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AREA

DISCUSSION

DETAILS

ACTION POINTS

General Description of the Consortium

• Each institution is good in conducting research.
• However, as a consortium, there are a lot of weaknesses.
• Member Institutions should strengthen those weaknesses; especially during the formulation of the Research Agenda.
• Individual institutions grow because they are guided by a clear mandate.
• Technical working group will sit and identify what the members can do in a certain goal in achieving priority researches esp. in Agro-Industrial region but there is a health component on it.
• Organize a TWG and plot the matrix and how the institutions can come in to address the research gaps

1. Revisit the Research Agenda
2. Keep Track of the researches conducted by the member institutions
3. Explore the resources that other member institutions could share / contribute
4. Review the existing composition; create a Technical Working Group.
5. Plot a matrix to see how the institutions could address the research gaps.

Issues on Proposals

• Package the Proposal wherein collaboration would be facilitated.
• Proposals made here don't have collaboration. It is individualized research.
• Input from the researchers. Other institutions don't know what other institutions are doing.
• It is common sense, basically is to pool our resources. We can do much more if we work together.
• There is nothing valuable that represents the institutions can gain.
• It should be based on a theme that is in your region.

Taking the Lead

• The consortium will comply with the standards set by the Central Office (DOST / DOH)
• In some of the Regions it is not always DOH, DOST lead the consortium e.g. Region 11 is lead by a medical school
• If a key individual loses affiliation with the member institution, he / she lose membership in the consortium.
  • Look at the other models (regions) and see how their consortium works.

Identifying a specific person in taking the lead

• There is no full time manager in behalf of the consortium.
• Ms. Vicky Mabborang could not do all that because she has other things.
• The consortium has no person who can decide, can only work if they are in session.
• In Davao, they really hire a full time staff using the money from the grant.
• But that is good if you are able to identify all organizational weaknesses.
• Davao is thinking to become SEC-registered juridical personality to transact grants.
  • The Consortium should decide on how and who will be the Officer-in-Charge, doing the day-to-day operations on behalf of the consortium.
  • Dr. Rustico Santos was nominated to take the lead because of his credibility, career record and passion for research, consortium and for the whole Region 2.

Long Term (Strategic Plan)

• The consortium has still developed a long term (5-year) strategic plan. In order to align with long term goals.
• It is hard for me to assess if you are doing great or not.
• The need for effective personnel was again emphasized because most individual members have prior commitments with their respective institutions.
• Aside from having a key person, it was also pointed out that there should a small team working along side him / her.
• There should be external and internal (institutional) linkages

1. There should be someone empowered to do the vision of the consortium

2. That person should a working team

3. Explore possibility of expanding / extending membership within the region.

Organizational Structure

• Advisory Committee is basically a policy making body.
• It is also in-charge of approving plans.
• However, no oversight functions.
• How much has been done for the past and recent year?
• Perhaps, there should be modifications / changes so that something will follow through.

1. Examine the existing composition, function, membership of the committees, advisory council and the consortium as a whole.

2. Examine the past, present activities and plans of the committees, advisory council and the consortium as a whole.

3. Make recommendations based on the self-assessment.

4. There is a need a establish of track record for the consortium especially in terms of conducted researches, activities that is inline with health especially if it aligns with the NUHRA / RUHRA

Other Existing Models (Consortium)

• PCARD pays only one clerk.
• Other regional health consortia were similar with the other regions with an advisory council and committees. However, there is no-one also to take the lead also.

1. There should be a Memorandum of Agreement (MOA) and implementation of the said contract.