Oldal 158 [158]
OCR
MAJA DRAZIÓ involve local stakeholders in the processes of decision making, risk management and strategic planning of project activities, are often implemented only as project progress upgrade activities, without any real involvement of local 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 auditing 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 project cycle management as well as participation and ownership enhancement. Additionally, supervision offers support in different reflection and decisionmaking 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
