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Evaluation programs of research institutions began to be established in Europe in the late 70's, concerning the assessment of science and technology activity. In the geoscientific world this enterprise took place in the 1990's, with the implementation of evaluation processes in some national geological surveys (Australian Geological Survey Organization, Geological Survey of Canada, Council for Geoscience - South Africa, Geological Survey of Finland). Among the results of these evaluation/review processes it has been common to recommend the establishment or strengthening of Advisory Councils or Advisory Committees, made up of representatives from industry, academia and governmental agencies. On the trail of the Geological Surveys evaluation process, partnership national geological mapping programs with regional geological surveys, having customers, universities and industry representatives as advisory has also been stimulated. The National Geoscience Mapping Accord in Australia (1990), the National Geoscience Mapping Program in Canada (1991), and National Cooperative Geological Mapping Program in United States (1992) are examples of the government policies in wake of evaluation process. Nevertheless, it is important to say that institutional staff has not accepted evaluation with tranquillity or understood it as an instrument of management. This recent trend of management - making a connection to the customers/users/stakeholders - has been introduced into the Geological Surveys by initiative of government or agencies at high level hierarchy, i. e., from top to bottom, from outside to inside the corporation. ; Evaluation programs of research institutions began to be established in Europe in the late 70's, concerning the assessment of science and technology activity. In the geoscientific world this enterprise took place in the 1990's, with the implementation of evaluation processes in some national geological surveys (Australian Geological Survey Organization, Geological Survey of Canada, Council for Geoscience - South Africa, Geological Survey of Finland). Among the results of these evaluation/review processes it has been common to recommend the establishment or strengthening of Advisory Councils or Advisory Committees, made up of representatives from industry, academia and governmental agencies. On the trail of the Geological Surveys evaluation process, partnership national geological mapping programs with regional geological surveys, having customers, universities and industry representatives as advisory has also been stimulated. The National Geoscience Mapping Accord in Australia (1990), the National Geoscience Mapping Program in Canada (1991), and National Cooperative Geological Mapping Program in United States (1992) are examples of the government policies in wake of evaluation process. Nevertheless, it is important to say that institutional staff has not accepted evaluation with tranquillity or understood it as an instrument of management. This recent trend of management - making a connection to the customers/users/stakeholders - has been introduced into the Geological Surveys by initiative of government or agencies at high level hierarchy, i. e., from top to bottom, from outside to inside the corporation.