representatives of different donor agencies in different African
countries volunteered views, ranging from frustration to despair,
about the poor record of university research bodies and departments
in the management of research grants. One key figure in research
promotion in one of the sub-regions declared categorically that,
with one exception, he had abandoned grant-making to universities.
The only way, in his view, to achieve results was to support
individual researchers with a proven track-record in research
completion and financial accountability. Another grant manager,
across the continent, stated that he had written off university
grant-making after years of dashed expectations, and would
henceforth direct his grant budget to research networks.
These are not
the views of prejudiced or inexperienced individuals who know
nothing about the difficulties under which African universities and
academics are labouring. They indicate a serious problem for
universities and donors alike, as well as bodies responsible for
national science policy and regional scientific organizations. Many
universities claim an absolute shortage of research funds. At the
same time, several donors complain that their research grants are
not spent, or are misdirected, or go unreported.
Proposals on research management
There appear
to be structural problems in research management, and what these
are need to be investigated and exposed to scrutiny if an adequate
training response is to be mounted. Likewise, examples of good
practice, by individuals, networks and universities, should be
examined for the positive lessons they could offer.
The issue is
of sufficient importance for it to be taken up by the AAU and the
sub-regional university associations, with the support of
interested donors. Considering the millions of dollars committed by
bilateral donors alone to research in Africa, let alone the
foundations and the two dedicated research donors, IDRC and SAREC,
donor interest in a more systematic and concerted approach to the
research management problem should be high. There seems to be scope
for one or more studies of the problems and the successes to be
commissioned, with support from interested donors. Follow-up
workshops should examine the findings and decide on remedies.
Senior African management development institutes might have a role,
both in the inquiries and in any training solutions which might be
envisaged.
Equipment maintenance
Equipment
maintenance is regarded by some university administrators and
academics as the single area where the greatest gains in academic
productivity, in both teaching and research, could be achieved.
Effective equipment maintenance management also requires a
preventive maintenance culture, but this must be associated with a
skilled and realistic procurement policy. Accurate equipment
specification, including a high degree of
sensitivity