But remember the time window from competition opening to competition closing is short, the best personal award applications are usually planned and developed over months rather than weeks.

These awards are designed to support capacity and capability building in health and social care research.

The skills GAP analysis will help with your narrative CV and your training plan.

But it is not required. Wherever you decided to base yourself for the duration of your personal award you need to be really clear how you will become independent.  

So:  

Be honest with yourself and the reviews about the reasons behind your decision for the host institute and justify this within your fellowship application because otherwise they may wonder why not x place or y supervisor? E.g. if you have caring commitments that mean you need to stay put explain that but if another place is more obviously "better" then try and include a research visit or exchange with them.

That way the reviewers can see you are aware of that place and can see the bigger picture. 

Remember this is not a project grant. Whilst the research to be undertaken is clearly important it is also about articulating how doing your study will enable you to develop into an independent researcher or research leader (dependent on career stage). You will need to demonstrate across the application both what makes you the best candidate to deliver the proposed research, but also how the project will enable you to develop your academic career.

When describing the project part of your application you need to:

• Describe the knowledge gap your research is intended to address; why your research is important; and why you doing this project now is timely – what difference will it make to policy, practice and outcomes for patients and users of services.

• Whilst this part of the application might feel like a dry description of the project, make sure you come through, after all this is a personal award. Why are you passionate about this topic?

• Clearly articulate your research questions and justify your choice of research methods to answer those questions. If you are using complex or mixed methods, ensure that they are clearly described, including how different parts of the study relate to each other. Don’t assume that all panel members are experts in your specific field or that they will have detailed knowledge of the topic you are going to research.

• Relative to your career stage, your project should be innovative and ambitious. In the application demonstrate how your background, and current level of skills and training, make you the ideal person for the proposed project and, in turn, how the project will enable you to advance your research career.

• Research studies often have elements that don’t go as well as we hope and sometimes that has a knock on effect for other aspects of the study. Demonstrate to reviewers that you have thought through potential risks and that you have plans to mitigate them.

1. Role of feasibility and pilot studies in randomised controlled trials: a cross-sectional study

2. Acceptance checklist for clinical effectiveness pilot trials: a systematic approach

3. Feasibility studies

Every application involves:  

• defining research goals, aims and objective – but be sure you are clear about the difference;

• seriously stress testing timelines and gantt charts – these are closely reviewed to spot bottlenecks, pinch points and potentially “impossible” plans

• thinking carefully about the resources you need – not only in terms of your budget but access to those items paid or unpaid – just because you have costed in time for a research nurse to support your recruitment doesn’t mean you will be able to get access to one. You need to plan and negotiate this access;

• finding a host institution or supervisor is time consuming – you need to “interview” them. Same with research visits you will need to know that you can make these visits (visas etc) and demonstrate to the panel that you have thought about the costs (time and money) involved;

• planning for publication, dissemination, or implementation of findings – a convincing  and exciting plan for impact is critical;

• thinking about your milestones? Are they linked to your aims and objectives? Do they fit with the monitoring and reporting requirements?

You should first look at standard flowchart examples:

EQUATOR (Enhancing the QUAlity and Transparency Of health Research) -  is an international initiative that generates reporting guidelines for almost every study type. CONSORT (Consolidated Standards of Reporting Trials) will also be useful.

If you are asked for a flowchart you must include one. Include one anyway it helps with word count and creates an easy way for reviewers to visualise your study. Some example flowcharts can be found here.

If, in addition, your plans involved working with the NHS or Social Care you might need a SOECAT form. This is a very important document that must be completed by the research sponsor and requires sign off by an AcoRD specialist. In Wales you need to start here as soon as possible.

The SOECAT form is used to attribute the costs of health and social care research.

The AcoRD guidance provides a framework for the NHS and its partners to identify, recover and attribute the costs of health and social care research and development, in a transparent and consistent way.

To ensure researchers have all the support they need around the attribution of study activities, we’ve developed a range of resources to help you understand the principles of AcoRD, including the attribution e-learning tool on NIHR Learn.

Getting started with impact planning
Because creating impact often requires researchers to engage and build meaningful relationships with people and organizations outside academia, making research understandable, relevant, and practical is key. Effective stakeholder engagement early in the research process can be critical to maximizing the research’s relevance and value, helping to secure stakeholder support and increase the likelihood of impact.

Early engagement with stakeholders during the research lifecycle can lead to more tailored and responsive research, strengthening its potential to influence change.

To begin, consider these essential impact planning questions:

• Who outside of academia might find value in your research?

• What might motivate their interest – how could they benefit?

• When and how should you connect and communicate with them?

• How will you measure and show the changes your research has brought about, and how will you link them back to your work?

Using an impact planning template
An impact planning template can guide you through this process. It can help you map out the stakeholder landscape, set clear and measurable (SMART) impact goals, and align your research objectives with stakeholder priorities. This ensures your impact efforts are focused, strategic, and relevant.

Think of the impact planning template as a dynamic tool – a document that evolves as your project develops and as your understanding of the stakeholder context grows. Regularly revisiting and updating the plan helps keep your impact strategy current and effective.

For more ideas about how to plan and measure impact look here.

Work packages (WPs) are clearly defined units of work that break a project into manageable sections.

Key characteristics of work packages:

• Structured units: Each work package represents a major component or objective of the overall research project.

• Deliverables: Each WP has specific outcomes or deliverables that must be produced by a certain deadline.

• Tasks/Subtasks: WPs are often broken down into smaller tasks or activities to make them more manageable.

• Resources: Each WP includes details about personnel, budget, and tools required.

• Timeline: They come with a schedule, including start and end dates.

• Responsibility: Each WP has a designated leader or team responsible for completion.

When describing the patient and public involvement and engagement part of your application you need to:

• Explain how you involved people in the development of your research study and importantly how that involvement shaped the project you are proposing

• Differentiate between public involvement, public engagement and having patients, users of services and members of the public as research participants. Having patients (or practitioners and clinicians) as research participants isn’t public involvement.

• How are you going to identify and recruit you public contributors and how are you going to train and support them

Make sure you are familiar with and adhere to the national standards on public involvement and that you have properly resourced your involvement plans, ensuring there is sufficient budget to remunerate public participants for their time. Think also about the possible barriers to people’s involvement in your study and how those might be overcome.

Think about whether there are tools that might help you to think about your public involvement activities and capturing how they have contributed to your study.

• Timing: Interviews are typically 1–2 weeks after the invitation. Try to arrange annual leave or a lighter rota during this period.

• Preparation:

  • Schedule mock interviews - reach out to people you know and don't know.

• Interview format:

  • Understand the rules around presentations and stick to them

  • If you unsure - ask

If a presentation is required

• Clarify time/slide limits and expectations.

• Cover things like:

  • The project overview

  • Its novelty

  • Expected impact

  • Fellowship training plans

  • Any key updates (e.g., new approvals, publications)

• Stick to time limits.

Preparation

• If you can look up who is on the panel and see if you can work out any conflicts of interest - who will be in the room and who will have to step out.

  • Review their research areas to anticipate questions.

Mock interviews

• Arrange with unfamiliar senior academics.

• Email them your application in advance.

• Note difficult questions and feedback.

• Address gaps by:

  • Consulting experts

  • Doing additional reading

  • Using flashcards for revision

  • Video record your presentation practise

Realism and reflection

• Accept that no project is perfect.

• Emphasize your willingness to learn and grow through the Fellowship.

During the interview

• Arrive early.

• Understand the format.

• Engage with the whole panel when answering.

• Respond clearly and concisely.

• Admit when you don’t know something; defend valid points respectfully.

After the interview

• Write down all questions asked.

• Thank those who supported you.

If unsuccessful

• Stay positive, being shortlisted is a success.

• Request feedback and improve your application.

• Know the re-application rules.

• Explore other funders.

If successful

• Congratulations!

You need to tackle reviewer comments and in the spirit of collaboration - try to reframe any feedback as your and your work aren't being rejected but are being improved.

If at all possible take at least a day to digest and get over any annoyance/disappointment etc.

Step 1: Summarise and order the comments you get in a table

Step 2: Be clear and polite, and offer evidence especially if you are going to rebut comments

Step 3: Starting with the easier comments clears your mind to work on larger tasks.

Step 4: Communicate your passions for the topic by adopting a positive tone that suggests you expect the panel to now "get" you and want to fund you.

Dr Claire O'Neill - Swansea University

Dr Martin Elliott - People - Cardiff University

Salary costs should include on-costs (National Insurance and Superannuation/ Pension) and incremental rises and some funders will also require inflation to be added. Ensure staff salaries are correctly allocated to research cost or support cost.

A general rule of thumb is if a member of staff sets aside specific time to participate in the project it is a research cost. When costing salaries do not forget to include time for individuals involved in set-up, monitoring, close-down, analysis, write-up and dissemination activities.

Direct costs

These are the goods and services that must be purchased in order to conduct the study e.g. Equipment; Computers - annual service fee; Specialist software; Printers; Audio recording/transcription devices; Cameras; measuring devices; Specialist lab equipment; Additional/specialist diagnostic equipment.

Travel and subsistence

• Travel expenses for participants

• Research team travel and subsistence

• Travel to and from any Meetings for investigators at other sites

• Patient/public representative expenses

• Travel and subsistence for any training events

• Travel and subsistence for any conference

Consumables

• Consumables used for taking/analysing samples e.g. needles, gloves, vials etc.

• Assay kits

• Stationery – paper, envelopes, printer ink, pens, folders etc

• Printing costs – are specialist documents required?

Other Direct Costs

• Consultancy fees

• Honorarium for patient/public representative

• Room hire for meetings

• Catering for meetings

• Conference fees

• Audio transcription services

• Licences for software or questionnaires etc

• MHRA fees (don’t forget annual service charges)

• Registry fees

• Sponsorship fees (contact your sponsor)

• Payments to GPs

• Investigation costs (where they are specifically for the research study and not part of diagnosis/treatment)

• Placebo costs

• Archiving

Indirect costs

These are overhead costs and for universities may have estate charges as a separate line to cover things like using light, power, reception areas, cleaners etc.)

Support costs

These may need to be calculated for studies. NHS Support Costs include the additional patient-related costs associated with the research, which would end once the R&D activity in question had stopped, even if the patient care service involved continued to be provided

Activity based costs - these should be calculated on a per patient basis. They are generally day-to-day activities that are in some way extended.

Staff time – In general this will be the time of NHS staff who are not part of the study team

but will be performing project related activities, e.g. reviewing the protocol; identifying potential participants; handing out information packs; sending letters; discussing the study with [potential] participants; providing additional information on participants to study team; setting up meetings; participating in meeting.

Additional outpatient time required for participants

Additional time in theatre

Additional time as an inpatient for participants

Support of other departments for activities over and above routine care: pulling medical records; pharmacy dispensing; additional lab tests and more

Excess Treatment Costs

Treatment Costs are the patient care costs which would continue to be incurred if the patient care service in question continued to be provided after the R&D activity had stopped.

Excess treatment costs are the difference between standard treatment and the proposed treatment. It is possible that cost of a new treatment or service may cost less than standard treatment (e.g. a nurse led clinic, cheaper drug) in which case the ‘excess’ will be a negative.

• Drug costs

• Cost of new clinic or service

When describing the Person aspect of your application you need to:

• Explain how your track record shows your potential.

• Make it clear where you are in your career (research experience and career stage) and why the award you are applying for is right for you, right now.

• If you have publications/ conference presentations/ awards/ networks then you need to clearly identify not only what you have published, but how it was received (citations) and any (emerging and existing) impact on your field of research.

• Write about your "identity" as a researcher in a clear and ambitious way: What is your unique research area? What do you contribute as a researcher in this space?

• Be specific about your areas of interest and expertise and how you want to grow and develop your reputation and progress your career.

• Articulate your long-term academic research vision (not the same as your career ambition e.g. job titles), but what you want to achieve. The outcome of that might, of course, be a title like Professor! Think and project maybe 10 years from now. 

• When you are thinking about the next 10 years you need to articulate that journey in terms of developing research independence.

• Remember independent researchers need to be(come) research leaders so don’t forget to describe how you will develop leadership skills.

When describing the Place aspect of your application you need to:  

• Set out how being in this place (and its people and equipment etc) will support you to develop as a researcher.

• Describe what you can access there that is uniquely suited to you and your project this might include personal/family considerations.

• The opportunities there to develop as a research leader, teacher, mentor e.g. will you be able to supervise PhDs 

• Your proposed mentor/supervisor needs to do some of this work for you too- they need to write about the opportunities on offer to you by working there and with them. They also need to say how they will support you to develop your management and leadership skills? 

• Your personal award might take you to other places outside of your host institution on research visits. You need to explain why you've chosen those places and provide evidence e.g. letters of support that these visits/exchanges can and will happen.  

• You need to show how you will spread your wings from working with your usual team or your line manager to developing your own networks and collaborations so make sure you are clear about who else is there 

• Pursue their own research question

• Access training and formal qualifications

• Receive mentorship from experienced research leaders

• Undertake research visits and placements, including opportunities in other organisations or countries

These awards can be a valuable route into research and offer structured support, mentorship and the chance to gain experience.

The Faculty’s Researcher Development Advisors (RDAs) have prepared a range of resources to help overcome these challenges, offering guidance on building a competitive application, identifying suitable mentors, and planning a clear career pathway.

These resources are advisory and designed to make the process more accessible for all professions.