Research and Innovation Strategy 2019-2022
- Contents
-
Introduction
-
Context - Where we are now: Research and Innovation in 2018
-
The Strategy - Where we want to be
-
The Strategy – our 6 strategic aims
-
The strategic implementation plan 2019-2022
-
- Introduction
This strategy builds on the successful strategy of 2016-2019, a period which has seen unprecedented success in Research and Innovation (R&I) at Lancashire Teaching Hospitals NHS Foundation Trust (The Trust), highlights of which have included:
- The development of an ‘HQ’ for R&I at the Centre for Health Research and Innovation having successfully converted the Avondale Unit on the Royal Preston Hospital (RPH) campus
- Bidding for and winning National Institute for Health Research (NIHR) Clinical Research Facility
- (CRF) status for the NIHR Lancashire CRF (LCRF) for the period 2017-2022, in partnership with Lancashire Care NHS Foundation Trust (LCFT) and Lancaster University (LU).
- Record involvement of patients and the public via recruitment into studies and trials, surpassing
- 2800 in 2018.
- Building capacity and capability with a head count of 65 staff.
- The development of one of the most functional and successful patient and public involvement and
- engagement (PPI/E) Groups in the shape of The Trust R&I Lay Research Group (LRG).
- Ongoing development of the Clinical Academic Faculty (see strategic aim 2 below) in partnership
- with The University of Central Lancashire (UCLAN) and working with The University of Manchester (UoM).
- Making significant strides into experimental medicine (EM) and early phase clinical trials with the LCRF team running The Trust’s first ever Phase I trials.
- Participation in the extremely successful 100K Genome project with 135 patients recruited.
Moreover the success of many elements of the 2016-2019 strategy necessitate that they remain a
key part of this new strategy and an ongoing focus in R&I.
- Context - Where we are now: Research and Innovation in 2018
The NHS continues to face challenges and while we are grateful for core funding from the NIHR from both
the North West Coast Clinical Research network (LCRN) and for the LCRF infrastructure funding, research
is not immune to these challenges.
This updated strategy retains continuity from the past in capacity and capability, working with HEIs and
presence and profile (both internal to The Trust and externally to the public of Lancashire and South
Cumbria), enhancements have been to ensure that R&I is both sustainable and that quality systems match
the excellent calibre of the people in the Trust – be that core staff, investigators, patients or volunteers.
Lancashire Teaching Hospitals NHS Trust provides district general hospital services for its local population
and many tertiary services for Lancashire & South Cumbria. As the northern part of the NIHR NWC’s CRN
this network health economy provides services for a circa 1.6 million population which is one of the largest
networks in the country. The trust and the wider health economy have a responsibility to develop an
infrastructure and plan to develop the health professional work force in the future. The trust with its primary
and secondary health care partners need to develop a robust Lancashire centric focussed strategic plan to
provide future work force independent of any competing neighbouring health economies. Neighbouring
health economies inevitably have their focus on clinical, training and academic expertise within their own
networks and will not invest on parallel infra-structures, if such developments compromise their own
successes.
A successful health economy is dependent on its innovation & research strategy and this needs investment
in tandem to unproven leadership programmes. A health economy of nearly 2 million needs to develop its
own identity and focus rather on being dependent on its neighbours.
- Our Values
Being Caring and Compassionate
Being caring and compassionate is at the heart of everything we do. We will understand what each person needs and strive to make a positive difference in whatever way we can.
Recognising Individuality
We appreciate differences,making staff and patients feel respected and valued.
Seeking to involve
We were actively get involved and encourage others to contribute and share their ideas, information, knowledge and skills in order to provide a joined service.
The values are reflected in the way we recruit patients to our studies and treat them once recruited,
reflecting their clinical pathways in The Trust. They show how we support, develop, engage, retain and
reward our staff to enable them to flourish at work and reach their full potential through a positive
organisational culture.
- The Strategy - Where we want to be
Our vision:
To be the highest recruiting and most innovative, patient and staff-focussed
R&I collaborative in Lancashire and South Cumbria
- The Strategy – our 6 strategic aims
1. To continue building the capability and capacity within the Trust to lead and deliver high quality
research and innovation and offer our patients greater access an enhanced experience and better
care through access to research, clinical trials and experimental medicine
2. Forge better links to our local/partner Higher Educational Institutions (HEIs) and significantly
increase clinical academic appointments at all levels in The Trust.
3. To increase the presence and profile of R&I in The Trust and in doing so the opportunities for
staff, patients and the public to engage with the research agenda and provide a route for them to
direct and influence Trust research and innovation priorities.
4. Significantly enhance research quality and infrastructure and develop a full operational
governance framework for R&I that feed into the Workforce and Education Directorate (WED) and
trust level governance, effectively and appropriately.
5. Develop a commercial and innovation strategy for R&I that feed into The Trust’s plans for
commercialisation, and WED’s plans to develop an Innovation Hub for Education, Training and
Research.
6. Complement and service The Trust’s plans for Improvement, both continuous (CI) and Service
(SI).
- The strategic implementation plan 2019-2022
The strategy is broken down under the 6 aim-headings above. Achievement of these aims
will be measured through continued and sustained performance improvements in the following overarching
performance metrics:
Strategic Implementation Plan 2019 - 2022
Values
- Caring and compassionate
- Recognising individuality
- Seeking to involve
- Team working
- Taking personal responsibility
Purpose
- Always to provide excellent care with compassion
Long Term Aims
- To expand and develop specialised and tertiary services
- To deliver local services for Preston, Chorley and South Ribble
- To enhance our workforce and reputation through education, teaching and research
Aim 1
To continue build the capability and capacity within the Trust to lead and deliver high quality research and innovation and offer our patients greater access an enhanced experience and better care through access to research, clinical trials and experimental medicine.
Capacity and capability to recruit to and deliver clinical studies, trials and innovation projects comes for the creation of critical mass. Building on the successes in the previous three year strategy we must continue to develop the relationships with the LCRN and thus increase recruitment to trials, leveraging opportunities for increased funding and staffing; develop both the experimental medicine portfolio and partnerships around the LCRF to position ourselves for expansion; and develop our own investigators, workforce, support services and estate to be fit for purpose in the future.
Area
Grant Funding
Year One
Increase non-commercial grant funding by 10% on previous year, and challenge un-funded work.
Year Two
Increase grant funding by 15% on previous year
Year Three
Increase grant funding by 20% on previous year
Person Responsible
Paul Brown
Recruitment
Year One
To be consistently the top recruiters in Lancashire and South Cumbria but also in the top 5 in the North West of England and
top 3 in the LCRN region.
Year Two
Increase recruitment to studies by 5% on previous year
Year Three
Increase recruitment to studies by 5% on previous year
Person Responsible
Paul Brown,R&I Managers
Philanthropy
Year One
Seek philanthropic and charity support from trust level, local and wider sources
Person Responsible
Paul Brown, Pierre Martin-Hirsch, Anthony Rowbottom, Dennis Hadjiyiannakis
Supporting Professional Activities (Research)
Year One
Develop Research SPA tariff to recognise and reward consultants supporting research.
Year Two
Contribute to consultant appraisal and job planning through provision of evidence for SPA tariff and mandatory training of GCP
Year Three
Contribute to consultant appraisal and job planning through provision of evidence for SPA tariff and mandatory training of GCP
Person Responsible
Pierre Martin-Hirsch,
Research Funds
Year One
Build year 1 research pot of = £20,000 from PI fees in commercial clinical trial templates. Ring-fence this in agreed location.
Year Two
Build year 1 research pot of = £30,000 from PI fees in commercial clinical trial templates.
Year Three
Build year 1 research pot of =£40,000 from PI fees in commercial clinical trial templates.
Person Responsible
Paul Brown, Matthew Johns
Divisions
Year One
Hold annual divisional meetings with divisional managers to support the development and implementation of their own R&I sub-strategies.
Year Two
Hold annual divisional meetings with divisional managers to support the development andimplementation of their own R&I sub-strategies.
Year Three
Hold annual divisional meetings with divisional managers to support the development andimplementation of their own R&I sub-strategies.
Person Responsible
Paul Brown, Pierre Martin-Hirsch. Jane Silverwood
Estate
Year One
Develop joint strategy for long term as part of Trust Estates masterplan
Year Three
Obtain mixed funding for development of a more comprehensive CRF as part of Trust Estates Masterplan.
Person Responsible
Paul Brown, Pierre Martin-Hirsch, Anthony Rowbottom, Dennis Hadjiyiannakis
Links to NMAHPs
Year One
Recruit to Joint post with UCLAN to help lead Nursing, AHP and Midwifery (NMAP) research strategy.
Recruit to NHS 70@70 role to assist in this.
Person Responsible
Paul Brown, Sarah Cullen, Heather Coleman, Nichola Verstraelen
Workforce
Year One
Establish a more robust and agile workforce with greater flexibility for 6 diverse clinical teams e.g. practitioners, data, labs etc.
Year Two
Establish a more robust and agile workforce with greater flexibility for 6 diverse clinical teams e.g. practitioners, data,labs etc.
Year Three
Establish a more robust and agile workforce with greater flexibility for 6 diverse clinical teams e.g. practitioners, data, labs etc.
Person Responsible
Paul Brown R&I Managers
Imaging
Year One
Commission a new review of all imaging requirements and capabilities
Person Responsible
Paul Brown, Sachin Mathur, Hedley Emsley
Chorley
Year One
To review the potential of investigators, recruitment and improved estate for R&I at Chorley DH and make recommendations
Year Two
Implement and review recommendations
Year Three
Implement and review recommendations
Person Responsible
Nichola Verstraelen, Team Leaders
Support Service
Year One
Establish SLAs with key support services (imaging, pathology and pharmacy) as a basis for ongoing mutual support
Year Two
Ongoing reviews of imaging, pathology and pharmacy needs
Year Three
Ongoing reviews of imaging, pathology and pharmacy needs
Person Responsible
Paul Brown, Kina Bennett, Service Leads
CRF Collaborations
Year One
Continue to develop current partnership with Lancashire Care NHS Foundation Trust and pursue CRF strategy with local Trusts for the LCRF to be truly for Lancashire and South Cumbria. Meet with 3 local Trusts to establish interest.
Year Two
Develop this into a LCRF partnership
Year Three
Review partnership and its effectiveness
Person Responsible
Paul Brown, Pierre Martin-Hirsch, Dennis Hadjiyiannakis, Jacqui Bramley
CRF Collaborations
Year One
Continue to develop current partnership with Lancashire Care NHS Foundation Trust and pursue CRF strategy with local Trusts for the LCRF to be truly for Lancashire and South Cumbria. Meet with 3 local Trusts to establish interest.
Year Two
Develop this into a LCRF partnership
Year Three
Review partnership and its effectiveness
Person Responsible
Paul Brown, Pierre Martin-Hirsch, Dennis Hadjiyiannakis, Jacqui Bramley
CRF Expansion/Estate
Year One
Review the possibility a CRF with office space in Rosemere/cancer as part of providing better estate for the cancer team
Year Two
Review the possibility a CRF in Paediatrics as part of any revision of Ward 8
Person Responsible
Paul Brown, Pierre Martin-Hirsch, Dennis Hadjiyiannakis, Karen Swindley, Jacqui Bramley
Cancer
Year One
Review cancer team staffing requirements with a bid for 1 WTE cancer nurse for commercial nurse with 1 WTE matched from Trust Business Case
Year Two
Maintain 2 WTE from R&I funds and expand by 1 CTSO WTE or equivalent
Year Three
Review and repeat if business case stands up
Person Responsible
Paul Brown, Matthew Johns, Steph Cornthwaite
Stroke
Year One
Review progress re Stroke and mapping with clinical expertise and decisions re HASU/HSRC. NB this could be an opportunity for a Chair with LU.
Person Responsible
David Shakespeare
Divisional Research Managers
Year Three
Review the possibility and funding feasibility of Research Managers for the 2 main research active clinical divisions.
Person Responsible
Paul Brown
Aim 2
Forge better links to our Local/partner Higher Educational Institutions (HEIs) and significantly increase clinical academic appointments at all levels in The
Trust.
Within the UK, there has been a significant increase in medical schools over the last 20 years with the NHS goal to develop health professional training across the majority of clinical networks, providing centres of a both clinical and academic training for health professionals within a network. The development of academic centres within these network works enhance the reputation and quality of primary / secondary care resulting in better recruitment of health professional work force and thus attract the PIs of the future. The majority of the clinical networks cover a population of a million or less in contrast to our 1.6 million.
As The Trust is connected to four separate organisations with medical schools, this strategy is thematically based to best utilise the strengths of those organisations. Working with the strengths of the Workforce and education Directorate, this will develop a programme for post-graduate medical and NMAHP education that encompasses training and research to provide not only the workforce and leaders for future generations.
Area
Engagement with HEIs
Year One
Establish at least half-yearly strategy meetings with HEI partners to align key strategic objectives.
Year Two
Continue regular, structured strategic engagement with local HEIs
Year Three
Continue regular, structured strategic engagement with local HEIs
Person Responsible
Pierre Martin-Hirsch
Engagement with HEIs
Year One
Encourage local universities - Lancaster & UCLAN to map out their strengths in clinical / translational research and develop existing strengths
Year Two
Ongoing review of this in strategy meetings
Year Three
Ongoing review of this in strategy meetings
Person Responsible
Pierre Martin-Hirsch
Fellows
Year One
Establish template job descriptions and endorsed process for creating and advertising Clinical Research Fellow posts which are accredited for out of specialty training.
Incl UoM
Year Two
Develop coordinated cohort of clinical academic fellows, measuring outputs and impacts of research.
Year Three
Showcase outputs from clinical academic fellow posts
Person Responsible
Pierre Martin-Hirsch
Fellows
Year One
Increase number of ACF posts (NIHR etc) at the Trust =1
Year Two
Increase number of ACF posts (NIHR etc) at the Trust =2
Year Three
Increase number of ACF posts (NIHR etc) at the Trust =2
Person Responsible
Pierre Martin-Hirsch, Paul Brown, Jackie Twamley
CAF –Medical Student Projects
Year Two
Medical student project options demonstrate direct link to established programmes of research = 1 resulting publication
Year Three
Link project options with established research programmes across other specialties, = 3 resulting publications
Person Responsible
Philippa Olive/Jackie Twamley
Clinical Academic Roles
Year One
The Trust to support academic posts in midwifery, stroke nursing, cancer care, pharmacology etc. to take advantage of the local health services research expertise. Have a rolling programme of establishing posts within 5 years to establish critical mass. Programmes to be led by NIHR active leads.
Person Responsible
Pierre Martin-Hirsch, Paul Brown
Chairs
Year One
Aim to appoint 3 further substantive Chairs/Professorial appointments with local HEIs by 2022 (2 at time of writing)
Year One
Pierre Martin-Hirsch, Paul Brown, Anthony Rowbottom
Honorary chairs
Year One
To have 5 honorary chairs by 2022.
Person Responsible
Pierre Martin-Hirsch, Paul Brown, Anthony Rowbottom
Readers/SLs
Year One
To have 5 additional Readers or Senior Lecturers by 2022.
Person Responsible
Pierre Martin-Hirsch, Paul Brown, Anthony Rowbottom
KPIS
Year One
Have clearly defined KPIs and financial expectations for all of these set out in either an SLA or MoU document. Process these as they happen.
Person Responsible
Pierre Martin-Hirsch, Paul Brown, Anthony Rowbottom
CAF
Year One
Maintain the present Clinical Academic Faculty (CAF) body of work and staffing to ensure throughput of clinical and AHP research and service improvement projects through R&I, the wider trust staffing, medical students and HEI teams
Person Responsible
Philippa Olive
Academic Office
Year Two
1) Develop a single academic office within The Trust by April 2021
2) Develop the support infrastructure within the “academic” unit to ensure success and efficiencies
Develop undergraduate health professional exposure to academic training within the academic “hub”
Person Responsible
Pierre Martin-Hirsch, Paul Brown
Aim 3
To increase the presence and profile (P&P) of R&I in The Trust and in doing so the opportunities for staff, patients and the public to engage with the research agenda and provide a route for them to direct and influence Trust research and innovation priorities, and for the public to access research.
3a) Communications, marketing and P&P in The Trust
While research has a strong profile within specific areas of the Trust and strong exec and board-level support, putting it within the three strategic aims for The Trust, there is still great scope to better infiltrate divisions and directorates in-between. Moreover there are further opportunities to better enhance our reputation and presence regionally, notably with the various elements of the NIHR infrastructure.
Area
Outputs
Year One
With library services and IT create a searchable information repository including all published LTH work and researcher profiles.
Include: posters, presentations, collaborations, books etc.
Year Two
Ensure information repository has 60% coverage of all up to date research activity.
Year Three
Ensure information repository has 80% coverage of all up to date research activity
Person Responsible
Nichola Verstraelen
CRN Clinical Leads
Year One
Increase CRN Speciality leads at The Trust to 3
Year Two
Increase CRN leads at The Trust to 4
Year Three
Increase CRN leads at The Trust to 5
Person Responsible
Pierre Martin-Hirsch
Regional Links
Year One
Work more effectively with external organisations such as NHSA, CLAHRC and AHSN to raise profile outside of region
Year Two
Ensure clinician representation at all key external stakeholder meetings.
Year Three
Ensure clinician representation at all key external stakeholder meetings – review membership of external committees.
Contribute to 5 projects per year initiated through NHSA, CLAHRC or AHSN.
Person Responsible
Pierre Martin-Hirsch, Paul Brown, Anthony Rowbottom, Philippa Olive
Regional Links
Year One
Contribute to 2 projects per year initiated through NHSA, CLAHRC or AHSN.
Year Two
Contribute to 3 projects per year initiated through NHSA, CLAHRC or AHSN.
Year Three
Contribute to 4 projects per year initiated through NHSA, CLAHRC or AHSN.
Person Responsible
Pierre Martin-Hirsch, Paul Brown, Anthony Rowbottom, Philippa Olive
Social Media
Year One
Retain strong social media presence through twitter and Facebook accounts
Have first concerted Twitter chat
Target Twitter Followers: 1500
Target Facebook Followers: 100
Year Three
Engage patients and staff in discussions about research using social media - >/= 2 twitter chats per year.
Target Twitter Followers: 1750
Target Facebook Followers: 500
Year Two
Engage patients and staff in discussions about research using social media - >/= 3 twitter chats per year
Target Twitter Followers: 2000
Target Facebook Followers: 1000
Person Responsible
Nichola Verstraelen, Amy Jones
Communications
Year One
Establish a Communications Group that incorporates Presence and Profile to plan marketing activity for research activity at
the Trust – reporting in to R&I committee
Person Responsible
Nichola Verstraelen, R&I Comms Reps
Communications Strategy
Year One
Produce communications sub-strategy
Year Two
Publish first annual review of communications activity
Year Three
Publish annual review of communications activity
Person Responsible
Nichola Verstraelen/ Lorraine Kelly
Research Champions
Year Two
Improved engagement within clinical divisions of research – research is integrated in BU strategies. Champions identified in every key service
Year Three
Establish core champion numbers to maintain for strategy updates
Person Responsible
Nichola Verstraelen
3b) Patient and public involvement and participation
We are keen to involve patients and members of the public, not just as participants of research studies, but in the development and conduct of our research activity. The NIHR encourages patients and the public to access and be actively involved in all health research as it leads to better research, clearer outcomes, and faster uptake of new evidence. All the NIHR’s Research Programmes actively engage patients and the public in all stages of research. Building on the successes fashioned around the hugely successful Lay Research Group we intend to have broader and more measurable KPIs in this area.
Area
Lay Research Group (LRG)
Year One
Retain and build LRG with members integrated within clinical divisions, research themes and individual projects
Year Two
Establish local priority setting groups representing other main research themes
Year Three
Establish local priority setting groups representing other main research themes
Person Responsible
Jackie Twamley/Nichola Verstraelen/Jacqui Bramley
LRG
Year One
Seek funding to support long term sustainability of group
Person Responsible
Paul Brown
PPI/E Strategy
Year One
Produce PPE sub-strategy
Year Two
Publish first annual review of PPE activity
Year Three
Publish annual review of PPE activity
Person Responsible
Jackie Twamley
Friends and Family
Year One
Introduce Friends and Family Test to LCRF
Year Two
Introduce Friends and Family Test to other fixed R&I areas (e.g. cancer, maternity)
Person Responsible
Jacqui Bramley, Alison Swann, Steph Cornthwaite, Katrina Rigby
Friends and Family/feedback
Year One
Improve results of research questions cancer patient experience survey
Year Two
Further improvements in cancer patient experience survey
Year Three
Further improvements in cancer patient experience survey
Person Responsible
Stephanie Cornthwaite
Trust Correspondence
Year One
Review Trust correspondence routes and reference research better (including ‘consent to consent’)
Person Responsible
Nichola Verstraelen, Lorraine Kelly
PPI/E Research
Year One
Active portfolio of PPI/E research activity developed = 1 live project
Year Two
= 2 live projects
Year Three
= 2 live projects
Person Responsible
Jackie Twamley
Sponsorship
Year One
Patient and public involvement in 20% of studies sponsored by and funding bids developed by Trust
Year Two
Patient and public involvement in 30% of studies sponsored by and funding bids developed by Trust
Year Three
Patient and public involvement in 40% of studies sponsored by and funding bids developed by Trust
Person Responsible
Kina Bennet/Jackie Twamley
Access & Recruitment
Year One
To increase patient access to studies by being consistently the top recruiters in Lancashire and South Cumbria but also in the top 5 in the North West of England and top 3 in the LCRN region.
Year Two
Increase recruitment to studies by 5% on previous year
Year Three
Increase recruitment to studies by 5% on previous year
Person Responsible
R&I Management team
Patient Access – E&D
Year Two
To review where our recruited patients come from and establish demographic but also equality and diversity baseline.
Person Responsible
R&I Management team
Aim 4
Significantly enhance research quality and infrastructure and develop a full operational governance framework for R&I that feed into directorate and trust level governance effectively and appropriately.
While there have been significant improvements in the areas encompassed by aims 1-3, there is much still to do with the systems and infrastructure required to better effectively support this in building a Quality Management System and culture in R&I.
Area
Data
Year One
Systematic review of all research IG/databases and harmonisation project to specifically include Edge, CRFManager and T Drives
Year Two
Ongoing review of all research IG/databases
Year Three
Ongoing review of all research IG/databases
Person Responsible
Kina Bennett, IAAs, Paul Brown
GCP
Year One
Ensure GCP as mandatory training for all consultants in line with Trust Research Quality policy requirements
Year Two
Ensure GCP as mandatory training for all consultants in line with Trust Research Quality policy requirements
Year Three
Ensure GCP as mandatory training for all consultants in line with Trust Research Quality policy requirements
Person Responsible
Kina Bennett
Study Quality
Year One
Establish fortnightly study review huddle for better study prioritisation and review of capacity, capability and funding
Person Responsible
Kina Bennett & RAT
MHRA Readiness
Year One
Complete template dossier for potential MHRA inspection.
Year Two
Maintain template dossier for potential MHRA inspection.
Year Three
Maintain template dossier for potential MHRA inspection.
Person Responsible
Kina Bennett
MHRA Readiness
Year Two
Undergo ‘mock’ MHRA inspection. Address any findings from ‘mock’ MHRA inspection and undergo follow up re-inspection.
Person Responsible
Kina Bennett & Jacqui Bramley
HLOs 4 and 5 - T&T
Year One
Perform exceptionally for DH benchmarks and CRN HLOs 4&5 aiming to keep to NIHR targets as set by the local CRN.
Year Two
Perform exceptionally for DH benchmarks and CRN HLOs 4&5 aiming to keep to NIHR targets as set by the local CRN.
Year Three
Perform exceptionally for DHbenchmarks and CRN HLOs 4&5 aiming to keep to NIHR targets as set by the local CRN.
Person Responsible
Kina Bennet &RAT
EM Phase I accreditation standards
Year One
Establish CRF Phase I accreditation standards as recommended by NIHR UKCRF Network
Year Two
Review ongoing compliance
Year Three
Review ongoing compliance
Person Responsible
Dennis Hadjiyiannakis, Jacqui Bramley
Sponsorship and audit
Year One
Continued oversight of sponsored studies through monitoring and audit programme – reporting to R&I Committee
Year Two
Continued oversight of sponsored studies through monitoring and audit programme – reporting to R&I Committee
Year Three
Continued oversight of sponsored studies through monitoring and audit programme – reporting to R&I Committee
Person Responsible
Kina Bennett
BI
Year One
Establish strong links with LTH Business Intelligence team – establish regular meetings with BI lead
Year Two
Contribute to Trust regional project to develop data warehouse – ‘the Future of BI’
Year Three
Paul Brown, Andy Robinson, Andy Martyniak
Research and related Databases
Year One
Harmonise governance with regard to data collection/collation for all research and affiliated databases.
Year Two
Aim to have mater format for databases in one system or template.
Person Responsible
Anthony Rowbottom/Tim Howcroft/ Tim Dawson/Paul Brown/Kina Bennett
Aim 5
Develop a commercial and innovation strategy for R&I that feed into The Trust’s plans for commercialisation, and WED’s plans to develop an Innovation Hub for Education, Training and Research.
Equally as important as developing investigators through an enhanced clinical academic apparatus, are the growth of commercial clinical trials and the development of an innovation pathway. This will create financial sustainability to enable growth in the areas outlined in this strategy. In addition it will forge a way for the inventors and entrepreneurs in The Trust to seek out opportunities for commercialisation, and likewise commercial entities such as SMEs to reach-in.
Area
Innovation
Year One
Link into The Trust’s Innovation Hub. In the latter part establish an Innovation Coordinator to cross-fertilise in education and
innovation projects
Year Two
Review impact of Innovation Coordinator to cross-fertilise in education and innovation projects and establish a grant officer post
Year Three
Review impact of Innovation Coordinator and grant officer
Person Responsible
Paul Brown, Anthony Rowbottom, Karen Swindley, Susan Maxwell
Innovation Pathway
Year One
Clearly articulate an innovation pathway to link to collaborators, SMEs and HEIs for The Trust PI’s and vice versa
Year Two
Review impact of innovation pathway
Year Three
Review impact of innovation pathway
Person Responsible
Paul Brown, Anthony Rowbottom, Karen Swindley, Innovation Coordinator, Susan
Maxwell
Innovation partners - HEIs
Year One
Actively support Lancaster University’s Innovation Hub and UCLAN’s innovation gateway
Year Two
Review impact of support to Lancaster University’s Innovation Hub and UCLAN’s innovation gateway
Year Three
Review impact of support to Lancaster University’s Innovation Hub and UCLAN’s innovation gateway
Person Responsible
Paul Brown, Anthony Rowbottom, Karen Swindley
Pharma partners - Commercial
Year One
Set up links with CROs and Pharma companies to explore preferred site arrangements
Year Two
Hold specialty showcase days for pharma and CROs to visit Trust and discuss pipeline for commercial trials – identify 2 priority specialty areas for commercial growth
Year Three
Hold specialty showcase days for pharma and CROs to visit Trust and discuss pipeline for commercial trials – broaden scope to additional specialty areas
Person Responsible
Nina Vekaria/Kina Bennett
Innovation/Pharma partners - Commercial
Year One
Set up links with SMEs and innovation companies to explore preferred site arrangements
Year Two
Set up and review links with SMEs and Pharma companies to explore preferred site arrangements
Year Three
Set up and review links with SMEs and Pharma companies to explore preferred site arrangements
Person Responsible
Paul Brown/Nina Vekaria/Kina Bennett/Susan Maxwell
Commercial Trials
Year One
Increase commercial clinical trials activity to represent increase in study mix to 20% and income by 10%
Year Two
Increase commercial clinical trials activity to represent increase in income of 20%
Year Three
Increase commercial clinical trials activity to represent increase in income of 20%
Person Responsible
Nina Vekaria, R&I Team Leaders
LCRF
Year One
Develop the NIHR CRF for Phase I and II trials. Collaborations within the network and collaborate with the Liverpool CRFs in this.
Person Responsible
Dennis Hadjiyiannakis, Jacqui Bramley
Aim 6
Complement and service The Trust’s plans for Continuous Improvement
The trust is committed to create an environment of continuous improvement where talent, creativity and care can flourish, and will establish new models of clinical care, embed new patient pathways and to reset our systems to ensure that we remove the current waste and duplication. Within R&I (and the wider Trust) there are clearly a number of linked service improvement projects in progress and planning that can be linked into this overarching programme of work. The Trust’s CI strategy outlines three levels of improvement; (i) system level improvement (macro level), (ii) pathway level improvement (meso level) and (iii) local department/ward level improvement (micro level). The Trust has committed to the implementation of robust quality improvement methodology, building capability widely across the organisation.
Level of Improvement
System level Improvement (organisation at ICP level)
Year One
Establish strong links with LTH CI team – establish quarterly meetings with CI lead and develop practical links to work packages
Work with the CI team to ensure that research evidence informs the design of the system level improvement programmes
Contribute to the evaluation of the system level improvement programmes
Year Two
Maintain and evaluate this work
Year Three
Maintain and evaluate this work
Think of R&I as R&2I (Research, Innovation and Improvement)
Person Responsible
Paul Brown/Ailsa Brotherton
Pathway Level Improvement (Flow Coaching Academy)
Year One
Support the establishment of the four ‘big rooms’ ensuring research informs the design of the improvements
Participate in the flow coaching academy programme
Connect the teams participating in the bigrooms to colleagues in Universities where appropriate
Year Two
Support the establishment of 12 pathways (big rooms) across the Trust
Year Three
Support the expansion of the Lancashire and South Cumbria Flow Coaching Academy
Person Responsible
Paul Brown/Ailsa Brotherton
Local Department and Ward level improvements
Year One
Establish a programme of improvement linked to CAF work in R&I
Contribute to the evaluation of the programme, working with partners as appropriate
Year Two
Launch a programme of iimprovement projects through CAF and beyond that fits The Trust’s overarching CI Framework
Maintain and evaluate this work
Year Three
Maintain and evaluate this work
Person Responsible
Philippa Olive/Jackie Twamley
