背景:在过去十年中,非洲建立了一些加强研究能力(RCS)的举措。其中一项举措是非洲高级研究培训联合会(CARTA),该联合会多年来一直受到关注,并已被证明是加强研究能力以解决非洲公共和人口健康问题的有效多学科方法。目标:在本文中,我们记录了经验和与管理相关的干预措施,这些措施缓冲了CARTA计划,并使其能够在COVID大流行期间保持弹性。我们进一步就危机期间及以后此类RCS计划的弹性和最佳绩效的推动者提出建议。方法:我们使用了CARTA秘书处从联盟信函中收集的常规信息,会议纪要,2020年编写的报告和其他相关文件,以巩固该方案在方案方面的经验和干预措施,机构和研究金水平。结果:我们确定了CARTA在大流行期间经历的一系列与管理相关的循环阶段,其中包括固定,反射,头脑风暴,决策,干预和恢复。我们进一步确定了与战略管理相关的干预措施,这些干预措施有助于该计划在大流行期间的复原力,包括评估和监测,沟通管理,政策和资源管理,进行投资和执行。此外,我们观察到CARTA的领导和管理力量,再加上财团的合作文化,相互信任,尊重,开放性,透明度,公平性,所有权,承诺和责任,所有这些都为它在大流行期间的成功做出了贡献。结论:我们得出的结论是,RCS计划在危机期间经历了一系列阶段,并且需要迅速采用和调整与管理相关的适当战略干预措施,以便在这些时期保持弹性。如果RCS计划建立信任文化,这可以显著实现,承诺和共同所有权,如果他们投资于强大的管理能力。
Background: Several research capacity strengthening (RCS) initiatives have been established in Africa over the past decade. One such initiative is the Consortium for Advanced Research Training in Africa (CARTA) that has gained traction over the years and has been proven as an effective multidisciplinary approach to strengthen research capacity to address public and population health in Africa. Objectives: In this article, we document the experiences and management-related
interventions that cushioned the CARTA programme and enabled it to remain resilient during the COVID pandemic. We further make recommendations on the enablers of resilience and optimal performance of such RCS initiatives during crises and beyond. Methods: We used routine information gathered by the CARTA secretariat from consortium correspondence, meeting minutes,
reports and other related documents produced in the year 2020 in order to consolidate the experiences and
interventions taken by the programme at programmatic, institutional and fellowship levels. Results: We identified a series of management-related cyclic phases that CARTA went through during the pandemic period, which included immobilisation, reflection, brainstorming, decision-making, intervening and recovery. We further identified strategic management-related
interventions that contributed to the resilience of the programme during the pandemic including assessment and monitoring, communication management, policy and resource management, making investments and execution. Moreover, we observed that the strength of the leadership and management of CARTA, coupled with the consortium´s culture of collaboration, mutual trust, respect, openness, transparency, equitability, ownership, commitment and accountability, all contributed to its success during the pandemic period. Conclusion: We conclude that RCS initiatives undergo a series of phases during crises and that they need to promptly adopt and adapt appropriate management-related strategic
interventions in order to remain resilient during such periods. This can be significantly realised if RCS initiatives build a culture of trust, commitment and joint ownership, and if they invest in strong management capacity.