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Managing for Results Capacity in Higher Education Institutions

Managing for Results Capacity in Higher Education Institutions. NORHED seminar in Addis Ababa 13 – 14 March 2014 Lill-Ann Bjaarstad Medina Department for Quality Assurance, Norad. A two days mission.

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Managing for Results Capacity in Higher Education Institutions

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  1. Managing for Results Capacity in Higher Education Institutions NORHED seminar in Addis Ababa 13 – 14 March 2014 Lill-Ann Bjaarstad Medina Department for Quality Assurance, Norad

  2. A two days mission • Give input to your finalization of the Results Frameworks for NORHED Projects based on the principles in Results Based Management. • Introduce basic principles in Risk Management • Making an inventory of indicators that may be helpful in completing your the Project’s Results Frameworks • Suggesting common indicators for the NORHED to make it possible to aggregate essential information into consolidated reports on the results of the Programme

  3. Why should we focus on results ? • Verification - Documentation • Accountability - Reporting • Legitimacy - Communication • Strategic management towards results

  4. Results Based Management (RBM) A method with various uses; • StrategicPlanning of interventions (resources and activities) to give intended results and desired effects • Monitor how resources and activities translate into deliverables and whether these have the intended effects (outcomes) • Learn to be able to change interventions to achieve better results (“what works?”)

  5. Sustainable development Expanded and better qualified gender balanced workforce Increased, better and relevant knowledge base Increased evidence base for policies and public decision SP2 SP2 SP3 SP SP4 S SP5 SSS SP6 SSS SP1 S Strengthen Institutions 46 NORHED projects NORHED allocation

  6. Impact 1.0 Outcome ( Strengthened Institutions) 1.3 Outcome 1.2 Outcome 1.1 Outcome E 1.1.1. Output 1.1.2 Output 1.1.3 Output 1.2.1 Output 1.2.2 Output 1.3.1 Output Activities Resources

  7. Sustainable development Expanded and better qualified gender balanced workforce • Increased, better and relevant knowledge base • Increased evidence base for policies and public management NORHED Outcome Strong institutions SP2 S SP3 SP4 SP5 SP6 Education Project

  8. Soc i e ty Sustainable development Expanded and better qualified gender balanced workforce Increased, better and relevant knowledge base Increased evidence for policies and public management Institution Project Monitoring System for Capacity Building at Institutions

  9. Strategic Management towards ResultsPart I “To make a strategy you need to know where you are going”

  10. A change in mind set Managing towards results A shift of focus • From what we do to what we want to achieve • From how we do things to why we do it - although it is not irrelevant how we do things Towards a culture of results ……….

  11. The results chain Impact Effects Outcomes Results Outputs Activities Interventions Input

  12. Impact 1.0 Outcome ( Strengthened Institutions) 1.3 Outcome 1.2 Outcome 1.1 Outcome E 1.1.1. Output 1.1.2 Output 1.1.3 Output 1.2.1 Output 1.2.2 Output 1.3.1 Output Activities Resources

  13. The Results FrameworkSome basic characteristics • Consistency: A system for the monitoring of progress and documenting results in a consistent manner • Coherence; The framework is made up of coherent and complete results chains (including three levels outputs, outcomes and impact) • Results are clearly defined at each level: Results statementsthatdefine what is to be achieved are ascribed to each level in the framework • Correspondence: Results statements are phrased in such a way that the different levels in the framework correspond.

  14. The results framework For the results framework to function as • a monitoring system there needs to be indicators that can verify results or to what degree results have been achieved and to document outcomes (effects) that may be attributed to the intervention • an instruments for strategic management towards results there should also be indicatorsto monitor progress towards outcomes. Indicators are the topic of tomorrows session

  15. Changing institutions • The purpose of the NORHED grant is to contribute to change • Capacity building is a means to an end • Building institutional capacity is building institutional structures that endure • What is capacity? How do you know that you have reached capacity?

  16. Capacity to do what? Measuring capacity by its effects. In NORHED the effects of capacity are identified as, • moreand better research produced • more and better qualified graduates In addition: The NORHED shall contribute to more relevant knowledge, which can also influence policies and management. And: Gender as a cross-cuttings issue How do we know that we have increased institutionalcapacity to secure these effect in the long term?

  17. What is Institutional Capacity at Universities? A Working Hypothesis: • Sustainable environment for high quality graduate teaching and graduation • Sustainable environment for high quality research production • Improved and retained human capital at Universities • Accumulative knowledge base in relevant/identified areas • Access to the international knowledge base, global and regional networks • Reflecting and being adaptable societal demands and needs

  18. Different Knowledge Base - the six sub-programmes The research agenda of the six sub-programmes varies: • Disciplinary • Muliti-disiplinery research agenda • Knowledge agenda defined by global, local and/or trans-border research agendas • Building institutions in HE as such (South- Sudan) Does this have implications for how you formulate capacity as an Outcome? What issimilar and what is unique?

  19. Strategic Management towards ResultsPart II “If you want to make a good strategy you need to know where you are - and what it takes to get where you are going”.

  20. Problem analysisWhy and where do we lack capacity? A problem analysis is used to assesse our current capacity, narrow down our objectives, focus and prioritize within your Project • Use the problem analysis to phrase realistic Outcomes • Decide how (scarce) resources can be used and translated into critical Outputs that most effectively will help you reach these Outcomes.

  21. A problem analysis may include many aspects A problem analysis may be; • A situation analysis, including contextual analysis • Identify the problems to be addressed • What are their causes? • Where are the obstacles? What are the capacity gaps? • Baseline • Justification - “A theory of change” • Strategic considerations, readiness assessment

  22. Baseline • The situation prior to implementation in areas that are relevant for your intervention– the current situation • The starting point against which progress, achievements and the effects of institutional capacity can be measured • Baseline values are linked to selected indicators (topic of tomorrows session)

  23. JustificationNot only what, but why. • Building a rational for the intervention (“theory of change”) • Clarify your assumptionsand identify the risksof these assumptions being weak or not building on sufficient evidence or experience • Make the logic (or causalities) in the results chains explicit • Explaining Outputs; Why do we believe certain Outputs lead to a particular Outcome. “What works” • Justifying Outputs; Why do you select and combine a particular set of Outputs;

  24. Strategic considerations What are your ambitions? Do you need a strategy? • Strategic considerations and priority setting requires leadership • Readiness assessment; What is our asset; resources, power and knowledge? «Leaders tend to overestimatewhatcan be done onshort terms and underestimatewhatcan be done in thelong run».

  25. Today’smission Phrasing results statements • How do we phase strengthened capacity as clear Outcomes ? • Based on a Problem analysis, how do we identify essential Outputs that are needed to get there? • How do we select essential Outputs to be included in our framework and reported upon?

  26. Impact 1.0 Outcome ( Strengthened Institutions) 1.1 Outcome 1.2 Outcome 1.3 Outcome E 1.1 3. Output 1.1.4 Output 1.1.2 Output 1.1.1 Output 1.1.1.1 Output Outputs may lead to more than one outcome 1.1.1.2 Output

  27. Identifying Outputs to enter into a results framework How to decide on essential Outputs to enter into a results framework? • Select; chose outputs that are critical to reach the outcomes • Combine; Put together a set of outputs that illustrates the range of interventions that are necessary to reach outcomes • Sequence; Order the outputs in series to shows which steps (other outputs) that are necessary to reach outcomes Outputs are deliverables; products and services generated by the resources (inputs) available

  28. Sustainable development Expanded and better qualified, gender balanced workforce Increased, better and relevant knowledge base Increased evidence base for policies and public decisions SP2 SP3 SP4 SP4 SP5 SP5 SP6 SP6 SP1 SP1 Strengthen Institutions Research Environment /Infrastructure Networks Management / administration Partnerships • Graduate • education

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