Pathways to Improving Transnational Collaborations: Increasing Equity through Changes in University Research Administration Systems, Policies, and Templates
Transnational research collaborations may be impacted by inequities caused by a variety of factors, including historic colonial structures, access to research funding opportunities, institutional capacity and support, and inherent personal biases. The University of California, San Francisco (UCSF) has sought to address inequities in transnational collaborations, across all aspects of international partnerships, including research administration. In 2022, UCSF stakeholders and global partners launched the Equitable Global Health Partnerships Initiative to identify and address areas that cause inequity in collaboration. Through a dialogue led by UCSF’s global partners, 5 core areas of work were identified, including: Communication and Respect, Education and Training, Authorship and Knowledge Production, Financial Management, and Ethics and Community Involvement.
Working in small groups by core area, UCSF stakeholders and global partner representatives developed an action plan to address institutional-level inequities and advocate to change larger structural issues at Sponsor and regulatory levels. Working groups include leaders and actors from administrative units involved in pre- and post-award research administration who could provide perspective on current systems and processes and possible actions to increase equity in transnational collaborations. For example, based on feedback from global partners, the UCSF’s Controller’s Office eliminated the requirement that LMIC partners submit a hardship letter to qualify for a capital advance for international subcontractors and increased working capital advance from 2 to 3 months or 25% of the annual amount plus upfront costs. Other equity projects linked to research administration currently in development include establishing institutional standards and principles for global research partnerships, capacity building in pre and post award management, development of reliance agreements between IRBs and international partner organizations and reviewing agreement and contract templates to ensure equitable language.
Lessons learned through implementation of this initiative include the importance of institutional leadership buy-in and ensuring all dialogue is led by global partners. Opportunities to engage other universities in this initiative have the power to amplify equity principles in transnational collaborations and support advocacy for larger structural changes in research administration.
