University of Glasgow Connect

International research needs international research professionals

When researchers in low- and middle-income countries are expected to deliver programmes to the exacting standards of funders in the Global North, it makes international collaboration more difficult. Here, Mary Ryan calls for skills development initiatives to align global aspiration and reality.

Delivering ambitious international research programmes requires more than the researchers themselves; a broad ecosystem of people and infrastructure underpins successful international collaborations. This includes research management and administration professionals to support the machinery of ambitious research.

However, the aspirations for global research and the operational realities faced by research management teams in low- and middle-income countries (LMICs) are misaligned. This underscores the urgent need for dedicated capacity-strengthening initiatives.

"Empowering research managers is not merely an act of solidarity, but a strategic imperative for advancing global research."

Funding schemes such as the International Science Partnerships Fund (ISPF) put international collaboration at the heart of UK research strategy. However, while the UK research management sector benefits from abundant and deeply ingrained opportunities for continuing professional development (CPD), research managers and administrators in LMICs lack such support. For example, the introduction of new due diligence requirements almost 10 years ago was accompanied by events hosted by the UK’s Association of Research Managers and Administrators, to share useful information about the requirements and encourage knowledge exchange among universities. No equivalent opportunities were offered for LMIC organisations, for whom the new requirements were directly relevant, resulting in more work for LMIC institutions without accompanying knowledge exchange programmes. This systemic disparity hinders the growth of research management capabilities in the Global South and presents significant challenges for international collaborations.

As the international research development manager at the University of Glasgow, I have had the privilege of working closely with counterparts worldwide. My collaborations with colleagues in Tanzania, for instance, provided an eye-opening perspective on the challenges they face. Managing grants amid rolling blackouts that disrupt electronic systems is just one of their daily hurdles. Yet, they are still expected to deliver research programmes to the exacting standards set by funders in the Global North. This challenge is not unique to Tanzania but represents a broader challenge for research managers across LMICs.

The increasing emphasis on rigorous oversight by funders and the growing prevalence of initiatives such as the ISPF highlight the critical need for skilled research managers in LMICs. While substantial investments have been made to develop world-class researchers in these regions, resources and dedicated funding to support capacity strengthening for professional staff tasked with managing increasingly complex grant portfolios are noticeably lacking. This gap is striking given the reliance of UK institutions on LMIC partners to expand their international research portfolios.

In 2018, supported by the University of Glasgow and the Global Challenges Research Fund (GCRF), I collaborated with colleagues from Northumbria University and the University of Stirling to address this gap. Together, we designed a capacity-strengthening workshop tailored for research managers in sub-Saharan Africa. This initiative brought together a diverse group of experts whose insights and expertise informed a comprehensive three-day programme, designed to maximise impact.

The inaugural workshop, held in Arusha, Tanzania, in February 2019, was a transformative experience. Guided by the principle that “everyone is a student, and everyone is a teacher”, the workshop fostered mutual learning and knowledge sharing through interactive sessions targeting practical skills development. A session on evidencing expenditure gave attendees the chance to discuss appropriate expenditure tracking for different research scenarios, while another on communications skills encouraged delegates to think about the different communications pathways appropriate for engagement with different stakeholders. Complementary sessions on leadership in research management and time management supported participants to think about how they could drive change and be more effective in their own institutions. Feedback from participants revealed a profound sense of professional identity and community. One participant in 2019 commented that it was the first time they had met someone from another institution with the same role as themselves. UK participants, in turn, gained invaluable insights into the operational realities faced by their LMIC counterparts, enabling more empathetic and effective collaborations. We were able to run an expanded workshop in Cape Town in 2020, but the close of the GCRF and the Covid-19 pandemic made additional events impossible.

For many participants, these workshops were their first opportunities to engage with peers, share experiences, and develop essential skills such as managing diverse portfolios, building a project budget and reporting to funders. The transformative impact of these events was captured by a participant’s reflection: “Even if we are in Africa, we have to manage research at an international level.” This sentiment underscores the importance of empowering research managers to operate confidently on the global stage while fostering a culture of mutual respect and learning.

Capacity strengthening in research management is not a one-off event but a continuous process. By investing in the professional development of research managers in LMICs, we not only enhance the global research ecosystem but also create reciprocal benefits for UK institutions. Workshops like those in Arusha and Cape Town demonstrate the potential of collaborative initiatives to bridge systemic gaps and build a more equitable research landscape.

I am pleased to report that five years on, organised by a broad consortium of UK universities, led by the University of Glasgow and with additional support from NIHR, another workshop took place in February in Dar es Salaam, Tanzania. Supported by the ISPF, this workshop continues our efforts to empower research managers and administrators across LMICs. However, these efforts cannot succeed in isolation. New and innovative funding schemes to develop broad capacity are needed, following the lead of the British Academy’s recent Research Management Capacity Strengthening call. It is critical for funders to also consider dedicated support for LMIC-based professional organisations to drive leadership in this sector.

As the ripple effects of our own efforts continue to be felt, it becomes increasingly clear that empowering research managers is not merely an act of solidarity, but a strategic imperative for advancing global research.

This article (excluding photographs) was originally published in THE Campus.