CENTRE for CROSS BORDER STUDIES

The Centre was established in 1999 as a project of the Queen's University Belfast, Dublin City University and the Workers Educational Association, aiming to research and develop co-operation across the Irish border in a range of practical areas. In the period from September 1999 to March 2002, the Centre ran three research rounds with eight projects, held 16 study days, ran an in-house research project, completed four mapping studies, carried out six commissioned research projects, published three books and reached out to a range of audiences through press conferences and launches. Spending rose from UK£170,000 in the first financial year to UK£327,000 in the second. The Centre has three staff and a board of eleven.

The evaluation examined the Centre's performance. The Centre has generated extensive media attention. Interest in the website rose from 165 weekly visits to over 900. The reference groups rated the Centre highly for the quantity and relevance of its work. The Centre is considered to be dynamic, entrepreneurial, value for money, effective, independent, credible, non-partisan, producing reports which are substantial and strike the right tone. Ratings for its quality of work range from 6.34 to 8.05 [out of 10]. The director is praised for his energy and commitment. Researchers have a positive experience of working for the Centre. Commissioning agencies are satisfied with the work done for them. Unsuccessful applicants are positive about their interaction with the Centre, the secretariat getting a 100% rating for helpfulness. Its conferences are well received. The Centre has an effective, functioning working board providing oversight, planning and accountability. Critical comments on the performance of the Centre concern its excessive caution, tameness, insufficient outreach, the danger of capture by the North South Ministerial Council, under-developed links to non-governmental and academic bodies, and its promotion and visibility.

The evaluation examined the Centre's impact. There is a good rate of recognition of the research reports, but overall policy impact is modest so far. Some research reports may have brought about concrete changes.

There are several key issues which the Centre must address: financial security; improved targeting and outreach; physical development; modification of the composition of the board; and the development of a European dimension. Specific proposals are put forward whereby the Centre may obtain medium to long-term funding streams (universities, government, consultancy, sales, membership, corporate funding); build its mailing list; prioritize its target groups; reach out to non-governmental organizations and politicians; construct links to Europe; develop a library and promote itself more effectively (newsletters, annual reports, popular summaries). Future research strategies should be based around flagship projects, cross-cutting themes and smaller sectoral projects (topics are proposed). A yearbook should extract the accumulated lessons learned. As it moves from its experimental phase to maturity, the Centre has a bright future.