Behind the Decisions: Managing Health Research Capacity Strengthening Consortia

Initiatives aimed at strengthening health research capacity in low and middle-income countries are commonly implemented by consortia. These consortia are increasingly reporting on their programme activities and outputs, but rarely on their management practices. Though investments in such consortia are increasing, there is little evidence in the available literature to guide how they are managed. We thus explored the key management processes adopted by health research capacity strengthening (HRCS) consortia, factors that influence these processes, and their experiences within the DELTAS Africa Programme. We interviewed 23 selected participants: nine consortium directors, ten consortium managers and four funding actors. The consortia had similarities and differences in management processes and practices. Similarities across consortia included factors motivating their establishment and the governing structures used. Differences were observed in decisions related to partner selection, resource sharing and financial management. Consortium leaders often had to tackle diverging alternatives in deciding on appropriate management strategies for their consortia. Understanding the consideration processes and their implications for capacity strengthening can provide guidance for the design and management of HRCS consortia.