,
on participation and ownership of development processes by local stakeholders.
In second instance, monitoring that should be one of the main practical tools
for participation and ownership enhancement is often conceived as a further
bureaucratic burden, rather than a useful management activity. For this reason
internal monitoring is often conducted pro forma, as an activity that must be
carried on for fulfilling the bureaucratic requests of EU.
In final instance, monitoring is not perceived anymore just as audit¬
ing tool but also as an educative and supportive tool in participation and
ownership enhancement, and this situation raises an important question:
what are the competencies that the monitoring experts should possess in
order to successfully achieve all its objectives? Furthermore, there is a need
to re-examine the methodology of monitoring planning and implementation,
since monitoring with its two new functions should became a learning and
development process that, in order to accomplish its goals, needs to be properly
planned and managed.
For these reasons, supervision intended as a common learning process that
leads to improvement of individual, team and process features, should become
an appropriate form of monitoring and thus influence positively the entire pro¬
ject cycle management as well as participation and ownership enhancement.
Additionally, supervision offers support in different reflection and decision¬
making processes as well as in challenging professional situations and conflicts.
It supports management of change processes, processing of tasks, functions
and roles."
INTEGRATIVE MODEL AS A BASIC MODEL
OF SUPERVISION AS A FORM OF INTERNAL MONITORING
In supervision, as well as in monitoring, there are three main functions that
can be differently represented and emphasized during the supervision process
and depending on supervision aims:
5 Michaela Judy — Wolfgang Knopf (eds.), ECVision. Supervision and Coaching in Europe:
Concepts and Competences, Vienna, ANSE, 2015.
16 A. Kobolt —S. Zorga (ed.), Supervizija: proces razvoja in uéenja v poklicu, Ljubljana, Pedagoska