Management framework for IUC and Networks – role of PSU and management manual 25 January 2016, IUC/NETWORK Matchmaking Wannes Verbeeck

1. Introduction

IUC Programme : General Objective Empowering the local university to better fulfil its role as development actor in society End goal is to ‘change lives’

4 Ingredients for a successful programme Long term cooperation geared towards institutional development and strengthening Spirit of partnership, dialogue and mutual respect Participation of high level academic leadership Incorporation into local structures and systems (university, regional/national)  Ownership Contextualised and performant management system

5 High level support from university authorities (Network/platforms: of the hub and other partner universities) Agreed upon, transparent, management structure (VLIR-UOS guidelines translated into partner specific management agreements) => management manual and procedures Support structure – PSU or programme support unit – is put in place and has a clear set of operating procedures Good communication and efficient and transparent procedures at all levels –Respect for deadlines and agreements –Common focus and group spirit –Include stakeholders early in the process through multistakeholder platforms Important for good management

2. Management framework

Programme cycle – 5 year strategic planning phases / Annual Activity programmes 7 Country level Institutional University Cooperation Program me Cycle Phase In - Pre Partner Programme Phase 1 – Capacity Building Phase II PP: Consolidation and valorisation Phase Out YearO Partner ships

8 IUC management structure

9 Programme coordinators - the dream team in IUC Core team of the partnership, together with the PM and the ICOS Accountable to VLIR-UOS partner university and respectively Responsible to ensure overall leadership, coordination, management, monitoring and reporting Chairing of the steering committees and implementing decisions Coordination of preparation of documents (including budgets) Identifying possible synergies, networking and external funding opportunities Skills: –Team builder with experience in institutional planning and management –Strong in leadership and communication; –Motivation of the teams and conflict remediation => ‘people’s manager’

10 IUC Project leaders & teams

11 IUC Project Leader – the driving forces Local Particular attention for issues related to institutional policies and linkages with hierarchy of the institution Coordination of local team & organising local team meetings Participate in local steering committee meetings (LSCM) Flemish Sourcing of required Flemish expertise Coordination of project team North & organising Flemish team meetings Participate in Flemish steering committee meetings (FSCM) General Academic leadership of the project Project management (content, admin. and finance) (Co-)promoter of PhDs/Masters Participate in joint steering committee meetings (JSCM) Managing the project budget on a day-to-day basis in close cooperation with PM & ICOS Facilitating communication North-South Providing reporting, planning and budget documents at project level Facilitate relevant networking and linkages Ensuring all objectives of the project are met

12 Team Members - backbone of project implementation –Local and Flemish teams are to be constituted according to the project objectives defined during the formulation process –Responsible for at least 1 activity contributing to the achievement of project results & goals (lecture, expertise input, PhD promoters, etc.) –Academics and other relevant university staff (ICT, library, management personnel), but also consultants and staff of a variety of organisations (NGOs, government representatives,...) can join as team members as long as similar conditions prevail (no fees) –Modifications of team is possible at any time (to be communicated to VLIR-UOS with argumentation and mentioned in reports)

13 Programme Manager - a pivotal key person

14 PM tasks: –Coordination of the Programme Support Unit (PSU) team: financial officer, accountant, clerks, drivers administrative support –Provide adequate follow-up of the programme –The administrative and financial management of the IUC locally –Be an resource person towards the PLs and provide a general technical, methodological and management support –Provide administrative support for the steering committee meetings, provide follow-up and implementation of its decisions –Coordinate and facilitate compilation of programme documents (centralisation, check) –Prepares and facilitates the mobility for scholars South and North together with promotors –Take proactive initiative! Programme Manager and administrative support – a pivotal key person and team

15 ICOS – Essential support and link between South & North

16 ICOS – Essential support and link between South & North To organise the administrative management of the IUC programme within the coordinating Flemish university Administrative and logistic support (procurement North!) Mobility Link to the financial department and student’s affairs, etc… To support the Flemish coordinator administratively and logistically: to ensure adequate documentation and communication control of operational plan, logical framework and budget monitoring etc… To provide adequate follow-up of the programme To coordinate and facilitate the compilation of the programme documents To organise the communication and to prepare Flemish meetings, and provide follow-up and implementation of the decisions taken

17 Steering Committees – Forum for exchange

18 Steering Committees (N, S, Joint) - role and tasks Coordinating Committees Discuss the design, planning and overall coordination of the implementation of the activity programme Progress monitoring in terms of quality, synergy and financial expenditure Forum for exchange, reflection and the generation of new ideas and/or problem solving

19 NETWORK management structure

Management of a NETWORK Management in and mainly by the South, Coordination through a ‘coordinating’ or ‘hub’ university (JU) At least 3 other partner universities in the country involved Flemish coordinator and Project leaders Annual Budget : EUR/year –Administrative overhead – management of the programme at level of the hub university –At least 50% of budget for actions at level of other universities

3. Management Manual

22 Objective and main contents of the manual Description of agreed management and other policies and procedures Different domains to be covered Management framework and guidelines Financial guidelines Communication Scientific Mobility Financial guidelines VLIR-UOS Local regulations and procedures (university, national, links to strategic plan, mission, vision) => Annexes with reference amounts => Decisions of the IUC Joint Steering Committee concerning certain procedures Functioning of the PSU => Standard operation procedures for the programme support unit (administrative guidelines)

Management Manual – Tentative table of contents 1.Planning, monitoring, reporting 2.Standard operating procedures of the PSU 3.Financial procedures 4.Procurement 5.Maintenance of equipment 6.Communication 7.Revolving funds-mileage and copies 8.Selection and follow-up of the scholars 9.Mobility 10.Research and publications 11.Varia: Databases, repositories, website, PR material,… 12.Annexes 23

Lessons learned Need to develop clear management structures –Description of roles within PSU and within programme structure (LC/FC/ICOS/PL/PM) –Create online operational platforms (dropbox, cloud for info exchange,…) Clear financial procedures with necessary control functions –Online or intranet platforms for budgetting, orders, accounting,… –Alignment with national policies for per diems,… Need to organise clear mobility procedures Need to organise in advance selection procedures of scholars

Wannes Verbeeck Programme Officer South