Itutions with Board of Governors, Directors or Trustees (n 737) No. 440Journal of your Royal Society of Medicine 107(1S)Table 5. Continued. Overall health analysis institution Governance of well being analysis institution Financial management Influence public policy Ambassadors to community Fundraising Bring influential members 177 43 Approach of appointment of head of institution (n 706) Appointed or elected by Board of Governors or Trustees Appointed by political course of action, including by Minister Elected by employees or faculty of institution 136 33 Appointed by family members owning or controlling institution Elected by shareholders of institution Elected by public or representatives of public Other Procedures employed for choice or recruitment of heads (n 605) Open get in touch with, broadly advertised 345 241 82(continued)No.Specialisation of members on the Board (n 410) Clinical sciences, clinical investigation, overall health services provision Public administration, business, management Political leadership and networks Population and public health Well being systems and policy Fundamental biomedical sciences Human resources or education Entrepreneurial and management leadership Institutional financing Social or behavioural sciences Facts sciences, media Product or service development Other Present roles of Board members (n 422) Strategic arranging Give evaluation 1901393334 1616 270Recommendations by politicians or other policy-makers(continued)Kebede et al.Table 5. Continued. Well being research institution Governance of health analysis institution Suggestions by Board of Governors or Trustees No. 14463 . Reliance or dependence on additional budgetary support for institution’s activities or projects (12 ) . Restricted skilled human resources (11 ) . Poor high-quality or lack of APS-2-79 workspace or equipment (ten ) When asked what had been the 3 most substantial strengths or successes the institution had that contribute to attain its mission (Figure two), the 5 most regularly mentioned challenges had been: . Enough collaboration with other individuals (17 , n 723)Number of respondent institutions out of 847 surveyed.Figure 2. Important barriers (leading chart) and strengths (lower chart) to overall health research faced by well being research institutions in 42 sub-Saharan African countries, 2009.Journal with the Royal Society of Medicine 107(1S)Table six. Collaboration between stakeholders of wellness analysis in 42 sub-Saharan African countries, 2009. Analysis institutions (n 627) Collaboration with stakeholders National ministries or departments of health Academic 
or analysis institutes, university hospitals Non-governmental organisations National offices of international agencies National institutes, technical or regulatory agencies Key or secondary care facilities Subnational level health-policydecision-makers Other national or regional ministries Hospitals (non-university) National offices of foreign agencies Mass media Nearby public health departments Professional organisations Members of national investigation councils Biomedical-based healthcare providers National medical or health analysis councilsNumber of respondent institutions out of 847 surveyed.No. 499 376 321 315 255 245 244 243 211 199 193 154 153 140 12880 60 51 50 41 39 39 39 34 32 31 25 24 22 20. Sufficient skilled PubMed ID:http://www.ncbi.nlm.nih.gov/pubmed/2129546 human sources (16 ) . Adequate perceived relevance of activities offered national challenges and priorities (15 ) . Enough quality or availability of workspace or gear (9 ) . Adequate access to qualified networks (eight ) Institutions have been asked to id.