MANUAL FOR SELF-EVALUATION OF ADULT EDUCATION ORGANIZATIONS
Manual for Self-Evaluation of Adult Education Organizations was created with the aim to provide particular support to the organizations to improve the quality of themselves, as well as their team and individuals. The creation of the Manual was supported by EPALE National Support Service in Montenegro, whose aim is to promote the significance of adult education and encourage the empowerment of human capital through the use of a unique electronic platform for adult learning in Europe. The Manual is composed of several chapters that provide a comprehensive approach to self-evaluation process to the organizations. By the means of theoretical introduction in self-evaluation, the users of this document may familiarize themselves with the goals and tasks of self-evaluation, before they start implementing it in practice, with the help of examples and tools provided in the Manual. The quality of the work of an organization depends on several factors and it is measured with the support of a range of indicators. Self-evaluation is a type of assessment which does not recognize a hierarchy because evaluator and the evaluated are one and the same person. The tendency of each individual, team or organization/institution is to develop and achieve better results. The main driving mechanism is the awareness of the potentials and capabilities on one hand, and the shortages and barriers on the other. Self-evaluation is based on the belief that each institution, team or individual are able to learn both from their own successes and their own failures. Based on these successes and failures, they choose the activities adequate for changes they want to achieve. This is actually the purpose of self-evaluation. Its goal is to provide answers to the following four key questions:
• What do we want to discover?
• How do we want to do that?
• Who do we want to cooperate with?
• What do we want to avoid?
Its key drawback is subjectivity. In order to support organizations to reduce subjectivity to the least possible extent, this Manual was made to lead the organizations through self-evaluation process and provide guidelines to them with the aim of achieving as much objectivity as possible. The results of self-evaluation are useful to everyone to consider their strengths and continue with their application during the implementation of activities, but also potential segments to be upgraded and improved. Therefore, this Manual should be both a means and a motive to adult education organizations and all their employees to regard self-evaluation as the process with which they want to establish control, ensure necessary resources and criticize themselves and their environment. As a process, self-evaluation makes sense only if it helps organizations to solve problems and make decisions so as to implement the whole learning process more successfully.