National Institute for Health Research

A Message from Lord Pickles and Lord Blunkett, followed by National Institute for Health Research's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from National Institute for Health Research is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.nihr.ac.uk

1NATIONAL INSTITUTE FOR HEALTH RESEARCH CLINICAL RESEARCH NETWORK |
BEST PRACTICE REPRESENTATIVE
CEO Dr Jonathan Sheffield OBE
Dr Shivani Misra, NIHR clinical
champion in diabetes
Last year one volunteer every 12 seconds was recruited to
take part in clinical research in England’s NHS. This research
helps to develop the next generation of therapies and
treatments. The Clinical Research Network, or CRN, part of the
National Institute for Health Research, or NIHR, takes the lead
in supporting the NHS to deliver high-quality clinical studies on
time and on target. CEO Dr Jonathan Sheffield discusses how
the organisation’s role “gives the UK a competitive edge”.
Last year, over 870,000 people were recruited to take part in NHS and social care
research across every single NHS trust in England, and two in every five GP practices
in England were research-active, too.
This achievement would not have been possible without the hard work and
dedication of NHS staff and volunteer research advocates. A simple thank you
cannot express the gratitude we have for their support.
Just 16 years ago, the landscape was completely different. In 2003, two reports
identified critical challenges including the serious consequences for national health
and wealth resulting from inadequate support for clinical research, the need to
build collaboration between the NHS and industry for patient benefit and the
requirement for sufficient and sustainable funding for future studies.
In response, the Department of Health published the
Best Research for Best Health
paper in 2006. The strategy recommended the founding of the CRN, along with
FACTS ABOUT
NIHR CLINICAL RESEARCH
NETWORK
»CEO: Dr Jonathan Sheffield
OBE
»Founded in 2006
»As a hosted organisation, the
NIHR CRN has a presence in
NHS trusts across England
»870,000 people supported
into NHS hosted research last
year; that’s 1 person recruited
every 12 seconds
National Institute for Health
Research Clinical Research Network
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| NATIONAL INSTITUTE FOR HEALTH RESEARCH CLINICAL RESEARCH NETWORK
»FIVE STRATEGIC WORK STREAMS
The mission for the Clinical Research Network and other parts of the
NIHR is to improve the health and wealth of the nation through NHS
and social care conducted research. We deliver against this mission
through five strategic workstreams:
»Funding, supporting and delivering high quality research that
benefits the NHS, public health and social care
»Engaging and involving patients and the public in order to improve
the reach, quality and impact of research
»Attracting training and supporting the best researchers to tackle
the complex health and care challenges of the future
»Investing in world-class infrastructure and a skilled delivery workforce
to translate discoveries into improved treatments and services
»Partnering with other public funders, charities and industry to
maximise the value of research to patients and the economy.
the other constituent parts of the
NIHR, to address the challenges faced
by the NHS.
We are an alliance that brings together
university know-how and excellence
in research with high quality patient
care. The consortium of Guys and St
Thomas’ NHS Foundation Trust and
University of Leeds has since 2015
hosted the CRN, and enables us to
deliver high-quality research to improve
the health and wealth of the nation.
The British public will continue to
rightly expect the latest innovations
and therapies from the NHS and
social care, and we will be there to
support research and transition ideas
into frontline therapies for mental
health, cancer, stroke and many other
conditions.
Our mission
The CRN operates in the NHS at a time
of high pressure, high demand and
high expectation on limited clinical
resources. It is easy to think our health
and care services should focus solely on
hands-on care but through research we
can make transformative improvements
in future health and care delivery.
The NHS and local authorities are
working together in 44 local systems
of health and care, with the goals of
service sustainability, and improving
the quality and delivery of care. The
research we support is helping those
planning care replace old, time-
intensive and costly interventions with
effective treatments based on the latest
scientific evidence.
We invest in frontline staff, sustaining
excellent research capacity and
expertise throughout clinical and non-
clinical academic career pathways.
We’ve built a network of 15 NHS
local clinical research networks across
England, where we are able to recruit
the right patients to take part in
studies.
Patients such as Harry, who was born
15 weeks early at Burnley General
Teaching Hospital. Harry’s mother
Stephanie had little warning when
he was born at 24 weeks and five
days – putting him in the category
of extremely preterm. From the
outset, he was treated for a range of
complications in a neonatal intensive
care unit.
These included bleeds on the brain,
sepsis, meningitis and an eye problem
called retinopathy of prematurity. Harry
required multiple blood and platelet
transfusions and only had a 50 per cent
chance of leaving the hospital alive.
Harry was identified early to participant
in Planet-2, a study supported by the
CRN.
This research is helping doctors to
better understand when to give
platelet transfusions to premature
babies with low blood counts. It was
research advances prior to Harry’s birth
that enabled him to leave hospital.
His contribution has led to our wider
understanding of premature baby care.
Sixteen weeks after Harry was born, he
had improved enough to go home to
Haslingden, Lancashire.
Developing
the NHS as a
world-class
environment
for
collaborative
research in
the public
interest
Best Research for Best
Health
, 2006
3NATIONAL INSTITUTE FOR HEALTH RESEARCH CLINICAL RESEARCH NETWORK |
BEST PRACTICE REPRESENTATIVE
We need support from many more
patients like Harry and his parents
to help us continue to deliver the
disruptive innovations that transform
health care.
We also work closely with the health
and care services of our devolved
administrations collaborating on many
of our trials. Our pioneering digital
service programmes work across
borders and engage closely with health
research charities.
Digital innovation
It is only through research that we can
understand what causes the disease,
develop effective treatments, improve
care and prevention and in some
life changing studies find cures. For
research to progress we need more
people to take part.
I began my research management
career 25 years ago at Yeovil
Hospital. In those days we needed
to recruit patients during face to
face consultations. Today, this is still
the main recruitment pathway and
last year over 870,000 people, were
enrolled in our studies. Increasingly we
are finding new ways to engage the
public allowing access to thousands of
research opportunities from the palm
of their hand.
We have developed digital tools
to accelerate the delivery of life-
changing treatments while improving
engagement with patients,
researchers, life science industry and
the wider NHS. Tens of thousands of
people each month are using the CRN
digital services to search or register for
research opportunities.
Our digital service, Be Part of Research,
has had over 40,000 visitors a month
and connects those wanting to
take part in a research study with
opportunities from across the UK.
The service has over 3,000 studies
for a range of conditions, from
cancer to diabetes, infections to pain
management.
We are working in partnership
with NHS Digital, NHS England and
NHS Improvement and the newly-
constituted NHSX to bring these
opportunities to every NHS app user.
The future for medical research
We recruit a member of the public
to a clinical trial every 12 seconds in
England. People join for a variety of
reasons; some want to try a different
therapy for their condition, while
others just want to give back.
The NHS long term plan has a goal of
supporting a million people to register
interest into NHS research by 2023/24.
Last year all NHS trusts in England
contributed to our studies and research
is part of the “well led” assessment of
the CQC. We know that trusts highly
active research trusts also have better
long term outcomes for their patients.
Ultimately the goal is faster translation
of research into improved treatments.
We also recruited 65,000 people into
mental health studies, helping to
bridge the gap in our understanding of
both mental and physical health. It is
the consistency of our delivery to time,
target and replication which makes
the local clinical network research that
we coordinate, highly competitive
internationally.
As we look to recruitment of over a
million patients a year, expand further
into primary care and work with
colleagues in social care, there has
never been a more important time to
support NHS conducted research.
This achievement
would not have
been possible
without the hard
work and
dedication of
NHS staff and
volunteer
research
advocates
Harry, one of the
thousands of infants
recruited into health
research
» ADDITIONAL
RESEARCH
INVESTMENT
By 2015, nearly £3.5
billion of additional
research investment
has been attracted
through our centres and
facilities for experimental
medicine in the NHS,
with a year-on-year
increase in funding from
industry and charities of
at least 40 per cent.

www.nihr.ac.uk

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster