CARIMA Annual Conference 2013 and Training Workshops Enhancing capacity for grant writing and

1. CARIMA Annual Conference 2013 and Training Workshops Enhancing capacity for grant writing and research/project management CHANGING TRENDS AND STAKEHOLDER EXPECTATIONS OF HIGHER EDUCATION INSTITUTIONS: IMPLICATIONS FOR EFFECTIVE MANAGEMENT OF RESEARCH Josepha FobaTendo Douala, 10 december 2013

2. STRUCTURE OF PRESENTATION Part one: Changing Expectations of HEI Stakeholders and stakeholder spectrum Part two: Emergence of Research Management Functions in HEIs Part three: Reflections CARIMA – Central African Research and Innovation Management Association

3. PART ONE CHANGES IN HIGHER EDUCATION STAKEHOLDER EXPECTATIONS AND SPECTRUM: RELEVANCE FOR EFFECTIVE MANAGEMENT

4. The Driving Force-THE KNOWLEDGE ECONOMY (Some definitions) “One in which the generation and exploitation of knowledge has a come to play a predominant part in the creation of wealth”(DTI Competitiveness White Paper, 1998) “..economic success is increasingly based on the effective utilisation of intangible assets such as knowledge, skills and innovative potential as the key resources for competition (ESRC, 2005) “Larger than just an increased commitment to R&D. It covers every aspect of the contemporary economy where knowledge is at the heart of the value added….”(Kok Report, 2004) CARIMA – Central African Research and Innovation Management Association

5. Implications for knowledge producers like HEIs • Increased interest of the productive sector in HEI outputs-graduates and research • Increased recognition of HEIs as development partners by governments • Increased demand for access • Improved opportunities for HEI-industry collaboration • PARADIGM SHIFT IN EXPECTATIONS AND HEI-SOCIETY RELATIONSHIPS, AS WELL AS THE ORGANISATION AND FUNCTIONING OF HEIs CARIMA – Central African Research and Innovation Management Association

6. THE PARADIGM SHIFT: BEFORE Emphasis on contribution of research to the growth of knowledge Internal disciplinary requirements dictated the development of education and research. Discipline bound academic departments operated like guilds Sustenance and growth of the discipline was an end in itself Society viewed universities as ivory towers NB: Despite this isolation, universities have through the ages contributed to societal and cultural development CARIMA – Central African Research and Innovation Management Association

7. THE PARADIGM SHIFT: AFTER EMPHASIS ON SOCIETAL RELEVANCE OF RESEARCH Its emergence is largely attributed to the emergence of knowledge and learning economies Universities are expected to be more open, responsive, accountable, transparent and relevant CARIMA – Central African Research and Innovation Management Association

8. THE TWO MODES OF RESEARCH Gibbons provides a conceptual framework to this shift by introducing the concept of ‘Mode 1’ and ‘Mode 2’ research Mode 1 Characteristics: Insular, homogeneous, autonomous, hierarchical and aligned with academic disciplines (Academic departments function like guilds) Mode 2 Characteristics: Socially accountable, heterogeneous, undertaken in a context of application and collaboration CARIMA – Central African Research and Innovation Management Association

9. More specifically Mode 1 Mode 2 • Governed by academic interest • Exists as the extension of the Academic discipline • Relates to a single academic discipline • Knowledge for the sake of new knowledge • Emphasis on the production of new knowledge • Concerns a homogeneity of skills and hierarchical structure • Operates in relative isolation • Relies only on peer review as a measure of success • Governed by a discipline of application • Relevant applied research is the start and feeds into facilitation • Spans over a number of disciplines, trans disciplinary • Aims to make knowledge useful to applications • Emphasis on configuration of existing knowledge • Relies on heterogeneity and organizational diversity • Operates in collaboration with industry and other partners • Relies also on useful application as a measure of success.

10. Important consequences of this shift Need to develop more appropriate management structures-The so-called hybrid management structures, featuring traditional discipline-specific organisation of academic activities alongside specialised research or research and training units. Diversified spectrum of stakeholders and potential partners (public and private research institutes/centres, NGOs, local governments, grassroot communities) A diversified spectrum of actors required to take research from idea to the market (researchers, financial, business development, legal and communication experts) Growing trend of applying management approaches and models from the business world to the research (Note the frequent use of the phrase, ‘research enterprise’) CARIMA – Central African Research and Innovation Management Association

11. Consequences for structuring of research has been the emergence and increasing importance of; Multidisciplinay research Specialised research units (laboratories and centres) Research clusters Research networks Project-based research Research programmes RIMI4AC Project - A programme of the ACP Group of States, with financial assistance of the European Union CARIMA – Central African Research and Innovation Management Association

12. Other important trends have been; Internationalisation and globalisation of research Increased commercialisation of research results Rapid growth of enrolments into higher education Diversification of funding sources, accompanied by increasing competition and demands for accountability and compliance RIMI4AC Project - A programme of the ACP Group of States, with financial assistance of the European Union CARIMA – Central African Research and Innovation Management Association

13. Resulting challenges Effectively engaging with a much wider spectrum of actors/stakeholders Striking the right balance between the traditional missions/values of universities and the university as a development partner in the knowledge economies Strategic planning and Sustainability Adequately addressing contractual and compliance requirements Managing risks-financial, reputational CARIMA – Central African Research and Innovation Management Association

14. Related challenges RIMI4AC Project - A programme of the ACP Group of States, with financial assistance of the European Union Writing successful grant applications in a context of increased competition Effective communication of research to a more diversified stakeholder spectrum Management of IP More demanding reporting requirements Managing and exploiting ever increasing and complex information on research, researchers, stakeholders and funding agencies. CARIMA – Central African Research and Innovation Management Association

15. IN ADDITION TO THE NEED FOR ORGANISATIONAL CHANGES, COMPETENCES AND SKILLS-SET REQUIRED TO MANAGE THE RESEARCH ENTERPRISE HAVE CHANGED CONSIDERABLY AND CONTINUE TO EVOLVE TO ADDRESS CHALLENGES RIMI4AC Project - A programme of the ACP Group of States, with financial assistance of the European Union CARIMA – Central African Research and Innovation Management Association

16. Relevance for research management functions • Addressing challenges of Mode 2 research requires skills and time that the researcher, in most cases does not have. • This provides the rationale for the increasing importance of research management functions, offices, managers and administrators. RIMI4AC Project - A programme of the ACP Group of States, with financial assistance of the European Union CARIMA – Central African Research and Innovation Management Association

17. Ideally, this group of actors should support the researcher by taking on most of the activities that do not have to do with the conduct of research itself CARIMA – Central African Research and Innovation Management Association

18. Emergence of research management CARIMA – Central African Research and Innovation Management Association

19. Definition and functions • Definition: Any action that the (university) can take to improve the effectiveness of research….. (ACU, 2013) • Embraces anything that institutions can do to prioritise research and to maximise the impact of their R&I activity. • Involves functions under the following broad categories; • Research Development • Monitoring and Evaluation • Regulation • Facilitation of project management • Support for dissemination/commercialisation/uptake

20. R&IManagement STRIKING THE RIGHT BALANCE REGULATION Vs FACILITATION?

21. Examples of actions /activities Measures to improve awareness of funding and collaboration opportunities Measures to promote collaboration Assistance with grant writing and submission Contract negotiation Measures to provide an enabling institutional framework and improve the institutional research culture (NB: The importance of an enabling and nurturing institutional environment cannot be overemphasized and this has strong implications for sustainability). CARIMA – Central African Research and Innovation Management Association

22. Examples of measures to build enabling and nurturing environments Development and effective implementation of policies and strategic plan Systematic induction of new staff (both administrative and research staff) to the institutional/national research environments Institution of continuous professional development training programmes and definition of clear career profiles/paths for both support staff and researchers Institution of a coherent and permanent information and sensitisation programme targeting both internal and external stakeholders Institution of incentives to recognise and promote excellence CARIMA – Central African Research and Innovation Management Association

23. PART THREE REFLECTIONS CARIMA – Central African Research and Innovation Management Association

24. Reflections on the Local/regional Context (Cameroon and CEMAC) • Local research faces many critical challenges & issues, such as; • Lack of critical mass, both for the conduct and management of research. • Very limited access to the international pool of research funding and training opportunities • Need for more efficient structuring of research • Insufficient awareness and promotion of research support/facilitation functions • Absence of institutional policies and programmes for developing researchers and research administrators CARIMA – Central African Research and Innovation Management Association

25. Reflections (cont’d) Very low staff to student ratios Involvement of the lecturer/researcher in Administration Need for more collaboration at the national and regional levels Need to more effectively mobilise endogenous funding for research Relatively weak industry base Communicating research to a stakeholder community that is not science literate. CARIMA – Central African Research and Innovation Management Association

26. Reflections on context Continued Isolation and low visibility of actors Weak national and regional collaborations Low presence of local actors in the local productive sector Low contribution of Africa (notably Central Africa) to global scientific output, as well as poor innovation indicators CARIMA – Central African Research and Innovation Management Association

27. CAN WE CONTINUE TO DO BUSINESS AS USUAL? What strategies for stimulating and catalysing our research and innovation systems? WHAT WAY FORWARD FOR A MORE EFFECTIVE MANAGEMENT OF RESEARCH? CARIMA – Central African Research and Innovation Management Association

28. Africa’s contribution to Knowledge CARIMA – Central African Research and Innovation Management Association

29. Finding the solutions is a shared challenge, which should ideally involve all key actors Thank you for your kind attention RIMI4AC Project - A programme of the ACP Group of States, with financial assistance of the European Union