Offer to Scientific laboratory managements
Laboratory MANAGEMENT (FAST) coaching

Human Rights & Science (HR&S) is a social enterprise operating in Sub-Saharan African countries and our mission is sustainable development and eradication of extreme poverty. We work through international equal partnership and have identified scientific research, advanced laboratories, innovation, social enterprising, and coordination among development stakeholders to be key to our mission. With this message we want to explain more about how HR&S is offering coaching to scientific laboratory managements. The aim is:

  1. Supporting scientific laboratory management with:
    • Empowering institutional procedures in order to increase operational efficiency and reaching goals.
    • Empowering a sustainable economy and financial independence.
  2. Supporting the laboratory staff with the selection, transportation, installation, calibration, operation, maintenance, servicing, use and decommissioning of advanced scientific equipment.
  3. Bridging between a buyer and a seller. HR&S has experience from supporting the negotiation with reaching mutually beneficial deals between international advanced laboratory equipment manufacturers and laboratories in Sub-Sahara African countries, and then coach on the implementation of the deal. We support with selecting the most suitable pieces of equipment related to the needs of a researcher or the laboratory, the transportation, installation, on-site training and then the service and maintenance.

Method: The coaching entails compiling and addressing the necessary conditions required to bring about the given impact. The target partners’ ambitions are compiled together with the related challenges. Then activities to address the challenges are agreed on and implemented together, until the expected impact has been reached. The coaching builds on the HR&S Real-time Outcome Planning and Evaluation (ROPE) management strategy and its narrative Strategy for Change (SfC), targeting research management (REACH) and laboratory management (FAST). Progress is evaluated through yearly assessment of progress markers and measurement of evidence based impact.

Equal partnership & sustainable economy: The partnership between HR&S and the institution management is build on equal partnership rather than traditional aid, and does not depend on donations. The institution is requested to pay a fee for the service, and the coaching is expected to long-term generate an income that exceeds the fee. This is possible if all stakeholders address assignments and in time, according to agreements.

The intervention starts small and scales gradually as impact is achieved. The first half-year builds on monthly on-line meetings of two hours and a chat communication on WhatsApp, and the fee is EUR 5,000. The coming year also build on monthly on-line meetings, a chat group and two one day webinars, EUR 20,000. Thereafter, the coaching level is agreed on together and may include for example on-site events. Costs presented are excluding VAT.

HR&S offers a webinar session combined with a meeting, so that we can present our offer and learn about your challenges that you may want us to help find solutions for.

Context: It is commonly agreed that scientific research is one of the cornerstones of the development of any nation. Unfortunately, Africa contributes with only a fraction of the global research output, less than 1% (Chu. et. al., 2014).  At the same time, 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).Ngongalah et. al., (2018) claim that the barriers to conducting research in Africa are related to that the conditions under which research is done are severely flawed and do not encourage engagement in research, or continuity of research activity, and Pulford et. al. (2020) state that in many Sub-Saharan Africa (SSA) countries, research management and support (RMS) capacity is poorly developed contributing towards low research production from SSA universities and research institutions, relative to their counterparts elsewhere. Countries in sub-Saharan Africa spend, on average, just 0.5% of their gross domestic product (GDP) on funding research and development, according to the United Nations Educational, Scientific and Cultural Organization (UNESCO) Institute for Statistics (Makoni, M. 2018). In order to address this the African Union has set a target of investing 1% of GDP on research and development by 2025. 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
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.
Makoni, M (2018) Research is often unpaid in sub-Saharan Africa, Nature, news. https://www.nature.com/articles/d41586-018-07244-w. doi: https://doi.org/10.1038/d41586-018-07244-w
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 Maintenanceof Scientific Equipment in Western Africa, 5-9 November, Buea, CameroonInternational 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

 HR&S laboratory management coaching (FAST)

The purpose with the HR&S “Functioning Advanced Scientific Equipment” (FAST) Support programme is to support scientific Institutions with the selection, transportation, installation, calibration, operation, maintenance, servicing, use and decommissioning of advanced scientific equipment.  Each programme 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:

    1. Equipment procurement and delivery.
    2. Equipment management.
    3. Construction of laboratories.
    4. Operational & Financial plan development.

A. Equipment procurement and delivery

1. Identifying the theme of the Institution

The Target partner identifies research topics or educational areas with potential to be strengthened if provided equipment. These shall be scientific disciplines that are core to mission and objectives of the scientific Institution as well as key research areas suitable for strengthening or building research capacity. The Institution submits the compilation to the FAST National Office. • The departments to be involved with FAST are specified at the scientific Institution, and a list compiled. • A list of publications related to the selected scientific projects proposed is compiled, including papers published in international regional or national peer-reviewed journals.

2. Proposed items to be procured

The Institution compiles a proposal of related items to be procured; including instruments, accessories, consumables, trainings, services, maintenance, physical infrastructure improvements and the expected costs. The Institution submits the compilation to the FAST National Office.

Resource persons linked to the proposed equipment are identified. It can be expected that the proper management of possible new equipment may require the attention of a few truly dedicated persons from the scientific organisation, who have the energy and capacity to properly manage these new pieces of equipment. Such resource persons must have the authority by the scientific organisation management to take on the necessary responsibilities. The key persons are the researchers, the technologists (in Nigeria) and the technicians.

3. Stakeholder pre-procurement meeting

Joint meetings are arranged between i) the Institution management, researchers, technologists, technicians, ii) the potential Suppliers and iii) FAST independent equipment expert advisers. In the meeting the proposed list of items is reviewed taking into consideration the research projects it shall be used for. At this meetings, the researchers present the research projects and teachers presents educational areas for which the equipment is required. Thereafter the experts recommend revisions in the equipment, accessories and consumables procurement proposal, if any. The experts may even propose appropriate manufacturers and suppliers.

4. Inspection of the laboratory facilities

The laboratory facilities intended for the new equipment are inspected by the potential suppliers and the FAST independent equipment expert advisers, and succinct recommendations on physical infrastructure, work safety and environmental protection improvements are compiled.

The inspections also include existing instruments at the laboratory facility that are either broken down or are simply not functioning, and which would benefit from being repaired.

5. Transportation, delivery and installation preparations

The modalities for transportation, travel insurance, custom, delivery procedures, installation, installation training, service and maintenance are discussed with the supplier and agreed on between the Institution and the Supplier. Options are presented in the operational plan guidelines. The discussion is facilitated by the Programme partner.

6. O&F plans

The Institutions develops firm Operational and Financial plans (O&F plans) according to the FAST O&F plan guidelines, including the advice provided by the experts.

The plans will among other things, guide the buyer on how much can be spent of the actual procurement and how much must be set aside for related products and services, taking into account the generation of funds to cover the running costs.

7. Laboratory inspection

The laboratories are inspected by the supplier and the order is not placed until the laboratories have been properly prepared to receive the equipment.

8. Placing order

The order is place by the buyer and paid directly by the buyer to the manufacturer. A percentage of the equipment cost is paid when placing the order and the rest after delivery and checking that all items have been received according to the agreement. The price can be negotiated by the PP to have large volume discount.

9. Transportation

The items are transported and delivered within two months, unless otherwise agreed between the buyer and the vendor when placing the order. The supplier takes full responsibility for the transportation, and charges 12,5 % of the procurement cost for the service.

10. Delivery

The Institution has arranged firm procedures for how to receive the items. The items will be delivered by the transportation firm. The Institution discusses the time for delivery with the transportation firm. The packing list provided by both the manufacturer and the supplier is compared with the items received. The items are documented with a camera. Any abnormality is reported to the Programme partner and to the supplier within 24 hours. If items is missing or damaged and it is not reported within 24 hours, then the responsibility to replace the item will be with the Institution.

11. Storage

The items are stored according to the specifications. Nothing is un-packed. This is again the responsibility of the Institution, and if not addressed properly, the Institution will have to replace mistreated items.

12. Installation and quality assurance

As soon as all items have been received and all facilities have been prepared the Supplier is called upon for installation. It is the Institution’s responsibility to ensure that the facilities are appropriately prepared and all items required for quality installation is available. The supplier will arrive to the Institution within one week, unless otherwise agreed with the buyer.

13. Installation training

Installation training shall be performed by the supplier according to the agreement, and no later than two weeks after installation, unless otherwise agreed with the buyer.

B. Equipment management

1. Operational and Financial plans

The previously developed Operational and Financial plans are annually addressed through discussions and in meetings. Constraints are identified and solved and each item is followed-up in actual practice.

2. Trainings

A package of trainings is agreed on. The expected participants are compiled with names, responsibilities and previous experiences. All participants will have to do a test prior to developing the package to ensure that the right level of training is selected, not too simple and not too qualified.

  • Trainings are provided at two levels, Basic and Advanced. The training programme is developed to meet the needs of the equipment procured and address i) maintenance, ii) service, iii) general operation, iv) advanced applications and v) quality assurance.
  • The trainings can be arranged on-site and at national training centers or abroad and be provided by the manufacturers, the suppliers, equipment experts and trained trainers.
  • Training participants receive certificates.

A pool of technicians with the appropriate training to do service and maintenance is developed as well as a pool of trained technician trainers. Exchange of knowledge and service among technicians and technologists and other partners (assuming the presence of adequate internet facilities) is facilitated.

3. Service by supplier

The service contract can be negotiated through the PP to get large volume discount. Warranty is considered. Thereafter the service is managed according to the service contract between the buyer and supplier. Agreements with suppliers are followed-up on by the PP.

4. Coordination between laboratories
  • Visits are coordinated for technicians and researchers to stay at other laboratories to learn, through internship
  • Mutual exchange programmes are facilitated e.g. to sending sample between members and receiving the results
  • Linkages with private sector laboratories are facilitated
5. Target partner meetings

Representatives from all Target partners; the Institutional management, the researchers, the technologists / technicians and the suppliers meet face-to-face bi-annually. All operational issues are discussed and all challenges addressed. Such meetings are necessary to address issues related to logistics; such as transportation, custom clearance, delivery, infrastructure preparations, installations, trainings, operations, service and maintenance. Other topics of the meetings can be:

  • Arrange regular on-site meetings to screen existing equipment, assist researchers and technicians in getting the latest developments and techniques, offer maintenance and repair and discuss other equipment related issue.
  • Invite suppliers to FAST meetings for interaction between FAST stakeholders. Create/strengthen peer networks of clients and users.
  • Develop a charter with clear responsibilities between the universities and the suppliers on who does what in order to have the equipment operational.
  • Inform suppliers on the potential marketing benefits if they manage to meet the actual needs of the Institutions. Encourage suppliers to open local offices in FAST countries.
6. Equipment performance assessment

Equipment performance monitoring and evaluation is performed real time. The Institution is in charge of collecting monitoring data and the PP supports with compiling analysing and storing.

7. Outcome evaluation planning

Outcome evaluation planning is performed to evaluate real-time that the support enables the stakeholders to manage sophisticated equipment in actual practice.

C. Construction of laboratories

Expert recommendations are offered in order to have laboratories
prepared to receive the instruments. Expert recommendations are offered
regarding:

  1. The construction of buildings including electricity, gas, and water installations.
  2. The design of laboratories including the efficient flow of samples through the laboratory system.

3.Laboratory Internet Management System (LIMS) and general laboratory internet solutions.

  1. Appropriate electricity solutions, including generators and solar panels.

D. Operational and Financial plans (O&F 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.
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.

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. The ROPE provides;
i) a strategy for designing programmes 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 programmes to evaluate real-time that the support
enables the stakeholders to manage sophisticated equipment in actual
practice.

  1. Ambitions

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

  1. Outcome challenges

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.

  1. 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.

  1. 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 programme. The first task is to identify the baseline of
the programme; the presentation of the situation prior to the start of
the programme. 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.

  1. Lessons learned

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

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. NIPRID is acknowledged for hosting the FAST
Scientists Association of Nigeria. The FAST programme builds on the
output from the PRISM pilot project which was financially supported by
the MacArthur Foundation in USA and managed by the International
Foundation for Science (IFS) in Sweden.

References

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.

Coaching procedures

Reaching out

  1. HR&S Country Branches approach key persons at the institution management level and presents the HR&S REACH and FAST management strategies. As high up in the hierarchy as possible, but still in a comfortable relation. So that the letter does not come as a total surprise. Just to introduce HR&S and ask if it is appropriate if we send a letter to this person.
  2. Cecilia continuously adds information to this page that the Branch representatives that can use when interacting with our partners on this topic.
  3. The Branches then shares the names and contacts of persons showing interest, with Cecilia.
  4. Cecilia sends a letter describing the HR&S offer and proposes a meeting. The purpose is to arrange monthly coaching webinars targeting scientific capacity strengthening and a sustainable economy for the Institution.
  5. The Institution shall agree to pay for the coaching and the purpose with paying is equal partnership and thus to break the aid (help-me) mind-set, donors dependency and donor driven agendas.
  6. An introductory one hour zoom meeting is held where HR&S Sweden presents the coaching programme.
  7. An agreement is signed.
  8. The fee is paid to HR&S Sweden. 10 % of the amount is set aside for the Country Branch that established the contact.
  9. Coaching starts.
 
 

Agenda

  1. Introduction to the Strategy for Change (SfC)_Training.
    Each component 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.
  2. Empower efficient institutional operations and sustainable economy_Coaching
  3. Promote access to functioning advanced pieces of equipment_Implement FAST & Support coaching of technicians.
    The purpose with the “HR&S Functioning Advanced Scientific Equipment” (FAST) Support programme is to support laboratories with the selection, transportation, installation, calibration, operation, maintenance, servicing, use and decommissioning of advanced scientific equipment.
  4. International collaboration_Participant Engagement
  5. Continuous review the SfC road-map_Coaching 
  • Measure progress markers and sustainable impact

Coaching Technicians & Researchers doing laboratory work

Coaching Agenda

  1. The Strategy for Change (SfC)_ Coaching.
  2. Laboratory sustainable economy_Coaching
  3. Selection of advanced scientific equipment_ Coaching and expert advice.
    Identify the laboratory and user needs. Invite suppliers to share about their products.
  4. Maintenance and servicing_Supporting deals with the supplier.
    Coaching on the implementation.
  5. Tender procedures and procurement_Coaching
  6. Transportation, installation, equipment validation and installation training_Coaching and supplier agreements.
  7. Calibration and operation_ Training
  8. Maintenance and servicing follow-up_Coaching on the implementation.
  9. Use_Coaching, expert advice and laboratory own procedures.
  10. Accreditation_ Training and expert advice.
  11. Decommissioning_Coaching and laboratory own procedures.
  12. Review the SfC road-map_Coaching.
  13. Seeking research grants_Participant Presentations.
  14. The grant application review process_Training.
  15. Support for women_Coaching.
  16. Review the SfC road-map_Coaching.
  17. Literature review and sources of_Coaching.
  18. International collaboration_Participant Engagement.
  19. Presenting at conferences_Training.
  20. Bureaucracy & hierarchy_Coaching.
  21. Social enterprising_Coaching.
  22. Reaching out to policy makers_Coaching.
  23. Review the SfC road-map_Coaching.

Background

It is commonly agreed that scientific research is one of the cornerstones of the development of any nation. Unfortunately, Africa contributes with only a fraction of the global research output, less than 1% (Chu. et. al., 2014).  At the same time, 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).

Ngongalah et. al., (2018) claim that the barriers to conducting research in Africa are related to that the conditions under which research is done are severely flawed and do not encourage engagement in research, or continuity of research activity, and Pulford et. al. (2020) state that in many Sub-Saharan Africa (SSA) countries, research management and support (RMS) capacity is poorly developed contributing towards low research production from SSA universities and research institutions, relative to their counterparts elsewhere.

Countries in sub-Saharan Africa spend, on average, just 0.5% of their gross domestic product (GDP) on funding research and development, according to the United Nations Educational, Scientific and Cultural Organization (UNESCO) Institute for Statistics (Makoni, M. 2018). In order to address this the African Union has set a target of investing 1% of GDP on research and development by 2025.

It is also important to note that research on economic issues relating to developing countries is led predominantly by researchers based in the global north, according to an analysis of nearly 25,000 papers by Liverpool, L. (2021). The findings show that although many studies focus on countries or regions in the global south, researchers based there have been vastly under-represented in the literature for decades. Economists analysed data on development and development-policy research. They found that just 16% of articles published in 20 high-profile development journals between 1990 and 2019 were authored by researchers based in the global south, compared with 73% authored by researchers in the global north and 11% that were collaborations between researchers in the north and south. The team defined “southern” researchers as those working at a university or organization based in any country of Latin America, Asia or Africa, including the Middle East, whereas “northern” researchers were defined as those based anywhere else, including North American or European countries, and Australia. Meaningful collaborations can end this ‘helicopter research’.

Scientific research, innovation and enterprising, are key to development in any country. Although researchers, innovators, and entrepreneurs in “lower-income countries” present amazing ideas, their solutions are often unrecognized and unsupported. Consequently, locally developed and locally adapted solutions are not implemented. The purpose with the training and coaching is to facilitate a change. When targeting change, it must be clear which components of a transformation programme are important for achieving an expected outcome and an expected impact. If we target change then we need a strategy addressing; i) why the status quo would change and ii) who would bring the desired evolution.

investing

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.  Ngongalah et. al., (2018) also found that unpaid research is the norm for scientists in sub-Saharan Africa, according to an online survey of 412 academics that spanned over six countries. Eighty-five percent of respondents reported having had research positions with no pay. Of those, 33% had spent between 1 and 5 years doing research for free, and 4% had spent more than 5 years doing so.

Pulford et. al. (2020) performed twenty-eight research management and support (RMS) capacity assessments in 25 universities and research institutions from across 15 SSA countries between 2014 and 2018. They were 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 on-site facilities. The results indicated 13 distinct capacity gap categories as presented below.

  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. 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. 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).

References

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.

Liverpool, L. (2021) Researchers from global south under-represented in development research. Nature, News. https://www.nature.com/articles/d41586-021-02549-9?utm_source=twt_nat&utm_medium=social&utm_campaign=nature

Makoni, M (2018) Research is often unpaid in sub-Saharan Africa, Nature, news. https://www.nature.com/articles/d41586-018-07244-w. doi: https://doi.org/10.1038/d41586-018-07244-w

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.

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