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Toward Learning Agendas at NSF: Supporting Implementation of Complex Initiatives
NSB ReportJuly 2018 Rebecca Kruse, OIA
Jolene Jesse, EHR
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Agenda
• Introduction to Learning Agendas
• NSF INCLUDES: A Case Study
• Toward Learning Agendas at NSF
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https://usaidlearninglab.org/sites/default/files/resource/files/landscape_analysis_report_04_10_17.pdf
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Learning Agenda Actions
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1. Identify Stakeholders
2. Identify & Prioritize Questions
3. Develop Plan to Answer
Questions
4. Implement Plan to Answer
Questions
5.Disseminate and Use Findings OMB:
Implementing a Learning Agenda
Engage Stakeholders
Along the Way
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Evaluation and Assessment Capability Section
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Organizational Learning &
Learning Agendas
Enhance use of timely,
cost-effectiveevaluations
Strengthen agency-wide use of
evidence
Harness high quality data to
improve learning, results
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NSF INCLUDES: A Case Study
• Building infrastructure
• Organizational learning
• Evaluation Technical Team
• Theory of change
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NSF INCLUDES Theory of Change
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Bring together dedicated partners
Find and scale approaches that work
Build a nation where everyone has opportunities in STEM
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The Five Elements of NSF INCLUDES
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• Engage the community in a shared visionVISION
• Provide a platform for collaborative actionPARTNERSHIP
• Allow for evidence-based decision makingGOALS & METRICS
• Increase communication and visibilityLEADERSHIP &
COMMUNICATION
• Establish capacity for expansion, sustainability and scaleEXPANSION,
SUSTAINABILITY, & SCALE
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Theory of Change Hypothesis 1: Multi-sector Partnerships
758
313
partner organizations working to broaden participation in STEM through collaborative change, including…
colleges, universities, community college systems, and university affiliates107 non-profit and community
organizations
13 federal/national labs and federally funded research and development centers
62 corporations and corporate affiliates
94 K-12 schools and local or state school districts
10 private foundations
49 professional and higher education organizations and their affiliates
4 local libraries and library systems
58 government agencies and their affiliates (local, state, federal)
…and many more.9
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Theory of Change Hypothesis 2: Collaborative Infrastructure
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0
5
10
15
20
25
30
35
40
Results Tied toBuilding
CollaborativeInfrastructure
Some or AllCollaborativeInfrastructure
Results areMeasurable
Results Tied toIntervention
Some or AllInterventionResults areMeasurable
Analysis of Annual Reports
No Not Reported Yes
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Theory of Change Hypothesis 3:Expansion, Sustainability, and Scale
Award #1649346NSF INCLUDES Collaborative: Creating a Diverse STEM Pathway with Community Water Research
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Award #1649310NSF INCLUDES Early Engagement in Research
Student-teacher teams collected and analyzed invasive species samples and launched their own restoration project at Piermont Marsh.
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Theory of Change Hypothesis 3:Expansion, Sustainability, and Scale
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Award #1649297Inclusive Graduate Education Network
Theory of Change Hypothesis 3:Expansion, Sustainability, and Scale
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Analysis of NSF INCLUDES Learning Processes
• Retrospectiveo Developmental Evaluationo Technical Evaluation Assistance
• Prospectiveo Timelineo Aligning evidence generation and useo Stakeholder Engagement and Communication
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consider stakeholders
inform
involve
Strategy:
Focus:
Recursive Analytic Processnominate
testnominate
reflect
3-2-1 3 Lessons Learned 2 Next steps 1 Recommendation
reflectprioritize
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It is important to:• Articulate a Theory of Change • Build infrastructure for collaboration• Build infrastructure for organizational learning • Refine strategy with
o Timely evidence o Usable evidence ando Stakeholder engagement
Findings - Toward Learning Agendas at NSF
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It is important to:• Conduct stakeholder analysis to inform strategy• Use NSF’s convening and catalytic power more strategically• Balance prospective planning for organizational learning with
ad hoc information demands • Allow time for and facilitation of reflection on evidence
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Findings - Toward Learning Agendas at NSF
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Discussion
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Image Credits
• Slide 3 https://usaidlearninglab.org/sites/default/files/resource/files/landscape_analysis_report_04_10_17.pdf• Slide 15
– This Photo by Unknown Author is licensed under CC BY-NC-ND (Report)– This Photo by Unknown Author is licensed under CC BY-NC (SWOT)– This Photo by Unknown Author is licensed under CC BY-NC-ND (Magnify)– This Photo by Unknown Author is licensed under CC BY-NC-SA (Design Thinking)
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Looking Forward to FY19
• In FY18, NSF INCLUDES will award five Alliances and the Coordination Hub• In FY19, NSF INCLUDES is considering:
o How to keep the current Launch Pilots engaged when funding expireso Engagement of Centers, the Broadening Participation portfolio, and other NSF
projects o Potential use of the Convergence Accelerator model
• Evaluation and Assessment Capability Section will o Support the launch of the NSF INCLUDES Learning Agenda o Continue to socialize the learning agenda approach at NSFo Support the launch of learning agenda activities of Renewing NSF and select 10
Big Ideas
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Learning Organizations
• “A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.”
• “Learning organizations are skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from their own experience and past history, learning from the experiences and best practices of others, and transferring knowledge quickly and efficiently throughout the organization. Each is accompanied by a distinctive mind-set, tool kit, and pattern of behavior. …By creating systems and processes that support these activities and integrate them into the fabric of daily operations, companies can manage their learning more effectively.”
Garvin, 1993, Harvard Business Review21