MHS concept

Strategic PlanFiveYear

Faculty of Medicaland Human Sciences2013

2 FACULTY OF MEDICAL AND HUMAN SCIENCES

What Manchester thinks to-dayEngland will think tomorrow.JB Priestly: The English Journey 1934

NB

I think this page needs a quote soI’ve duplicated the one from theintroduction, please can you supplya new one to go here.

Introduction 2

Institutes 7Institute of Brain, Behaviour and Mental Health 8

Institute for Cancer Sciences 9

Institute of Cardiovascular Science 10

Institute of Human Development 11

Institute of Inflammation and Repair 12

Institute of Population Health 13

Schools 15School of Dentistry 16

Manchester Medical School (MMS) 17

School of Nursing, Midwifery and Social Work 18

School of Pharmacy & Pharmaceutical Sciences 19

School of Psychological Sciences 20

MAHSC: The Manchester Academic Health Science Centre 22

MAHSC Global Health Theme 23

Faculty of Medical and Human Sciences 25Faculty Education Academy 26

The Faculty Graduate School 27

Research Deanery 28

Biusiness Engagement and Innovation 29

Faculty External Relations, Social Responsibility and Communications 30

Executive summary 32Introduction 35

Consultation process 35

Mission and ethos 36

Background and context 36

Opportunities and strengths 39Challenges 41

Strategic focus 42Strategic priorities 42

Enabling goals 43

Priorities 46Priority 1: Excellence in education and training for health professionals 46

Priority 2: World-leading research in medical and health sciences 49

Priority 3: Social responsibility – a contribution to the greater good 52

Goals 55Enabling goal 1: Quality people 55

Enabling goal 2: Quality support structures 56

Enabling goal 3: World-class infrastructures 57

Enabling goal 4: Effective collaboration, communication and partnership 58

Enabling goal 5: Ensuring financial sustainability 60

Enabling goal 6: A Faculty structure able to support and deliver excellence 61

Contents

FIVE YEAR STRATEGIC PLAN 1

Our new strategy was developed through an extensiveconsultation process, involving all staff, which identifiedchallenging and exciting objectives. We are confident that ouraims can be achieved through a commitment to excellence andan ethos of collegiate and collaborative working. This will becombined with the highest quality interactions with otherUniversity of Manchester Faculties, our NHS partners via MAHSC(Manchester Academic Health Science Centre) and our broaderhigher education and NHS partners in the new GM-AHSN(Greater Manchester Academic Health Science Network).

This document provides an overview of the Faculty at the start of2013 and is work in progress. During the next few months eachof our Schools and Institutes will be producing their moredetailed strategic plans and we will commence a series of visitsby external advisory panels. We have a lot to do to achieve ourambitious objectives but we now have a clear sense of directionand momentum. I am grateful to all of the academic and supportstaff in the Faculty for their contribution to these plans and forthe quality of their work.

Ian JacobsDean, Faculty of Medical and Human SciencesVice President, The University of ManchesterDirector of MAHSC (Manchester Academic Health Science Centre)Professor of Cancer and Women’s Health

Our Faculty is in the process of implementing a newstrategy and structure which is intended to transformour contribution to research and education in medicineand health. We aim to build on the reputation ofManchester as a world leading centre for biomedicalsciences and their clinical application.

Dean’sintroduction


What Manchester thinks to-dayEngland will think tomorrow.JB Priestly: The English Journey 1934

The University and FacultyOur University has a tradition of world-leading innovation whichhas led to a stepwise improvement in the health, wealth andwellbeing of populations across the world since the industrialrevolution. Sitting at the heart of the City of Manchester, whichis a global hub, excelling in arts, music, sport and commerce theUniversity is a beacon for research and education with a deepcommitment to the economic transformation of Manchester andthe North West of England. Tracing its origins back to JohnDalton's Mechanic's Institute and John Owen's philanthropicdesire to educate the local population, The University ofManchester was England's first 'civic' and now its largestcampus-based university. No fewer than 25 Nobel Laureates haveworked at the University and since the merger of the VictoriaUniversity of Manchester with UMIST in 2004 we have deliveredin excess of 1600 invention disclosures and formed 17 newcompanies attracting £117 m in third party benefit,demonstrating a formidable track record of commercialisation.

Our Academic and Support staff in the Faculty of Medicaland Human Sciences (FMHS) number over 2,000 and work todeliver three core priorities:

• Development and delivery of the highest quality educationand training for health professionals and scientists

• Conducting outstanding, world leading research in thebiomedical and health sciences

• Social Responsibility to make a contribution to the 'greater good'


Each year we train over 400 doctors, 90 dentists, 150pharmacists and 900 nurses, midwives and allied healthprofessional staff. We are the largest supplier of healthcaregraduates to the NHS within the North West of England butmany of our graduates go on to deliver healthcare provision andscholarship in developed and developing health systems acrossthe globe. Through the use of cutting edge technology, thehighest quality workplace-learning environments and a highlytrained educational faculty, we strive to deliver a personalisedlearning experience to each of our students so that they developa real sense of identity and belonging to a world-class university.This in turn fully prepares them for life after graduation makingthe 'Manchester-made' graduate the first choice for healthcareemployers. Our extensive postgraduate and continuingprofessional development programmes are hosted by our newFaculty Graduate School providing support and training topostgraduates undertaking a diverse range of study from short-term professionally linked programmes through to researchtraining in multidisciplinary areas. We believe that we are acomplete resource for lifelong healthcare learning.

The scale, breadth and structure of our Faculty provideoutstanding opportunities for basic biomedical researchdiscoveries to be rapidly translated into effective new therapieswith a strong emphasis on knowledge transfer and partnershipswith industry. Our new matrix structure is designed to enhanceopportunities for novel and multidisciplinary research (diagram).The matrix involves five schools (Medicine, Dentistry, Pharmacy &Pharmaceutical Sciences, Psychological Sciences and Nursing,Midwifery & Social Work) and six research institutes (CancerSciences, Cardiovascular Sciences, Population Health, Brain,Behaviour & Mental Health, Human Development, Inflammation& Repair) with an emphasis on affiliation across these structures.The leadership team for each of the Institutes involves clinicians,

basic scientists and healthcare researchers from both our ownFaculty and our sister Faculty of Life Sciences. Our academicshave the benefit of access to the large, stable population in theNorth West providing unique opportunities to study and addressmost causes of disease and deprivation. The opportunities arefurther enhanced by strong links to our partner Faculties(Humanities, Engineering, Physical Sciences, and Life Sciences)and the NHS through the Manchester Academic Health ScienceCentre (MAHSC). These partnerships facilitate rapid translationinto practice and targeted biomedical, technological andpsychosocial research based on clinical need.

In addition to our research and education activity, the Faculty iscommitted to make a major contribution to the greater good forsociety by contributing to solutions of the major challenges ofthe 21st century and the social and economic success of ourlocal, national and global communities. We will ensure that socialresponsibility is embedded within all of our education andresearch activities, ensuring the highest ethical standards ofprofessional practice from our staff and students. We arecommitted to equality and diversity in all our activities and tobuilding on successful programmes such as the ManchesterAccess Programme which targets talented students from under-represented backgrounds and a wide ranging global healthprogramme which will help deliver sustainable capacity buildingwithin the health systems of developing economies.

Whether you are a visitor or a prospective student, staff memberor collaborator, we hope that you will be engaged by theenthusiasm and vibrancy of our students and staff, ourcommitment to improving health and quality of life and thediversity of opportunity in research, and education that ourfaculty has to offer.


From left to right

Tony WhettonDeputy Dean & Deputy Head of Faculty

Alistair BurnsDeputy Dean (Clinical Affairs)

Kay DayHead of Faculty Administration

Nicola DaviesHead of Faculty Finance

Heather GrahamHead of Faculty Human Resources

Shahina MohamedOperations Director to the Vice President & Dean

Senior Management

Brain, Behaviour & Mental Health

Cancer Sciences

Cardiovascular Sciences

Human Development

Inflamation & Repair

Population Health


For Manchester is a place where peopledo things...... a synonym for energy andfreedom and the right to do and to thinkwithout shackles.Judge Parry 1912

Dentistry

Nursing, M

idwifery &

Social W

ork

Manchester M

edical School

Pharmacu &

Pharmaceutical S

ciences

Psychological Sciences

Professional SchoolsFaculty Institutes

Faculty of Medical and Human Sciences Structure

Institutes


Institute of Brain, Behaviour and Mental Health 8

Institute for Cancer Sciences 9

Institute of Cardiovascular Science 10

Institute of Human Development 11

Institute of Inflammation and Repair 12

Institute of Population Health 13

Institutes

Institutes


of the Faculty of Medical and Human Sciences

Institutes

Institute DirectorProfessor Shôn Lewis

Centre for Clinical and Cognitive NeuroscienceLead: Professor Daniela Montaldi

Centre for Mental Health and RiskLead: Professor Jenny Shaw

Centre for New Treatments andUnderstanding in Mental HealthLead: Professor Gillian Haddock

Centre for Developmental Science and DisordersLead: Professor Elena Lieven

Head of Institute AdministrationAndrea Hutcheson

Institute AccountantIan Storer

• Since 2009, 30 first or senior author published articles in specialist journals of impact factor>10, including BMJ, Lancet and Nature.

• Our clinical academic staff include the National Director for Dementia Services (Burns) andNational Director for Mental Health (now Prison Health; Appleby).

• High level of strategic engagement with NIHR.

www.mhsc.nhs.uk

www.lancashirecare.nhs.uk

www.mahsc.ac.uk

www.mhrn.info.uk


Our research model is of translational researchand innovation pipelines, leading from basicbiological, cognitive and developmentalsciences into models of normal and abnormalfunction which produce theory-drivenapplications and interventions which are thenevaluated with randomised trials in health anddisease. Basic science research intounderstanding cognitive processes andmechanisms will have an important place, insome cases feeding through to translationalresearch, in others as high quality research inits own right. Our four thematic Centres aredesigned to bring together established andemerging expertise in basic and translationalscience in new ways and, to this end, three ofour four Centres are joint with the School ofPsychological Sciences. Our Centres aredesigned to be flexible, facilitatory andevolutionary.

Our research uses a range of methodologiesfrom genetics/genomics and cell biology;electrophysiology and eye-tracking; advancedbiostatistics, epidemiology and informatics;developmental sciences, though to qualitativeresearch and implementation science. Ourneuroimaging includes structural and

functional MR platforms with advanced imageanalysis. We pioneered pharmaco-MRIresearch in the UK. We are one of just 2 UKcampuses with a molecular imaging (PET)facility where we run research into dementiaand neurodegeneration, pain, and psychosisand mood disorders.

Since 2009, our core staff have won 22 major(revenue > £500k) grant awards totalling£25.4m. As a result, our main NHS partner,the MAHSC-affiliated Manchester MentalHealth and Social Care Trust, has the 2ndhighest NIHR Research Capability Fundingaward of the 60 mental health trustsnationally. We have strong engagement withMRC and with NIHR, with 7 NIHR SeniorInvestigators and 7 chief investigators on NIHRprogramme grants; plus since 2004 we havejointly managed the NIHR Mental HealthResearch Network.

Institute of Brain,Behaviour andMental HealthOur overarching goal in IBBMH is to create an internationallyleading institute of research and education in cognitive science,mental health sciences and clinical neuroscience at the Universityof Manchester. We have 146 core staff member, with 14 lecturersand senior lecturers, 1 reader and 18 professors. In addition, thelifeblood of the new organisation is our affiliated members, whonumber the highest of any FMHS Institute.

The links Key achievements

Institutes

Institute DirectorProfessor Tony Whetton

Centre for Haematological OncologyLead: Professor John Radford

Centre for Paediatric, Teenage & Young Adult CancerLead: Professor Vaskar Saha

Centre for Personalised TherapyLead: Professor Richard Marais

Centre for Radiotherapy Related ResearchLead: Professor Tim Illidge

Centre for Women’s CancerLead: Professor Henry Kitchener

Head of School AdministrationRebecca Moss

Institute AccountantSue Hill

• First place in Research Assessment Exercise 2008 for Cancer Studies category.

• Manchester Cancer Research Centre (MCRC) - £28.5m new building for cancer research.

• Teenage Cancer Trust – 10 years funding for research into cancer in young people andhow best to treat it.

• Breakthrough Breast Cancer Unit – funded since 2008, this is one of only three Unitswithin the UK.

• Major practice changing publications including in leading cancer journals (eg Lancet,Journal of Clinical Investigation).

• Institute of Cancer Scienceswww.cancer.manchester.ac.uk

• Paterson Institute for Cancer Researchwww.paterson.man.ac.uk

• Manchester Cancer Research Centrewww.mcrc.manchester.ac.uk

• Manchester Academic Health Science Centrewww.mahsc.ac.uk

• The Christie NHS Foundation Trustwww.christie.nhs.uk

• Central Manchester UniversityHospitals NHS Foundation Trustwww.cmft.nhs.uk

• University Hospital of SouthManchester NHS Foundation Trustwww.uhsm.nhs.uk/Pages/default.aspx

Via our contributions to undergraduatemedical education and our highly rated (by thestudents) MRes in Oncology, we arecommitted to educating the next generationof healthcare practitioners in oncology to thehighest standards.

The best teaching goes with the best researchand we are at the forefront of groundbreaking and practice changing research in tocancer. Clear evidence for this is the fact thatwe came first in Unit of Assessment 2 (CancerStudies) in the Research Assessment Exercise2008. This was a government sponsoredexercise to rank all research in UK Universitieswhich defined us as a world leading cancerresearch centre with over 95% of oursubmitted scientific papers determined to beinternational class.

Since then we have increased our staffnumbers in oncology and worked withpartners at the Christie to build a major newPhase I/II clinical trials centre, biomarkerresearch and oncology imaging research.Another sign of our success is the newbuilding for cancer research, the Manchester

Cancer Research Centre that will be openingin 2014 at a cost of £28m. Manchester wasalso chosen by the Department of Health tobecome one of the first areas to provide thecutting edge technology of proton beamtherapy with a £250m project underway toadd this activity to our radiotherapy portfolio.We have a total staff number of 140 and thiswill grow with the new building and newactivities described above. Our work isintimately linked with the CR-UK PatersonInstitute for Cancer Research as well as theNHS Trusts who host much of our research.Within these synergistic partnerships we haveprioritised for development: Melanoma;Haematological Oncology; PersonalisedMedicine; Women’s Cancers; RadiotherapyRelated Research and Lung Cancer

Our interest is in the complete clinicaltranslational pipeline. Given the opportunitieswe share with our partners, our tightlyfocussed strategy, our connection to otherdiscipline areas and the major patient base weseek to serve we will continue to leadinternationally by growing our clinicaltranslational research base.

Institute for Cancer SciencesWelcome to the Faculty Institute for Cancer Sciences which isbased at The Christie and Central Manchester NHS FoundationTrust sites as well as the main University campus. As such ourresearch and teaching activity co-locates with the largest scalecancer clinical service in the UK. In our Faculty, Pharmacy, Nursing,Health Economics, Imaging and Psychology are our partners toenable coverage of the full spectrum of cancer-related studies.

The links

Key achievements


Institutes

Institute Director Elect Professor Bernard Keavney

Cardiac Centre Lead: Professor Tony Heagerty

Stroke and Vascular Lead: Professor Pippa Tyrrell

Professors:David EisnerMark BoyettLudwig NeysesAndrew TraffordAnn CanfieldCharles McCollumCliff GarrattGeorge HartMark Nelson

Head of School Administration:Rebecca Moss

Institute Accountant:Sue Hill

• 4th place in Research Assessment Exercise 2008 for Cardiovascular Research.

• Annual research grant income greater than £4m.

• BHF 4 Year PhD Studentship and NIHR Academic Clinical Fellowship programmes renewed 2012.

• Supported by 5 programme grants (BHF plus MRC).

• Recent Senior Fellowship Awarded to Professor Andy Trafford and Intermediate ClinicalFellowship Awarded to Dr Adam Greenstein (both BHF).

Key achievements

www.cardiovascular.manchester.ac.uk

www.bhf.org.uk

The links


After an international search, ProfessorBernard Keavney has been appointed asDirector of the Institute (from April 2013). TheInstitute currently has 2 Centres (Cardiac andStroke & Vascular). Stroke research is carriedout at Salford Royal Hospital, the otherInstitute principle investigators are based onthe University Campus in the Core TechnologyFacility and the Stopford Building. There is acomprehensive research portfolio which spansstem cell biology through to bedside clinicalresearch. The portfolio is supported bycontracts won from the MRC, British HeartFoundation (BHF), Diabetes UK, The WellcomeTrust and NIHR.

Stroke research includes MRC fundedtranslational stroke research programme acrossFLS and FMHS, carotid surgery studiessupported by Wellcome Trust and BHF, strokerehabilitation supported by NIHR andimplementation studies as part of the GreaterManchester CLAHRC.

Annual research grant income is approximately£4m and published output includesapproximately 100 papers of which two thirdsappear in the top specialist or non-specialistjournals.

Recent major awards include a programmegrant for Andrew Trafford and Ashraf Kitmittofrom the BHF as well as Fellowships forAndrew Trafford and Adam Greenstein.

The Institute has a highly successful BHFfunded 4 Year PhD programme as well as avery competitive NIHR Academic ClinicalFellowship track which has led to a 100%conversion of the clinicians recruited toexternally funded Fellowships.

With the appointment of the new Director,Professor Keavney, there is the excitingopportunity of expanding into cardiovasculargenetics to complement the very strongphysiology and vascular biology groups alreadyon site. There will be the consolidation of theresearch groups both in the Core TechnologyFacility and in the AV Hill building, therebymaking sure that the majority of PrincipalInvestigators are in close proximity.

Institute ofCardiovascular SciencesThe Institute of Cardiovascular Sciences comprises 31 academicstaff (27 FTE: 11 professors, 1 reader, 8 senior lecturers and 7 lecturers) and 8 PSS staff.

Institutes

Institute DirectorGraeme Black

Endocrinology & DiabetesProfessor Neil Hanley

Genetic MedicineDr Bill Newman

Hearing & DeafnessProfessor Chris Plack

Ophthalmology & Vision ResearchProfessor Paul Bishop

Paediatrics & Child HealthProfessor Peter Clayton

Women’s HealthDr Melissa Westwood

Head of AdministrationGabrielle Brennan


• National Centre for screening and prevention of familial cancer syndromes includingdevelopment of NICE guidelines for breast cancer screening.

• National Centre for Cleft Research has undertaken trials to improve diagnosis, treatmentand surgery for Clefting syndromes.

• Willink Biochemical Unit has improved care for children with severe degenerative LysosomalStorage Disorders and has undertaken trials of novel drugs never previously tested in man.

• CADET centre is a unique clinical facility that has identified and tested new treatments forDiabetes, a common cause of blindness and heart disease and heart disease.

www.manchesterbrc.org/index.php

www.manchesterbrc.org/OurFacilities/CADET.php

www.tommys.org

www.nowgen.org.uk/index.php

www.ngrl.org.uk

www.manchesterbrc.org/OurFacilities/WillinkBiochemicalGeneticsUnit.php

www.childrenscrf.org/index.php

www.thehealingfoundation.org/thf2008/thfCleftLipandPalateResearchProgramme.htm

OverviewIn the Institute of Human Development (IHD),our first focus is on the health and wellbeingof the unborn child, children and youngpeople as well as their mothers and widerfamilies. Our equally important second focus ison people with diabetes and endocrinedisorders and those who have problems withvision and hearing. Our mission is to applygenetic and systems biology approaches todiagnose and treat disease, and prevent ill-health through screening.

ResearchEach Centre undertakes basic laboratory studiesto examine the precise mechanisms of diseasesof pregnancy (fetal growth restriction, stillbirthand pre-eclampsia), of childhood (growthfailure, developmental delay, blindness anddeafness) and of adults (diabetes women’shealth). Technological expertise includes nextgeneration sequencing (Genetic Medicine),proteomics and metabolomics(Endocrinology/Diabetes, Women’s Health) andBioinformatics in Healthcare Research. Whilstthe Centres undertake local clinical trials, TheWTCCRF allows clinical trials to be undertakenon children including 10 global first in manstudies in 2010. The Nowgen Centre underlinesthe importance of working with patients andthe public to improve the acceptability andunderstanding of science. The major strengthsof IHD are in focusing on basic sciences.

IHD has MRC grants to the value of £5m and5 MRC Fellows. Professor Neil Hanley and DrRachel Lennon have Wellcome TrustFellowships and Professors Yanick Crow andDaniel Brison have £3.1M of EU grants.

Improving HealthWe support the evolution of personalisedmedicine within the NHS including thedevelopment of improved screening forpregnancy complication and cancers of bothchildhood and adult-onset. This will improvethe lives of our local population and the healthof those further afield in the UK and globally.

TeachingTraining is at the heart of the Institute’smission. In addition to training ofundergraduates and Medical students we runmasters programmes in Eye and VisionSciences, Genetic Counselling, Genetics,Maternal and Fetal Health. The Nowgen Centreruns extensive courses in Schools to broadenexposure of science to the next generation.

LeadershipA central aim of the IHD is to examine the keyrole that genetic and systems biologyknowledge plays in our understanding of anindividual’s health and disease, how this willinfluence future healthcare provision acrossthe NHS and how identification of relevantgenetic, protein and metabolic factors willprovide information regarding risk, naturalhistory and therapeutic targets. The Centresin the Institute are linked by the commontheme of human development and much ofour research is world-leading.

We have 38 academic staff and 43 PSS staff17 Professors, 2 Readers, 9 Senior Lecturers,10 and 10 Lecturers, plus 102 Research staff,63 Affiliate staff and 150 honorary staff.

Institute of Human Development

Key achievements

The links


Institutes

Institute DirectorProfessor Ashley Woodcock

DermatologyLead: Professor Chris Griffiths

Gastro-intestinal ScienceLead: Professor Shaheen Hamdy

Immune MechanismsLead: Professor Tracy Hussell

Musculoskeletal ResearchLead: Professor Jane Worthington

Regenerative MedicineLead: Professor Judith Hoyland

Respiratory and AllergyProfessor Adnan Custovic

Head of Administration:Andrea Hutcheson


• MRC Stratified Medicine Initiative Maximising therapeutic response in co-lead. £5.9m

• MRC STELAR consortium (£1.5m; UK Asthma cohorts)

• MRC Clinical Pharmacology and Therapeutics Clinical Training Programme (with Liverpool) £3m

• EU IFAAM Lead (Food Allergy Management) €9m

• Manchester Collaborative Centre for Inflammation Research; £15m

• NIHR BRU 2012-17; £5M plus £1.3m capital

• NIHR CRFs (UHSM and CMFT) 2012-17; £5m

• NIHR Programme Grant: Investigation and Management of Psoriasis Associated Co-morbidities (IMPACT) £2.1m

• Salford Lung Study: world-first prospective population based clinical effectiveness study (GSK); £35m

Key achievements

• www.inflammation-repair.manchester.ac.uk/

• Manchester Academic Health Science Centrewww.mahsc.ac.uk/

• Central Manchester NHS Foundation Trustwww.cmft.nhs.uk

• University Hospital of SouthManchester NHS Foundation Trustwww.uhsm.nhs.uk/

• Salford Royal NHS Foundation Trustwww.srft.nhs.uk/

• UHSM Respiratory and Allergy ClinicalResearch Facility www.uhsm.nhs.uk/racrf

• Wellcome NIHR Clinical Research Facilitywww.wtcrf.nhs.uk

The links


These strong relationships harness the researchpower and discoveries of the Faculties ofMedical and Human Sciences and of LifeSciences and rapidly translate them for thebenefit of patients with inflammatory disease.This discovery to care pathway is enabled byNIHR-funded Trust facilities and programmesincluding: the Clinical Research Facility atUniversity Hospital South Manchester, theWellcome Trust Clinical Research Facility andthe Musculoskeletal Biomedical Research Unitat Central Manchester. We have 315 staffincluding 36 Professors, 1 Reader, 20 SeniorLecturers and 14 Lecturers. Our close NHSCollaborations are underpinned by our 166Trust employed honorary staff.

We are committed to undergraduate andpostgraduate teaching of the highest quality.For the undergraduate medical course, weprovide leadership for 6 out of 8 early yearmodules, provide 10 of 35 science mentors,and every senior clinical academic acts as astudent mentor. The Institute is the largestprovider of postgraduate education in theHealthcare Sciences in the UK with an annual

intake of >80 students. We have over a 100closely-mentored PhD and MD students, with>90% in-time completion.

We run a budget in excess of £30m, of which>£15m is externally funded research income.We have an accelerating Youth team withNIHR Fellows, Clinical Lecturers SeniorLecturers, and Clinician Scientists, University ofManchester funded Stepping Stones Fellows,MRC/Wellcome Fellows, and the MRC ClinicalPharmacology and Therapeutics ClinicalResearch Training programme. We have astrong Intellectual Property and spinoutperformance, and strong relationships withmajor Pharma.

Our aim is to be a World-leading centre forInflammation and Repair, translating basicscience to patient benefit. We have recentlyestablished the unique £15m ManchesterCollaborative Centre for InflammationResearch (MCCIR) jointly funded by AZ, GSK,and the University of Manchester. This willunderpin and expand our world classtranslational Research Centres.

Institute of Inflammation and RepairWelcome to the Faculty Institute of Inflammation and Repair. Weare based on three major Foundation Trust sites in Manchester(South, Central and Salford), as well as on the main Universitycampus. We are a key component of the Manchester AcademicHealth Science Centre (MAHSC), and contribute to theExperimental Medicine Strategy Board (EMSB).

Institutes

Institute Director: Professor Bonnie Sibbald

Deputy Director: Professor Matt Sutton

Centre for BiostatisticsLead: Professor Graham Dunn

Centre for EpidemiologyLead: Professor Raymond Agius

Centre for Health EconomicsLead: Professor Matt Sutton)

Centre for Health InformaticsLead: Professor Iain Buchan

Centre for Imaging SciencesLead: Professor Steve Williams)

Centre for Primary CareLead: Professor Peter Bower

Head of School Administration: Lucy Crompton

Institute Accountant:Ian Storer

• Centre for Health Informatics hosts the MRC Centre for Health e-Research (HeRC).

• Centre for Primary Care is a member of the NIHR National School for Primary CareResearch; co-leads the Department of Health Policy Research Unit for NHS commissioning;leads the NIHR CLAHRC for Greater Manchester; and was recently awarded an NIHRPatient Safety Translational Research Centre.

• Centre for Imaging Science is an acknowledged international leader in the field ofautomated image interpretation using PET and MRI.

• Institute of Population Healthwww.population-health.manchester.ac.uk/

• NIHR CLAHRC for Greater Manchesterhttp://clahrc-gm.nihr.ac.uk/

• Imaging facilitieswww.mhs.manchester.ac.uk/imagingfacilities/

Institute of Population Health

Key achievements The links


Our research and education is organisedaround two key areas.

First, we work to increase knowledge aboutthe factors which underpin disease causation,progression and response to treatmentapplying epidemiology approaches to theanalysis of unique databases which linkclinical, biological, imaging and environmentalinformation about patients. The findings areapplied to advance population health in arange of ways, including the development ofbiomarkers to predict which individuals willrespond well or badly to a particulartreatment.

Second, we work with healthcare policymakers, providers and patients to develop andtest ways to improve people’s access to care,experience of care and quality of care – payingparticular attention to the consequences formarginalised peoples. The role that newtechnologies play in allowing patients andclinicians to meet and share information invirtual space, rather than face-to-face, formsan important part of this work.

The research we do is multidisciplinary innature, demanding high levels of expertise in awide range of fields both clinical andnonclinical. The Institute employs 312 peopleincluding: 56 academic staff and 140researchers; specialist software and technicalengineers; and 112 members of the

Professional Support Services. There are 80affiliated academic members of staff and over170 honorary staff who contribute actively tothe Institute’s programmes of teaching andresearch.

Education and training is the principle way inwhich we mobilise knowledge from researchto improve population health and wellbeing.We aim to give our students, bothundergraduate and postgraduate, the bestpossible education by aligning teaching andtraining to our areas of research strength. Weuse leading edge methods of teaching andcontinually innovate to improve these. Ourcapability in distance learning allows us tobring a first class University of Manchestereducation to students across the world,including low and middle income countries insub Saharan Africa, the Middle East and Asia.

We forge strategic alliances with healthcarepolicy makers, providers, patients and industryto mobilise knowledge from research forpatient benefit. Through the CLAHRC(Collaboration for Leadership in AppliedHealth Research and Care) we havesuccessfully worked to improve health andcare for people with vascular conditions acrossGreater Manchester. Spin-out companiesgenerated by the Centre for Imaging Sciencehave revolutionised automated imageinterpretation across the world.

Our mission is to improve population health and reduceinequalities in health through high quality research and education,and translate that expertise into improved health and wellbeingfor people locally, nationally and internationally.

Schools


Schools


School of Dentistry 16

Manchester Medical School (MMS) 17

School of Nursing, Midwifery and Social Work 18

School of Pharmacy & Pharmaceutical Sciences 19

School of Psychological Sciences 20

MAHSC: The Manchester Academic Health Science Centre 22

MAHSC Global Health Theme 23

Schoolsof the Faculty of Medical and Human Sciences

Schools

Head of SchoolProfessor Iain Mackie

Director of ResearchProfessor Martin Tickle

Director of Postgraduate EducationDr Julian Satterthwaite

Director of Undergraduate EducationProfessor Anthony Roberts

Associate Director of External Affairsand Student ExperienceProfessor Hugh Devlin

Clinical LeadDr Mike Pemberton, UDHM

Head of School AdministrationGabrielle Brennan

School AccountantKimberley Jones

• Professor Helen Worthington wins IADR Distinguished Scientist Prize.

• Dr Paul Brocklehurst NIHR Clinician Scientist obtains first PI project grant £250k NIHRHS&DR grant.

• Dr Chris Ward and Dr Lisa Mohamet formed a spin off company growing neurons fromstem cells (Stratastem).

• Cochrane systematic review produces a demonstrable change in clinical practice in theNHS, stopping prophylactic use of antibiotics in the dental care of patients with valvularheart disease.

• Novel 4-yr PhD (Clin) allows for clinical training to be combined with doctoral research.

http://ohg.cochrane.org

www.cmft.nhs.uk/dental.aspx

www.archwaydental.ne

www.colgate.co.uk/app/Colgate/UK/HomePage.cvsp


The School of Dentistry is at the heart of theUniversity campus, adjacent to the UniversityDental Hospital of Manchester (UDHM). TheSchool has no departments and operates witha unified and team orientated approach to theorganisation and management of the School.

Education: The School of Dentistry is proud torun two undergraduate programmesgraduating Dentists and Dental Therapists; asignificant strength of the Schooldistinguishing it from many competitors.2011/12 was a ‘White Glove Year’ with a100% pass rate on both programmes and theNational Student Satisfaction Survey was verypositive; 92% overall satisfaction with theirstudent experience.

There have been significant recent investmentsmade to improve student assessment,feedback and development and equippingstudents with iPads to allow mobile learningon outreach placements. Both of theseschemes are highly innovative and willconsolidate the Schools strong profile forTeaching and Learning.

The School of Dentistry is one of the largestproviders of postgraduate dental education inthe UK, offering research programmes overone (MPhil), three (PhD) or four (PhD Clin)years and taught Masters programmes overone, two and three years (the latter complyingwith UK, European and Internationalrequirements for clinical training to specialistlevel), as well as a range of shorter diplomaand certificate courses, combined with theopportunity to study many of our courses part-time. The School has a track record ofprevious PGT students achieving specialiststatus and excellent PGR successes: previousstudents are now senior research-activeacademics leading research teams.

Research - The School came top for researchquality in the 2008 RAE. The aim of the

School’s research is to undertake world leadingresearch which will improve oral health,reduce inequalities in oral health and improvethe quality of dental services Research in theschool is split into two themes; basic scienceswith a major focus on craniofacial geneticsand facial growth and population health witha major focus on improving the evidence basefor public health, service development andclinical care. The School hosts the highlysuccessful Cochrane Oral Health Group, whichcelebrates its 20th anniversary in 2013 and hashad a major influence on policy and clinicalpractice. We also host the Healing FoundationCentre for Cleft Research, a £2.4 m initiativeto support cleft research in the UK. Otherrecent grant successes include $1m from theUS Centre for Disease Control to undertake aseries of systematic reviews on public healthinterventions, a £1.7 m trial funded by theNIHR Health Technology Assessment (HTA) toassess the effectiveness of caries prevention inpractice, which has recruited to target. Wealso have a very successful NIHR IntegratedAcademic Training (IAT) programme with 1career scientist and 3 NIHR clinician scientists.Future plans include undertaking an evaluationof water fluoridation and a programme ofresearch into quality and patient safety indentistry.

Social Responsibility - We recognise ourresponsibility to the Public to publicise thescience, the outcomes and objectives of ourresearch. Our students train in NHS PrimaryCare Centres in inner city locations and we linkwith Manchester Academy to demonstrate thepotential for a career in dentistry to theirstudents. Much of our research also takesplace in the community with oral healthpromotion within Schools as a particular focus.

Staff: 15 Professors,1 Reader, 8 SLs, 1 SRF, 9Ls, 1 RF, 58 TFs/Tutors, 16 research projectstaff, 21 PSS staff, 102 honorary staff.

School of Dentistry

The links Key achievements

Please can you edit the body copyso that we can make this as consistant as the other areas to then create:

Introductory paragraph/or createsub headings for the bold copy.

Be able to include all of the detailsin ‘Key achievements’ section

Schools

Head of SchoolProfessor Tony Freemont

Phase 1 leadProfessor Douglas Corfield

Phase 2 leadDr Mahesan Nirmalan

Phase 3 leadProfessor Mike Horan

Hospital DeansProfessor Stephen HawesProfessor Felicity StewartDr Mark PughProfessor Ray McMahon

Head of School AdministrationDr Alison Howarth

School AccountantSue Hill

• Development of the first mobile learning environment for our students in the UK.

• To maximize study opportunities for intercalating undergraduate and biomedical sciencestudents by creating a portfolio of clinically relevant masters programmes. within astructured, integrated environment.

• Producing graduates who are amongst the most likely in the country to be allocated theirfavoured Foundation (1st medical) post.

• Institute of Cancer Scienceswww.cancer.manchester.ac.uk

• Paterson Institute for Cancer Researchwww.paterson.man.ac.uk

• Manchester Cancer Research Centrewww.mcrc.manchester.ac.uk


• The Christie NHS Foundation Trustwww.christie.nhs.uk

• Central Manchester UniversityHospitals NHS Foundation Trustwww.cmft.nhs.uk

• University Hospital of SouthManchester NHS Foundation Trustwww.uhsm.nhs.uk/Pages/default.aspx

Our school has a long tradition of creatingoutstanding Doctors as Scholars andPractitioners and our graduates are recognisedthroughout the world for their high standardsof professionalism.

The main function of the School at both UGand PG level is to manage programmes and toensure they are relevant and delivered to thehighest academic standards as defined by ourregulators, The University of Manchester andthe General Medical Council.

This important activity is needed becausemuch of our teaching is undertaken by otherorganisations across Manchester University,the broader University sector and NHSpartners. For instance, students in the 3rd, 4thand 5th years of the medical undergraduate(MB ChB programme) have their prior medicalteaching by staff of the UoM Faculty of LifeSciences, St Andrew’s University and theInternational Medical University in Malaysia;and their teaching in “Manchester” in years 3-5 is delivered in 400 NHS funded units fromhuge Teaching Hospital Trusts to GP surgeriesacross the North West of England. As aconsequence our “campus” covers an area ofmore than 1,000 square miles.

To ensure a high level student experiencewithin such a devolved learning environmentwe have a robust, professional QualityAssurance department.

Our Medical School is well known for beinginnovators in medical education and was thefirst UK medical school to introduce problem-based learning in 1997 and more recentlybeing the first medical school in the UK to useiPADs to technologically enhance the studentlearning experience.

Manchester Medical School(MMS)The Manchester Medical School is the organisation within theFaculty which manages the curriculum content, delivery, structureand assessments of medical undergraduate education forapproximately 2,200 UG medical students, of whom about 7.5%are overseas students. We are the largest medical school in the UKsupplying the majority of the medical workforce across GreaterManchester and the North West of England.

The links

Key achievements


Our major strategic aims are:

• To ensure the best learning environmentfor our students.

• To produce safe, knowledgeable,trustworthy and self motivated doctorsand biomedical researchers bestequipped for working within the modernNHS and HEIs.

• To enable our students, through seeingreal doctors and biomedical scientists inthe widest diversity of clinical, researchand geographic settings across our“campus”, to make the best career andlife style decisions possible.

Schools

Head of SchoolProfessor Karen Luker

Cancer Supportive & Palliative CareProfessor Gunn Grande

Long-Term Conditions & Self-CareProfessor Nicky Cullum (Adult)Professor Peter Callery (Child)

Mental HealthProfessor Karina Lovell

Social Care & Population HealthProfessor Alys Young

Externally Funded UnitPersonal Social Services Research(PSSRU)Professor David Challis

EducationDirector of UG EducationProfessor Philip Keeley

Director of PG EducationProfessor Heather Waterman

Head of School AdministrationCameron Scouler


• Development of policy advice on falls prevention for the WHO and European Commission.

• Two Cochrane Editors (Wounds and Pregnancy & Child Birth) whose work has underpinnedNational & International clinical guidelines.

• Instrumental in the introduction of HIV/AIDS home-based care in Kenya, serving 37,000 HIVpatients and 57,000 orphans.

• Developed, evaluated and implemented remotely interventions to increase access topsychological therapy.

• Only School of NMSW with two Fellows of The Academy of Medical Sciences.

• Highest ranked School of Nursing in the 2008 Research Assessment Exercise

www.nursing.manchester.ac.uk

www.nursing.manchester.ac.uk/ukchnm

www.netscc.ac.uk/about/pdfs/Annual_review_2010_11/Long-term_care_for_young_and_old.pdf


EducationThe School offers a number of undergraduateand postgraduate programmes including theB.Nurs (Hons), B.Midwif (Hons) and MA SocialWork. We have 2,291 undergraduates and392 postgraduates. Our students benefit fromprogrammes which are designed inpartnership with stakeholders to provideexcellent and employable, research mindedprofessionals able to work with otherdisciplines and demonstrate strong leadershipqualities. Our curricula imbue students withnotions of social responsibility, globalcitizenship and a broader idea of society.

ResearchThe School was the highest-ranked school inthe last RAE with extensive national andinternational collaborations. We aim to be aworld leader in multidisciplinary translationalresearch targeted at improving health andsocial care delivery. We focus in areas ofstrength reflected in our 4 research groups,our close collaboration with all the FacultyInstitutes and the Personal Social ServicesResearch Unit (PSSRU). PSSRU is one of theconstituent groups in the NIHR School forSocial Care Research with recent grant incomeof £4m. We have particular strength in mentalhealth research (a new programme grantaward of £1.9m on care planning in mental

health services); cancer, supportive andpalliative care (recent papers in Journal ofClinical oncology & BMJ, and our research intobreast cancer management informed theCancer Reform Strategy); long term conditions(leading roles in GM CLAHRC, and work onself care for both older people and childrenwas recently highlighted in NIHR annualreview). Our Active Ageing group whichfocuses on falls prevention has a €1m grant toimplement evidence-based practice acrossEurope.

Central to our research endeavour is theimprovement of health and social care for theusers of services and the population, not onlyin the UK but beyond, so that people will beable to live healthier, better lives. Work in theSchool contributes to the University’s socialresponsibility agenda, e.g. our programme ofresearch relating to health and social care ofdisadvantaged groups such as the British SignLanguage community and the PSSRU’spioneering work on personal budgets. Ourworld leading research contributes to theidentification, prevention and management ofprolonged labour.

We also host the UK Centre for the History ofNursing, the only dedicated research centre forthe discipline in the UK. We plan to buildfurther on our already impressive strengths.

School of Nursing, Midwiferyand Social WorkThe School comprises 19 Professors, 1 Reader, 17 SeniorLecturers and 61 Lecturers. There are 52 PSS Staff.

The links

Key achievements

Schools

Head of SchoolProfessor Kay Marshall

Director of ResearchProfessor Ian Stratford

Director of Undergraduate TeachingDr Jason Hall

Director of the Centre for PharmacyPostgraduate EducationProfessor Chris Cutts

Pharmacy Practice LeadProfessor Karen Hassell

Modernising Pharmacy Careers Co-ChairProfessor Peter Noyce

Head of School AdministrationAnna Reeder


Staff Profile:13 Professors; 5 Readers;10 Senior Lecturers; 20 Lecturers;19 Professional Support Staff

• Well established links with major teaching hospitals to ensure that our students receive anexcellent clinical education.

• In the 2008 Research Assessment Exercise 70% of our research was judged to be world leading.

• We were one of the first Schools of Pharmacy to gain an Athena Swan Award.

• Research awards since 2008 in excess of £7.8m.

•www.pharmacy.manchester.ac.uk

• Centre for Applied Pharmacokinetic Research www.pharmacy.manchester.ac.uk/capkr

• Centre for Pharmacy Workforce Studieswww.pharmacy.manchester.ac.uk/cpws

• Modernising Pharmacy Careers Programme Boardwww.mee.nhs.uk/programme_boards/modernising_pharmacy_careers_p.aspx

• General Pharmaceutical Councilwww.pharmacyregulation.org


• Centre for Pharmacy Postgraduate Educationwww.cppe.ac.uk

The Manchester M.Pharm has been designedto ensure that our graduates put patients atthe centre of their care philosophy as theyoptimise use of medicines. We developprofessionalism by ensuring that we maximiseexposure to clinical practice in the workplace.The Centre for Pharmacy PostgraduateEducation sits within the School andexemplifies our approach to life long learning.

The best teaching is informed by the bestresearch and we produce healthcareprofessionals that are not only fit for the futurebut who will go onto be the pharmaceuticalleaders of tomorrow. Our researchers interactwith our students and also collaborate withmultidisciplinary and multinational groups fromacross the globe hence the last researchassessment classed much of our research workas being world leading.

Our research in the pharmaceutical sciencesfocuses upon: finding biological markers thatcan predict if someone will develop a disease;identification of targets suitable fortherapeutic intervention and then de-riskingthe drug development process by predictinghow a new drug will behave in the body byusing the most up to date computational

techniques. The drug design process then goeson to investigate how we can get themolecule in question to its site of action andthis may involve the use of nanomaterials andnew biopharmaceutical techniques. Ourmolecules to man approach can be illustratedwith work from our experimental oncologygroup which resulted in acceleration of novelcancer therapies into clinical trials to improvepatient outcomes.

In the pharmacy practice group we have threepriority areas for research that relates stronglyto the real challenges experienced by patientsand the health service in relation to medicinesuse: Pharmacoepidemiology and drugsafety - this research provides insight intotreatment outcomes and leads to morepatient-focused and cost-effective options;workforce behaviour: this researchexamines performance to ensure optimal careis delivered; Prescribing and patient safety:research on process and outcomes ofprescribing aims to reduce prescribing errors.

Our interdisciplinary nature of our researchconnects us with the Pharmaceutical industryand the NHS, and hence it has major impactbeyond our own academic environment.

School of Pharmacy &Pharmaceutical SciencesThe vision of the School of Pharmacy & Pharmaceutical Sciencesis to become the UK’s leading School of Pharmacy and beinternationally recognised for undertaking research that drives thetransition of new drugs in early development to their safe use bypatients, helped by healthcare professionals whose knowledge andexpertise about medicines is informed by the highest qualityeducation and training possible.

The links

Key achievements


Schools

Head of SchoolProfessor Rachel Calam

Experimental and NeuroscienceLead: Professor Daniela Montaldi

Clinical and Health Lead: Professor Gillian Haddock

Human Communication and DeafnessLead: Professor Gina Conti-Ramsden

Director of ResearchProfessor Wael El-Deredy

Director for Undergraduate StudiesDr Fiona Kevan

Director of Postgraduate TeachingDr Susan Speer

Director of Postgraduate ResearchDr Andrew Stewart

Commercialisation & ContinuingProfessional DevelopmentDr Warren Mansell

Head of School AdministrationAnna Reeder


• We have substantial grants in basic and translational sciences, and impact throughnational guidelines for psychological treatments.

• The new Centre for Health Psychology will act as a hub for cutting edge research.

• External examiners note many examples of good practice, and innovative teaching andassessment methods in our programmes.

• We have some outstandingly high levels of student satisfaction for our teaching.

• We have award-winning work in widening participation, outreach and sustainability.

www.psych-sci.manchester.ac.uk

www.psychologicalscience.org

www.efpa.eu


The School is made up of three sections:Experimental and Neuroscience; Clinical andHealth, and Communication and Deafness.We have 17 professors, 1 reader, 20 seniorlecturers, 37 lecturers and 22 clinical tutorsand teaching assistants. Many staff are parttime (42%); some are jointly with the NHS.There are 30 professional support staff. Weengage in internationally recognised researchand attract significant funding from UK andUS research councils, government sources,including the NHS, charities, and industrialpartners.

We have major strengths in cognition andcognitive neuroscience; neuroscience andaphasia; psychological treatments fordisorders; behaviour change; languagelearning and disorders, and audiology anddeafness. Staff belong to joint Centres withthe Institute of Brain, Behaviour and MentalHealth, and staff from the School lead three ofthese: Clinical and Cognitive Neuroscience;Developmental Science and Disorders, andMental Health and Wellbeing. The School isthe home of the Centre for Health Psychology,and our Audiology and Deafness groupaffiliate with the Centre for Special Senses in

the Institute of Human Development. TheCentres offer an exceptional breadth ofopportunities for significant, ambitiousresearch collaborations.

The School is committed to providing teachingand learning of the highest possible quality.Across our undergraduate and postgraduateprogrammes, there is common purpose inaiming for excellence in sharing theexcitement of our sciences and in training theprofessionals of the future. A significantproportion of our teaching is rated excellent,with year on year improvement. There isstrong demand for our sciences in healthcare,social care and education as well as the worldof business. We aim to educate curious,knowledgeable graduates with a commitmentto lifelong learning, and to train highly skilled,compassionate healthcare and educationprofessionals in Audiology, Clinical Psychology,Speech and Language Therapy and Teachingof the Deaf. We have a very strong outreachteam which has picked up numerous awardsfor its work, and shows tremendouscommitment to widening participation in, andbroadening the the reach of, psychologicalsciences.

School of Psychological SciencesThe School of Psychological Sciences (SPS) is a major centre for research and teaching. We cover a wide range from basicsciences in psychology, language, communication and hearingthrough to the translation of these into applications in health and education.

The links

Key achievements


MAHSC


MAHSC: TheManchester AcademicHealth Science Centre

ChairSir Howard Bernstein

Director Professor Ian Jacobs

Clinical DirectorProfessor Alistair Burns

Domain Chairs:

Trauma & Inflammation: Mike Deegan

Population Health: David Dalton

Human Development: Karen James

Cancer: Caroline Shaw

Mental Health: Michele Moran

Cardiovascular: Mike Deegan & Karen James

www.mahsc.ac.ukwww.mimit.org.ukwww.nweh.org.ukwww.mcrc.manchester.ac.uk

The links

Ian Jacobs

Howard Bernstein

David Dalton

Caroline Shaw

Alistair Burns

Mike Deegan

Karen James

Michele Moran

• Joint Cardiac Centre

• MAHSC Clinical Trials Unit

• NIHR award of £12.5m for three Clinical Research Facilities

• NW e-Health

• Manchester: Integrating Medicine and Innovative Technology

• MAHSC Global Health Theme

• MAHSC Conference Series

Designation as an AHSC is given topartnerships between universities and teachinghospitals which can demonstrate excellenceacross research, innovation, education andpatient service.

From its base in the Faculty of Medical and Human Sciences, MAHSC’s vision is to be a leading global centre for the deliveryof innovative applied health research andeducation into healthcare. In particularMAHSC aims to harness the strengths of its members to deliver excellence intranslational medicine.

Through partnership with the GreaterManchester Academic Health Science Network(GM AHSN), MAHSC acts as a beacon within

the local health system, providing clinicalleadership and helping health careorganisations reap the benefits of research andinnovation to drive improvements in care.

MAHSC and The University of ManchesterThe University’s Faculties of Medical andHuman Sciences, and Life Sciences, form oneof the largest health science groups in Europe.The University of Manchester’s other Faculties(Humanities and Engineering & PhysicalSciences) also have strong health-relevantexpertise in social, economic and managerialsciences, and in materials science andquantitative systems biology.

MAHSC brings together expertise from across the University to: support dialogue and exchange; develop collaborative projects;establish integrated strategic initiatives and forge rewarding career pathways in health science.

MAHSC brings together the potential capacityof 23,500 NHS staff and 9,700 academic staff.The Faculty of Medical and Human Sciencesteaches almost 6,000 multi-healthcareprofessionals, with training provided inMAHSC partner organisations. Combinedincome across MAHSC partners in 2011/12was £49million for NHS partners and a further£77m from health related academic research.

MAHSC’s work is organised within six clinicaldomains. Each Domain is chaired by the ChiefExecutive of one of the member organisations

Key achievements

MAHSC (Manchester Academic HealthScience Centre) is a partnership betweenThe University of Manchester and six NHSorganisations which include some of themost highly rated NHS trusts in the country:

• Central Manchester University HospitalsNHS Foundation Trust

• Manchester Mental Health and Social Care Trust

• Salford CCG (formerly NHS Salford) as lead representative for GM CCGs

• Salford Royal NHS Foundation Trust

• The Christie NHS Foundation Trust

• University Hospital of South ManchesterNHS Foundation Trust.

Theme DirectorProfessor Tony Redmond

MAHSC Steering Group leadsProfessor Ged ByrneProfessor Dame Tina LavenderProfessor Rajan Madhok

HCRI Directors Professor James ThompsonDr Rony BraumanDr Tim JacobiProfessor Bertand TaitheDr Tania Muller

Head of AdministrationRebecca Whitehead

• Links and MoUs established with Harvard Humanitarian Initiative, the Department of GlobalHealth, Karolinska Institute, Sweden, The Tata Institute, Mumbai, India.

• Advisors to Institute of Disaster Management and Reconstruction, University of Sichuan,China.

• Hosting of the International Emergency Trauma Register funded by Department ofInternational Development.

• Key partnership for Global Health with the International Federation of the Red Cross.

• Advisors to All Party Parliamentary Group on Global Health.

www.hcri.ac.uk

www.ifrc.org

www.uk-med.org

www.dfid.gov.uk

www.tiss.edu

http://ki.se/ki/jsp/polopoly.jsp?d=12350&l=en

http://globalhealth.harvard.edu


We have already established a comprehensivecross-faculty global health education andlearning programmes that encompassundergraduate, postgraduate and continuingprofessional education.

A MAHSC Centre for Volunteering has beenestablished, to look to the creation of the'Manchester Made' branded volunteer, whowill provide support to existing and futureoverseas NHS health links. Through theacademic and volunteering centres we arebuilding an increased capacity for research andteaching in those countries where we havehealth links, and accredited training coursesfor health care volunteers wishing to engagewith partners overseas. The MAHSCVolunteering Centre will also provide aprogramme of support to local diaspora,addressing health inequalities they experiencehere, as well as those in their country oforigin.

Members of MAHSC Global Health work withpolicymakers in the global health agenda atnational, governmental and internationallevels including providing support to the AllParty Committee on Global Health andworking with World Health Organization(WHO) and the UN. Current staffing includes aTheme Lead, a full time Coordinator for GlobalHealth, an administrator, an honorary SeniorLecturer in Global Health at the Humanitarianand Conflict Response Institute to supportGlobal Health development in the medicalundergraduate curriculum, a Lecturer in GH atHCRI to support the masters’ programmes,and a Professor of Global Health &Humanitarian Affairs. The directors of theResearch and Volunteering Centre will beappointed shortly followed by key strategicappointments at professorial level.

MAHSC Global Health brings together NHS links with institutionsoverseas, the Humanitarian and Conflict Response InstituteHCRI) and cross-faculty GH research. Within MAHSC GlobalHealth, a Centre for Women’s Global Health in the School ofNursing, Midwifery & Social Work, alongside the development of anumber of other such research centres, will combine into a robustinterdisciplinary cross faculty Global Health research themecreating a nationally and internationally recognised MAHSCCentre for Global Health.

The linksKey achievements

MAHSC

MAHSCGlobal Health Theme

Faculty


Faculty Education Academy 26

The Faculty Graduate School 27

Research Deanery 28

Biusiness Engagement and Innovation 29

Faculty External Relations, Social Responsibility and Communications 30

Facultyof Medical andHuman Sciences

Faculty


Faculty

• Production of metrics for teaching contribution.

• Introduction of educational Masterclasses for continuing professional development inEducation.

• Introduction of Faculty Peer Review framework.

• Annual conference on Teaching and Learning.

www.mhs.manchester.ac.uk/about-us/structure/educationacademy

www.heacademy.ac.uk

www.hee.nhs.uk

www.hefce.ac.uk


The goal of the FEA is to support all academicsacross the Faculty and to develop individualsand groups so that they may deliver excellencein teaching. The primary aims of the FEA are to:

Faculty Education Academy The Faculty of Human and Medical Sciences recognizes that keyto all high quality educational programmes, and to improving andmaintaining the student experience, is a culture of excellence inteaching and learning. The Faculty Education Academy (FEA)serves to develop and support this culture.

The links Recent successes

Support best academic practice in teachingand learning through innovation andscholarship by:

• Establishing clear, inclusive andtransparent networks across the Facultyto provide a communication forumaround teaching and learning.

• Showcasing and celebrating existing bestpractice across the Faculty throughinternally and externally facing eventsincluding specialist seminars and anannual FEA teaching and learningconference.

• Developing support for and recognitionof educational scholarship.

Promote and reward teaching excellencethrough the development of individualacademics by:

• Providing guidance for promotion on a teaching focused career pathway.

• Offering effective mentorship and staffdevelopment opportunities across allstages of an individual’s career pathway.

• Recognising and developing teachingquality through constructive feedbackbased on student and peer evaluation of teaching.

Associate DeanProfessor Nick Grey

Innovation and TeachingDr Steven Pryjmachuk

Scholarship in Teaching and LearningDr Christine Bundy

Promoting and Rewarding Teaching ExcellenceProfessor Douglas Corfield

Faculty

Associate Dean for Graduate EducationProfessor Pam Vallely

Graduate School Board and academic committee leads:

PGRDr Clare AustinPGTDr Phil PadfieldCPDTBATrainingDr Judy WilliamsAcademic lead for student progressionProfessor Pete BowerStudent recruitmentDr David Berke-learningDr Katie ReedStudent representativesOmolade Femi-Ajayo and Alison Cooke

Administrative team Lead: Helen Myers

• We are pleased to have secured funding for the first of four Postgraduate hubs. Thesephysical spaces will allow graduate students to meet, work, share ideas and socializetogether across the disciplines. This purpose-built, student-centred space opened inStopford in January 2013.

• We are proud to announce the launch of our Graduate Society run by students for students.

• We supported a number of successful external studentship bids this year for both PGR and PGT to MRC, BHF, ESRC, and DoH.

www.manchester.ac.uk/mhs/postgraduate

Delivering a High QualityGraduate EducationAll graduate students, whether studying for aresearch degree or on one of our taughtprogrammes, are members of the GraduateSchool and we have strong links into Schoolsand Institutes via our Postgraduate supportstructures for both PGR and PGT students. Wedirect Graduate Education Strategy consistentwith the aims of the University, Faculty,Schools and Institutes and promoteconsistency and improve standards by sharedgood practice. Our website and newslettercommunications raise the profile of Graduateactivity internally in the Faculty and Universityand externally to prospective students andother partners including Research Councils,NHS, Professional Bodies, Royal Colleges andInternational sponsors.

Our recruitment strategyThe Graduate School has an important role inthe recruitment of the very best students ontoour PG programmes: We attract excellent PGRstudents by pairing our internal Facultyfunding with RCUK Doctoral Training Grantawards. The success of this approach was

recognized this year when the MRC assessedour ‘Doctoral Training Grant Portfolio’ as beingin the top 4 among UK HEIs. We also workwith Schools and Institutes to deliver strongand viable PGT programmes linked to ourresearch strengths and/or the workforcerequirements of our professional bodies. This isreflected by some notable external fundingsuccesses for PGT studentships, from MRC,NIHR and the DoH Modernising ScientificCareers scheme.

Enhancing the Student ExperienceA key aspect of the Graduate School is toprovide an excellent student experience forour postgraduates who will be the researchersand health leaders of the future. Our excellentsupport structures and the academic and PSSstaff who populate them, together with thenew Graduate School initiatives around the PGhubs, Graduate Society and PG showcases willall help us to deliver this. In 2013 theGraduate School will be forging links withother International Graduate Schools to sharebest practice and benefit our own students.

The Faculty Graduate SchoolThe Graduate School promotes excellence in graduate educationin the Faculty of Medical & Human Sciences through recruitmentof the very best students, helping to deliver an excellent studentexperience and ensuring the highest standards of quality in theprogrammes we deliver.

The links

Recent successes


Faculty

The team became fully operational in late summer 2012, and has already helped to support a number of successful major funding bids including:

• MRC Health eResearch Centre (HeRC), £4.5m.

• MRC stratified medicine initiative (~£4m joint with QMUL).

• MRC Confidence in Concept Fund (£500k) to secure funds to pump-prime translationalresearch activity.

• Wellcome Trust Institutional Strategic Support Fund (£1m) joint with FLS.

www.mhs.manchester.ac.uk/research/support/deanery

www.mrc.ac.uk/index.htm

www.cancerresearchuk.org/home

www.wellcome.ac.uk


The Deanery brings together a team ofresearch strategy coordinators and aims toprovide a flexible service that is both proactivein anticipating major research challenges andalso responsive to opportunities as they arise.It can offer tailored support to individuals orgroups of academics, which may include:

1. Developing collaborative researchinteractions, cross-faculty initiatives andinteractions with external partners/fundingagencies;

2. Supporting the development and projectmanagement of large, complex researchinitiatives that will lead to fundingopportunities;

3. Providing detailed strategic portfolioanalysis and targeting of research ideas tothe most appropriate source of funding;

4. Guiding and assisting in preparingscientific and strategic aspects of researchgrant applications

5. Enabling access to technology andmethodology platforms;

Key priorities for the future include the needto capitalize on the new Faculty structure andcreate more opportunities to acceleratediscoveries from basic and clinical sciences intohealthcare improvements.

ResearchDeaneryA key challenge identified within this strategic plan is the need toincrease our capability to deliver outstanding research through asustained increase in our research grant income and quality of ouroutputs. The Research Deanery has been created to develop,drive and support strategic research initiatives that will helpenable the faculty to achieve its ambitious goals in this regard.

The links

Recent successes

Associate Dean for ResearchProfessor Mike Dixon

DirectorDr Graham Cadwallader

Research Strategy Coordinators:

Dr Katherine BoylanRoy DaleyLisa HeartyDr Kay HodgsonDr Daniel JamesonDr Rosalind Kelly

Deanery AdministratorSarah Barton

Health SciencesRebecca JonesJane Mann

Mike Dixon

Graham Cadwallader

Faculty

Associate DeansProfessor Paul A. Townsend (Elect)Professor David Clarke 2008-20123

Business Engagement ManagersCat Headley, Lisa Hearty

InnovationDr Rich Ferrie & Dr Arnaud Garcon (UMIP)

Drug discoveryDr Donald Ogilvie (MCRC), Professor GarthCooper & Professor Paul Bishop (CADET)

Drug developmentProfessor Brian Houston (CAPKR)Professor Ian Kimber (CDSS)Professor Alan Dickson (COEBP)

Medical devices Professor Jackie OldhamProfessor Gus McGrouther (MIMIT)

m-healthProfessor Chris Taylor & Carmel Dickinson

• Our business research & enterprise performance:

• 30% growth in research with businesses over the last 3 years (£22m) on target to increaseby 50% by 2015, with intention to treble by 2020.

• 80% growth in invention disclosures with over 480 during the last 5 years.

• Over 30 grants (£5m) associated with IP projects over the last 5 years.

• 30 proof of principle awards (£2.1m) over the last 5 years.

• 133 licenses and £2.7m in royalties over the last 5 years.

www.paterson.man.ac.uk/Research/groups.aspx?id=10

www.manchesterbrc.org/OurFacilities/CADET.php

www.liv.ac.uk/drug-safety

www.pharmacy.manchester.ac.uk/capkr

www.coebp.ls.manchester.ac.uk

www.mimit.org.uk

https://intranet.nibhi.org.uk/mi/default.aspx

http://umip.com

An exciting strategic development is thecreation of the Manchester CollaborativeCentre for Inflammation Research(MCCIR), a 5 year £15m development with AZand GSK, with £1m p.a. training Academy,and ~£30m from GSK for the Salford LungStudy. In the Manchester Cancer ResearchCentre (MCRC), AZ supports Biobanking,Biomarkers & Clinical Research Training, incomplete alignment with our research partner,Cancer Research UK.

We will continue to develop open innovationrelationships (eg neuroscience), conduitsbetween our academics and industry anddevelop our collaborative enterprise pathways,for example:

In drug discovery: Our MCRC DrugDiscovery Unit has progressed in several coreareas (target validation, hit-finding & portfoliodevelopment). Our novel discovery programmein the Centre for Advanced Discovery andExperimental Therapeutics (CADET) utilisesbioinformatics to integrate proteomic,metabolomic and transcriptomics intopre/clinical studies - core FMHS strengths.

In drug development: We have establishedpharma relationships (eg Centre for AppliedPhamacokinetics Research, Centre for DrugSafety Science with Liverpool, Centre ofExcellence in Biopharmaceuticals, BiologicsRegister etc). We have also embeddedrelationships with CROs for GMP formulation(eg Quay), simulations in man (eg Simcyp),GLP analysis and first in man studies (egICON), the Medicines Evaluation Unit andtranslation into later phase studies via theNIHR GM CLRN - the highest performingnetwork in England.

In medical devices: MIMIT™ is the firsttranslation outside the USA of the highlysuccessful CIMIT® for medical & healthinnovation.

In m-health: our ecosystem includesstakeholders in informatics (Microsoft, Intel),telecoms (Telefonika, Vodafone), pharma (AZ,GSK) & healthcare (JHI, Bosch Healthcare)globally respected arenas of synergy.

Business Engagementand Innovation We work with our MAHSC partners to help us combinesuccessfully enterprise and academia. This means we translatequickly our scientific successes into better outcomes for patients.Few other research centres have such strong business alliances.We are investing in the future, with 80 new recruits and we exposeour academics to industry, for example, by formal strategicalliances with AstraZeneca (AZ) & GlaxoSmithKline (GSK).

The links

Recent successes


Paul Townsend

David Clarke

Faculty

• Our Faculty out performs the University in widening participation performance (10.2%compared to 8.4%) and Russell Group (5.8%).

• The Faculty has maintained the NHS funding for undergraduate and postgraduateeducation representing over income of £25m.

• 10 Sustainability Enthusiasts and 8 Green Impact teams across the Faculty, with someaward winners.

• Investment in to ensuring better use and greater access to the Faculty and Medical Schoolmuseum collection.

• Health Education Englandwww.hee.nhs.uk

• North West LETBwww.northwest.nhs.uk

• Manchester Academic Health Sciences Centrewww.mahsc.ac.uk

• Widening participation in the Facultywww.mhs.manchester.ac.uk/undergraduate/wideningparticipation

• Sustainabilitywww.sustainability.manchester.ac.uk


NHS contractsThe Faculty has contracts with the NHS (£25m)covering undergraduate training for nursing,midwifery and speech & language therapists. Italso covers qualified workforce learning forclinical psychology, pharmacy, mental health,healthcare scientists, including ContinuingProfessional Development (CPD). Quality,performance metrics and relevance to NHSoutcomes are monitored.

We will facilitate seamless and risk freetransfer of NHS education commissionedcontracts with the University to the new NHSeducation commissioning structures (LocalEducation and Training Boards) and ensure theeducation outcomes framework is embeddedinto University quality assurance process forNHS commissioned education contracts.Moreover we will continue to identifyopportunities to retain the CPD fundingprovided to NHS staff.

Social responsibilityThe whole Faculty team should have theopportunity to engage with activities whichhave a positive impact on others (Goal 3). The Faculty supports this and ensures it isrecognised. Social Responsibility activitiesinclude the work of MAHSC (eg GlobalHealth), public engagement, heritage projects,supporting volunteering and the vital work towidening participation. The Faculty hasengaged with Nowgen, experts in publicengagement, to support this work.

We will continue to work with the Universityto shape future University strategy for SocialResponsibility thus supporting Faculty

implementation, communicate with Schools and Institutes to ensure they areaware of the opportunities and their successes are recognised and work with theUniversity College to embed socialresponsibility into education.

SustainabilityThe Faculty supports environmentalsustainability work at a University and locallevel, such as a school, laboratory or institute.The faculty has the largest number ofSustainability Enthusiasts in the University anda growing number of Green Impact Teams.Many of our students are exposed to thisagenda when they undertake the ManchesterLeadership Programme.

We will continue to increase the number ofenthusiasts and Green Impact teams,strengthen the support for sustainablelaboratories and create a cross-faculty learningprogramme on sustainability.

Communications Our communications strategy ensures staffand students are aware of, and share in, thevalues, objectives and aims of the Faculty andUniversity and understand their contributiontowards making these real and achievable. Weaim to communicate the values of the Facultyto all stakeholders and to continue to buildtrust in the Faculty by everyone who isengaged with the Faculty Staff and Students.We support and promote the strategicdirection of the Faculty and contribute toproviding the best student experience possible.

Faculty External Relations,Social Responsibility andCommunications

The links

Recent successes

Associate Dean for External RelationsProfessor Chris Cutts

Associate Dean for CommunicationsProfessor Ged Byrne

Executive summary 32

Introduction 35Consultation process 35

Mission and ethos 36

Background and context 36

Opportunities and strengths 39Challenges 41

Strategic focus 42Strategic priorities 42

Enabling goals 43

Priorities 46Priority 1: Excellence in education and training for health professionals 46

Priority 2: World-leading research in medical and health sciences 49

Priority 3: Social responsibility – a contribution to the greater good 52

Goals 55Enabling goal 1: Quality people 55

Enabling goal 2: Quality support structures 56

Enabling goal 3: World-class infrastructures 57

Enabling goal 4: Effective collaboration, communication and partnership 58

Enabling goal 5: Ensuring financial sustainability 60

Enabling goal 6: A Faculty structure able to support and deliver excellence 61

Five YearStrategic Plan


Excellence in education will be achieved by focusing on the student experience, methods of teaching, staffdevelopment/mentoring, postgraduate and career-long education

In research, the priority areas (cancer, cardiovascular science,inflammation and repair, population science, humandevelopment and brain, behaviour and mental health) will formthe basis of six new Faculty institutes with five cross-cuttingthemes (health and social inequalities, prevention and screening,ageing and the life course, stratified and personal health, andglobal health).

Social responsibility will be realised by utilising our expertise andthe opportunities available to us to have a positive impact onothers, including conducting research and education that has animpact on clinical practice and treatment outcomes, publicengagement in the work of the Faculty and improving theenvironmental sustainability of our operations.

The six enabling goals will focus on recruiting and retainingquality people, achieving lean and efficient professional supportservices, maximising infrastructure usage, improvingcollaboration and communication (particularly through MAHSC)and pursuing innovative methods of income generation. A newstructure is proposed which retains the strong effectivemanagement arrangements of existing professional Schools andintroduces a new series of Faculty institutes in established oremerging priority areas.

The plan derives from a bold mission which mandates FMHSto make a unique contribution to people’s health and qualityof life, regionally, nationally and globally. The strong ethos tosupport this encompasses professionalism, excellence andinnovation, transparency, collaboration and teamwork, andimproving the lives of others by acquiring and applying newknowledge.

The potential for improvement is based on:

• the strengths of The University of Manchester, TheUniversity of Manchester 2020 vision;

• the broad range of excellence in the health-relatedprofessions within FMHS;

• partnerships with outstanding NHS partners (six of whichhave joined with The University of Manchester to create theManchester Academic Health Science Centre – MAHSC); and

• the social, economic and health needs of the GreaterManchester region and population.

• aspects of the quality of the undergraduate education programme;

• the danger of FMHS falling out of the group of UK leaders inbiomedical and health science research; and

• the dramatic changes in the external economic andacademic environment.

The plan derives from a boldmission which mandates FMHS tomake a unique contribution topeople’s health and quality of life.

This document presents an ambitious plan to achieve a transformation in the performance of the Faculty of Medical and Human Sciences (FMHS). It follows from an extensive consultation exercise and includes bespokeproposals to achieve the strategic goals and enabling goals laid out in the newStrategic Vision for the University. It is set in the context of local and regionalpartnerships, and the national higher education and health care scene.

Executive summary


This potential is counterbalanced by concerns about:




Consultation processThis approach to strategic planning was built on widespreadengagement with Faculty staff and included:

This document describes the Faculty strategy. It aims to developand improve on existing activities and proposals for a series of new initiatives.

The new initiatives (which are highlighted in bluethroughout the document) include:

A number of these new initiatives, particularly the EducationAcademy, Graduate School and Research Deanery, relate toimportant University-wide strategic priorities and these will bedeveloped further in the months ahead to ensure that they alignfully with the University’s new 2020 Strategic Vision.

• Education Academy

• Northern Health Science Alliance

• Graduate School

• Strategic recruitment initiative

• Six priority areas of research focus

• Fundraising initiative

• Five cross-cutting research themes

• Creation of a strategic investment fund

• Research Deanery

• New Faculty matrix structure

• Conference series + health festival

• Creation of six Faculty institutes

• Visits by the Dean to each of the nine Schools within the Faculty.

• An online survey, open to all Faculty staff, to which over 500 staff responded.

• A series of 20 discussion groups on topics identified fromresponses to the online survey. The discussion groups wereopen to all staff and were attended by ~300 staff members.

• Three ‘town hall’ meetings open to all staff.

• Discussion groups including undergraduate andpostgraduate students, and student representatives.

• Discussion at an open meeting with PSS staff.

• Visits by the Dean to each of the partner NHS trusts.

• A series of discussions involving the Faculty SeniorManagement Team, including associate deans and heads of Schools.

• Writing groups led by an associate dean or head of School to prepare preliminary drafts of each goal.

• Discussion at an away day of senior Faculty staff.

An extensive process commenced on 1 April 2011with the intention of informing a new strategic plan,which will lead to a transformation in the quality ofresearch and education of the Faculty of Medicaland Human Sciences.

Introduction


Mission and ethos

Mission EthosThe starting point for this strategy is a brief statement about the ethos we wish to embrace as a Faculty. This provides aframework for the three strategic priorities and six enabling goals outlined below.

Our University and the region has a rich history of freedomof intellectual thought and expression combined with a track record of turning ideas into practice, which is asrelevant as ever today and is treasured by our staff. It is a key reason that many of our staff are at The University ofManchester. The Faculty regards this ethos as the fundamentalbasis for our drive to achieve excellence and innovation. This commitment runs in parallel with a desire to use the uniqueopportunities and freedom of The University of Manchesterenvironment to improve the lives of others through bothacquiring knowledge and the application of knowledge.We will direct our expertise and opportunities to have an impact on health and well-being, starting in the Manchesterregion and extending globally. Maintaining this ethos requires an environment which values transparency, collaboration and teamwork, in which our staff treat each other with mutual respect.

The Faculty recognises that protecting our ethos in the 21st century requires an ever higher standard ofprofessionalism in academia, administration and managementalong with a willingness to accept scrutiny and assessment andto act on it. The Faculty will seek the highest qualityprofessionalism in all aspects of the work staff undertake,delivered in a manner which enhances rather than hampers our ability to live up to our core ethos and mission.

Backgroundand contextThis document describes the five-year strategy for FMHS within the framework set by the University’s new Strategic Vision for 2020. It is written in the context of the broad outlook for higher education and health care as well as the keyrelationships with the other University of Manchester facultiesand with our NHS partners, through the establishment of theManchester Academic Health Science Centre (MAHSC) in 2009 and other links.

We will achieve this by:

• Educating and training the highest quality healthprofessionals, in a broad range of disciplines, all proud tohave had their learning experience in Manchester.

• Delivering outstanding research in key areas of medicaland health sciences, which have a global impact.

• Playing a key role in health care delivery and healthimprovement in Manchester and further afield.

To mobilise the academicopportunities available to us in Manchester to make a unique contribution toimproving people’s health and quality of life regionally,nationally and globally.

All of this will be delivered in a collegial environment with anethos of caring for others through excellence, innovation,collaboration, teamwork, professionalism and transparency.



Opportunities and strengthsOur Faculty has some unique opportunities and strengths,which make achieving our mission feasible.

Part of an outstanding UniversityFirst, the Faculty is based in an outstanding University which,following the 2004 merger, is not only the largest single-sitecampus in the UK, with the largest number of students, but alsohas an excellent track record in research, as demonstrated bothgenerally by a research power exceeded only by Oxbridge in the2008 RAE and specifically by the award of two Nobel prizes in Physics in 2010. The strength of Humanities, Engineering andPhysical Sciences, and Life Sciences at The University ofManchester provides exceptional opportunities for the Faculty todevelop and enhance cross-disciplinary initiatives.

Research strength and professional expertiseSecond, the Faculty contains individuals and Schools with abroad range of excellence in the health-related professionsincluding nursing, midwifery, social work, pharmacy, dentistry,psychology, audiology, speech and language therapy andmedicine. This provides opportunities for education and researchwhich are unique among the UK’s leading universities. Some ofthe Schools are already established as national leaders in thecontext of research as reflected by the RAE performance inNursing, Pharmacy and Dentistry.

NHS partnershipThird, the Faculty has strong relationships with outstanding NHSpartners which are critical in achieving our mission. Six of theseNHS partners have joined with The University of Manchester tocreate MAHSC (Manchester Academic Health Science Centre) theonly Department of Health-accredited Academic Health ScienceCentre outside the South East. MAHSC provides unprecedentedopportunities to ensure research and education to impact onclinical care on a large scale.

Regional context, global significanceFourth, the Faculty, University and NHS partners, throughMAHSC, are all set in the context of the social, economic andhealth needs of the Greater Manchester region and population.This setting of a large, stable population with challenging healthproblems and needs provides a perfect opportunity for progressof both local and global significance.

Finally, there is recognition from the leadership of the Universityand NHS trusts of the crucial importance of the success of theFaculty not only for the future of The University of Manchesterand the NHS partners, but also for benefit of the regional healthcare network and the population of Greater Manchester.


This provides opportunities for educationand research, which are unique amongstthe UK’s leading universities.


ChallengesReputationThere is much to do to enhance the reputation of Manchester inundergraduate training in medicine and health. This is a flagshipenterprise for our mission and its success is a prerequisite forbroader achievement. We aim to be the first choice of schoolleavers wanting a career in medicine and other healthprofessions. Improving our performance in this area as reflectedby National Student Survey (NSS) data is of the highest priority.Measuring the quality of education is difficult and NSS is just oneaspect of quality, but we have to accept the challenge oftransforming the student experience and ensuring the highestquality learning. The Faculty will expect to be in the top quartilefor NSS scores in all undergraduate courses.

Competition for fundingThe Faculty needs to take steps to ensure that we remain in thegroup of UK leaders in biomedical and health science research.Funding awards for research in the Faculty have not increased atthe same rate as our major competitors in recent years. Awardsfrom the MRC and the Wellcome Trust are of particular concern.In the 2008 Research Assessment Exercise, of the 595 FTE ofeligible Category A staff in the Faculty, 38% were not returned.Although there were some excellent returns and the proportionof 1* and 2* rated staff was lower than in the rest of theUniversity, the overall performance was not up to the standardachieved by the other University of Manchester Faculties. In someSchools the proportion of staff not returned or rated 1*/2* was15–20% higher than in the rest of the University. We need totake steps to improve the quality of research activity from existing staff and recruit additional high-quality researchers to ensure that more of our research is ranked as of international standard.

Changing HE landscapeThese challenges are set in the context of a dramatic change inthe external environment during the last two years, which isbringing unprecedented changes to the higher education,health, and social care sectors. It will require the Faculty and TheUniversity of Manchester to create funds for investment thoughsavings and income generation, whilst remaining highlycompetitive and sustaining the ethos of The University ofManchester environment, which is so highly valued both withinand outside the university.

The strategic approach outlined below reflects theseopportunities, strengths, weaknesses and pressures, andhas been prepared within the framework of the overallstrategy for The University of Manchester and theManchester 2020 Vision. The intention is for detailedstrategic plans for the professional Schools, the areas ofresearch focus/priority, the Research Deanery, EducationAcademy and Graduate School to be developed within theframework of this document in due course.


We aim to be the first choice of schoolleavers wanting a career in medicine and other health professions.

Strategic focusThe three strategic priorities and six enabling goals below are intended toensure that FMHS can respond to the reality of the radical changes in thehigher education sector, while retaining our core ethos, providing a high-quality environment, encouraging innovation and improving quality, so as tobe recognised among the leading centres for biomedicine and healthworldwide. The priorities and enabling goals reflect the overarchingstrategic goals of The University of Manchester but are adapted to reflectthe specific needs of FMHS.

Strategic priorities

Priority 1 Excellence in education and training for health professionals

To work with our partners to be first choice in the UK forundergraduates seeking the highest standard of training innursing, midwifery, social work, dentistry, pharmacy, psychology,audiology, speech and language therapy and medicine, linkedwith provision of outstanding postgraduate courses, career-longdevelopment opportunities and introduction of innovativeteaching and learning methods.

Priority 2 World-leading research in medical and health sciences

To undertake cutting-edge research in key focus areas, which arerecognised globally as being both innovative and having animpact on health care, so as to change lives for the better. Thiswill be achieved through clear and focused research strategies inareas of established, emerging or potential strength, along withseed funding to support initiatives and priorities which recruit,train and retain the research stars of the future.

Priority 3 Social responsibility – A contribution to the greater good

To mobilise the resources in the Faculty as a force for good, witha particular focus on contributing to health care delivery andhealth improvement in Greater Manchester, nationally andglobally. This will be achieved by working in close collaborationwith our NHS partners to bring knowledge and expertise to bearon carefully selected themes which address the major healthchallenges facing the world in the 21st century and by producinghealth scientists and professionals superbly equipped to take onresponsible leadership roles. The Faculty will continue to facilitateadmission to health care programmes for students with non-traditional backgrounds regardless of gender, disability,ethnic origin, religion or belief, sexual orientation, marital status,age or nationality.




Goal 1People of quality

We will focus on improving quality in all aspects of the work ofthe Faculty. This will be achieved through a combination of anambitious targeted recruitment effort, mentoring and processesfor recognising excellent performance.

Goal 2Quality management and support structures

We will build upon existing excellence in academic administrationwith steps to improve efficiency and provide greater support tothe academic agenda through a series of initiatives includingenhanced research and education coordination.

Goal 3World-class infrastructure

We will optimise access to the excellent estate and equipmentboth within the University and via MAHSC NHS partners andrationalise their use to facilitate our overall mission.

Goal 4Effective collaboration, communication and partnership

We will maximise the benefits of effective collaboration withinthe Faculty, with other Faculties, with local NHS partnersprimarily via MAHSC, with UK academic partners and withfunding agencies in the UK and internationally.

Goal 5Fiscal sustainability and new income streams

We will ensure fiscal sustainability through a challenging periodis an essential prerequisite for success. It will require teamwork toachieve optimal management of existing resources and efficiencies,combined with initiatives to increase income and reduce costs.

Goal 6A Faculty structure able to support and deliver excellence

We will develop a Faculty structure which facilitates delivery ofthe strategy, allows appropriate emphasis on both education andresearch, provides a mechanism for delivering the focus requiredto achieve the highest quality performance and encouragescollaborative, multidisciplinary working.


Enabling goals

We will focus on improvingquality in all aspects of thework of the Faculty.

The Faculty aspires to be recognised as the leading centre in the UK for training andcareer-long professional development of health professionals across a broad range ofdisciplines including Nursing, Midwifery, Social Work, Audiology, Clinical Psychology,Pharmacy, Dentistry and Medicine. The Faculty values and will support the educationalcontribution it makes in other areas but it is in the breadth, quality and scale of educationof health professionals that it expects to make a unique contribution. Mindful of its socialresponsibilities, the Faculty will continue to facilitate the admission to health careprogrammes for students with non-traditional backgrounds and to ensure that there isboth equality and diversity in recruitment.

Excellence in education and training for health professionals

Priority 1

(a) The student experience The student experience will be enhanced by steps to personalisethe learning experience for students and to achieve a strongsense of identity and belonging to their School and University.One simple example will be the establishment of a ‘welcome’event for new starters in each School in 2012 that will showcaseprofessionalism and encourage a sense of collegiality andmembership of their School and University.

Key performanceindicator

Target

1.Improvement ofthe Medical Schoolfacilities.

To have a new building for theMedical School to be functional before 2020.

2.Year-on-yearincrease in studentsatisfaction asmeasured by theNational StudentSurvey.

All programmes to reach ≥90% by 2015.

3.Increased studentcommunicationand engagementmonitored on aregular basis via areportingtemplate.

To include four posts per month onblogs including updates for students,student engagement, celebratingSchool successes in teaching andlearning.

Weekly web-based updates.

Monthly face-to-face contact withstudents by Heads of Schools (or alternative) to seek studentfeedback and to report on actionstaken arising from feedback.

4.Improve studentemployability

All programmes to be in the nationaltop 10% for employability.

Priority 1


Schools will ensure that students have an academic advisor andan identified member of staff who will be responsible foroverseeing their teaching and learning experience. There willbe a demonstration of commitment to the student experiencethrough:

• Production of a staff-student charter for each school, whichexplicitly states mutual expectations of the teaching andlearning process.

• Identification of the added value of a University of Manchesterdegree by advancing the “Purposes of a ManchesterEducation” and University College with embedded goalswithin each curriculum.

• A commitment to delivering and closely monitoring timelyand effective feedback and communication.

• Improving student employability by preparing them for theworkplace and by listening to, and responding to, the needsand wishes of employers and reflections of studentsgraduating in the previous year.

(b) Methods of teaching

(c) Staff development and mentoring In order to drive and oversee these developments the Faculty willcreate a new Education Academy directed by the AssociateDean for Teaching and Learning, which will act as a hub ofactivity for all educators across the Schools and will link in to theNHS. The objective of the Academy will be to enhance thequality of education and nurture excellence in teaching andlearning across all health care professions. The Academy willpromote the status and recognition of our best teachers byawarding Faculty Academy Fellowships to the best teachers in the Faculty and NHS partners to complement the existingUniversity of Manchester and national awards.


Target

1.Systems in place tomonitor andimprove teachingperformance.

Improvement in teaching qualitymeasured by peer review output andby the results of NSS Q1-4 being≥90% by 2015.

Priority 1


• Particular attention will be paid to ensuring that optimalmethods of delivery of teaching are incorporated in thecurriculum, in the context of the current requirements of professional bodies, evolving technology and theexpectations of students. The Faculty will seek studentviews regarding teaching methodology and each Schoolwill be expected to review existing approaches.

• The Schools will promote opportunities for eLearning,introduction of new teaching technologies and for cross-disciplinary teaching. They will consider carefully theoptimal balance between problem-based teaching anddidactic teaching methods.

• All students will be encouraged to select course units fromthe University College for Interdisciplinary Learning.

• Teaching excellence will be facilitated by requiring staff toselect teaching methods on the basis of published evidence orevidence gathered through robust internal evaluation.

The Faculty will have a culture of excellence in teaching andlearning, and will establish a team of the highest calibreeducators through:

• A sustained effort involving in-house training.

• Showcasing innovations in teaching and learning in healthsciences with a focus on online learning and thedevelopment of blended and distance learning through newteaching and learning masterclasses.

• Providing mentoring for educators to develop their teachingand learning portfolio.

• Seeking and acting upon feedback from service users,patients, regional and national bodies and other partners toenhance the quality and relevance of our programmes.

• Recognising and rewarding excellence in teaching andlearning through a range of teaching and learning awardsfor both staff and students.

• Promoting curriculum review and development in line withUniversity policy.

• Adopting timely and efficient communication routes toinform staff across the whole Faculty about processes,initiatives, developments and opportunities in teaching and learning.


Target

1.Systems in place tomonitor andimprove teachingperformance.

Improvement in teaching qualitymeasured by peer review output andby the results of NSS Q1-4 being≥90% by 2015.

2.Steady increase inpercentage of staffpromoted wherethe strength ofteachingcontributessignificantly to thepromotion.

50% by 2017.

(d) Postgraduate and career-long education

(e) Measurement of quality of teaching withrecognition/reward of teaching excellence

Priority 1


The Faculty is committed to career-long learning anddevelopment opportunities and to enhancing the coordination of research and education. We will advance this through theestablishment of a Faculty Graduate School that will:

• Act as a home for all Faculty postgraduate students, bothresearch and taught.

• Oversee all postgraduate teaching in the Faculty includingMasters/Diploma/Certificate programmes, continualprofessional development activity, the graduate trainingprogramme and the new academics programme.

• Link with the Faculty Education Academy to act as a home for health science educationalists and promote educationalinnovation in this area.

• Improve efficiency by appropriate sharing of academic,administrative, estates, marketing and recruitment resourcesfor postgraduate programmes.

• Promote excellence in teaching and learning in graduateeducation and establish clear links with research strengths inthe Faculty.

• Promote teaching links between Schools, Faculties andexternal partners.

The Faculty acknowledges the challenges of identifyingmeasures of teaching quality and the need to give greaterattention to the reward and recognition of excellence inteaching. We will:

• Support an initiative at University of Manchester level toestablish metrics suitable for assessment of excellence inteaching (see Enabling Goal 1).

• Increase the range of School and Faculty awards for excellentstudents and teachers to further recognise and encourageexcellent teaching and learning.

• Seek to promote colleagues on the grounds of teaching andlearning excellence, confirming parity of esteem betweenteaching and research

• Support peer review of teaching and feedback.

The Faculty Graduate School will be directed by the AssociateDean for Graduate Education and will align with the ManchesterDoctoral College and University PGT strategy to provide thehighest standards of postgraduate research, experience, teaching and training.

The Faculty recognises a need to raise the level and ambition of our activities so as toincrease greatly the proportion of our research which reaches internationally competitivestandards of excellence. The breadth of disciplinary expertise across the Faculty providesunique opportunities for interdisciplinary research. Links with other Faculties and with theNHS provide outstanding opportunities to link basic research with translation and clinicalapplication in large populations. This provides further opportunities for knowledge transferand the establishment of innovative partnerships with industry. To achieve the full potentialof the Faculty research effort we will:

(a) Identify priority areas for research focusTo achieve a step-change in our research capacity and capabilities,we have identified a limited number of priority areas formultidisciplinary research that will link across the professionalschools in the Faculty. These areas have been identified on thebasis of research excellence and critical mass; opportunities forinterdisciplinary research; integration with MAHSC therebyfacilitating links with partner NHS trusts; potential pull-throughfrom basic and health sciences into clinical and service translation;and emerging strategic initiatives in other Faculties within theUniversity thereby contributing to enhanced inter-facultycollaboration. The six priority areas of research focus are:

The priority research areas will form the basis for six new Faculty institutes, which will have clear academic targets (see Enabling Goal 6: A Faculty structure able to support anddeliver excellence).

PRIORITY AREAS OF RESEARCH FOCUS:

Brain, behaviour and mental health

Cancer sciences

Cardiovascular science

Human development

Inflammation and repair

Population health


Target

1.To identify andsupport thedevelopment ofinternationallyrecognised centresof researchexcellence.

At least five to be externally funded by 2015.

2.Coordinate,support andmanage a rollingprogramme ofresearchapplications(includingfellowships) withthe aim ofdoubling overallresearch income by 2020.

Research grant and contract incometo be increased by 9% a year.

3.Devise andimplement astrategic planaimed at doublingMRC support.

To be in the top five for MRC supportby 2017.

World-leading research inmedical and health sciences

Priority 2

Priority 2


Key steps in taking forward the priority research areas will include:

• Research investment and recruitment.

• Research-active staff in the Faculty being affiliated to one ormore priority areas.

• Defining the focus of effort and activity within each of thesepriority areas to ensure that achievement of world-leadingresearch is a realistic objective. We will not attempt to cover thefull spectrum of research in each of these six areas.

• Maximise alignment between these priority areas and theresearch activity of the professional schools. This will establish amatrix of research activity and ensure that investment in thepriority areas strengthens the research base of the schools.

• Agreeing targets and objectives for each priority area.

(b) Establish cross-cutting themes/grand challenges

The Faculty survey and discussion groups identified a large number of initial suggestions which were narrowed to fourcross-cutting research themes under the overall umbrella of ‘Health and Wellbeing’:

(c) Increase the number of internationallycompetitive researchers

The Faculty will provide coordinating support to help developthese themes across priority areas, across professional Schoolsand outside the Faculty with MAHSC and other University ofManchester Faculties.

CROSS CUTTING THEMES:

Ageing and the life course

Health and social inequalities

Prevention and screening

Stratified and personalised health

[In addition the Faculty will work closely with the MAHSCGlobal Health Theme]


Target

1.Establishleadership andsupport/coordination forcross-cutting areas,ensuring that theyare interwovenwithinFaculty/institute/School strategiesby the end of 2013.

To obtain at least one external grantfor a cross-cutting theme by the endof 2013 and at least three additionalsubstantive external grant awards bythe end of 2017.


Target

1.Improvement ininternationalcompetiveness byrecruitment ofoutstandingresearchers.

Six new high-level academics by theend of 2012 and approximately 50 across all areas by 2017.

2.70% of staff to bejudged as A or B in REF orREFPE by 2020.

60% to be judged A or B by 2017.

3.Increase thepostgraduatestudentpopulation.

To increase postgraduate studentnumbers by 20% by 2017.

Priority 2


To address some of the “grand challenges” for health and medicine in the 21st century a small number of cross-cutting themes will be supported. These have beenidentified based on the following principles:

• Relevance to the six areas of research priority and five healthprofessional schools.

• Impact on health care locally in Greater Manchester.

• Relevance to our Priority Goal 3 – Social responsibility.

In RAE 2008, 68% of the returned staff of the Faculty wererated 3* or 4*. However, as 38% of staff were not returnedthe proportion of Faculty staff rated as 3* or 4*was 42%. TheFaculty will aim to have over 75% of our research outputsrecognised as excellent and internationally competitive. Inorder to achieve this we will:

• Increase critical mass by a strategic recruitment initiativefocussed on world-leading researchers with an emphasis onindividuals who map to the six priority areas, the professionalschools and the cross-cutting themes.

• Complement this by nurturing future research leaders, by investing in the development of existing staff andencouraging appropriate individuals to apply for personalawards (including Research Council/NIHR fellowships,Wellcome Trust Investigator Awards and European ResearchCouncil grants).

• Invest in studentship funding and provide a research trainingenvironment which supports early career researchers andenables them to contribute to quality research across FMHSthemes.

• Take steps to optimise the performance of our staff andprovide mentorship and guidance.

(d) Enhance the quality of research support

The Research Deanery will be led by the Associate Dean forResearch supported by the Director of the Research Deaneryand a small team of research coordinators.

(e) Achieve the full potential of our links withUniversity structures and external partnersincluding the NHS and industry


Target

1.Coordinate,support andmanage a rollingprogramme ofresearchapplications(includingfellowships) withthe aim ofdoubling overallresearch income by2020.

Research grant and contract income tobe increased by 9% a year.

2.Devise andimplement astrategic planaimed at doublingMRC support.

To be in the top five for MRC supportby 2017.

Priority 2


The Faculty Research Office will improve the effectiveness andefficiency of research support and its activity will becomplemented by the establishment of a team of scientificallytrained coordinators with experience of working in fundingagencies. The Research Deanery coordinators will interactdirectly with researchers to:

• Identify funding opportunities for individuals and groups.

• Provide guidance on preparation of research grantapplications and increase the capacity for successful grantapplications.

• Develop the cross cutting-themes and other researchnetworks.

• Support the development of large, complex initiatives.

• Provide intelligence about funding agencies.

• Oversee Faculty technology and methodology platforms.

• Assist the development of the priority research areas andnew Faculty institutes.

• Assist with developing industry links and activity.

Realising the full potential of links across the University will bea high priority. This includes:

• Linking with other Faculties, with University institutes andwith The University of Manchester Research Institute.

• Development of key strategic relationships with externalpartners in industry and the NHS.

• Development of the intellectual property arising from our research.

• Through NHS partners, ensuring that advances in health carepolicy and practice are translated into improved patient care.

• Ensuring that we communicate effectively the substantial bodyof our research that addresses Priority Goal 3 – Socialresponsibility.

• Working with NHS partners to maximise NIHR awards andtheir impact.

The Faculty is committed to utilising our expertise and the opportunitiesavailable to us in medicine and health to have a positive impact on others.

(a) Research and education Key performanceindicator

Target

1.Develop andpublicise majorimpact case studiesfor each of the sixpriority areas inorder todemonstrate theimpact of research.

At least five major impact case studiesfor each of the priority areas by 2013.

2.Work with MAHSCto deliver sociallyresponsibleactivities.

To deliver by 2017:

more than ten demonstrable healthadvances in routine practice in GreaterManchester;

at least three MAHSC/University of Manchester-generatedpolicy/protocol or project activities tobe adopted at international level; and

a trebling of the number of industry-funded clinical trials.

3.Through the jointMAHSC/Universityof ManchesterGlobal HealthTheme, establishexternally-fundedand sponsoredmulti-professionalstrategic globalhealth partnershipswith organisationsin developingcountries.

A minimum of two partnerships by2014.

Social responsibility – a contribution to the greater good

Priority 3

1 Collaboration for Leadership in Applied Health Research and Care

2 Greater Manchester Health Innovation and Education Cluster

3 Greater Manchester Local Enterprise Partnership

4 Association of Greater Manchester Authorities

Priority 3


We will ensure that through our education and research wecontinue to make significant contributions to improving thehealth and well-being of the local, national and globalpopulation by continuing to:

• Conduct high-quality research and education that has ameasurable impact on clinical practice, treatment outcomes,service delivery, and patient experience.

• Publish research results via journals relevant to each specialty, in order to enhance dissemination and increase the number of media and press releases related to ourresearch successes.

• Enhance collaborations with industry and other partners toincrease the number of clinical trials and health science andservices research related to specific health challenges toaccelerate the development of new health care technologiesand treatments, thereby enabling new technologies to reachpatients faster and more effectively.

• Work with partner NHS trusts (for example, through theCLAHRC1) to ensure knowledge from research is translatedinto improvements in routine patient care and reductions ininequalities in care provision for the people of GreaterManchester and beyond.

• Actively support the GMHIEC2 programmes to improve clinical care through the application of research innovationthrough education.

• Support the work of the GMLEP3/AGMA4, ‘Health is OurBusiness Group’ and engagement with the ‘ManchesterCorridor’ initiative in order to enhance our economiccontribution to the local and regional environment.

(b) Public engagement Key performanceindicator

Target

1.In collaborationwith key partners,develop anddeliver new publicengagementactivities andincrease thenumber of staffand studentsinvolved in keypublicengagementevents.

A minimum of six new publicengagement activities each year.

The number of staff and studentsinvolved in key public engagementevents to be increased by 10% p.a.

2.Work with MAHSCto increaseengagement withthe community.

Establish a high-profile MAHSC/FMHSconference series (6-12 events p.a.)

Establish a joint FMHS/MAHSC patientand public involvement in education and research forum by 2013.

Sign up 1,000 ‘citizen scientists’ by 2015.

3.Develop anddeliver a city-wide‘ManchesterHealth Festival’.

Deliver the Festival by 2014.

Develop seedcorn funding for fourflagship schemes each year by 2013.


Target

4.To outperform thebenchmarks forrecruiting studentsfrom LowParticipationNeighbourhoodsand from lowersocio-economicgroups.

By 2017, recruitment of students fromLow Participation Neighbourhoods tobe greater than 11% and recruitmentof students from lower socio-economicgroups to be greater than 26%.

Priority 3


• Promote and pursue research and education activitiesrelated to the major health and well-being challenges andpublic health at local, national and global level (see priority2b above).

• Identify, establish and actively support Faculty-wide strategichealth partnerships with organisations in developingcountries that enable us to build on the interdisciplinaryresearch and education strengths within the Faculty, MAHSCand other key partners and seek external funding to supportthis endeavour including external sources of sponsorship toenable staff and student exchanges from partner countries.

• Facilitate admission to health care programmes for studentswith non-traditional backgrounds regardless of gender,disability, ethnic origin, religion or belief, sexual orientation,marital status, age or nationality.

• Organise an annual global health conference to showcaseand promote our activities through the new MAHSC globalhealth theme, which brings together staff, students andalumni working in the developing world.

Increase our proactive involvement in public engagementactivities, to both disseminate and raise the profile of ourcontribution and impact by continuing to:

• Work with the Public Engagement Advisory Group toidentify ways to further enhance our public engagementstrategy and activities.

• Further strengthen our partnership with Nowgen throughthe development and delivery of joint public engagementactivities and increased participation in the ManchesterScience Festival and other similar public events.

• Educate students for global citizenship and socialresponsibility by embedding social responsibility in allundergraduate curricula working with the supporting studentvolunteering activities.

• Further embed patient and public partnerships andcollaboration as a core feature in the development, designand delivery of all educational programmes and research. Wewill establish a joint FMHS/MAHSC patient and publicengagement in education and research forum.

• Support MAHSC’s Population Engagement Initiative, workingwith MAHSC to sign up 1,000 ‘citizen scientists’ by 2015.

• Develop and establish an ongoing high-profileMAHSC/FMHS conference series. This will cover thespectrum of health disciplines and topics from basic science,through translational research, to education, clinical care andhealth care management/organisation. The conferenceprogramme will aim to educate in all aspects of science,education, health care and health care management; makebest use of innovation in technology and care nationally andinternationally; and increase and enhance partnerships withthe commercial sector. Through this initiative we will make amajor contribution to innovation, enterprise and economicdevelopment in the region in an effort to deliver researchprogress and higher quality health care to the people ofGreater Manchester and on a global basis.

• Work, through MAHSC, with NHS and industry partners,local and regional groups and the media to develop anddeliver an annual high-profile, Manchester HealthFestival to complement the well established ManchesterScience and International festivals. This will engage a widerange of staff, students and health organisations in a focuson key health challenges through a broad range of activitiesand events across the city.

• Develop an annual FMHS ‘social responsibility/publicengagement flagship scheme’ which invites application fromall Schools/research groups for recognition and promotion ofspecific projects and initiatives, with those selected receivingseedcorn funding to further develop, support anddisseminate their work.

• Increase public awareness of the social responsibility/publicengagement work of the Faculty and MAHSC throughworking with the Faculty Web Team to develop ‘Ourcontribution and impact’ web pages on School and Facultywebsites, and raise the profile of these in internal and externalcommunications.

• Ensure that the profile of social responsibility and publicengagement as a core activity is a central feature of the redesigned New Academics Programme.

The Faculty supports the University’s environmental andsustainability campaign and will therefore:

• Contribute to University of Manchester sustainabilityprogrammes through sustainability champions.

• Reduce its utilities consumption through energy reductioninitiatives and by decreasing the estate footprint (see Goal 3– World-class infrastructure).

• Encourage staff to decrease the amount of paper that isused and to use recycled paper wherever possible.

• Wherever possible, to use video or teleconferencing toreplace meetings that require travel and to encourage staffto use public transport by increased use of flexible workinghours. In order to promote this goal we will exploreinvestment in the highest quality video conferencingequipment.

• Increase collaborations with the Sustainable Consumption Institute.

• Ensure that all undergraduate programmes educate forenvironmentally responsible citizenship.

(c) Sustainability

Priority 3


A key aspect of our efforts to strengthen the quality profile of our staff is supporting and developing staff early in theircareers. We will enhance the existing capacity of the Facultywith initiatives coordinated by the new Education Academy,Graduate School and Research Deanery. This will include:

• The New Academics Programme.

• Faculty Stepping Stones Awards.

• The Clinical Academic Fellowship and Lectureship programme.

• Personal career awards (for example, WT/ERC).

• Leadership training and guidance.

• Additional initiatives in provision of mentoring and careersguidance.

Quality peopleEnabling goal 1

In order to achieve our priority goals we will need to focus on improving our quality profileto make it comparable to the leading international centres for medicine and health by:

• Recruitment of outstanding individuals targeted to strategic priorities.

• Initiatives to encourage and assist existing staff at all levels to reach their potential.

• Introduction of a process of contribution planning and personal development.

• Recognition for individuals who achieve excellence.

We will ensure that all staff are aware of the requirements androutes for promotion and are encouraged to apply as soon asappropriate. We will put particular effort in to the retention ofpromising staff, long-term career and succession planning, andprogrammes of leadership training.

(b) Nurturing and guiding careers

(a) Recruitment plans and requirements (c) Rewarding outstanding performance

(d) Equality and diversity

Goal 1


We will complement efforts to support career developmentwith an ambitious recruitment effort:

• Finance recruitment, targeted to strategic priorities, from aStrategic Investment Fund with matching funds for clinical-academic posts from NHS partners.

• Recruit a combination of established world-leading researchersand emerging research leaders at a range of career stages.These appointments will map to the six areas of focus and linkto the professional Schools and the cross-cutting themes. Theintention is to recruit at least one outstanding researcher ineach of the six priority areas by the end of 2012 and aminimum of three in each area by the end of 2014.

• Invest in recruitment of outstanding teachers and maprecruitment efforts to areas of need in the professionalSchools.

• Ensure that there is no bias in the recruitment and selectionprocess with regard to equality and diversity.

To improve equitable working practices and professionalopportunities for staff within the Faculty in line with theEquality Act 2010 and the Public Sector Equality Duty theFaculty will, via a Faculty equality and diversity committee:

• Consider all data pertinent to equality and diversity inrelation to Faculty promotions and recruitment.

• Consider general employment issues in the Faculty and howthese may impact inequitably on some groups of staff andwhy.

• Consider how promotions, recruitment and generalemployment issues might be improved in relation to equalityand diversity.

• Ensure that all Schools within the Faculty are involved inapplications for Athena Swan awards no later than November 2014.

In order to ensure the highest quality in both teaching andresearch, we will:

• Ensure that all staff understand the promotion criteria.

• Encourage line managers to advise staff about theirprospects for promotion with the objective of encouragingthem to apply as early as their progress allows.

• Engage with the University of Manchester Human ResourcesSubcommittee in a review of promotion criteria to ensurethat they adequately reflect current academic expectations.

• Increase the number of staff who achieve promotion via theteaching track.

Staff who perform to the highest standards will be recognisedand rewarded through:

• Salary enhancement via the professorial banding scheme orthe Recognising and Rewarding Exceptional Performancescheme.

• Recognition through the new Faculty Education AcademyFellowships which will complement University of Manchesterand national awards.

• Award of Faculty prizes.

Quality support structuresEnabling goal 2

Our administrative structure will be designed to support the delivery of the academicstrategy, facilitate the partnership between academic and Professional Support Service (PSS)colleagues and promote team working and cross-functional working. PSS colleagues willdeliver a professional service, will be customer focussed, (recognising that key externalstakeholders include both staff and students), and will be collegial, flexible and adaptable.

(a) StructurePSS will strive for a structure which is as simple as possible. Thestructure will be flexible, responsive to the needs of the academiccommunity, efficient and effective. In order to ensure that weavoid the development of a silo mentality, the PSS will facilitateworking collaboratively across boundaries in the Facultyacademic structure and working across boundaries in functionalareas. We will also work closely with our colleagues across theUniversity, particularly those in the central directorates, todevelop smooth, transparent and efficient processes.

The size and geographical spread of the Faculty precludes thepossibility of all academic staff being supported by PSS staff whoare located in close proximity to them. We will therefore ensurethat staff and students know who their key contacts are. We willachieve this through streamlined administrative processes whichare communicated to colleagues through the Faculty intranet.The functionality of the intranet will be improved to enablecolleagues to easily identify who is responsible for each processand to whom they can address queries. We will also ensure thatthe line management structure of PSS staff is clear.

(b) Team workGiven the issues of geography as mentioned above, PSS willmove more towards working in teams across the Faculty. This willprovide more robust support for academics, as individuals willnot work in isolation and will be part of a wider group, whichwill deal with fluctuating workloads, provide cover and sharegood practice. This teamwork will have the benefit of facilitatingadministrative processes which cross functional boundaries, asmost do. Where administrative processes cross functionalboundaries we will ensure that a named individual in each areahas responsibility for solving the cross-boundary issues.

(c) Quality improvementThe PSS will adopt an ethos of continuous improvement ofefficiency and effectiveness and reduction of bureaucracywherever possible. We will investigate whether the University ofManchester “lean management” principles can be applied tostreamline our administrative systems. The continuousimprovement principle will be embedded via the establishmentof action learning teams across the Faculty.

(d) ExcellenceWe will strive for excellence in our PSS staff and, to achieve thisan ethos of continual development will be promoted. PSS staffwill be developed to the highest standard and supported andencouraged, primarily through the P&DR process, to identify theirtraining and development needs. Staff will be encouraged to jointhe University mentoring scheme to participate either as amentor or mentee. Career development will also be supportedby a series of career development workshops run in the Faculty.

(e) MAHSCThe Faculty PSS will seek to streamline processes across MAHSCfollowing the example of the MAHSC Joint Research Office. Wewill engage with colleagues in the MAHSC partner trusts togenerate a teamwork approach to problem solving issues, whichcross organisational boundaries.

Goal 2


World-class infrastructureEnabling goal 3

The Faculty currently occupies 45,410 m2 in 35 buildings on campus, at trustsites and in commercial, multi-occupied buildings. Our strategy is to moveaway from off-site occupancy unless there is clear added value and benefit toresearch and collaboration.

Current space also needs to be considered in terms of itscondition (general decoration, IT and telecoms connections,toilet provision) and functional suitability (eg a poorly lit spacewith no ventilation would be deemed excellent if its use wasstorage space but poor for office space etc).

(b) Future strategy – principles, objectives and challenges

a) Utilisation of space (c) New needs for estate/equipment

(d) Linked estates and equipment needs with MAHSC partners

5 Centre for Advanced Discovery and Experimental Therapeutics

6 Biomedical Imaging Institute

7 Wolfson Molecular Imaging Centre

8 Wellcome Trust Clinical Research Facility

9 Central Manchester University Hospitals NHS Foundation Trust

10 University Hospital of South Manchester NHS Foundation Trust

11 Salford Royal NHS Foundation Trust

Goal 3


The Faculty will rationalise its utilisation of space byovercoming the cultural issues of:

• Single offices allocated to staff who are perhaps on site onlytwo days a week.

• Staff sharing offices.

• Staff having two offices.

• Duplication of research facilities on campus.

• Retention of redundant furniture and equipment.

The Faculty will:

• Develop a new joint strategy with FLS, with which there areshared buildings and services, for equipment and charging.

• Plan to centralise all ‘omics’ facilities: build upon CADET5

whilst recognising cancer research income supporting thisactivity at Christie site, hence need for team building.

• Develop a Manchester Institute of Biotechnology biomedicalresearch axis.

• Establish a joint Faculty/MAHSC plan for biobanking.

• Implement the BII6 imaging strategy for MRI and othermodalities. WMIC7 is an iconic building and hub for PETimaging and oncology imaging. The investment having beenmade and the deficit having been cut, the Faculty willsupport its development as a financially viable facility.

• Focus cancer research on the high-quality estate on theChristie site.

• Focus experimental medicine research infrastructure on thehigh-quality embedded BRC space and activity at CMFT9.Experimental medicine facilities at other sites need toappropriately match activity and the relevant patient groups(for example, respiration at OHSM10, dermatology andneuroscience at SRFT11).

• Laboratory facilities at all MAHSC NHS sites are needed tosupport trials activity.

• Agree strategy for dealing with high-cost PFI space. This willneed consideration of grant and commercial contractcosting, ensuring usage of such space is maximised.

• Clinical trial facilities at WTCRF8, UHSM and SRFT (ie in MAHSC) need a joined up strategy.

• Develop a clinical trials unit, ideally building upon adultcancer facilities at the Christie, and paediatric facilities atCMFT.

Principles in considering rationalisation of estate and facilitiesin new structure will be:

• All estate and facilities should clearly support theFaculty/MAHSC research and teaching goals.

• Estate and facilities should be fit for purpose.

• The need to reduce our overall space footprint.

• Aim to make estate cost effective (ie research/teachingincome matched to estate cost).

Effective collaboration, communication and partnership

Enabling goal 4

Opportunities for collaboration and partnership depend critically on a far-reaching,imaginative and inclusive communications strategy. This will engage all stakeholdersand success will be measured in part by an enhanced awareness of the Faculty’sstrategy and an increase in grants and publications, which represent interdisciplinaryand inter-Faculty, national and international alliances. There will be a clearunderstanding of the remits, boundaries and interfaces between FMHS and MAHSC(as well as with other related structures such as BRC and CLAHRC).

Particular areas of strategic importance are:

(a) Working across the Faculty and with other Faculties

(b) Communication

Goal 4


To raise a greater awareness of the expertise which resideswithin FMHS and the other three faculties of The University ofManchester, the Faculty will:

• Encourage interdisciplinary collaboration throughrelationships and networks.

• Introduce a series of broad-topic, pan-Faculty and inter-Faculty translational research seminars, which will bewebcast to peripheral sites.

• Produce e-Brochures detailing the research capabilities ofindividual Schools and Institutes; these will be used toshowcase examples of interdisciplinary collaboration and theinformation used to advertise capabilities to industry.

• Inform administrative staff more effectively of the relativeresearch and educational strengths and strategies of theirSchools/institutes and include them in academic meetings.

Effective and efficient proactive communication will lie at theheart of successful and improved collaborations andpartnerships. This will be achieved by:

• Enhancing internal and external communications.

• Developing social networking capability aimed at fosteringinterdisciplinary research and working with the Faculty MediaRelations Officer, to further promote FMHS to local andnational media.

• Redesigning the current Faculty website to better showcaseand promote achievements and successes reflecting any newstructure. We will incorporate interactive sections forresearchers looking to collaborate.

• Developing an electronic FMHS newsletter in a similar web-based format to the University staff update as well asproducing a quarterly FMHS bulletin suitable for externalaudiences.

• Continuing FMHS open meetings and further developingtheir online accessibility.

• Maximising uptake of the opportunities inherent in Media City.

(c) Funding agencies (f) NHS

(g) Industry and charities

(d) NW regional links

(e) MAHSC

12 Advancing Quality Alliance

13 Manchester Collaborative Centre for Inflammation

Goal 4


The Faculty will:

• Increase the level of intelligence gained from researchcouncils, TSB, NIHR, DH bodies etc, and be pro-active inincreasing the number of staff serving on the boards of suchbodies.

• Establish an annual programme of visits from representativesof the funding agencies to Manchester.

The Faculty has close relationships with its NHS partner trusts,exemplified by MAHSC and the memorandum ofunderstanding with each partner trust. These strongrelationships are multi-faceted and exist at the most seniorlevels within the organisations. We will:

• Continue to build relationships with NHS engagementaround research, trials, and innovation, which will be closelyaligned with MAHSC’s strategic priority. Unmet clinical needwill provide foci for developing interdisciplinary researchaimed at addressing population health and improving qualityof care. There will be a commitment to mobilising existingknowledge to improve health care in the NHS trusts and inthe community.

• Have closer engagement with NHS partners to ensure thedelivery of first-class undergraduate and postgraduateeducation and training to meet the changing needs of theNHS.

• Work closely with the new Clinical Commissioning Groupsand Health and Wellbeing Boards and expand ourpartnerships with trusts beyond Greater Manchester.

The Faculty will:

• Increase collaborative partnerships with industry (using theMCCIR13 as a model) and increase the number ofconsultancies.

• Accelerate exchange of staff between FMHS and industrialpartners and aim to be the place in the UK to carry out clinical trials.

• Develop e-Health as a platform for real-life Phase IV studiesand pharmacovigilance.

• Utilise opportunities to partner with industry to help realiseour global health strategy.

• Partner strategically with charities and engage with, andbuild on, introductions available from alumni.

The Faculty will:

• Have a higher profile and dialogue with NW collaboratorsand stakeholders. In particular, the SHA or its replacement;NICE for technology development and input to and test-bedfor quality standards; the Postgraduate Deanery or itsreplacement; AQuA12 to disseminate evidence basedoutcomes.

• Develop collaborative links with Liverpool and with otherresearch-active NW HEIs and NHS trusts through creation of a Northern Health Science Alliance.

MAHSC strategy will be separate to, but symbiotic with, thatof the Faculty. To achieve this, the following are required:

• Clear communication about delineation of the roles ofMAHSC and FMHS (ie differences, commonalities andpotential bridges and synergies).

• Alignment of the Faculty research priorities with MAHSCsections.

• Cooperative and collaborative working on a range of cross-cutting initiatives including fundraising, conferenceprogrammes, the Research Office and the ‘grand challenge’themes.

• Integrated planning of undergraduate, postgraduate andcontinuing professional education across the Faculty andMAHSC.

• Expansion of interactions with other AHSCs both in the UKand overseas.

Ensuring financial sustainabilityEnabling goal 5

We will focus on three critical factors required to maintain financial stability and long-termsustainability – income generation, investment in key strategic areas via a Faculty strategicfund, and cost reduction.

(a) Income generationAdditional and existing income must generate a positivecontribution or ultimately lead to other activities that will generatea positive contribution. The Faculty aims to increase its underlyingfinancial outcome as a percentage of income to 18% by 2020.The additional positive contribution will enable the creation of astrategic investment fund. We will:

(i) Improve the contribution from existing activities

• Postgraduate programmes will be closely reviewed and a de minimis profitability level based on full economic cost willbe established for new and existing courses unless there arestrategic reasons for introducing or continuing non-profitableprogrammes.

• We will improve cost recovery on research and other grantincome, in particular on industrial contracts. Professional adviceon costing, pricing and negotiation will be available throughthe Research Deanery and embedded business engagement.

• The value of research investment will be understood and ownedin terms of impact and return on investment, with a strongemphasis on knowledge transfer and innovation partnerships.

(ii) Generation of contribution from additional activities

• Philanthropy: A close working relationship has been establishedwith the Division of Development and Alumni Relations toutilise better the available resources to enable a moredetermined effort for fund raising for the Faculty. A majorfundraising initiative for medicine and health is plannedwhich includes the appointment of a Faculty fund raising lead,linking with MAHSC partners and the development ofcompelling propositions attractive to potential donors.

• Development of partnerships: Development of keyrelationships with partners (including MAHSC partners,industrial partners and other institutions) will generateopportunities to benefit from the partners’ relationships withother funders, enabling access to other sources of funds, andsharing investment costs and returns. Relationships withpartners will be facilitated and maintained within the BusinessEngagement Team.

• Discretionary income: Other income sources include consultancy,CPD and royalties, and within the Faculty there is relativelylittle income of this nature. There is opportunity for growth,although the focus must be on profitability rather thanincome. The business engagement function within theResearch Deanery will drive this forward, as part of researchimpact. Staff will be encouraged to engage in such activities.

(b) Strategic investment fundIn order to achieve financial sustainability while making progresstowards strategic goals, a strategic investment fund will beestablished. The strategic investment fund will be utilised tosupport initiatives that are in line with the Faculty strategicpriorities and which will be self-sustaining in the long term.These funds will be generated from an agreed central contribution,savings compared with current level of expenditure and additionalpositive contribution generated by new and existing activities.

(c) Cost reduction• Cost reduction is critical at a time when external funding is

tight and strategic investment is required. This will be achievedthrough Faculty savings targets and increased process efficiency.

• Process efficiency (see Enabling Goal 2): Processes must be,where possible, consistent both within schools and across theUniversity while retaining some flexibility. A simple structure willenable consistent and efficient processes.

• Space utilisation (see Enabling Goal 3): A major cost within theFaculty is space, both within the University estate and outsidethe estate, in particular within NHS trusts. Improvements inspace utilisation will generate immediate financial savings,alongside commitment to 45% reduction in energy costs andcarbon footprint.

Goal 5


A Faculty structure able to support and deliver excellence

Enabling goal 6

In order to realise our mission and objectives, the Faculty requires a structure which:

• Supports both the educational and research priorities.

• Enhances the ethos required for delivery of our social responsibility priority.

• Ensures understanding and commitment of our staff to strategic priorities.

• Provides clear line management structures.

• Facilitates discussion and development of plans to deliver priorities and objectives.

Research: Education MatrixThe accepted structure is a modification of the matrix approach.The Health Professional Schools are arranged in the vertical axisand six Faculty institutes, reflecting the six priority research areasare arranged in the horizontal axis. Four of the professionalSchools (Nursing, Midwifery and Social Work; PsychologicalSciences; Pharmacy and Pharmaceutical Sciences; and Dentistry)will retain responsibility and line management for staff involvedin research as well as education. The Manchester Medical Schoolremains, as at present, primarily responsible for line managementof teaching staff but not research. The six Faculty institutes areresponsible for line managing research conducted by staff basedin the institutes. Research-active staff in the professional Schools,affiliate with (but are not line managed by) one or more of theFaculty institutes. A key aspect of this option is that the MedicalSchool will contract with each of the Faculty institutes fordelivery of an agreed number of hours of high-quality teachingeach year. Staff in the institutes are expected to deliver high-quality teaching and learning alongside their research.

Goal 6


This structure will:

• Clearly identify the six priority areas of research focus andprovided a structure for delivery.

• Protect the identity and strengths of the four healthprofessional Schools.

• Provide added value through promoting interlinking researchstrategies from the four health professional schools and six institutes.

• Facilitate greater engagement in teaching by research-activestaff by making the contractual process between the MedicalSchool and institutes explicit in the structure.

• Enhance cross-disciplinary research through the affiliation ofresearch-active staff in the health professional Schools withFaculty institutes.

• Allow greater integration with MAHSC given the alignment of the institutes with MAHSC sections.

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MHS concept