Organisational evaluation and development 2025

Academic departments and programme coordinators

First, the evaluation and assessment of academic staff organisation will be prioritised. A working group has been established to focus on organisation and collaboration between programme coordinators and academic department heads. The working group includes department heads Lina Braaten, Ivar Grydeland, and Victoria Jakhelln; programme coordinators Professor Kjell Tore Innervik and Associate Professor Ellen Mikalsen Stabell; and Head of Divi­sion Renate Hauge Sund and Special Advisor Kjetil Solvik. The group's mandate is to evaluate the organisation of academic staff within the seven academic departments and, if necessary, propose alternative organisational models. Additionally, they will assess department heads' roles, responsibilities, and authority and the collaboration between programme coordinators and department heads. The working group is expected to deliver a report by the end of November 2025. The reorganisation of academic staff is planned to be decided upon at the Board meeting in March 2026.

Administration

The administrative organisation will be adjusted to reflect the changes made to the academic structure and will, therefore, not be finalised until the Board meeting in June 2026. Administrative departments map key work processes to establish a knowledge base for further work. In addition, Special Advisor Kjetil Solvik has been tasked with drafting several alternative models for administrative organisation. These models, along with the process mapping and input from administrative department heads, will serve as the basis for discussions and further evaluations.

Organisation of R&D

The report paid significant attention to the organisation of R&D. It highlighted that the R&D structure lacks clear mandates, levels of responsibility, and a shared understanding of what R&D activities at NMH should encompass and how they should be followed up. A draft R&D strategy will soon be distributed for consultation. This strategy will serve as an important foundational document for the further organisation of R&D activities at NMH. The goal is to complete the evaluation and assessment of the R&D organisation in time for the Board to decide at its meeting in March 2026.

Delegation overview

Work is also underway to create a comprehensive delegation overview – a consolidated document outlining the roles and responsibilities of various bodies and functions within the organisation. Currently, this information is scattered across multiple documents adopted at different times. The Director's staff is working on this overview, which will be available to all employees.

Agenda Kaupang’s report identifies strengths and weaknesses in the current organisational structure and provides recommendations and suggestions for changes. These can be found on pages 75 to 76 of the report and are summarised below.

Further Follow-Up

Meetings have been scheduled with all departments and the administration. The Rectorate seeks input on which recommendations are particularly relevant to pursue further. This applies to academic and administrative activities, but discussions with the academic departments will primarily focus on the organisation and development of academic activities. The meetings will include participation from the Rectorate and the Director.

Our new strategy and strategic goals will challenge us as an organisation. Are we organised in the best way to achieve the goals in the strategy? The framework conditions will not necessarily improve in the future, and we will be challenged to use available resources (people, money, premises, etc.) wisely, efficiently, and sustainably.

We need to ask ourselves these questions:

• How do the organisation's seven academic and six administrative sections function? Can the research centres be organised differently?
• How does the interaction between academic sections and administrative sections function?
• How does the division of labour, coordination, and scaling work for task completion and fulfilling our societal mission?
• Do we have the correct positions and roles we need?
• How is our ability to adapt to changing framework conditions and expectations?
• What alternative organisational principles and solutions can/should we consider?

Mapping and Analysis

First, the current situation will be mapped and analysed. The evaluation will result in an evaluation report that analyses the strengths and weaknesses of the current organisation, roles, and functions. The report will also highlight possible alternative ways of organising the institution, encompassing academic and administrative operations.

The evaluation is organised as a project.

Steering Committee:

• Astrid Kvalbein, rector
• Kristel Mari Skorge, Managing Director

Project Group:

• John Vinge, Head of depart­ment and Asso­ci­ate Pro­fess­or, Music Education and Music Therapy Department
• Vivianne Sydnes, Pro­fes­sor, Conducting, Voice and Church Music Department
• Torben Snekkestad, Pro­fess­or, Jazz, Improvised Music and Traditional Nordic Folk Music Department
• Camilla Thorkildsen, Head of Depart­ment, Academic Affairs and Research
• Kai Øderud, Head of Depart­ment, Finance, HR and Archiving
• Åse Karin Hjelen, Union Representative Parat
• Roger Arntzen, Union Representative Creo
• Kjetil Solvik, Special Advisor (Internal Project Manager )