Professor Babatunde Lawal Salako, the immediate past director general of the Nigerian Institute of Medical Research (NIMR), recently concluded his two terms, spanning eight years, at the institute. In this exclusive interview, the professor of Nephrology and former provost at the College of Medicine, University of Ibadan, shares with Temitope Obayendo the highlights and defining moments of his stewardship. Excerpts:
Congratulations on completing your second tenure as NIMR director general. Reflecting on your administration, how would you describe the journey so far?
Thank you. On the 25 July, 2016, two days after my birthday, my appointment as the director general of NIMR was announced. I resumed temporarily on 9 August because I was the provost of the College of Medicine at the University of Ibadan at the time. I needed to oversee the election of a new provost before I could fully take on my role at NIMR. So, for one month, from August to September, I was acting as both provost and DG of NIMR. I fully resumed as DG on 9 September.
The first thing I did was have all departments and units present their current situation, including their challenges and potential solutions. We compiled this into a comprehensive needs assessment document. We concluded that the first step was to create a strategic plan for the institution. In 2016, we organised a national retreat, which led to the creation of our strategic plan for 2016-2021. The plan focused on research development, especially translational research, funding, creating a conducive research environment, and fostering national and international collaborations. Private sector participation in research was also a key focus.
We held bi-annual monitoring and evaluation sessions, with mid-year and end-of-year evaluations conducted during annual retreats. This approach helped staff understand the importance of setting targets, which significantly improved the working environment. The initial strategic plan ended in 2022, so we developed a new plan for 2022-2026, which we are currently working on.
Looking back at your tenure, what would you identify as your most important milestone at the institute?
It’s challenging to single out one achievement as the most important, but if I must choose, it would be establishing adjunct positions for researchers. This initiative allowed our researchers to work in universities, supervise, teach, and examine students. They could also be promoted to professorships. This innovation helped retain researchers who aspired to academic careers similar to those in universities.
Before this, many researchers left NIMR for university positions. By creating MOUs and adjunct positions with Nigerian universities, we were able to promote our first set of five professors in 2018, significantly boosting the research environment and providing hope for younger researchers.
This initiative drastically reduced internal brain drain, as new PhDs and MPhils stayed, seeing a clear path for career advancement. Additionally, university adjuncts also held research positions at NIMR, creating a mutually beneficial relationship. This collaboration led to increased networking, more grant opportunities, and a higher number of publications, enhancing NIMR’s visibility both nationally and internationally.
Before now, we’ve heard about your contributions to research. How has medical research improved healthcare in Nigeria today?
Medical research improves healthcare in numerous ways. Innovations and discoveries lead to new health solutions and product development, which can spur the growth of start-up companies, providing employment and economic benefits. Health research brings new knowledge and solutions to diseases. For instance, the COVID-19 vaccines, developed through health research, helped control the pandemic, revitalising economies worldwide.
Despite the immense benefits, health research in Nigeria is underfunded. Adequate funding could train researchers, support research, foster innovation, and address specific health challenges unique to Nigeria. For example, research could provide lasting solutions to endemic diseases like Lassa fever, which we currently address with a reactive, rather than proactive, approach.
Currently, we are dealing with an outbreak of cholera. What has NIMR done in response to this?
NIMR is actively supporting surveillance and developing a point-of-care instrument to diagnose cholera, using body fluids and water. Cholera often stems from water and food contamination, and poor hygiene. Our diagnostic tool, which is 80 per cent complete, aims to detect cholera quickly and cost-effectively, similar to a dipstick urine test. This tool will be locally produced, affordable, and accessible, allowing for early detection and prevention of epidemics.
We are also conducting surveillance of wastewater in canals and around hospitals to detect potential contamination sources. Cholera outbreaks often follow heavy rains and floods that mix with drinkable water. Our goal is to identify and mitigate these risks early.
Having spent eight years at NIMR, what are your recommendations for the new DG to move the institution forward?
My first recommendation is to maintain an open-door policy. Accessibility fosters transparency and prevents misinformation. Engaging with unions, individuals, senior and junior staff, and treating everyone with respect is crucial.
A respectful and inclusive environment motivates the workforce and enhances productivity. I see that as one of the secrets behind the success of this administration. We talked to the unions, we talked to individuals, we talked to seniors, we talked to juniors, and we treated everybody with respect, because that’s very important.
No matter the innovations or resources brought to the institution, success depends on a motivated and prepared workforce. Treating staff with respect ensures mutual respect and cooperation, which is essential for achieving institutional goals.
As a successful director general, who has served two terms, do you have any regrets?
I pride myself on being “Mr No Regrets.” I believe in taking decisions and accepting responsibility for their outcomes. However, if I must mention something, it would be the superficial oversight that sometimes costs the institution unnecessary expenses. While oversight is necessary, it should be altruistic and genuinely aimed at improving the institution, not hindering its progress.
There were moments of frustration when it felt like genuine efforts to help the system were met with obstacles. But overall, I have no regrets and believe in taking responsibility for my actions and moving forward.
You have achieved so much at NIMR and raised the bar. Where do you see NIMR in the next five years?
In five years, I envision NIMR as a hub for scientists seeking knowledge, skills, and research funding. By then, we should have established a funding agency that supports extensive research. NIMR will be akin to the US National Institutes of Health, a center for learning, research funding, and innovation.
We will see many policy supports, treatment guidelines, and discoveries arising from our research. NIMR will continue to be a beacon of scientific excellence, contributing significantly to healthcare advancements in Nigeria and beyond.
What is your next step after leaving NIMR?
I was the provost at the College of Medicine, and I still have some years left in the system. I believe my job is waiting for me, so I will continue working for the government and contributing to medical research and education.
