FAST

Access to functioning Advanced scientific equipment
Through
LABORATORY MANAGEMENT strategy coaching

We Offer

  • Training on FAST
  • Coaching on FAST
    • A package of annual on-site meetings, monthly on-line webinars, and on-line collaboration platforms.
  • To manage the communication between suppliers of scientific equipment and, academic institution in Sub-Sahara African countries,  buyers.

Narrative

The purpose with the HR&S “Functioning Advanced Scientific Equipment” (FAST) programme is to empower procedures ensuring that scientific researchers have access to functioning advanced scientific equipment. The FAST programme supports scientific laboratories with the selection, transportation, installation, calibration, operation, accreditation, maintenance, servicing, use and decommissioning of advanced scientific equipment. 

The FAST programme compiles and addresses the necessary conditions required to bring about a given impact, including; state-of-the-art knowledge, sustainable economy, institutional capacity, transparency, accountability, international and national equal partnership collaboration, outcome evaluation planning, and testing the strength of evidence for progress or no progress.

The service is offered in the form of support packages:
A. Equipment procurement and delivery.
B. Equipment use & maintenance.
C. Construction of laboratories.
D. Operational & Financial plan development.
E. Business idea, business plan, and business venture.

ROPE – Evaluation planning

Each programme builds on the Real-time Outcome Planning and Evaluation tool (ROPE)  which measures whether the support provided by the Programme partner enabled the Target partners to be successful.

The focus of the approach is the Target Partners. It is the ambitions of the Target partners which is the core of all programmes. Those ambitions constitute the vision. The mission becomes the activities that need to be done to address the dreams of the Target partners.

ROPE offers
1.Strategy for designing programmes based on the needs and the knowledge of the Target partners.
2.Strategy to overcome the challenges identified by the Target partners.
3.Sustainable economy plan.
4.Institutional capacity plan.

Target partners

  1. University internal management
  2. Researchers
  3. Technicians
  4. Agreed Suppliers

Strategic partners

  1. University external management
  2. International manufacturers; Agilent and others.

The ROPE provides; i) a strategy for designing programs based on the needs and the knowledge of the Target partners, ii) means to overcome the challenges identified by the Target partners, iii) a sustainable economy, and iv) institutional capacity. Outcome evaluation planning is performed through-out the FAST programs to evaluate real-time that the support enables the stakeholders to manage sophisticated equipment in actual practice.

Evaluation planning Parameters

The outcome evaluation planning is performed through-out the FAST programmes to evaluate progress or no-progress real-time and builds on a set of well defined parameters including, ambitions, outcome challenges and activities designed to address the outcome challenges.

Ambitions: Compile information on what the laboratory management as well as the laboratory technician would like to see in line with her/his assignment at the laboratory.
Outcome challenges: Identify the Outcome Challenges. This is a compilation of the reasons for why the management and  technicians did not yet reach their ambition.
Activity:
Activities addressing the Outcome challenges aiming to generate an Expected Output. The Activities are arranged by the Programme Management Partners (PP).
Milestones:
Milestones are expected outputs presented with due dates and the person(s) responsible for the implementation. Milestones may also present the financial input required.
Progress markers: 
Develop the Progress markers. The Progress markers reflect directly the Outcome challenges. The progress markers address outcomes rather than outputs. Outputs are activities we have control over and are compiled in an activity plan, outcomes are the desired results of outputs and something we do not have control over. The progress markers must be formulated in a way that they are measurable. They are separated into single units which can be easily measured.
Scoring: Score the Progress markers. The operation builds on a sequence of monitoring and evaluation events, for with dates, participants and results are recorded. a. The monitoring starts at the same time as the design of the program. The first task is to identify the baseline of the program; the presentation of the situation prior to the start of the program. Progress marker scorings together with the related comments are compiled in a monitoring data sheet. b. Scoring method 5 Excellent 90 – 100% 4 Good 70 – 90% 3 Adequate 30 – 70 % 2 Poor 0 – 30 % 1 Insufficient 0 – 10 % c. Scoring based on percentage supersedes scoring based on words. Thus, when a progress marker can be assessed with a percentage, then this is what the scoring shall be based on.
Lessons learned & informed decisions: Compile lessons learned and revise the training program accordingly. Lessons learnt from the monitoring and evaluation exercises are fed into the training program revisions.

 

ROPE_FAST

Background

Africa faces some of the toughest challenges worldwide, some of which include poor disease management strategies, poor infrastructural development, food insecurity, poor hygiene and sanitation, lack of potable water, and climate change hazards (Kirigia and Barry, 2018). It is commonly agreed that scientific research is one of the cornerstones of the development of any nation, but Africa contributes with less than 1% of global research output (Chu. et. al., 2014).  Already in 2003 Kofi Atta Annan, when serving as Secretary-General of the United Nations, stated  that as a result of uneven global distribution of the resources to build and maintain scientific capacity, a large portion of new science is created by researchers from industrialized countries, and much of that science neglects the problems that afflict most of the world’s population (Annan, 2003). Ngongalah et. al., (2018) claim that the barriers to conducting research in Africa are related to that the conditions under which research is done in Africa are severely flawed and do not encourage engagement in research, or continuity of research activity.  Pulford et. al. (2020) also state that in many Sub-Saharan Africa (SSA) countries, research management and support (RMS) capacity is poorly developed, contributing towards the low research production from SSA universities and research institutions relative to their counterparts elsewhere.

Ngongalah et. al., (2018) performed a cross-sectional survey aimed to identify the key challenges affecting research practice and output in Africa; and to highlight priority areas for improvement. The study was administered through an online questionnaire and included participants from six countries in Sub-Saharan Africa. Participants included research professionals, research students, research groups, and academics. A total of 424 participants responded to this survey. The ability to conduct and produce high-quality research was seen to be influenced by multiple factors, most of which were related to the research environment in African countries. Barriers to conducting research in Africa included a shortage of training facilities, a loss of interest or motivation to continue research, and only little collaboration between researchers in Africa.  Pulford et. al. (2020) added to the findings of Ngongalah et. al., (2018) and performed twenty-eight research management and support (RMS) capacity assessments in 25 universities/research institutions from across 15 SSA countries between 2014 and 2018 following a standardised methodology consisting of semi-structured interviews. The survey was conducted with research and research support staff at the respective institution as well as document reviews and observation of onsite facilities. The results indicated 13 distinct capacity gap categories;
1. Physical Infrastructure. Unreliable power supply; insufficient laboratory-, office-, study-, meeting or physical storage-space.
2. Information and Communication Technologies (ICT) Infrastructure. Insufficient ICT hardware; nil/limited access to specialist software; limited internet access or bandwidth capacity.
3. Operating Equipment. Absence or critical shortage of essential laboratory-, field- and office equipment; vehicle shortage.
4. Laboratory Services and Support. Poorly maintained laboratory equipment; limited funding to support laboratory maintenance; limited/nil laboratory quality control systems or accreditation; insufficient biosecurity/laboratory safety protocols and resources; nil/sub-optimal revenue generation from the provision of laboratory services.
5. Research Funding. Limited/nil availability of national and/or institutional research funding; limited funding to support post-graduate research required for the attainment of the award.
6. Workforce. Excessive workloads for research and research support staff; prolonged staffing vacancies due to hiring freezes and/or absence of suitably qualified candidates; aging workforce; under-qualified and/or unexperienced workforce; insufficient laboratory technicians and/or research support staff.
7. Remuneration. Uncompetitive and/or insufficient salary relative to living costs; inequitable salary ‘top-up’ system applied to externally funded research grants (e.g. academics cost in, but support staff not).
8. Professional Development. Limited/nil access to training/professional development activities for research and research support staff (technicians and support staff having lowest levels of access); limited/nil institutional structures/services to support professional development; limited/nil staff mentorship schemes; limited/nil staff appraisal and performance mechanisms.
9. Career Progression. Limited promotion opportunities (especially for technicians and research support staff); job-insecurity; poor staff retention (primarily support staff); limited opportunities for junior academics to enter faculty positions (exacerbated by aging workforce remaining in the post). 10. Institutional Support Services. Inefficient/inadequate financial management-, procurement-, data management-, human resource support services; limited access to research literature/e-resources; limited/nil functionality of institutional review boards.
11. Research Support and Project Management. Limited/nil pre- and post-award support services, quality assurance, and monitoring; limited research cost recovery policies/expertise; limited/nil institutional research strategy.
12. Internal Communication and Collaboration. Limited internal (inter-departmental) communication and collaboration mechanisms; limited access to and/or awareness of institutional polices and/or available support services.
13. External Communication and Networking. Limited/nil institutional communications strategy; limited/nil institutional funds and/or staff incentives to support knowledge translation activities; limited/nil research output repository; limited support or oversight of institutional website (content and maintenance).

A  general framework for action plans for regions or countries with weak physical infrastructures based on gap analysis and needs assessment had been proposed early on  (Öman and Lidholm,2002; Öman et al., 2006). A general practical strategy had been developed to be long term, and its implementation to require support from, and the involvement of, a variety of stakeholders. The action plan was based on maintaining existing equipment networks, service centres and research centres, and forming new ones in addition. Activities which were proposed to be performed by these institutions included: i) managing supplies of spare parts and repairing equipment, ii) providing technical expertise, iii) managing information databases, iv) arranging meetings and training courses addressing equipment repair and use, and v) encouraging the development of policies and guidelines at national and institutional levels to mitigate constraints. The FAST (Functioning Advanced Scientific Equipment) programme is an ambitious and detailed practical strategy developed by HR&S addressing; i) the management of advanced scientific equipment as well as ii) laboratories with advanced scientific equipment. The strategy is holistic and addresses all the related aspects; selection, procurement, delivery, installation, calibration, operation, maintenance, servicing, accreditation, use and decommissioning of advanced scientific equipment. HR&S offers coaching and training on the FAST programme.

References

Annan, K. (2003) Science, 229, 1485.

Chu KM, Jayaraman S, Kyamanywa P, Ntakiyiruta G. (2014) Building Research Capacity in Africa: Equity and Global Health Collaborations. PLOS Med. 11:e1001612. doi:10.1371/journal.pmed.1001612.

Kirigia JM, Barry SP. (2018) Health challenges in Africa and the way forward. Int Arch Med. 1:27. doi:10.1186/1755-7682-1-27.

Ngongalah, L., Emerson, W., Rawlings, N. N. & Musisi, J. M. (2018) Research challenges in Africa – an exploratory study on the experiences and opinions of African researchers. Preprint at bioRxiv. https://doi.org/10.1101/446328.

Öman, C. and Lidholm J. (Eds) (2002) International Workshop on Purchasing, Servicing and Maintenance of Scientific Equipment in Western Africa, 5-9 November, Buea, Cameroon International Foundation for Science (IFS), Stockholm, Sweden. https://www.ircwash.org/sites/default/files/Oman-2002-Purchasing.pdf

Öman, C.B., Gamaniel, K.S., Addy, M.E. (2006) Properly functioning scientific equipment in developing countries. Anal Chem, 78, 5273-6 https://pubs.acs.org/doi/pdf/10.1021/ac069434o

Pulford, J., Crossman, S., Begg, S., Amegee Quach, J., Abomo, P., El Hajj T., and Bates, I. (2020) Strengthening research management and support services in Sub-Saharan African universities and research institutions. Research Note. AAS Open Research. https://aasopenresearch.org/articles/3-31

Context & Mission

Context

Lack of access to functioning advanced scientific equipment.

Mission

The purpose with the HR&S “Functioning Advanced Scientific Equipment” (FAST) Support programme is to support laboratories and Scientific Institutions with the selection, transportation, installation, calibration, operation, maintenance, servicing, use and decommissioning of advanced scientific equipment.  Each program builds on the Real-time Outcome Planning and Evaluation tool (ROPE) which measures whether the support provided by the enabled the partners to be successful.

The strategy is unique and has proven successful. HR&S is coaching through the whole process.

The service is offered in the form of support packages:
A. Equipment procurement and delivery.
B. Equipment use & maintenance.
C. Construction of laboratories.
D. Operational & Financial plan development.
E. Business idea, business plan, and business venture.

The HR&S FAST compiles and addresses the necessary conditions required to bring about a given impact, including; truth, trust, state-of-the-art knowledge, sustainable economy, institutional capacity, transparency, accountability, cross-cultural understanding, evaluation planning, and testing the strength of evidence for social impact.

Ambition

  • The HR&S ambitions is to empower advanced laboratories with fragile laboratory infrastructure to develop strong  capacity strengthening procedures and testing evidence for impact.
  • We also target solid transparency and accountability structures.
  • The HR&S ambitions is also to address the intrinsic outcome challenges presented by  the laboratory technicians and management, in order for them to reach their professional ambitions and ensure financial sustainability for the laboratory.
  • Seek partnership with the National World Bank offices. They have provided a lot of support to laboratories, but the effort was generally not successful. They need our help. Benefit from the World Bank https://documents1.worldbank.org/curated/ar/419941468010480283/pdf/927280WP0Labor00Box385377B00PUBLIC0.pdf

Compile information on what each technologist / technician would like to see in line with her/his assignment at the laboratory.

Outcome challenges

Outcome challenges

We need to convince our partners that we are not an aid institution. We are a social enterprise offering products and services at a cost.  This is often too difficult for African Institutions to accept if the constitutions is based in Europe.  The general view is that everything from Europe must be for free: free donations, free training, free administration, free equipment, free service, free travels, free coordination. FREE. But this keeps the poverty high, that is why HR&S is targeting social enterprising instead.

Develop the Outcome challenges. This is a compilation of the reasons for why the technologists / technicians are not doing what they want to do in terms of managing the equipment.

Activities

Activity 1

The “help-me” narrative must change. Once the partners are made to understand the expectations from the beginning, we’ll achieve success. The bottom line is setting the expectations right from the beginning to avoid unrealistic expectations. We shall get the right partners that could be the Change Agents to show that looking for handouts is not sustainable, but creating value will bring the desired prosperity.

  1. We made them realized that this money to be giving to them is a loan to be paid back.
  2. The amount given out as loan will be deducted from the principal amount at source.
  3. We group them according to their business and the level of funds is then meant for that category.
  4. They were made to understand that they will cross reference each other in the group, that is to say that if any member of the group default in repayment, the entire group will be held accountable.
  5. If they are faithful in repayment, they will be qualified for applying for a higher loan.
  6. They repay the principal on a monthly basis, more groups being added and their businesses can expand.

Activity 2

  • Partner with a grant institution to generate the capital to give out loan and Agreed suppliers for quality equipment, service and maintenance.
  • Offer loans to procure advanced pieces of equipment and laboratory management coaching.

Activity 3

Attend tenders with a combined manufacturer-supplier-HR&S FAST proposal.

Activity 4

Shake people out of the “help-me” mindset. Everyone can and must contribute. The truth is that the Network will die if we have inactive members.
Those who contribute will work in vain. Thus, for the sake of the survival of the HR&S Network for Technicians, I seriously ask members to take an serious decision. Are your with the network as an active member, or maybe you do not have time or interest actually. If you intent to be inactive, for example not engage in discussion in this chat, then I please ask you to leave the network for now. You are always welcome back when time is right.

Activity 5
Strategic partnership

Coordinate with OPCW and the WorldBank. Suppliers in Europe.

Input

Grants related to laboratories

OPCW

Providing scientists and engineers with opportunities to gain work experience in advance laboratories in the territory of other Member States.
https://www.opcw.org/resources/capacity-building/international-cooperation-programmes/fellowship-programme

 

Progress Markers

The Progress markers reflect directly the Outcome challenges. The progress markers address outcomes rather than outputs. Outputs are activities we have control over and are compiled in an activity plan, outcomes are the desired results of outputs and something we do not have control over. The progress markers must be formulated in a way that they are measurable. They are separated into single units which can be easily measured.

Develop the Progress markers.

Scoring

Score the Progress markers. The operation builds on a sequence of monitoring and evaluation events, for with dates, participants and results are recorded. a. The monitoring starts at the same time as the design of the program. The first task is to identify the baseline of the program; the presentation of the situation prior to the start of the program. Progress marker scorings together with the related comments are compiled in a monitoring data sheet. b. Scoring method 5 Excellent 90 – 100% 4 Good 70 – 90% 3 Adequate 30 – 70 % 2 Poor 0 – 30 % 1 Insufficient 0 – 10 % c. Scoring based on percentage supersedes scoring based on words. Thus, when a progress marker can be assessed with a percentage, then this is what the scoring shall be based on.

Lessons learned & Informed decisions

The Lessons learned & Informed decisions is an iterative procedure.

How and what do we learn from our mistakes or things happening outside of our control. Iterative measures.

We adjust the ROPE parameters as a result of lessons learned.

Compile lessons learned and revise the training program accordingly. Lessons learnt from the monitoring and evaluation exercises are fed into the training program revisions.

Sustainable impact

One way to ensure sustainable impact is to design, implement and maintain Standard Operational Procedures (SOP). We target Institutional capacity SOPs as well as sustainable economy SOPs.

We target a set of ten SOPs:

  1. Management strategy & stakeholder committee
    HR&S coaching on ROPE-FAST.
  2. Internet
    Spider
  3. Time management
    HR&S coaching.
  4. Networking
  5. Equipment procurement and delivery.
    HR&S coaching on ROPE-FAST.
  6. Equipment use & maintenance.
    HR&S coaching on ROPE-FAST.
  7. Construction of laboratories.
  8. Operational plan development.
    HR&S coaching on ROPE-FAST.
  9. Financial plan development.
    HR&S coaching on ROPE-FAST.
  10. Business idea, business plan, and business venture.
    HR&S coaching on ROPE-FAST/SCALE.

1. Management strategy & Stakeholder committee

Benefit from a collaboration software of your choice to have the easy overview of parallel activities.

Benefit from a ROPEtrello board to have an overview of the ROPE parameters.

2. Internet

  1. Develop efficient ICT governance strategies, policies standards and procedures at the institution.
  2. Set up and upgrade the ICT infrastructure, facilities and services.
  3. Enhance IT corporate systems that can provide conducive teaching, learning and research environment.
  4. Build staff capacity both academic, administrative and technical through short- and long-term trainings.

Address in the O&P Plans

3. Time management

The team agrees on time management templates that are made available for everyone. Time management is discussed at every monthly meeting.

4. Networking

HR&S offers a platform for networking among technicians, that has a certificate from an HR&S training.

OPCW

Providing scientists and engineers with opportunities to gain work experience in advance laboratories in the territory of other Member States.
https://www.opcw.org/resources/capacity-building/international-cooperation-programmes/fellowship-programme

5. Equipment procurement &delivery

Economic Commission for Africa (ECA)

https://www.uneca.org/about/procurement

Background  The Economic and Social Council (ECOSOC) of the United Nations (UN) established the Economic Commission for Africa (ECA) as one of United Nation’s five Regional Commissions. ECA’s mandate is to promote the economic and social development of its member States, foster intra-regional integration, and promote international cooperation for Africa’s development. ECA’s dual role as a regional arm of the UN, and as a part of the regional institutional landscape in Africa, positions it well to make unique contributions to member States’ efforts to address their development challenges. Its strength derives from its role as the only UN agency mandated to operate at the regional and sub regional levels to harness resources and bring them to bear on Africa’s priorities. 

The Division of Administration is expected to support the functioning of the seven programmatic Divisions of the ECA. In order for ECA to achieve its programmatic objects at the continental level, ECA General Services Section, located within the Division of Administration is required to support other Divisions through the provision of Protocol and Logistics support by providing shipping, transport, protocol and visa as well as mail registry services. In addition, the GSS is also responsible for the maintaining of inventory of property and maintaining the central stores in the organization. The GSS Travel Unit also supports ECA staff in provision of travel bookings at competitive prices for official and personal travel. The Procurement Unit provides support to programme managers by assisting in procuring goods and services required for the smooth functioning of the organization’s program of work. 

Procurement 

The Procurement Unit (PU/GSS) is responsible for all procurement of goods, services and works for ECA. However, authority and responsibility of such procurement up to certain amounts can be delegated to the field/out posted offices, as and when required. The authorization to do so depends on budget of the field office, the volume of procurement and the number of staff. 

Nonetheless all stationary supplies, supplies for ECA printing office and office equipment for its needs including furniture, office automation, audio-visual, photographic, reproduction, interpretation and communications equipment and vehicles are purchased by PU based on the requisitioners’ indication of the generic specifications of items required. The PU also purchases equipment and other supplies that may be required from time to time by ECA. The temporary services of individuals required by the organization may be obtained by their engagement as contractors under contracts entered directly with an institution or a company/corporation. The functions to be performed by the contractor are clearly specified in the contract, which also contains a time schedule for their performance. 

Contractual services with institutions, corporate bonds including feasibility studies, research, consultancy, expert services, as well as travel, shipping insurance and packing, maintenance service and other consulting services relevant to the work program are retained wherever such expertise is not available in-house. 

Competitive Bidding

Contracts for the purchase or rental of service, supplies, equipment and other requirements are awarded after a competitive bidding or calling of proposals. Orders valued at above US$2500 must be opened to request for quotations while orders valued at above US$ 30,000 must be opened to competitive bidding with at least three companies on the shortlist, but PU/GSS seeks to include as many as practical. Invitations for bids are usually sent by fax, and companies have an average of four weeks to prepare their bids. Depending on the dollar value of the requirements, the bids are submitted to PU/GSS either by fax or in sealed-bid envelopes depending on the amount involved. Consulting companies are requested to submit comprehensive proposals for services based on detailed terms of reference in a sealed-bid. However, contracts may be awarded without calling for proposals or bids when:

•    The proposed contract involves commitments of less than US$30,000 
•    The price or rates are fixed pursuant to national legislation or regulatory bodies or a standardization of supplies or equipment has been approved on advice of Local Committee on Contracts; or 
•    The proposed contracts relate to professional services other than staff services, or medicines, medical supplies, etc and proprietary articles or perishable supplies; 
•    The exigency of the service doesn’t permit the delay attendant upon the issue of invitations to bid or calling for proposals; and 
•    The head of the organization determines that competitive bidding, or calling for proposals, will not give satisfactory results.
•    ECA Local Committee on Contracts reviews submissions under the following conditions:
•    All contracts or series of related contracts amounting to US $200,000 or more; 
•    When the contract will result in income to ECA of US$10,000 or more; and 
•    Proposals for modification or renewal of contracts previously reviewed by the LCC.

Registration Procedure

PU maintains a computerized roster of vendors from all over the world. To do business with PU/GSS/ECA vendors may access and complete a Vendor Registration Form for goods and services. The information provided by a prospective vendor enables PU/GSS to decide whether the vendor is qualified or not to be registered as a prospective supplier of ECA requirements. This criterion has been simplified to enable a larger number of vendors to be registered with us. (Please refer to the revised criteria for registration) If necessary, PU/GSS may investigate the past performance of a vendor by contacting customers who had dealings with the firm concerned and we advise prospective vendors to update their information annually. However, PU/GSS also makes use of the IAPSO vendor roster and the United Nations Global Marketplace from time to time.

To be a potential supplier to ECA please fill out our Vendor Registration Form and apply electronically to  VendorRegistration@ECA.org to apply for being considered for inclusion to database. Please also send a signed hardcopy of the form to the address listed below.

The UNCCS Codes required in the Vendor Registration Form can be accessed at: https://www.ungm.org/Info/Unspsc.aspx . Please note that your application will be considered incomplete without these codes. You are encouraged to give codes that are as specific as possible.

The criteria used by ECA for placing vendors on the database can be accessed by clicking here

 

PUBLIC NOTICE 

The United Nations Economic Commission for Africa maintains a Vendor Database to facilitate inclusive and transparent procurement of goods and services. In an effort to expand the scope and number of vendors available, the ECA is currently updating its Vendor Database. All interested vendors are requested to register by accessing the revised application form at: 

Vendor Registration Form

After completion, you may send the form via e-mail to VendorRegistration@ECA.org or by mail to: 

Vendor Database Officer 
Supply Chain Management Section
United Nations Economic Commission for Africa
P.O. Box 3001, Addis Ababa 
Room 2nd floor North 12
Tel: +251 115 514898
Fax: +251 115 511874

As per ECA’s revised requirements, vendors will need to update their information annually in order to remain on the Database. All vendors already registered with the ECA are requested to resubmit their information in the revised format. 

Please note that applications will be placed on the Database subject to vendors fulfilling the basic requirements as outlined on the ECA website. Vendors are requested to access the detailed eligibility criteria here .
Inclusion in the Vendor Database allows vendors to compete for procurements undertaken by ECA in their areas of expertise. 

 

6. Equipment use & maintenance

7. Construction of laboratories

8. Operational plans

The FAST Operational and Financial plans (O&F plans) are necessary and complementary procedures. The O&F plans offers the Target partners Institution suggestions on how to prepare prior to procuring new equipment and on after procurement procedures. The Target partners Institutions are responsible for the development and implementation of the Operational and Financial plans (O&F plan) in their laboratories. The plans should be annually revisited and updated to reflect achievements and lessons learnt. The Target partner can also achieve stand-alone training and coaching on the O&F plans.

1. Training
Training on the Operational plan and Financial plans concept.

2. Coaching
Coaching on the development of the O&F plans in actual practices.

The Operational plan Guidelines has been developed to support scientific institutions with the procurement and use of advanced scientific equipment. The intention is that an operation plan shall be developed prior to procuring a new piece of advanced equipment. Thus each piece of equipment shall benefit from its own operational plan. The plan shall be filled in jointly by the institutional management, the researchers and the technologists technicians together. A separate document is generated for each piece of equipment. Certain activities compiled in the operational plan, obviously come with cost implications.

9. Financial plans

The FAST Operational and Financial plans (O&F plans) are necessary and complementary procedures. The O&F plans offers the Target partners Institution suggestions on how to prepare prior to procuring new equipment and on after procurement procedures. The Target partners Institutions are responsible for the development and implementation of the Operational and Financial plans (O&F plan) in their laboratories. The plans should be annually revisited and updated to reflect achievements and lessons learnt. The Target partner can also achieve stand-alone training and coaching on the O&F plans.

1. Training
Training on the Operational plan and Financial plans concept.

2. Coaching
Coaching on the development of the O&F plans in actual practices.

Certain activities compiled in the operational plan, obviously come with cost implications. Moreover, the FAST Concept is based on the principle of sustainable economy. Thus the operational costs for starting up a new piece of equipment necessarily have to be covered by an investment capital, but after about two years the equipment is expected to cover its own running costs as well as, whenever possible, generate a profit which can strengthen the laboratory or the research in general. A FAST Financial plan Guideline has thus been developed to be complementary to the FAST Operational plan Guideline document. The purpose with the financial plan is to prepare a strategy for the Institution to cover all the expenses that come with the running, maintenance and servicing of new or repaired piece of equipment. The financial plan compiles estimated costs as well as sources of funding. The cost recovery plan shows how costs related to procured or repaired equipment can be covered, and proposes options of funding sources.

10. Business management

Acknowledgement

The FAST Support programme Guidelines has been developed by Assoc. Prof. Cecilia ÖMAN.

She is grateful for the support provided by friends, colleagues and partners all over the world, especially Prof. Karniyus Gamaniel, Dr. Sune Eriksson, Dr. Amah Klutsé, Prof. Charles Aworh and Prof. Ado Dan-Issa. The five scientific institutions in Nigeria Amadu Bello University, Bayero University, University of Ibadan, University of Port Harcourt, and NIPRID, and two in Madagascar, Antananarivo University and IMRA, who were part of the pilot study are especially appreciated for having stretching beyond expectations to make the project successful.  The FAST program builds on the output and outcome from the PRISM pilot project which was financially supported by the MacArthur Foundation in USA and managed by Cecilia ÖMAN when she was employed at the International Foundation for Science (IFS) in Sweden.

References

Öman, C. and Lidholm J. (Eds) (2002) International Workshop on Purchasing, Servicing and Maintenance of Scientific Equipment in Western Africa, 5-9 November, Buea, Cameroon International Foundation for Science (IFS), Stockholm, Sweden. https://www.ircwash.org/sites/default/files/Oman-2002-Purchasing.pdf

Öman, C. B., K. S. Gamaniel, et al. (2006) Properly functioning scientific equipment in developing countries. Anal Chem 78(15): 5273-6.

Related documents

FAST Operational plan Guidelines.

FAST Financial plan Guidelines.