1. Towards a New R&D Strategy A blueprint for R&D in Health and Social Care Noreen Caine Deputy Director of R&D, DH NHS R&D Forum Annual Conference May 2005

2. Overview  Why we need a new R&D Strategy  Challenges and Objectives  Progress and Timescales  Issues for Discussion

3. Why we need a new Strategy  Clinical research is central to the health and wealth of the UK  There has been a decline in clinical research in recent years which we need to reverse  Patient Involvement and Public Awareness

4. Central to health  Clinical research generates evidence for health  Evidence needed to remove uncertainty about how best to promote health and to diagnose and manage ill health

5. Central to wealth  Improving population health generates wealth  Encouraging R&D in health industries  Providing access to cutting edge technology  Encouraging enterprise in the NHS

6. Challenges  The low applied evidence base in the NHS

7. Challenges  The low applied evidence base in the NHS  Changing population and disease trends

8. Challenges  The low applied evidence base in the NHS  Changing population and disease trends  Problems with career path in research for all health professions

9. Challenges  The low applied evidence base in the NHS  Changing population and disease trends  Problems with career path in research for all health professions  Problems with access to NHS infrastructure to support research

10. Challenges  The low applied evidence base in the NHS  Changing population and disease trends  Problems with career path in research for all health professions  We need better access to NHS infrastructure to support research  NHS R&D funding is allocated historically and does not reflect activity

11. Challenges  The low applied evidence base in the NHS  Changing population and disease trends  Problems with career path in research for all health professions  We need better access to NHS infrastructure to support research  NHS R&D funding is allocated historically and does not reflect activity  The increasing evidence that NHS management is now the bureaucratic block to clinical research

12. Strategic aim To use the power of research to build better services in health and social care for our patients and communities

13. Objective 1 Research to inform practice and policy Fund good quality, relevant research to provide reliable evidence to inform key areas of health and social care policy and practice

14. Objective 2 Research in the NHS Harness the capacity of the NHS to conduct research to improve national health and increase national wealth

15. Objective 3 The Academic research base Strengthen the capacity of the Academic sector to support applied and practice-based health and social care research

16. 1. Research to inform policy and practice  Priorities – needs of population & patients  prevention of ill-health  independent healthy living for the elderly, children & disabled  access and choice in care delivery  increase in chronic disease, particularly in elderly  increase in cancer, asthma, diabetes, CHD morbidity  new diagnostics and other technologies

17. 1. Research to inform policy and practice  Funding Research  Review NHS R&D programmes  Systematic reviews as well as, and to better inform, primary research  Response Mode Funding Scheme

18. 1. Research to inform policy and practice  Culture eg. Admission of uncertainty. To safeguard against ineffective or harmful health care we need  Clinicians who are willing to continually question their own practice  Supported by access to sources of funding for research that matters to them and to  information about what does and does not work

19. 2. Research in the NHS  Harnessing Capacity  Establish a transparent, sustainable, incentives- based funding system which is linked to research activity  Improve access to NHS infrastructure  Improve access to clinical information eg.CfH

20. 2. Research in the NHS  Minimise bureaucracy and maximise simplicity  templates for contracts and agreements  share forms and processes (e.g. between Research Ethics and Trust R&D Management)  collect data once only  use one dataset for local R&D management and national R&D allocation and monitoring

21. 2. Research in the NHS  Incentives-based  for engaging in high quality R&D  R&D included in Trust “performance ratings”  for managing R&D effectively and efficiently  for rapid “approval” of appropriate R&D  for making processes simpler and easier for researchers  for setting and achieving challenging recruitment targets  for collaboration  with other NHS organisations and University partners  with non-commercial and commercial research funders

22. 3. The University research base  Capacity  sort-out career structures for clinical academic staff (medical and non-medical)  establish effective programmes for training key research disciplines e.g. health economics  RDSU review to provide a national network

23. Progress via the UKCRC  Research Funders collaboration  NHS infrastructure – Networks and CRFs  Modernising Medical Careers  Tackling bureaucracy - with the R&D Forum  Working on creating incentives – with the HC, the NHS and the R&D Forum, with the HC

24. UKCRN  Strategic Direction from UKCRC  Leadership from Network Co-ordinating Centres  Topic Specific and NTS Networks  NHS infrastructure  Shared processes & paperwork, SOPs for GCP, pharmacovigilance etc  Provision of regulatory expertise & advice  National Data capture system

25. Progress in Strategy Development  Consultation and buy-in within the DH  Consultation with Stakeholders including R&D Forum  Target time for announcement is the Summer  Detailed implementation plan in the Autumn  Implementation from 2006-7

26. Issues for Discussion?  What are your main concerns  What would you like to see change  What needs to be preserved  Response Mode Funding Scheme