CLAHRC for South Yorkshire Collaboration for Leadership in Applied Health Research and Care for South Yorkshire (CLAHRC SY). Research

CLAHRCfor South Yorkshire

Collaboration for Leadership in Applied Health Research and Care for South Yorkshire (CLAHRC SY). www.clahrc-sy.nihr.ac.uk

Research within the context of Government & NHS policy

Gill Sarre

Organisations Support Lead

CLAHRC SY, October 2011

CLAHRC for South YorkshireCLAHRC for South Yorkshire

Research is ‘core’ business

• “all providers of NHS care will need to increase their participation in research” (NHS Operating Framework)

• “the national ambition is to double the number of patients taking part in clinical trials and other well-designed research studies within five years” (NHS Operating Framework)

• “attract, develop and retain the best clinical, health service and public health research professionals” (National Research Strategy)


Why is Research a Government Priority?

• Improving health• Tackling burden of disease & poor health• Improving service quality & outcomes for patients• Improving patient safety

• Improving wealth• Knowledge economy – international competitiveness

& economic growth• Importance of pharmaceutical industry• More productive population• Better use of taxpayers’ money


Government support for Health Research


Why engage in research?

• Studies suggest that patients receiving care in research-active institutions have better health outcomes

• Meeting the QIPP agenda• Contributing to building the body of evidence that can lead to

positive change in future care & the organisation & management of healthcare services

• Workforce development – skills, critical thinking, reflection & evaluation

• Financial reward – Flexibility & Sustainability Funding• Reputation & kudos• “Exposure to research strengthens managers’ ability to innovate”

Ron Kerr, CE, Guy's and St. Thomas' Hospital Trust


NHS Confederation Briefings

• Being a good research partner: the virtues & rewards

http://www.nhsconfed.org/Publications/briefings/Pages/Being-a-good research-partner.aspx

• The influence of health services research on the NHS

http://www.nhsconfed.org/Publications/briefings/Pages/health-services-research.aspx


For AHPs?

• Resource Manual for Commissioning and Planning Services for Speech Language and Communication Needs (SLCN)

• Contribution of Allied Health Assistants – Australian literature review (2010) 415 studies identified ,10 included, 7 from UK

• Research Forum for Allied Health Professionals• Promoting research in nursing & the allied health professionals

(2001) Report to HEFCE. Includes exemplars of the benefits and impact of selected research studies

• Dedicated call for research questions from AHPs to NIHR Health Technology Assessment Programme (2010)

• Representation on the AHP QIPP steering group


Levels of Research Involvement

• Using research evidence to inform practice (everyone)

• Supporting research led by others – e.g. recruiting patients to research studies (many)

• Collaborating in research – contributing to design, delivery & dissemination as a research partner (some)

• Leading research as a principal investigator (a few)


How do we make Research ‘core’

• Key role of managers

‘There is a burgeoning literature that argues that organisational performance is heavily influenced by what happens in the middle of organisations rather than at the top’ (Dopson & Fitzgerald 2006)

• Middle managers as key change agents:• Key strategic drivers – act as a conduit between ‘thinkers’ and

‘doers’ , change agents not just implementers of change• Contextual knowledge (operational, social) – translation of

business-led strategic aims into operational performance • Good source of entrepreneurship – more likely to know where

the problems are, know the culture• Networks, cross-boundary working – social linkages &

information flows


Role & influence – negative view

• Perfectly placed but frequently maligned, especially in times of cut-backs & change

‘A common feeling toward middle managers is that they are little more than an addition to bureaucracy. Some view their positions as a luxury or even a barrier to change’ (Embertson 2006)

• Cost rather than contributor to health services• As managers = agents of change but as

employees = the focus of change


Blocks to research engagement & support

• Lack of power and support to make changes• Lack of involvement in higher strategic planning &

decision making – power hierarchy• Time pressures – focus on fire-fighting• Inflexible working structures• Research interest and relevance• Skills & understanding• Lack of resources• Poor communication & limited opportunity for discussion

with senior managers


What might help?

• Partnership /networking opportunities between managers & between managers & researchers

• Changing research culture from the very top – champions in key positions.

• Maximising local opportunities & support infrastructure

• The innovation agenda - flexible approaches & new ways of working

• Identifying models of research engagement & how they might fit with local context


Some messages for Researchers

• The importance of marketing• understand your organisation & current NHS

drivers

• Consider priorities• patient, service, business• QIPP - Quality, Innovation, Productivity, Prevention

• Actively seek opportunities & sources of advice & support

• Networks


Local Research Infrastructure


Local NIHR Infrastructure Support

• CLAHRC SY• Research and implementation – self management of long

term conditions• Co-production model: academic/NHS/PPI partnership• Secondment opportunities, skills workshops / learning events• Capacity development

• CLRN• Facilitate recruitment to studies• Provide NHS Service Support Costs• Deploy resources for research management & governance

• RDS• Advice on research design for researchers submitting bids• Help find funding streams, develop partnerships, develop PPI


Acknowledgements: This article/paper/report presents independent research by the National Institute for HealthResearch Collaboration for Leadership in Applied Health Research and Care for South Yorkshire (NIHR CLAHRC SY). The views and opinions expressed are those of the authors, and not necessarily those of the NHS, the NIHR or the Department of Health.CLAHRC SY would also like to acknowledge the participation and resources of our partner organisations. Further details can be found at www.clahrc-sy.nihr.ac.uk.

© Sheffield Teaching Hospital NHS Foundation Trust and all other partner organisations 2012, a member of the National Institute for Health Research Collaborations for Leadership in Applied Health Research and Care for South Yorkshire (CLAHRC SY). This document can be distributed freely within CLAHRC SY’s partner organisations.

www.clahrc-sy.nihr.ac.uk

Vimeo.com: clahrc sy

Twitter.com: clahrc_sy@

Documents

CLAHRC for South Yorkshire Collaboration for Leadership in Applied Health Research and Care for South Yorkshire (CLAHRC SY). Research