Explanations and examples of governance procedures and structures that can be used to guide a large-scale collaborative projects. What is Governance? When setting up any kind of multi-sector, multi-disciplinary research collaboration the first step is often to establish the governance structure for the collaboration, which will vary depending on the size and complexity of the collaboration. Governance relates to the system of organisation and logistics used to ensure appropriate and effective management of a project as a whole. An appropriate and clear governance structure or framework allows responsibilities to be allocated, accepted and carried out within an effective project management framework and should be considered during the development phase of any collaboration. In short, governance makes clear who is in charge, who has the authority to make decisions and how those within the project will be held accountable in order to ensure the successful execution of a project (or projects) to achieve its objectives within previously agreed parameters such as time, cost, quality, scope. A number of committees or working groups can included and configured within the governance structure of a project or programme of work. Oversight Committee There will be a main oversight and decision making body, which may be referred to as the Strategic Management Group, Steering Group, Board or Executive Committee or other similar (henceforth in this document referred to as ‘Group’). This Group should empower and guide the members of the Collaboration to a successful and pre-agreed endpoint. The Group should provide strategic oversight, identify and manage risks, make decisions and provide advice as required. The terms of reference (also referred to as a Charter in the case of UKPRP Networks) for this Group should outline the responsibilities, the membership, meeting frequency, voting rights/system and how to document the actions and discussions of the group. Key Considerations - Oversight What is the clear purpose of the Group? Who will Chair the Group? Who should be members of the Group? Are there any observers or stakeholders expected to attend the Group on a regular or an ad hoc basis? What support is required with respect to the logistics of arranging and documenting meetings for this Group? How often should this meeting convene? Examples of the terms of reference for consortium oversight are available from [SPECTRUM], [SIPHER] and [ACtEarly]. The Charter for the Network Management Group of MatCHNET is also available [here]. Working Group Working groups tend to be designated to specific themes or discrete projects as part of a wider Collaboration. They should meet regularly to review progress towards objectives or milestones, share information, identify and deliberate any challenges or risks to progress whilst adjusting their plans to ensure delivery of outputs in line with the previously agreed parameters and scope. Similar to the Steering Group, a Chair or Lead for the group should be identified appointed by the Steering Group during the collaboration set up phase. When setting up this group, the Steering Group should provide a clear remit and explain the resources available to support the Working Group. Key Considerations What outputs are expected from the working group What is/is not the scope of the working group What expertise and knowledge is required to deliver the planned work What support is required for the logistics of arranging and documenting meetings for this group? Will they meet in person or via digital means? To whom will this group be accountable? Who will approve the terms of reference? A generic terms of reference template can be accessed here: Advisory Group Advisory Boards or Committees are a means of obtaining independent, non-binding strategic advice regarding the management and progress of a Collaboration. They may address issues around strategies for training, research, impact, evaluation, knowledge exchange and engagement (amongst others) as requested. Members of any advisory group must have a significant level of relevant experience and knowledge and are appointed by the Steering Group/Strategic Management Group. Key Considerations - Advisory Groups Who will constitute the Group? Who will Chair the Group? How often should this Group meet? Consider whether there are financial resources available for travel and sustenance What support is required for the logistics of arranging and documenting meetings for this Group? Will they meet in person or via digital means? An example of the terms of reference for Consortia scientific advisory groups are available from [SPECTRUM] and [SIPHER]. Ethical & Regulatory Any research which involves people or animals will require ethical review and such review and approval is often a requirement of the funding body in addition to the Institution in which the research will take place. This requirement is in place in order to maintain and govern the standards of conduct for scientific researchers and enable appropriate research governance to protect the dignity, rights and welfare of research participants. The type of review required varies depending on the planned study. Studies involving NHS patients, those with mental incapacity, human tissue or clinical trials will require approval from the National Research Ethics Service. Studies involving healthy human participants will require University/Institutional Ethics Review or If the host for the consortium is a NHS Trust – e.g. if healthy participants are studied but their primary and secondary care data is linked/used for outcome measures or if the host is an NHS organisation and the researchers have NHS contracts they may need HRA approval Always check with your Sponsor/Institution if you are unsure. Most organisations will have internal processes that you should refer to and follow. This article was published on 2022-07-13
