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The James Lind Alliance | James Lind Alliance (nihr.ac.uk)

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The James Lind Alliance (JLA) is a non-profit making initiative bringing patients, carers and clinicians together in JLA Priority Setting Partnerships (PSPs). The JLA PSPs identify and prioritise unanswered questions or evidence uncertainties that they agree are the most important, so that health research funders are aware of the issues that matter most to the people who need to use the research in their everyday lives.

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The James Lind Alliance brings patients, carers and clinicians together to prioritise research questions for the benefit of health research funders.

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2006 National Institute for Health Research NIHR

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2006 National Institute for Health Research NIHR

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National Institute for Health and Care Research | NIHR

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The nation’s largest funder of health and care research, providing the people, facilities and technology for research to thrive.

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2008 The Concordat to Support the Career Development of Researchers

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2008 The Concordat to Support the Career Development of Researchers

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https://www.vitae.ac.uk/policy/concordat-to-support-the-career-development-of-researchers

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2007 concordat career development of researchers

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The NHS Constitution for England - GOV.UK (www.gov.uk)

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Introduction to the NHS Constitution

The NHS belongs to the people.

It is there to improve our health and wellbeing, supporting us to keep mentally and physically well, to get better when we are ill and, when we cannot fully recover, to stay as well as we can to the end of our lives. It works at the limits of science - bringing the highest levels of human knowledge and skill to save lives and improve health. It touches our lives at times of basic human need, when care and compassion are what matter most.

The NHS is founded on a common set of principles and values that bind together the communities and people it serves - patients and public - and the staff who work for it.

This Constitution establishes the principles and values of the NHS in England. It sets out rights to which patients, public and staff are entitled, and pledges which the NHS is committed to achieve, together with responsibilities, which the public, patients and staff owe to one another to ensure that the NHS operates fairly and effectively. The Secretary of State for Health, all NHS bodies, private and voluntary sector providers supplying NHS services, and local authorities in the exercise of their public health functions are required by law to take account of this Constitution in their decisions and actions. References in this document to the NHS and NHS services include local authority public health services, but references to NHS bodies do not include local authorities. Where there are differences of detail these are explained in the Handbook to the Constitution.

The Constitution will be renewed every 10 years, with the involvement of the public, patients and staff. It is accompanied by the Handbook to the NHS Constitution, to be renewed at least every 3 years, setting out current guidance on the rights, pledges, duties and responsibilities established by the Constitution. These requirements for renewal are legally binding. They guarantee that the principles and values which underpin the NHS are subject to regular review and re-commitment; and that any government which seeks to alter the principles or values of the NHS, or the rights, pledges, duties and responsibilities set out in this Constitution, will have to engage in a full and transparent debate with the public, patients and staff.

Principles that guide the NHS

Seven key principles guide the NHS in all it does. They are underpinned by core NHS values which have been derived from extensive discussions with staff, patients and the public. These values are set out in the next section of this document.

1. The NHS provides a comprehensive service, available to all

It is available to all irrespective of gender, race, disability, age, sexual orientation, religion, belief, gender reassignment, pregnancy and maternity or marital or civil partnership status. The service is designed to improve, prevent, diagnose and treat both physical and mental health problems with equal regard. It has a duty to each and every individual that it serves and must respect their human rights. At the same time, it has a wider social duty to promote equality through the services it provides and to pay particular attention to groups or sections of society where improvements in health and life expectancy are not keeping pace with the rest of the population.

2. Access to NHS services is based on clinical need, not an individual's ability to pay

NHS services are free of charge, except in limited circumstances sanctioned by Parliament.

3. The NHS aspires to the highest standards of excellence and professionalism

It provides high quality care that is safe, effective and focused on patient experience; in the people it employs, and in the support, education, training and development they receive; in the leadership and management of its organisations; and through its commitment to innovation and to the promotion, conduct and use of research to improve the current and future health and care of the population. Respect, dignity, compassion and care should be at the core of how patients and staff are treated not only because that is the right thing to do but because patient safety, experience and outcomes are all improved when staff are valued, empowered and supported.

4. The patient will be at the heart of everything the NHS does

It should support individuals to promote and manage their own health. NHS services must reflect, and should be coordinated around and tailored to, the needs and preferences of patients, their families and their carers. As part of this, the NHS will ensure that in line with the Armed Forces Covenant, those in the armed forces, reservists, their families and veterans are not disadvantaged in accessing health services in the area they reside. Patients, with their families and carers, where appropriate, will be involved in and consulted on all decisions about their care and treatment. The NHS will actively encourage feedback from the public, patients and staff, welcome it and use it to improve its services.

5. The NHS works across organisational boundaries

It works in partnership with other organisations in the interest of patients, local communities and the wider population. The NHS is an integrated system of organisations and services bound together by the principles and values reflected in the Constitution. The NHS is committed to working jointly with other local authority services, other public sector organisations and a wide range of private and voluntary sector organisations to provide and deliver improvements in health and wellbeing.

6. The NHS is committed to providing best value for taxpayers' money

It is committed to providing the most effective, fair and sustainable use of finite resources. Public funds for healthcare will be devoted solely to the benefit of the people that the NHS serves.

7. The NHS is accountable to the public, communities and patients that it serves

The NHS is a national service funded through national taxation, and it is the government which sets the framework for the NHS and which is accountable to Parliament for its operation. However, most decisions in the NHS, especially those about the treatment of individuals and the detailed organisation of services, are rightly taken by the local NHS and by patients with their clinicians. The system of responsibility and accountability for taking decisions in the NHS should be transparent and clear to the public, patients and staff. The government will ensure that there is always a clear and up-to-date statement of NHS accountability for this purpose.

NHS values

Patients, public and staff have helped develop this expression of values that inspire passion in the NHS and that should underpin everything it does. Individual organisations will develop and build upon these values, tailoring them to their local needs. The NHS values provide common ground for co-operation to achieve shared aspirations, at all levels of the NHS.

Working together for patients

Patients come first in everything we do. We fully involve patients, staff, families, carers, communities, and professionals inside and outside the NHS. We put the needs of patients and communities before organisational boundaries. We speak up when things go wrong.

Respect and dignity

We value every person - whether patient, their families or carers, or staff - as an individual, respect their aspirations and commitments in life, and seek to understand their priorities, needs, abilities and limits. We take what others have to say seriously. We are honest and open about our point of view and what we can and cannot do.

Commitment to quality of care

We earn the trust placed in us by insisting on quality and striving to get the basics of quality of care - safety, effectiveness and patient experience - right every time. We encourage and welcome feedback from patients, families, carers, staff and the public. We use this to improve the care we provide and build on our successes.

Compassion

We ensure that compassion is central to the care we provide and respond with humanity and kindness to each person's pain, distress, anxiety or need. We search for the things we can do, however small, to give comfort and relieve suffering. We find time for patients, their families and carers, as well as those we work alongside. We do not wait to be asked, because we care.

Improving lives

We strive to improve health and wellbeing and people's experiences of the NHS. We cherish excellence and professionalism wherever we find it - in the everyday things that make people's lives better as much as in clinical practice, service improvements and innovation. We recognise that all have a part to play in making ourselves, patients and our communities healthier.

Everyone counts

We maximise our resources for the benefit of the whole community, and make sure nobody is excluded, discriminated against or left behind. We accept that some people need more help, that difficult decisions have to be taken - and that when we waste resources we waste opportunities for others.

Patients and the public: your rights and the NHS pledges to you

Everyone who uses the NHS should understand what legal rights they have. For this reason, important legal rights are summarised in this Constitution and explained in more detail in the Handbook to the NHS Constitution, which also explains what you can do if you think you have not received what is rightfully yours. This summary does not alter your legal rights.

The Constitution also contains pledges that the NHS is committed to achieve. Pledges go above and beyond legal rights. This means that pledges are not legally binding but represent a commitment by the NHS to provide comprehensive high quality services.

Access to health services

Your rights

You have the right to receive NHS services free of charge, apart from certain limited exceptions sanctioned by Parliament.

You have the right to access NHS services. You will not be refused access on unreasonable grounds.

You have the right to receive care and treatment that is appropriate to you, meets your needs and reflects your preferences.

You have the right to expect your NHS to assess the health requirements of your community and to commission and put in place the services to meet those needs as considered necessary, and in the case of public health services commissioned by local authorities, to take steps to improve the health of the local community.

You have the right to authorisation for planned treatment in the EU under the UK EU Trade and Cooperation Agreement where you meet the relevant requirements.

You also have the right to authorisation for planned treatment in the EU, Norway, Iceland, Lichtenstein or Switzerland if you are covered by the Withdrawal Agreement and you meet the relevant requirements.

You have the right not to be unlawfully discriminated against in the provision of NHS services including on grounds of gender, race, disability, age, sexual orientation, religion, belief, gender reassignment, pregnancy and maternity or marital or civil partnership status.

You have the right to access certain services commissioned by NHS bodies within maximum waiting times, or for the NHS to take all reasonable steps to offer you a range of suitable alternative providers if this is not possible. The waiting times are described in the Handbook to the NHS Constitution.

NHS pledges

The NHS pledges to:

provide convenient, easy access to services within the waiting times set out in the Handbook to the NHS Constitution

make decisions in a clear and transparent way, so that patients and the public can understand how services are planned and delivered

make the transition as smooth as possible when you are referred between services, and to put you, your family and carers at the centre of decisions that affect you or them

Quality of care and environment

Your rights

You have the right to be treated with a professional standard of care, by appropriately qualified and experienced staff, in a properly approved or registered organisation that meets required levels of safety and quality.

You have the right to be cared for in a clean, safe, secure and suitable environment.

You have the right to receive suitable and nutritious food and hydration to sustain good health and wellbeing.

You have the right to expect NHS bodies to monitor, and make efforts to improve continuously, the quality of healthcare they commission or provide. This includes improvements to the safety, effectiveness and experience of services.

NHS pledge

The NHS also pledges to identify and share best practice in quality of care and treatments.

Nationally approved treatments, drugs and programmes

Your rights

You have the right to drugs and treatments that have been recommended by NICE for use in the NHS, if your doctor says they are clinically appropriate for you.

You have the right to expect local decisions on funding of other drugs and treatments to be made rationally following a proper consideration of the evidence. If the local NHS decides not to fund a drug or treatment you and your doctor feel would be right for you, they will explain that decision to you.

You have the right to receive the vaccinations that the Joint Committee on Vaccination and Immunisation recommends that you should receive under an NHS-provided national immunisation programme.

NHS pledge

The NHS also commits to provide screening programmes as recommended by the UK National Screening Committee.

Respect, consent and confidentiality

Your rights

You have the right to be treated with dignity and respect, in accordance with your human rights.

You have the right to be protected from abuse and neglect, and care and treatment that is degrading.

You have the right to accept or refuse treatment that is offered to you, and not to be given any physical examination or treatment unless you have given valid consent. If you do not have the capacity to do so, consent must be obtained from a person legally able to act on your behalf, or the treatment must be in your best interests.

You have the right to be given information about the test and treatment options available to you, what they involve and their risks and benefits.

You have the right of access to your own health records and to have any factual inaccuracies corrected.

You have the right to privacy and confidentiality and to expect the NHS to keep your confidential information safe and secure.

You have the right to be informed about how your information is used.

You have the right to request that your confidential information is not used beyond your own care and treatment and to have your objections considered, and where your wishes cannot be followed, to be told the reasons including the legal basis.

NHS pledges

The NHS also pledges:

to ensure those involved in your care and treatment have access to your health information so they can care for you safely and effectively

that if you are admitted to hospital, you will not have to share sleeping accommodation with patients of the opposite sex, except where appropriate, in line with details set out in the Handbook to the NHS Constitution

to anonymise the information collected during the course of your treatment and use it to support research and improve care for others

where identifiable information has to be used, to give you the chance to object wherever possible

to inform you of research studies in which you may be eligible to participate

to share with you any correspondence sent between clinicians about your care

Informed choice

Your rights

You have the right to choose your GP practice, and to be accepted by that practice unless there are reasonable grounds to refuse, in which case you will be informed of those reasons.

You have the right to express a preference for using a particular doctor within your GP practice, and for the practice to try to comply.

You have the right to transparent, accessible and comparable data on the quality of local healthcare providers, and on outcomes, as compared to others nationally.

You have the right to make choices about the services commissioned by NHS bodies and to information to support these choices. The options available to you will develop over time and depend on your individual needs. Details are set out in the Handbook to the NHS Constitution.

The NHS also pledges to:

inform you about the healthcare services available to you, locally and nationally

offer you easily accessible, reliable and relevant information in a form you can understand, and support to use it. This will enable you to participate fully in your own healthcare decisions and to support you in making choices. This will include information on the range and quality of clinical services where there is robust and accurate information available

Involvement in your healthcare and the NHS

Your rights

You have the right to be involved in planning and making decisions about your health and care with your care provider or providers, including your end of life care, and to be given information and support to enable you to do this. Where appropriate, this right includes your family and carers. This includes being given the chance to manage your own care and treatment, if appropriate.

You have the right to an open and transparent relationship with the organisation providing your care. You must be told about any safety incident relating to your care which, in the opinion of a healthcare professional, has caused, or could still cause, significant harm or death. You must be given the facts, an apology, and any reasonable support you need.

You have the right to be involved, directly or through representatives, in the planning of healthcare services commissioned by NHS bodies, the development and consideration of proposals for changes in the way those services are provided, and in decisions to be made affecting the operation of those services.

NHS pledges

The NHS also pledges to:

provide you with the information and support you need to influence and scrutinise the planning and delivery of NHS services

work in partnership with you, your family, carers and representatives

involve you in discussions about planning your care and to offer you a written record of what is agreed if you want one

encourage and welcome feedback on your health and care experiences and use this to improve services

Complaint and redress

See the NHS website for information on how to make a complaint and other ways to give feedback on NHS services.

Your rights

You have the right to have any complaint you make about NHS services acknowledged within three working days and to have it properly investigated.

You have the right to discuss the manner in which the complaint is to be handled, and to know the period within which the investigation is likely to be completed and the response sent.

You have the right to be kept informed of progress and to know the outcome of any investigation into your complaint, including an explanation of the conclusions and confirmation that any action needed in consequence of the complaint has been taken or is proposed to be taken.

You have the right to take your complaint to the independent Parliamentary and Health Service Ombudsman or Local Government Ombudsman, if you are not satisfied with the way your complaint has been dealt with by the NHS.

You have the right to make a claim for judicial review if you think you have been directly affected by an unlawful act or decision of an NHS body or local authority.

You have the right to compensation where you have been harmed by negligent treatment.

NHS pledges

The NHS also pledges to:

ensure that you are treated with courtesy and you receive appropriate support throughout the handling of a complaint; and that the fact that you have complained will not adversely affect your future treatment

ensure that when mistakes happen or if you are harmed while receiving health care you receive an appropriate explanation and apology, delivered with sensitivity and recognition of the trauma you have experienced, and know that lessons will be learned to help avoid a similar incident occurring again

ensure that the organisation learns lessons from complaints and claims and uses these to improve NHS services

Patients and the public: your responsibilities

The NHS belongs to all of us. There are things that we can all do for ourselves and for one another to help it work effectively, and to ensure resources are used responsibly.

Please recognise that you can make a significant contribution to your own, and your family's, good health and wellbeing, and take personal responsibility for it.

Please register with a GP practice - the main point of access to NHS care as commissioned by NHS bodies.

Please treat NHS staff and other patients with respect and recognise that violence, or the causing of nuisance or disturbance on NHS premises, could result in prosecution. You should recognise that abusive and violent behaviour could result in you being refused access to NHS services.

Please provide accurate information about your health, condition and status.

Please keep appointments, or cancel within reasonable time. Receiving treatment within the maximum waiting times may be compromised unless you do.

Please follow the course of treatment which you have agreed, and talk to your clinician if you find this difficult.

Please participate in important public health programmes such as vaccination.

Please ensure that those closest to you are aware of your wishes about organ donation.

Please give feedback - both positive and negative - about your experiences and the treatment and care you have received, including any adverse reactions you may have had. You can often provide feedback anonymously and giving feedback will not affect adversely your care or how you are treated. If a family member or someone you are a carer for is a patient and unable to provide feedback, you are encouraged to give feedback about their experiences on their behalf. Feedback will help to improve NHS services for all.

Staff: your rights and NHS pledges to you

It is the commitment, professionalism and dedication of staff working for the benefit of the people the NHS serves which really make the difference. High-quality care requires high-quality workplaces, with commissioners and providers aiming to be employers of choice.

All staff should have rewarding and worthwhile jobs, with the freedom and confidence to act in the interest of patients. To do this, they need to be trusted, actively listened to and provided with meaningful feedback. They must be treated with respect at work, have the tools, training and support to deliver compassionate care, and opportunities to develop and progress. Care professionals should be supported to maximise the time they spend directly contributing to the care of patients.

The Constitution applies to all staff, doing clinical or non-clinical NHS work - including public health - and their employers. It covers staff wherever they are working, whether in public, private or voluntary sector organisations.

Your rights

Staff have extensive legal rights, embodied in general employment and discrimination law. These are summarised in the Handbook to the NHS Constitution. In addition, individual contracts of employment contain terms and conditions giving staff further rights.

The rights are there to help ensure that staff:

have a good working environment with flexible working opportunities, consistent with the needs of patients and with the way that people live their lives

have a fair pay and contract framework

can be involved and represented in the workplace

have healthy and safe working conditions and an environment free from harassment, bullying or violence

are treated fairly, equally and free from discrimination

can in certain circumstances take a complaint about their employer to an Employment Tribunal

can raise any concern with their employer, whether it is about safety, malpractice or other risk, in the public interest.

NHS pledges

In addition to these legal rights, there are a number of pledges, which the NHS is committed to achieve. Pledges go above and beyond your legal rights. This means that they are not legally binding but represent a commitment by the NHS to provide high-quality working environments for staff.

The NHS pledges to:

provide a positive working environment for staff and to promote supportive, open cultures that help staff do their job to the best of their ability

provide all staff with clear roles and responsibilities and rewarding jobs for teams and individuals that make a difference to patients, their families and carers and communities

provide all staff with personal development, access to appropriate education and training for their jobs, and line management support to enable them to fulfil their potential

provide support and opportunities for staff to maintain their health, wellbeing and safety

engage staff in decisions that affect them and the services they provide, individually, through representative organisations and through local partnership working arrangements. All staff will be empowered to put forward ways to deliver better and safer services for patients and their families (pledge)

to have a process for staff to raise an internal grievance (pledge)

encourage and support all staff in raising concerns at the earliest reasonable opportunity about safety, malpractice or wrongdoing at work, responding to and, where necessary, investigating the concerns raised and acting consistently with the Employment Rights Act 1996

Staff: your responsibilities

All staff have responsibilities to the public, their patients and colleagues.

Important legal duties are summarised below.

You have a duty to accept professional accountability and maintain the standards of professional practice as set by the appropriate regulatory body applicable to your profession or role.

You have a duty to take reasonable care of health and safety at work for you, your team and others, and to co-operate with employers to ensure compliance with health and safety requirements.

You have a duty to act in accordance with the express and implied terms of your contract of employment.

You have a duty not to discriminate against patients or staff and to adhere to equal opportunities and equality and human rights legislation.

You have a duty to protect the confidentiality of personal information that you hold.

You have a duty to be honest and truthful in applying for a job and in carrying out that job.

The Constitution also includes expectations that reflect how staff should play their part in ensuring the success of the NHS and delivering high-quality care.

You should aim to:

provide all patients with safe care, and to do all you can to protect patients from avoidable harm

follow all guidance, standards and codes relevant to your role, subject to any more specific requirements of your employers

maintain the highest standards of care and service, treating every individual with compassion, dignity and respect, taking responsibility not only for the care you personally provide, but also for your wider contribution to the aims of your team and the NHS as a whole

find alternative sources of care or assistance for patients, when you are unable to provide this (including for those patients who are not receiving basic care to meet their needs)

take up training and development opportunities provided over and above those legally required of your post

play your part in sustainably improving services by working in partnership with patients, the public and communities

raise any genuine concern you may have about a risk, malpractice or wrongdoing at work (such as a risk to patient safety, fraud or breaches of patient confidentiality), which may affect patients, the public, other staff or the organisation itself, at the earliest reasonable opportunity

involve patients, their families, carers or representatives fully in decisions about prevention, diagnosis, and their individual care and treatment

be open with patients, their families, carers or representatives, including if anything goes wrong; welcoming and listening to feedback and addressing concerns promptly and in a spirit of co-operation

contribute to a climate where the truth can be heard, the reporting of, and learning from, errors is encouraged and colleagues are supported where errors are made

view the services you provide from the standpoint of a patient, and involve patients, their families and carers in the services you provide, working with them, their communities and other organisations, and making it clear who is responsible for their care

take every appropriate opportunity to encourage and support patients and colleagues to improve their health and wellbeing

contribute towards providing fair and equitable services for all and play your part, wherever possible, in helping to reduce inequalities in experience, access or outcomes between differing groups or sections of society requiring health care

inform patients about the use of their confidential information and to record their objections, consent or dissent

provide access to a patient's information to other relevant professionals, always doing so securely, and only where there is a legal and appropriate basis to do so.

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The NHS belongs to the people. It is there to improve our health and wellbeing, supporting us to keep mentally and physically well, to get better when we are ill and, when we cannot fully recover, to stay as well as we can to the end of our lives.

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A report to the Government from the life sciences sector

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2012 Department of Health (DoH) Developing the Healthcare Workforce: From design to delivery

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2012 Department of Health (DoH) Developing the Healthcare Workforce: From design to delivery

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2013 Academic Health Science Network (AHSN) North East and North Cumbria (NENC)

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2013 Academic Health Science Network (AHSN) North East and North Cumbria (NENC)

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https://www.ahsn-nenc.org.uk/

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2014 Developing a flexible workforce that embraces research and innovation

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2014 Developing a flexible workforce that embraces research and innovation

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Going-the-Extra-Mile.pdf (nihr.ac.uk)

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2015 Newcastle Hospitals' Nurse, Midwife and Allied Health Professional (NMAHP) Research Strategy

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2015 Newcastle Hospitals' Nurse, Midwife and Allied Health Professional (NMAHP) Research Strategy

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2015 Integrated Clinical Academic (ICA) Pathway

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2015 Integrated Clinical Academic (ICA) Pathway

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https://www.nihr.ac.uk/explore-nihr/academy-programmes/hee-nihr-integrated-clinical-academic-programme.htm

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2016 National Institute of Health Research (NIHR) Greenshoots Scheme

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2016 National Institute of Health Research (NIHR) Greenshoots Scheme

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'Greenshoots' is an annual scheme that provides the opportunity to support and develop motivated Consultants, Nurses, Midwives, Allied Health Professions and Clinical Research Professionals to become Principal Investigators (PIs).

The scheme ensures mentorship from experienced colleagues. By supporting this scheme, Clinical Research Network North East and North Cumbria builds vital research capacity in specialties, hospitals and other health and care environments.

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'Greenshoots' is an annual scheme that provides the opportunity to support and develop motivated Consultants, Nurses, Midwives, Allied Health Professions and Clinical Research Professionals to become Principal Investigators (PIs). The scheme ensures mentorship from experienced colleagues. By supporting this scheme, Clinical Research Network North East and North Cumbria builds vital research capacity in specialties, hospitals and other health and care environments.

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2016 Association of UK University Hospitals (AUKUH) - Transforming healthcare through clinical academic roles in nursing, midwifery and allied health professionals

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2016 Association of UK University Hospitals (AUKUH) - Transforming healthcare through clinical academic roles in nursing, midwifery and allied health professionals

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2017 UK Policy Framework Health and Social Care Research

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2017 UK Policy Framework Health and Social Care Research

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Please watch this video!

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What does good health and social care research look like?

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2017 National Institute of Health Research (NIHR) Biomedical Research Centre (BRC)

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2017 National Institute of Health Research (NIHR) Biomedical Research Centre (BRC)

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NIHR Newcastle Biomedical Research Centre

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Homepage - NIHR Newcastle Biomedical Research Centre

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At Newcastle Biomedical Research Centre, we work to prevent, diagnose and treat long-term conditions and diseases that affect the older person.

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https://pdf4pro.com/view/nhs-england-research-plan-645917.html

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NHS England research plan / nhs-england-research-plan.pdf / PDF4PRO

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NHS research plan Superseded Docs (if applicable) Contact Details for further information Document Status 0 This is a controlled document. Whilst this document may be printed, the electronic version posted on the intranet is the controlled copy. Any printed copies of this document are not controlled…

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2018 National Institute of Health Research (NIHR) Clinical Research Network (CRN) Allied Health Professionals Strategy 2018-2020

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2018 National Institute of Health Research (NIHR) Clinical Research Network (CRN) Allied Health Professionals Strategy 2018-2020

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NIHR Clinical Research Network (CRN) Allied Health Professionals Strategy 2018-2020

The vital role of Allied Health Professionals

Allied Health Professionals (AHPs) represent the third largest professional workforce in health and social care - their contributions are critical to the development and delivery of high quality, patient centred clinical research. The National Institute for Health Research (NIHR) has a mission "to provide a health research system in which the NHS supports outstanding individuals, working in world class facilities, conducting leading edge research which is focused on the needs of patients and the public".

To achieve this, the NIHR aims to attract, develop and retain the best research professionals to conduct people based research - core to this is realising the potential of Allied Health Professionals.

"We want Allied Health Professionals to blaze a trail in research, develop as visible leaders and strengthen their impact across the health and research system."
Anthea Mould, NIHR Clinical Research Network, Head of Allied Health Professionals

Working in partnership to maximise opportunities and impact

The purpose of this strategy is to support Allied Health Professionals working with, and for, the NIHR Clinical Research Network (CRN). It builds on experiences of those working across the CRN and views sought from strategic partners, including the Council for Allied Health Professions Research (CAHPR).

The strategy complements existing NIHR reports including 'Mapping research capacity activities in the CLAHRC (Collaboration and Leadership in Applied Health Research and Care) community: Supporting non-medical professionals' and 'Ten years on: Adapting and evolving to new challenges in developing tomorrow's health research leaders'. The strategy also seeks to build on initiatives led by partners, such as NHS England's 'Allied Health Professions into Action', with the aim of working together to amplify the impact of AHPs across the health and research system.

Allied Health Professionals are already leading research, working in a breadth of roles, driving best practice, and linking in with a wide range health and social care networks. As such, AHPs are well placed to embrace the future challenges within an ever changing research landscape, characterised by rapid developments in science and technology, emerging methodologies, and new care models and settings.

Our strategic goals

The 2018-2020 NIHR Clinical Research Network Allied Health Professionals Strategy sets out five strategic goals:

Goal 1: Increase the visibility of AHPs as leaders across all research settings

Develop effective leadership by AHPs in support of research, including building awareness, demonstrating innovation and promoting and sharing best practice.

Evidenced by leaders who:

Develop best clinical practice

Are NIHR ambassadors, visible in the NIHR/NHS building identity and momentum for the professions

Underpin a vibrant 'AHPs in Research' network, supporting personal development and learning opportunities

Promote the contribution, opportunities & impact of AHPs in research

Are visible role models across the NIHR

Goal 2: Strengthen AHP research capacity & capability

Promote the development of an AHP research workforce that is fit for future challenges within research and maximises the potential of AHPs for patient benefit

Evidenced by:

Visibility of AHP research roles and the value they bring

A clear pathway which supports AHPs in research roles, more studies with AHPs as:

" Chief Investigators, including as Clinical Academics and Clinician Researchers

" Collaborators, including Principal Investigators

" Expert Advisers

" Clinical Research AHPs (delivering research)

Initiatives which support personal development and fosters talent

Goal 3: Support AHPs to deliver research that is relevant to patients and public

AHPs are supported to be research active and instrumental in facilitating patient and public access to relevant research, along with playing an active part in supporting the development of appropriate research questions

Evidenced by:

Development of resources to enable AHPs to support patient understanding of research and actively signpost patients to opportunities

Evaluation of current and desired Patient and Public Involvement activities across the AHP research workforce

Goal 4: Support AHPs to embrace innovation in their research roles

AHPs are supported to actively seek opportunities to drive areas of innovation in research challenges, such as new ways of working and digital technology

Evidenced by:

AHPs visible as active learners in new and novel approaches to research, new roles, new ways of working and research in new settings

AHPs reporting increased confidence and competence with digital technology

Lower barriers to adoption and uptake of digital technology

Increased AHP presence in digital communities and NIHR digital strategy initiatives

Goal 5: Build strong AHP partnerships that deliver visible research impact

The NIHR CRN works in partnership across and outside the NIHR to maximise the impact of AHP research activity

Evidenced by:

Positive and productive partnerships and joint activities across the NIHR with:

" Professional bodies and associated organisations, including the Council for Allied Health Professions in Research

" NHS England, NHS Improvement, Health Education England and the Academic Health Sciences Network

" NHS and academia

" Sponsors and Pharma, Biomed and Medtech industries

" Medicines and Healthcare Regulatory Authority and Health Regulatory Authority

A shared repository of case studies demonstrating the range of AHP contributions to UK research

Promoting and implementing the strategy

This strategy will be shared widely through our partners. Local Clinical Research Network (LCRN) and Council for Allied Health Professions Research (CAHPR) events will be an opportunity for AHPs to:

Shape delivery activities

Share information about local strategies and complementary activities

Share case studies about AHP's in research to bring the strategy to life

For more information or if you would like to be involved in strategy implementation activities, email anthea.mould@nihr.ac.uk

To find out about upcoming activities and events, visit the NIHR Allied Health Professionals in Research site

Additional information for AHPs interested in developing as clinical and academic researchers

The NIHR supports AHPs to lead their own programmes of research, often alongside continued clinical practice and development as independent researchers, through predoctoral, doctoral and post-doctoral fellowships.

The NIHR, in partnership with Health Education England through the HEE/NIHR Integrated Clinical Academic Programme, provides opportunities for clinicians to develop as clinical academics.

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NIHR CRN Allied Health Professionals Strategy 2018-2020

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Allied Health Professionals (AHPs) represent the third largest professional workforce in health and social care - their contributions are critical to the development and delivery of high quality, patient centred clinical research.

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In 2018, the Department of Health and Social Care (DHSC) recognised the huge, and as yet untapped, potential for senior nurses and midwives to contribute to a number of key priorities for the National Institute for Health Research (NIHR). In response, we introduced the 70@70: The NIHR Senior Nurse and Midwife Research Leader Programme.

The 70@70 programme (funded by DHSC, through the NIHR) is aimed at senior nurse and midwife clinical leaders with demonstrable experience of building a research-led care environment for patients and who have a record of developing existing practice, working within and contributing to a research rich environment.

We understand the importance of increasing the visibility of the research nurse and research midwife workforce and want to capitalise on their vital contribution to research delivery. We are proud to have developed the 70@70 programme to work towards overcoming some of these challenges and drive real change across research systems.

70@70 Programme purpose

The Senior Nurse and Midwife Research Leader Programme aims to strengthen the research voice and influence of nurses and midwives in health and social care settings.

It will also enhance the connection between the research voice and perspectives of NHS nurses and midwives with the NIHR research agendas. The developing community would comprise of selected senior clinical nurses and midwives who are committed to championing the promotion of an embedded research active culture among nursing and midwifery staff in their organisations. They will possess the skills and knowledge to encourage and support innovation and research implementation in pursuit of the delivery of high quality, evidenced based nursing, midwifery and healthcare practice.

The programme funding will support 0.4 FTE salary costs for each member of the community for a period of three years. The programme will be managed by the NIHR CRNCC.

70@70 Role outline

Each Senior Nurse and Midwife Research Leader will be a recognised research leader in the health and care system and key elements of their role will be to:

promote the importance of a vibrant integrated research culture in health and care to improve quality of care and health outcomes

act as a proactive champion for developing nurse and midwife research capacity and capability supporting an integrated research delivery culture in their care setting

encourage research collaborations and the interdisciplinary sharing of research knowledge and skills (dissemination) throughout their care setting

actively link with the wider work of the NIHR, including its future development

support the development of future research leaders with the NIHR Academy

support the identification of research priorities as they relate to front line nursing and midwifery practice issues and ensure they have a "route to visibility" in the research landscape.

70@70 Programme period

The initial programme will be for a three year period and will support protected time for the individual to develop the research capacity and capability of the workforce particularly the nurse and midwifery workforce. They will also ensure direct care research priorities are identified and used to inform NIHR Commissioning activity.

70@70 Programme outcomes

Significant enhancement of the profile of the NIHR among nurses and midwives, including the substantial contribution of the NIHR to the nursing & midwifery workforce, clinical research nurse and midwife development

A cadre of leaders to input, advise and influence NIHR decision making on research that relates more closely to nursing, midwifery and care quality issues

Active involvement of key practice and quality focused senior leaders in health and care services in the prioritisation of the NIHR's work

A vibrant community of clinical research leaders which will better link the research assets of organisations

An improved pipeline of nurse and midwife researchers based in environments that are more receptive to the acceleration of key findings into practice.

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70@70 NIHR Senior Nurse and Midwife Research Leader Programme

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In 2018, the Department of Health and Social Care (DHSC) recognised the huge, and as yet untapped, potential for senior nurses and midwives to contribute to a number of key priorities for the National Institute for Health Research (NIHR). In response, we introduced the 70@70: The NIHR Senior Nurse and Midwife Research Leader Programme.

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2018 Integrated Clinical Academic (ICA) Pathway

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2018 Integrated Clinical Academic (ICA) Pathway

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2018 Nursing, midwifery and allied health clinical academic research careers in the UK

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2018 Nursing, midwifery and allied health clinical academic research careers in the UK

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2019 NIHR INVOLVE - Guidance on co-producing a research project

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2019 NIHR INVOLVE - Guidance on co-producing a research project

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Please watch this video!

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2019 Applied Research Collaboration (ARC) North East and North Cumbria (NENC)

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2019 Applied Research Collaboration (ARC) North East and North Cumbria (NENC)

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https://arc-nenc.nihr.ac.uk/about-us/

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Our area faces some major health and care challenges. Our work aims to tackle those challenges.

The North East and North Cumbria covers a large geographical area but has a relatively small population of around three million people.

Across our area, we have the highest rates of poverty, unemployment, poor health and early death, in England. Premature cancer death rates are 25% higher in the North East than in the South East, with particular hot spots in Middlesbrough and South Tyneside.

Over 70% of our adults are obese or overweight, particularly in North and South Tyneside. A third of people in the North East do no exercise, compared to a quarter in South East England, and we have the highest levels of heavy alcohol use in the country.

It is clear that we have a lot to do to improve the health of our population and provide the kind of support that will enable people in the North East and North Cumbria to experience the same health outcomes as people in other parts of England.

Our Applied Research Collaboration (ARC) for the North East and North Cumbria is a partnership that brings together six regional universities, the NHS, health and social care providers, local authorities, the voluntary sector, community groups, members of the public and others.

Working together, our vision is to deliver 'better, fairer health and care at all ages and in all places' - and our work is organised around seven key research themes.

These include exploring how we can improve care for the most vulnerable, give children the very best start in life, keep people well for longer, support people to make healthier lifestyle choices, and tackle mental, physical and social health issues more holistically.

As well as this, we're leading on national work around how we can reduce health inequalities to make sure everyone has fair access to the health care they need, at the right time, in the right place - no matter what.

We're also leading national work around how we can prevent illness through early intervention and behavioural change, so that people can live longer, healthier lives - and reduce avoidable care and treatment.

We also carry out implementation research to increase the rate at which research findings are put into practice and can benefit communities.

We are one of fifteen NIHR-funded Applied Research Collaborations (ARCs) in England and we are hosted by the Cumbria, Northumberland, Tyne and Wear NHS Foundation Trust.

The National Institute for Health Research (NIHR) is the nation's largest funder of health and care research and provides the people, facilities and technology that enables research to thrive. Find out more about the NIHR.

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The North East and North Cumbria covers a large geographical area but has a relatively small population of around three million people. Across our area, we have the highest rates of poverty, unemployment, poor health and early death, in England.

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England's most senior nurse has appointed the lead on health and wellbeing for Chelsea Pensioners as her advisor on improving support for care home nurses. Professor Deborah Sturdy OBE will provide the chief nursing officer for England, Ruth May, with expert advice from those nurses working to deliver the high-quality clinical care for people living [...]

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England's most senior nurse has appointed the lead on health and wellbeing for Chelsea Pensioners as her advisor on improving support for care home nurses. Professor Deborah Sturdy OBE will provide the chief nursing officer for England, Ruth May, with expert advice from those nurses working to deliver the high-quality clinical care for people living [...]

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Council for Allied Health Professional Research (CAHPR) Research Practitioner Framework (2019)

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Council for Allied Health Professional Research (CAHPR) Research Practitioner Framework (2019)

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longtermplan.nhs.uk/wp-content/uploads/2019/05/Interim-NHS-People-Plan_June2019.pdf

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We are delighted to announce that Dr Joanne Cooper, Assistant Director of Nursing (Research, Innovation and Professional Regulation) has been appointed to the national nursing team as Head of Nursing Research - Research Transformation.

Jo will join the national team, led by Susan Aitkenhead, Deputy Chief Nursing Officer, from early September for a 2-year secondment working 3 days a week. Jo will continue in her role here at the Trust for 2 days a week.

Reflecting on her appointment Jo said: "I am thrilled to have this opportunity to work with the national team in advancing research transformation for nurses, and ultimately best care for patients and families. I have the privilege of existing working relationships and networks with colleagues across the country, and believe that this is a pivotal time for us to embed a culture of evidence based practice, research leadership, including clinical academic career opportunities as core business for our profession."

Ruth May, Chief Nursing Officer for England, said: "I am delighted that Jo will be joining us to drive transformational change across the nursing profession in England. There has never before been such a need for our nursing research capacity and capability to be so front and centre.

"Jo brings a wealth of experience from her role at NUH, where she has been leading and supporting nursing clinical research and has embedded a culture at of innovation and research delivery. Jo will play a key role in developing and delivering aims for supporting, developing and embedding research".

Mandie Sunderland, Chief Nurse at NUH added: "Jo has worked tirelessly to advance the agenda of nursing and midwifery research at NUH and we are now recognised as a great place to work to advance a research career. We are very proud that one of our NUH nurses will be working at national level and influencing this important agenda still further".

Jo's prestigious appointment comes at a time when the entire nursing workforce have been demonstrating the importance of evidence-based nursing research throughout the Covid pandemic, at remarkable pace and scale. Work to support, develop and embed research in nursing was largely put on pause as a result of the initial response to the Covid pandemic, but this work is now being formally re-commenced. Ultimately Jo and her colleagues in the national team will be working to ensure that evidence-based research is at the heart of the nursing profession, and individual nursing careers.

Jo will be joined in the national team by a new Head of Nursing Research - Academic Strategy which is currently being recruited to. This role will be complementary to Jo's with a focus on translating ambitions into reality and to provide leadership in enhancing academic research capacity in nursing.

On behalf of everyone at NUH, we congratulate Jo on her appointment and wish her continued success in driving forward the nursing profession, now on a national scale.

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Dr Joanne Cooper appointed to national nursing role | Latest news

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We are delighted to announce that Dr Joanne Cooper, Assistant Director of Nursing (Research, Innovation and Professional Regulation) has been appointed to the national nursing team as Head of Nursing Research - Research Transformation. Jo will join the national team, led by Susan Aitkenhead, Deputy Chief Nursing Officer, from early September for a 2-year secondment working 3 days a week.

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England's Chief Nursing Officer, Ruth May, has appointed Professor Alison Richardson as Head of Nursing Research, Academic Leadership and Strategy, as part of a new nursing research strategy ambition for England.

Professor Richardson is an internationally renowned Clinical Professor in Cancer Nursing and End of Life Care at the University of Southampton and University Hospital Southampton NHS Foundation Trust. She combines research with clinical practice to focus on understanding and responding to the needs of people affected by cancer and other life-limiting illnesses.

In her new role, Professor Richardson will work closely with Dr Jo Cooper, recently appointed by Ruth May as the new Head of Nursing Research, Research Transformation, in leading on the development of the Chief Nursing Officer's research strategy.

"I am really pleased to be joining the Chief Nursing Officer's senior professional nursing team, working with Dr Jo Cooper to translate Ruth May's vision that nursing research and evidence underpin policy and system transformation," said Professor Richardson. "I am looking forward to working with colleagues from across all parts of the health and care system to strengthen the contribution of nursing research in nursing practice, professional decision making and policy.

"Collaboration between health and care organisations and universities, between nursing teams, research nurses and nurse academics will be crucial as we continue to build research capacity and capability," Professor Richardson. "There is much more that nursing research can do to improve outcomes for people using health and social care services and I am thoroughly committed to working with colleagues to bring this about."

Ruth May said: "I am very pleased to welcome Jo and Alison to the team. Within our professions we have specialists in research, data and science, as well as clinical specialists. These new posts flag the very significant work that goes on in nursing research - some of this highlighted during the first wave of the pandemic this year - and much more it can yet deliver."

An accomplished nurse academic and significant research leader, Professor Richardson is a National Institute for Health Research (NIHR) Senior Investigator and Director of both the NIHR Applied Research Collaboration (ARC) Wessex and the Southampton Academy of Research (SoAR). SoAR supports the career development of Southampton's health-related research workforce, and works across the University's Faculty of Medicine, School of Health Sciences and University Hospital Southampton.

Professor Richardson has a track record of leading research teams that have generated new insights and translated those into direct patient benefit. Her skills and experience have successfully built an environment and infrastructure at Southampton, creating an interface between the University and Trust, building research capacity and capability in the profession across academic and practice partnership focussed on enabling a future generation of clinical academic nurses to flourish.

In taking up this new appointment, she will continue her roles at the University, Trust and NIHR ARC Wessex.

Anthea Mould, Director Workforce Learning and Organisational Development for the National Institute of Health Research CRN, said: "NIHR are delighted by this landmark appointment with the NHSE/I Chief Nurses senior professional team . Alison is an NIHR Senior Investigator and brings a wealth and breadth of expertise in research and clinical leadership across the system. At a time when the importance of research has never been more visible to patients, public and the professions, the NIHR Nursing Office looks forward to working collectively with Alison and colleagues to realise research benefit through transforming practice, health and care."

Dr Katerina Kolyva, Executive Director, Council of Deans of Health, said: "We are delighted that Alison will be leading NHS England's research portfolio and look forward to working closely with her on this. Alison has been a strong and valued advocate for clinical academic and academic research careers within our membership and in wider conversations across the sector. Building on the progress that has already been made, we will work with Alison to raise the profile of research across the country and enable more nurses to become research leaders".

Gail Byrne, Director of Nursing and Organisational Development at University Hospital Southampton NHS FT said: "Being part of Ruth May's senior team in this new role of Head of Nursing Research, Academic Leadership and Strategy is a fantastic opportunity for Alison and it is well deserved. Alison has done so much here at University Hospital Southampton to promote and embed nursing research and given her passion, leadership and commitment I have no doubt that she will make a difference in translating nursing research so that it has a positive impact for patients and the wider community."

Mandy Fader, Head of Health Sciences, University of Southampton, said: "I am thrilled Alison will be taking up this prestigious role within the Chief Nurse's senior professional team. Alison brings outstanding experience and skills from diverse leadership positions, including our world-leading cancer research team and the Southampton hosted NIHR Applied Research Collaboration Wessex. This national position will further raise the profile and calibre of the excellent nursing research the UK is known for, and with Alison's enthusiasm and skills will make important differences to patient care."

Nurse-led practice has been at the centre of the national COVID-19 response and the learning and experiences from this will also build on significant work already underway. The national portfolio of nursing research features a collection of studies that demonstrate the impact and contribution that nursing, midwifery and care staff can make to transforming health and care.

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Southampton Professor appointed to national role supporting nursing research

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England's Chief Nursing Officer, Ruth May, has appointed Professor Alison Richardson as Head of Nursing Research, Academic Leadership and Strategy, as part of a new nursing research strategy ambition for England. Professor Richardson is an internationally renowned Clinical Professor in Cancer Nursing and End of Life Care at the University of Southampton and University Hospital Southampton NHS Foundation Trust.

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NIHR's response to COVID-19 | NIHR

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Supporting the health and care system's response to the pandemic

The NIHR has played a critical role in the fight against COVID-19. We have funded, enabled and delivered ground-breaking research that is already helping to save lives in the UK and around the world. Our research is informing government policy, and providing NHS doctors and nurses with the tools they need to prevent and treat COVID-19. By being embedded in the NHS, we have been able to respond quickly and prioritise research based on science, relevance and feasibility; research studies that we identify as urgent public health studies.

Now that the COVID vaccination programme has reached the highest risk groups in the population and has helped drive down the effects of the pandemic, we are increasingly focusing on managing the recovery of research into other conditions, building on the lessons learnt during the pandemic. NIHR will continue to work on COVID studies, including the long-term consequences of COVID-19, some vital vaccine and antiviral studies, alongside other studies.

The world faces an unprecedented challenge in our efforts to tackle the spread of COVID-19 and it is vital we harness our research capabilities to the fullest extent to limit the outbreak, and protect life.

Professor Chris Whitty, Chief Medical Officer and NIHR Co-Lead

Here are five examples of ways our research has helped combat COVID-19 in the last year. To find out more about how our work is making a difference visit the sections below.

While the pandemic has inevitably reduced the amount of research we have been able to do into other conditions, we have worked hard to maintain a diverse and active portfolio.

Working together

Collaboration is at the core of our response to the pandemic. We work with with the NHS, regulators, commercial partners or the devolved administrations of Scotland, Wales and Northern Ireland. More than one million people are already taking part in our research studies. This involvement and participation by members of the public is key to the success of our research.

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nihr covid-19 research
covid-19
restarting research
urgent public health
vaccine research
prioritised studies

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The NIHR has played a critical role in the fight against COVID-19. We have funded, enabled and delivered ground-breaking research that is already helping to save lives in the UK and around the world. Our research is informing government policy, and providing NHS doctors and nurses with the tools they need to prevent and treat COVID-19.

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Student research means studies which are primarily for the purpose of obtaining an educational qualification.

Studies where the main purpose is to undertake specific research - and the educational qualification is secondary - do not fall into this category.

New eligibility criteria from 1 September 2021

In March 2020 we paused student research approvals to create capacity for urgent COVID-19 research. From 1 September 2021, we are introducing new eligibility criteria for standalone student research. The new criteria have been developed following a review, supported by the Wessex Institute at the University of Southampton, with input from students and course leaders across the UK.

The new criteria mean that some master's level students will be able to apply for ethics review and Health Research Authority (HRA) and Health and Care Research Wales (HCRW) Approval or devolved administration equivalent. Standalone research at undergraduate level that requires ethics review and/or HRA and HCRW Approval (or devolved administration equivalent) cannot take place. Arrangements for doctoral research remain unchanged.

We've given examples of other ways in which students can gain rich and valuable experience of health and care research.

Our student research toolkit shows the type of standalone research projects that students will be able to do from September 2021. Standalone research means research where the student designs the study, submits for approval and conducts the project on their own with supervision. Students and their supervisors will need to use the toolkit and complete before being able to submit an application through IRAS.

Other ways for students to experience health research

The UK Policy framework further states that sponsors can create a 'research culture' by promoting students' awareness of health and social care research, research ethics and public involvement, and enabling them to develop skills in research methods.

It is important to students, educators, and employers (research, health, social care and wider) that undergraduate and master's students gain an understanding of and experience in research.

We recommend the following (non-exhaustive list) of alternatives to research requiring REC or R&D study-wide permissions.

Research in areas other than health or social care

Health or social care research that doesn't involve patients, service users, NHS staff as participants or identifiable samples/tissue or identifiable data

Secondary research that does not require REC or R&D study-wide review such as literature, rapid, scoping or systematic reviews

Public/stakeholder involvement that does not require REC or R&D study-wide review and does not itself put individuals at risk or put pressure on health or social care services

Developing a proposal/plan/strategy for good public involvement and/or dissemination

Health and social care project protocol/proposal development (stopping short of submission). IRAS (the Integrated Research Application System) itself can be used to prepare an application form and export this to PDF (without submitting for review)

Mock review panels. Having developed a project protocol/proposal (or using pre-existing exemplars), students could form a mock REC and/or research funding committee, mentored by experienced researchers, and play the role of both applicant and committee member. This would give students a much richer and more rounded experience of research and research governance

Shadowing of a range of research teams roles, for example statisticians, trial managers, data analysts.

Many of the above alternatives could be developed in teams, with students taking on different roles within a multi-disciplinary team. This would provide a better experience of modern team science than many stand-alone student projects.

We have collected the above examples through our stakeholder discussions and welcome any further alternatives. Please share your examples with communications@hra.nhs.uk and we will share them with the wider community, like the examples in our case study section.

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Student studies are those undertaken primarily for the purpose of obtaining an educational qualification. Studies where the main purpose is to undertake the specific research and the educational qualification is secondary do not fall into this category.

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2020 Newcastle Health Innovation Partners (NHIP)

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2020 Newcastle Health Innovation Partners (NHIP)

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Newcastle Health Innovation Partners

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UK Clinical Academic Training (CAT) Principles and obligations (2021)

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UK Clinical Academic Training (CAT) Principles and obligations (2021)

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Aim/ purpose:

This document sets out principles and obligations to support clinical academic training for all UK institutions and early career clinical researchers in receipt of nationally competitive funding for clinical academic research training.

Background:

Almost all of the great advances in modern medicine and healthcare have been the product of wide-ranging and collaborative expertise between various different clinical professions. The UK has a strong tradition of clinicians, including nurses, midwives, allied health professionals and healthcare scientists (NMAHPS), who combine their clinical role with academic research. Positioned at the cutting edge of health and social care and science, academic clinicians act as a bridge between the two, pushing forward the frontiers of healthcare innovation.

Aspiring clinical academics face a range of challenges with a need to balance research, and the pressures of clinical service. Careers therefore require careful and sustained support. The development of clinical academics is of strategic importance to all funders and service providers of health related research.

This statement sets out the key principles and obligations for those responsible for clinical service, award holders, higher education institutes (HEIs) and funders across the four nations in the UK to ensure clinical academic researchers are appropriately supported at critical stages and through the most important transitions in their careers.

These requirements are informed by recent reviews including a cross funder review of early career clinical academics which identified enablers and barriers to progression; existing guidance (including RCUK's 2016 Statement of Expectations for Postgraduate Training), recommendations and statements of best practice and where relevant the Follett Principles.

However, it is noted that support for early career clinical academics sits within an evolving landscape and therefore, this statement will be reviewed and updated on an on-going basis.

The principles and obligations outlined below have been developed with input from a number of stakeholders. The following organisations have signed up to these;

The National Institute for Health Research, Health Education England, Council of Deans of Health, Cancer Research UK, NHS England Chief Nurse, Versus Arthritis, University Hospital Association, The Shelford Group, Council for Allied Health Professions Research, Joint Council of Deans of Health Scotland, Scottish Executive Nurse Directors Research Advisory Group, Royal College of Nursing

Principles:

Early career researchers from clinical backgrounds - nurses, midwives, allied health professionals, healthcare scientists and other communities of clinicians must operate within an early career researcher centred and mentored framework overseen and implemented by a local designated academic lead from the associated Higher Education Institute and the local NHS trust or equivalent Research and Development (R&D) Director as well as the local Directors of Nursing and Allied Health Professionals where relevant.

Obligations of those responsible for supporting clinical academics:

An organisational lead with responsibility for personal award holders, who will be the point of contact for funders, must be identified. We expect that this will usually be the Research and Development (R&D) Director within the NHS Trust or equivalent and within the University will be at Dean level or a designated academic lead with sufficient seniority to be empowered within the host organisation.

Where research is being conducted in a clinical academic role between the NHS and research institution, early career researcher support must be personalised, planned and integrated across both clinical and academic areas. Immersion in academic research for periods of time is an essential part of career development, equally as important as clinical service time. Flexibility in managing service and research commitments should be the norm for early career researchers, with sufficient protected time for research to allow development of the research competencies required for successful completion of the research award. For nationally competitive personal award holders employed by the NHS, Trust or equivalent Research and Development (R&D) Directors must ensure research time is protected through the job planning process. Job plans should include dedicated research time commensurate with the award, be conducted in line with the Follett principles and be approved by the R&D Director or someone of equivalence e.g. Director of Nursing/AHPs. This should be audited for compliance.

The University designated academic lead for award holders should work collaboratively with the NHS R&D Director to ensure barriers to integration across academic bodies and NHS functions are addressed. As above, individual job plans for individuals on nationally competitive training awards must ensure that protected research time is enabled and supported. Where the post is held within a University, the University academic lead will be the accountable officer to ensure the terms and conditions of the award are fully met in a timely fashion: within the Trust or equivalent it will be the R&D Director.

Where individuals, on nationally competitive training awards, are required to change employers to pursue their clinical academic career pathway certain occupational benefits, which have accrued as a result of continuous service of employment, must be protected. This includes any changes in employer from a NHS trust or equivalent/board to an academic institution or vice versa, there should be no detriment to moving in either direction. These include as a minimum all family and carer-related leave and pay (not limited to gender or sexual orientation) and sick leave and pay (irrespective of disability status or health history). These principles should be explicitly agreed between the NHS employing organisation and HEI in advance of the individual clinical academic starting their award.

Organisations, including the NHS employing organisation and HEIs, must have a clear joint plan and career pathway for promoting and achieving a diverse clinical academic workforce, along all protected characteristics and in all clinical specialties. Similar plans must exist with respect to the composition of the supervisory and mentoring pool as well as the management structure.

Early career researchers must have access to high quality mentorship, leadership and support from across the breadth of available health professions to help the individual pursue their next career steps. An organisational policy should be available to support fair and transparent career development with a framework for the integration, including career progression, of the clinical academic within the clinical service.

Where relevant, early career researchers must have access to appropriate programmes of research and management skills education and training including but not limited to methodological frameworks, informatics, robust research methods, health economic evaluation, statistics, advanced qualitative analysis, data analytics, ethics, PPIE and core aspects of management and leadership training relevant to career stage as defined within their award.

To participate in and facilitate the collection and sharing of data, tracking the careers of academic early career researchers and those that have passed through academic development.

Obligations of Early Career Researchers:

To ensure that all appropriate and necessary contractual and supervisory arrangements are in place before commencing their researcher development programme.

To take responsibility for their career development and performance both academically and clinically.

To fully engage with their academic development programme and, in particular, together with advice from supervisors, manage and direct their research project and education in line with their funder's guidance on good research practice.

To fully engage with the professional responsibilities laid out by the professional regulator e.g. HCPC or the Nursing and Midwifery Council. To provide feedback to enable effective monitoring and assurance of the application of these principles on request.

To assist in the collection of data necessary to track their careers.

Early career researchers are expected to provide support and guidance to clinical students and more junior colleagues on the clinical academic career pathway, acting as clinical academic role models and informing clinical teams of the value of research.

Obligations of the Funder:

To provide support and input where required in ensuring that all the necessary contractual and supervisory arrangements are in place prior to the clinical academic development programme commencing.

To ensure that their approach to funding clinical academic careers is appropriately tailored to career stage, clear, accessible and easy to engage with.

To support clinicians during this period of researcher development, consistent with the principles outlined in this document.

To develop a meaningful approach to assurance of clinical academic support and ways to facilitate and share best practice. Detailed guidance will be developed in partnership across funders to enable effective monitoring of progress with the translation of these principles into practice.

To include these principles and obligations in their term

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UK clinical academic training for nurses, midwives and other professionals allied to medicine: principles and obligations

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This document sets out principles and obligations to support clinical academic training for all UK institutions and early career clinical researchers in receipt of nationally competitive funding for clinical academic research training. Almost all of the great advances in modern medicine and healthcare have been the product of wide-ranging and collaborative expertise between various different clinical professions.

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Chief Nursing Officer (CNO) Strategic Plan for Research (2021)

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Chief Nursing Officer (CNO) Strategic Plan for Research (2021)

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2021 Newcastle Hospitals Clinical Research Strategy

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2021 Newcastle Hospitals Clinical Research Strategy

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2021 National Institute for Health Research (NIHR) Best Research for Best Health: The Next Chapter

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2021 National Institute for Health Research (NIHR) Best Research for Best Health: The Next Chapter

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2021 Publication - The Future of UK Clinical Research Delivery

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2021 Publication - The Future of UK Clinical Research Delivery

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This UK-wide vision sets out the ambition to create a patient-centred, pro-innovation and data-enabled clinical research environment, which empowers everyone across the health service to participate in delivering research and enables people across the country to take part in research that is of relevance to them.

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Published: 23 March 2021

NIHR and partner organisations across the health research ecosystem have today welcomed the publication of a bold and ambitious vision for the future of clinical research delivery in the UK.

This UK-wide vision sets out the ambition to create a patient-centred, pro-innovation and data-enabled clinical research environment, which empowers everyone across the health service to participate in delivering research and enables people across the country to take part in research that is of relevance to them.

The vision has been developed through the cross-sector Recovery, Resilience and Growth programme, with NIHR working alongside the NHS, regulators, medical research charities, life sciences industry, the UK government and devolved administrations.

Matt Hancock, Health and Social Care Secretary, said:

By taking advantage of our world-renowned research expertise, and a strong partnership between business, academia, the NHS and government, we are determined to make the UK the best possible place to carry out clinical research that will improve the health of people here and across the world.

The COVID-19 pandemic has brought into sharp focus the strength and importance of the UK's research base. Everyone has played their part in the national research effort - including researchers, healthcare professionals, those who organise and manage the research system and, above all, patients and the public. Through rapid delivery of platform clinical trials, like RECOVERY, REMAP-CAP, and PRINCIPLE, and with over 1 million participants having now taken part in clinical research across the country, the UK has reaffirmed its position as a global leader in clinical research, which is ultimately our lifeline back to normality.

Many researchers and research organisations have worked hard throughout the pandemic to answer critical research questions. We must acknowledge the huge impact this will have had on researchers and say thank you. NIHR and partners are continuing their social media thank you campaign using the #ResearchVsCovid

Dr William van't Hoff, Chief Executive of the NIHR Clinical Research Network, said:

Our learning from the pandemic shows that embedding clinical research within the NHS is achievable and delivers both for patients as well as for the NHS. Through implementation of this vision, more healthcare professionals will be able to become involved in research, improving care and benefiting patients across the country.

Saving and improving lives

There are important lessons from the pandemic about where the UK can improve for all clinical research.

The vision has five key themes which underpin the improvements that will be taken forward in the coming months and years.

Clinical research embedded in the NHS

Patient-centred research

Streamlined, efficient and innovative research

Research enabled by data and digital tools

A sustainable and supported research workforce

To make the vision a reality, several key areas for action have been identified that will unleash the true potential of the UK's clinical research environment. More information about the themes and areas for action are detailed in the vision document Saving and Improving Lives: The Future of UK Clinical Research Delivery.

Work is continuing to recover the UK's diverse portfolio of clinical research and, building on the lessons learned from COVID-19, to create a research delivery environment which is patient-centred, pro-innovation and digitally-enabled.

Innovation in research design, set-up and delivery, supported by use of new technology, will enable research to be delivered more efficiently, freeing up researchers to work on the research that really needs their involvement. NIHR has already demonstrated how using innovatively designed virtual trials and digital technology can lead to rapid recruitment.

Similarly, digitisation and better use of data will also help to reduce the pressure on researchers and healthcare staff. By transforming research delivery through digital innovation, time and money can be saved, whilst empowering researchers to work together effectively.

Crucially, making access and participation in research as easy as possible for everyone across the UK, including rural, diverse and under-served populations will result in more patient-centred research.

Implementing the vision and next steps

NIHR is working with the other partner organisations and the devolved administrations on delivery plans. These include improvements that can be factored into immediate plans to recover the UK's research portfolio as the pressures of COVID-19 ease, and longer term work to strengthen the UK's research system as a whole.
The future of UK clinical research delivery vision Gov.uk Press release: UK government sets out bold vision for the future of clinical research delivery

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NIHR welcomes new vision for the Future of UK Clinical Research Delivery

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Published: 23 March 2021 NIHR and partner organisations across the health research ecosystem have today welcomed the publication of a bold and ambitious vision for the future of clinical research delivery in the UK.

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2022 Health Education England (HEE) Allied Health Professional (AHP) Research and Innovation (R&I) Strategy

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2022 Health Education England (HEE) Allied Health Professional (AHP) Research and Innovation (R&I) Strategy

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2022 NMAHP Researcher Development Institute (RDI)

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2022 NMAHP Researcher Development Institute (RDI)

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Our Researcher Development Institute for Nurses, Midwives and Allied Health Professionals is an exciting initiative, backed by a £3.2million grant funded by Newcastle Hospitals Charity.

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Newcastle Hospitals NMAHPs Researcher Development Institute - our seasonal programme

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Increasing Diversity in Research Participation

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Increasing Diversity in Research Participation

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2023 Chief Midwifery Officer for England’s strategic plan for research

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2023 Chief Midwifery Officer for England’s strategic plan for research

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https://www.england.nhs.uk/long-read/chief-midwifery-officer-for-englands-strategic-plan-for-research/

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NHS England » Chief Midwifery Officer for England’s strategic plan for research

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Research and data can save lives and improve health care and helps deliver better outcomes. NHS trusts that are highly research active have better outcomes for patients across their services. All patients have better health outcomes in research active hospitals, even if individual patients are not p…

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2023 Newcastle Hospitals Researcher Development & Support Policy

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2023 Newcastle Hospitals Researcher Development & Support Policy

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NHS England » Research toolkit for matrons and other health and care leaders

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Introduction The Chief Nursing Officer (CNO) for England’s Strategic plan for research set out the ambition to: “create a people-centred research environment that empowers nurses to lead, participate in and deliver research, where research is fully embedded in practice and professional decision-making, for public benefit.” Matrons and health and care leaders are central to fulfilling […]

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2025 NIHR Developing Research Leaders (DRL) for AHPs

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2025 NIHR Developing Research Leaders (DRL) for AHPs

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Developing Research Leaders Programme for Allied Health Professionals

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The Developing Research Leader (DRL) Programme offers allied health professionals (AHPs) the opportunity to shape and embed a research culture within their organisation.