For the purpose of facilitating the implementation of structural reforms in research institutions aimed at the enhancement of competitiveness of science and research-based contemporary higher education, pursuant to the supplement to the activity “Institutional capacity development of research institutions” of the Cabinet of Ministers Regulations No.729 “Regulations on the Operational programme “Science and Innovations”” the performance governance system was developed and introduced at Latvia University of Agriculture (LUA) and research institutions subject to consolidation. As a result of public procurement procedure in the period of July 2015 – December 2015 Dynamic University provided its assistance in the development and introduction of the said system both at Latvia University of Agriculture (LUA) and research institutions subject to consolidation, i.e. Latvia State Institute of Fruit-Growing (LSIFG) and State Priekuļi Plant Breeding Institute (SPPBI).


Performance governance system was developed for the purpose of improving systems employed at the said institutions envisaging that it would attribute strategic goals of these institutions to the key performance indicators at the level of structural units and research groups and daily tasks of individuals (cascading of goals), arranging the internal work processes in line with the overarching goals of institutions and results achievable, as well as promoting target-oriented work of employees aimed at the achievement of the overarching goals of institutions. Work on the performance governance system development and implementation at all three institutions, i.e. LUA, LSIFG and SPPBI was organised in the following stages:

1)      Analysis of the performance governance system, developing:

  • Institutional profile analysis;
  • Assessment of the performance governance system in place as per EFQM Excellence Model methodology;
  • High level recommendations regarding the development of performance governance system and institutional excellence.

2)      Defining strategic goals and key performance indicators and their cascading, where

  • The existing approach and practice to cascading strategic goals at each of the institutions was studied;
  • The policy for cascading goals was developed identifying the key mechanisms (processes and principles) for the assessment and allocation of strategic goals and pertaining key performance indicators, as well as for the supervision of their attainment;
  • A framework for cascading institutional goals and key performance indicators down to the lower levels of organisations was developed;
  • Particular goals and key performance indicators for the period 2015- 2020 were cascaded.

3)      Establishing the system of activity planning and governance, where:

  • The existing system of activity planning and governance was assessed;
  • A new system of activity planning and governance was developed involving the theoretical substantiation, methodological instructions and practical examples for the identification of processes within institutions;
  • Processes of activity planning, governance and work execution governance that are material for institutions were defined and described.

4)      Establishing the system of work execution management, where:

  • The existing system of work execution management was analysed;
  • System of work execution management was developed involving descriptions of processes, as well as mechanisms of supervision, analysis and motivation.

5)      Establishing the system of remuneration and motivation which is based on key performance indicators on individual’s level at LSIFG and SPPBI, where:

  • The regulatory framework pertaining to remuneration and motivation system in research institutions was analysed, human resource management system elements at Latvian and foreign research institutions was benchmarked and the best practices were described;
  • Satisfaction survey of employees regarding their work was undertaken;
  • System of remuneration and motivation was established involving policy of human resource management and development, lists of employee jobs and their allocation among positions, job descriptions, description of competences required for particular positions, criteria for defining remuneration, elements of monetary and non-monitory remuneration, procedure for the assessment of work execution of employees, training plan, template for negotiating annual employee assessment and development and other elements, as well as documents and sample document templates;
  • Control mechanisms for remuneration and motivation system and implementation plan thereof were developed.

6)      Implementation of performance governance system, where:

  • Plan for the implementation of the performance governance system was established identifying particular activities to be implemented in the forthcoming two year period;
  • Individuals in charge and the implementation period of the envisaged activities were identified.

For the purpose of attaining the set goal, a relevant methodology for the implementation of particular activities was drafted and analysis was undertaken, as well as a report and presentation on the results attained and conclusions were developed.