Research and Innovation Strategy 2021 2024 - Improving Lives - Greater ...
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Research and
Innovation Strategy
2021 - 2024
Improving Lives
Research and Innovation Strategy 2021-2024 3 Introduction from the Medical Director I am delighted to be introducing Greater Manchester Mental Health NHS Foundation Trust’s Research & Innovation Strategy for 2021-24. Research and Innovation is at the heart of everything we do at Greater Manchester Mental Health NHS Foundation Trust - discovering and evaluating new interventions, improving service user and carer experience, improving patient care, and supporting staff development. Our mission is to ensure that every service user or member of staff, across all of our hospitals and sites, has the opportunity to participate in and benefit from clinical research and innovation, for better outcomes and increased clinical effectiveness. This document reflects our Trust’s commitment to continuously improve services for users through research and innovation. Underpinned by the Trust’s core values and strategic objectives, the strategy outlines the importance of working with the communities we serve to reduce inequalites and improve wellbeing, alongside developing new treatments. We are committed to delivering on the NHS pledge to inform service users of research opportunities that they may be eligible for, and to supporting our excellent research community to develop leading research and innovation activities. Evidence suggests that clinically research active Trusts have better patient care outcomes, and this strategy has been developed to help us achieve just that. We will monitor and report our progress over the next three years through our R&I Committee, Quality Improvement Committee and Strategic Development Group and I am confident that we will be able to deliver on the six strategic priorities set out in this document. Alice Seabourne, Medical Director and Executive Lead for Research and Innovation
Our Five Year Trust Strategy 2019 -2024
This strategy describes our direction for GMMH over the next five years, guiding how
we will lead and enhance services in collaboration with service users, carers, staff and
partners: always with a shared purpose of improving health and wellbeing.
Our Vision Working together to improve lives and support Our Strategy Delivering excellent care and supporting wellbeing
optimistic futures
Objective One Objective Two Objective Three Objective Four Objective Five
Strategic Objectives
Work with service users Create an outstanding Continuously improve Work in partnership Be a sustainable, well-led
and carers to achieve their place to work, ensuring services for users through with others to improve organisation that delivers
goals by delivering high staff feel valued and are Research, innovation and wellbeing and challenge social value
quality care supported to reach their digital technology stigma
potential
Quality Improvement Supply, recruitment and Research and Innovation Service users, Financially sustainable
Programmes of Work
• To improve outcomes retention Digital Communities and and well governed
Outstanding place to Voluntary, Community Safe, effective and
• To deliver safest care
work and Social Enterprise supportive environments
• To integrate care sector (VCSE)
around the person Transforming our Productivity
workforce Integrated care
Best Care Delivering Social Value
Outstanding leadership Public sector
and management Trusted partnerships
development
Best care, every day Compassionate, Best outcomes Individualised, Sustainable services,
Aims
supported, motivated seamless care adding value
staff
We inspire hope We work together We are caring and We value and respect We are open and honest
Values
compassionate
6 Research and Innovation Strategy 2021-2024 Research and Innovation Strategy 2021-2024 7
Delivering research = Achievements to date
We have established ten research units focusing on important research themes
delivering best outcomes (Psychosis, Dementia, Perinatal Mental Health, Complex Trauma and Resilience, Suicide,
Risk and Safety, Digital Mental Health, Youth Mental Health, Psychological Therapies for
Anxiety and Depression, Mental Health Nursing, Equality, Diversity and Inclusion).
We have conducted several world-first clinical trials.
Our vision for research and innovation in GMMH is to be at the
Some of our clinical trials have directly led to NICE Guideline recommendations for
forefront of mental health research using new knowledge to delivery of specific interventions.
improve outcomes. We have delivered high quality user-led research, including clinical trials of interventions
developed by lived experience stakeholders.
We aim to improve our understanding, treatment and outcomes of mental health problems
and wellbeing for our service users, carers and staff by ensuring equitable access to We host the University of Manchester’s first ever NIHR Research Professorship.
opportunities for development and participation in high quality research. We are committed Since the Trust was established in 2017, we have been successful in attracting significant
to co-production of research, ensuring that the involvement of people with lived experience NIHR research funding, including £13.4m in NIHR grant income in the last five years,
of mental health difficulties is prioritised. with £4.5m forecast for 2021/22.
In order to achieve this, Greater Manchester Mental Health Trust has six strategic priority We have hosted five NIHR Fellowships and nine NIHR Senior Investigators in the past
areas for Research & Innovation for the next three years: five years.
Make sure our research matters - Ensure our research and innovation activity is relevant
to the priorities of communities of Greater Manchester that we serve, the Trust and the
wider NHS.
Access for everyone - Maximise the opportunities for the communities we serve to
engage with research and innovation activity.
Improve outcomes - Inform and improve clinical services by innovation adoption,
research involvement, dissemination and translation and innovation adoption.
Sustainable research infrastructure - Maximise financial opportunities and income
from research and innovation ensuring value for money and sustainability of research
infrastructure.
Be at the forefront of mental health research - Assist the Trust in achieving its aim of
being a leading organisation for mental health research and innovation.
Use research and innovation to close the inequalities gap - Ensure our research includes
an emphasis on prevention, wellbeing, inclusion and reduction of stigma, discrimination
and inequalities alongside developing treatments for established mental health
problems.
8 Research and Innovation Strategy 2021-2024 Strategic Priority 1 9
Strategic Priority 1 Key strategic objectives
Ensure that we involve and engage service users and carers in the way we develop,
Ensure our research and innovation activity is relevant to deliver and plan research and innovation.
the priorities of communities of Greater Manchester that we Conduct research and innovation aligned to the Trust’s core values, the Trust strategic
serve, the Trust, and the wider NHS objectives, NHS, national and international priorities.
Support the development of evidence and research-informed clinical services.
Ensure research and innovation are included as core components of clinical service
delivery and development.
What will we do?
Dedicate a call for Research Capability Funding (RCF) to topics focussing on user-led
research.
Develop and monitor patient and public involvement (PPI) in research units and projects
to increase co-production of research and ensure appropriate remuneration.
Increase research focused on hope, recovery, resilience and quality of life.
Support research units to become self sustaining.
Develop and implement new, evidence-based interventions for mental health and
wellbeing that improve outcomes.
Identify opportunities for future growth in research and innovation activity.
Involve service users in R&I leadership, including setting priorities and providing
research leadership and membership of R&I committee and sub-committees.
Continually assess whether lived experience could add value to R&I posts and support
people to access and be successful in those posts.
Measures of success
Allocation of RCF funds to support research on user led research.
An increase in the number of user-led research projects and service user researchers.
An increase in research on topics of strategic importance to the Trust including suicide
prevention, patient safety, CAMHS, digital interventions, psychological therapies, first
episode psychosis, dementia, acute care, trauma informed care, substance misuse, carer
wellbeing and perinatal mental health.
Increased engagement in, and leadership of, research activity from all professional
groups particularly under-represented groups, including nursing.
Evidence within Trust-hosted projects of research on: access and choice, stigma
reduction and empowerment, prevention, integration, sustainability, equality, diversity
and inclusivity.
An increased number of studies on the physical health of service users.
The development of research interest groups for addictions, addictions misuse, inclusion
and reduction of inequalities, and forensic services.
10 Strategic Priority 2 Strategic Priority 2 11
Strategic Priority 2 Key strategic objectives
Maximise the opportunities for the communities we serve to Develop a high quality research and innovation culture which normalises research and
innovation by embedding it into policies, practice and systems.
engage with research and innovation activity Increase the opportunities for service users, carers and staff to participate in high quality
research which is relevant for the NHS.
Ensure that staff, service users and carers are supported and encouraged to access,
understand and engage with the research we do.
What will we do?
In research:
Develop a communication strategy to facilitate awareness of current opportunities for
service users, carers, staff and volunteers.
Develop a network of clinical research and innovation leads and champions.
Further implement the process for distribution of research engagement rewards to
referring clinical teams.
Ensure equitable access for service users regardless of geography, diagnosis or protected
characteristics.
Fully implement the delegation of first contact and screening SOP.
Further develop cohort approach to study design.
Establish a co-produced ‘Understanding Research’ course at the Recovery Academy.
Identify and support academic career opportunities in partnership with HEI
organisations including a buddy scheme,mentoring, secondments and fellowships.
Develop in-house NHS researchers and principal investigators, across professional
groups and service users and carers in all clinical areas of importance to the Trust.
Publish a public-facing media platform with access to the menu of research participation
opportunities.
In innovation
Work with service users and staff to raise awareness of, and engage in, the utilisation of
patient data for research, service improvement and innovation.
Align innovation projects with divisional and service level objectives and challenges.
Train staff in Systematic Innovation through bespoke sessions or via two-day Recovery
Academy courses.
Communicate innovation pipeline and innovation capability enhancement to clinical
and operational managers.
Develop the role of Digital Navigator from staff, service user and voluntary groups
to enhance the use of health tech innovations and ensure digitally impoverished
populations are supported to engage, thus reducing health inequalities.
12 Strategic Priority 2
Measures of success
Evidence of parity of access to research and innovation projects across clinical teams,
divisions and directorates, and protected characteristics.
An increase in the number of service users, carers and staff recruited to studies.
An increase in the number of service users and carers in researcher roles.
An increase in the number of Trust-employed investigators and research-active staff.
Delivery of R&I courses at the Recovery Academy.
Budgetary evidence of transfer of research engagement rewards to clinical teams.
An increased number of Portfolio studies and commercial studies available to staff, users
and carers.
An improvement in website metrics and use of the #gmmhresearch hashtag across
Twitter.
Development of the ongoing service user consultation process, and evidence of
attendance and responses to feedback on the use of patient data for research and
innovation.
Evidence of projects moving through the innovation pipeline, in accord with divisional
and service objectives.
Evidence of divisions and/or services utilising means to boost innovative capability.
Digital Navigators completing recruitment process, as volunteers, or staff incorporating
aspects of the role into their routine work.
14 Strategic Priority 3 Strategic Priority 3 15
Strategic Priority 3 Key strategic objectives
Inform and improve clinical services by innovation adoption, Improve clinical outcomes.
Improve service user experience.
research involvement, dissemination and translation
Improve the efficiency and effectiveness of services.
Disseminate research results into clinical service planning and developments and support
their translation into practice.
Disseminate innovation opportunities into service planning and improvements.
Make full use of patient data held by the Trust for research, quality improvement and
innovation.
Develop a research culture within clinical teams that promotes active participation in
and recruitment to clinical research studies as a core role for mental health professionals
in delivering care.
What will we do?
Ensure the membership of the Research & Innovation Committee accurately reflects the
range of clinical services delivered in the Trust.
Ensure there is senior R&I representation at key Trust senior leadership committees.
Ensure involvement of R&I staff in the development of routine outcome measures
within the Trust.
Develop a regular programme of dissemination and evidence-based intervention
training events.
Facilitate the participation of clinical academic staff in clinical service planning and
evaluation.
Facilitate involvement of clinical service management in academic job planning and R&I
management in NHS job planning where there are funded research sessions.
Identify and advertise the publication of Trust-supported and affiliated research,
including that carried out by other academic or clinical organisations.
Support GMMH to commence and sustain membership of UK Clinical Records Interactive
Search, to enable researchers and quality improvement experts to access a wider range
of Trust and UK Trust network held patient data.
Align with services to identify innovation requirements and opportunities, and develop
or adopt innovations locally, and evaluate impact on return on investment.
Measures of success
A programme of dissemination and training events reflecting study specific and research
unit activity.
Clinical service representation at all Research & Innovation Committee meetings.
Evidence of clinical operational sign-off in all academic job planning, and R&I sign off in
NHS job planning (where relevant).
16 Strategic Priority 3 Strategic Priority 3 17
Evidence of R&I workstreams in all major service developments, such as the Park House
redevelopment.
The number of clinical staff who identify research participants for studies and how many
they identify, as well as the proportion of clinical staff who are playing an active role in
the design and delivery of research projects.
Increased numbers of publications in high-impact journals using correct citation
guidance.
Minuted attendance by R&I representatives at Quality Improvement Committee,
Improvement and Effectiveness Sub-Committee, and Medical Leadership committees.
Membership of UK Clinical Records Interactive Search.
Number of research projects, and quality improvement teams applying for access to UK
CRIS.
Innovation developments or adoptions implemented in services.
18 Strategic Priority 4 Strategic Priority 4 19
Strategic Priority 4 Key strategic objectives
Maximise financial opportunities and income from research Assist the Trust in growing its mental health research and innovation portfolio.
and innovation, ensuring value for money and sustainability Ensure that R&I remains a major component of the Trust’s financial structure and
stability.
of research infrastructure
Develop a positive culture of innovation engagement and adoption, both within the
Trust and with Life Science partners.
Assess return on investment for all Trust developed/adopted innovation.
What will we do?
Support the existing GMMH research units to grow by offering financial and
operational assistance when needed and appropriate.
Support new and existing GMMH principal Investigators who are leading commercial
research activity to grow, by offering financial and operational assistance when needed
and appropriate.
Set up, and/or participate in, national and international collaborations and networks for
mental health research and innovation.
Set up, and/or participate in, national and multinational grant applications.
Establish and maintain financial systems for R&I finance, to ensure accurate tracking of
NIHR and commercial budgets.
Incentivise research applications by returning a proportion of research capability
funding (RCF) to the principal investigators.
Foster an innovation culture by facilitating dialogue between innovators and Trust
clinical services and raise awareness of innovation capability enhancement.
Monitor and evaluate innovation projects’ return on investment and impact on clinical
service delivery or patient outcomes.
Measures of success
Year on year increases in:
Commercial research income.
Numbers of commercial studies.
NIHR income.
International and national collaborations.
Evidence of changes in routine clinical practice by clinical and operational managers
which influence local and trust-wide cultural practices towards greater innovative
maturity.
Evidence of innovations being trialled by the Trust.
Evidence of successful candidate innovations being disseminated across the Trust.
Demonstrable clinical or economic benefit from innovation adoption.20 Strategic Priority 5 Strategic Priority 5 21
Strategic Priority 5 Key strategic objectives
Excel in the performance of research initiation and delivery.
Assist the Trust in achieving its aim of being at the forefront
Excel in service user and carer co-production and engagement in research and
of mental health research and innovation innovation.
Excel in the financial management of research and innovation.
Provide high standards of research governance and management, including appropriate
electronic support systems and use of these (e.g. PARIS; DATIX).
Work collaboratively with stakeholders.
Build capacity within our workforce for staff to gain skills and knowledge to enable
them to conduct high quality research (including increasing our number of principle
investigators.
Become a “go-to” provider for commercial, industry, academic and third-sector partners.
Consolidate and improve the Trust’s Research & Innovation estate.
Be an early adopter of beneficial innovations.
What will we do?
Maintain and improve links with Health Innovation Manchester (HInM), the Clinical
Research Network (CRN), University of Manchester, adjacent Acute Trusts, Mental Health
Trusts and local Primary Care organisations.
Communicate our achievements as a key leader of research.
Contribute to regional and/or national research and innovation networks.
Contribute to the alignment of GMMH research priorities with those of other partner
organisations.
Ensure that the Trust research pharmacy is adaptable and responsive in accordance with
sponsor or funder timeline requirements.
Conduct regular audits of Trust-sponsored studies.
Be fully compliant with research study set-up and close down timescales.
Develop a monitoring strategy for sponsored and hosted studies.
Maintain an up-to-date and externally accessible library of Standard Operating
Procedures.
Participate in Trust new estates consultations and conduct a full review of existing R&I
estate utilisation, with a vision of establishing a Mental Health Research Hub enabling
co-location of all R&I staff.
Embed R&I strategic objectives in the appraisals of research staff and core R&I team
members.
Contribute to embedding Trust strategic objectives into appraisals for all GMMH staff
with particular reference to continuously improving services through Research &
Innovation
Establish innovation adoption partnerships with clinical and operational leads to enable
efficient adoption and implementation.22 Strategic Priority 5 Strategic Priority 5 23
Measures of success
Evidence of participation in meetings with external partners or networks by the R&I
senior leadership team.
Publication of annual audit demonstrating active scrutiny of research project
governance.
Demonstration of timely pharmacy engagement with open studies or studies in set-up.
Satisfactory completion of MHRA inspection readiness exercise.
Full compliance with study set-up, delivery and close down performance metrics.
CRN recruitment target hit year on year.
Annual audit of SOPs demonstrating 100% in-date and available to external
stakeholders.
Clinical trial portal data complete and up to date.
Evidence of review of R&I estate and facilities with Trust management teams.
Evidence of Trust development and/or early adoption of health beneficial innovations.24 Strategic Priority 6 Strategic Priority 6 25
Strategic Priority 6 Key strategic objectives
Facilitate the development of a programme of research and innovation that integrates
Ensure our research includes an emphasis on prevention, physical and psychological health and reduces health and social inequalities.
wellbeing and inclusion and reduction of stigma, and Ensure that our research and innovation programme reflects the cultural and ethnic
discrimination and inequalities alongside developing diversity of the population we serve.
treatments for established mental health problems Assist the Trust in developing services that reduce the stigma and social consequences of
serious mental health problems.
What will we do?
Require the Trust research units to report annually on prevention, wellbeing and
inclusion and reduction of stigma, and discrimination and inequalities.
Dedicate a call for Research Capability Funding (RCF) funds to topics focussing on
equality, diversity and inclusion.
Encourage innovations focussing on wellbeing and the promotion of health and
reducing disparities in access, care and outcomes experienced by marginalised groups
and people with protected characteristics.
Promote digital innovations that support symptom monitoring or health and wellbeing.
Measures of success
Allocation of RCF funds to support research on equality, diversity and inclusion.
Piloting of innovations that focus on staff, service user and carer wellbeing or physical
health.
An increase in the number of NIHR studies investigating co-existing physical and mental
health factors.Implementing the Strategy
We will implement this strategy by involving our stakeholders
(service users, carers and staff) in promoting awareness of research
and innovation opportunities.
We have committed financial investment to support our research units, as well as user-led
research, with co-production being central to our research strategy and equality, diversity
and inclusion-related research.
We are engaged in an organisational development initiative to help develop and optimise
our research and innovation infrastructure, processes and workforce in order to achieve our
ambitions. We will also work with our partner organisations (in particular, the University
of Manchester, the Greater Manchester Clinical Research Network and Health Innovation
Manchester), as well as commercial partners, to ensure that the benefits of mental health
research are delivered to our population. This includes a vision for developing a proposal for
a Mental Health Research Hub with a building to co-locate all R&I staff.
We have developed a comprehensive implementation plan which includes ensuring quarterly
reporting on our success measures for each strategic priority area to the Trust Quality
Improvement Committee.
How to get involved in Research and Innovation
Research and innovation is for everyone – service users, staff, carers, relatives, friends….all
members of our community. Ways in which you can get involved include:
• Participating in active research studies for which you are eligible.
• Contributing research and innovation project ideas.
• Contributing to the design, development, delivery and dissemination of research,
particularly within our research units.
• Contributing to the evaluation of innovative technology or innovative service delivery.
• Becoming a Research Advocate or a Digital Navigator and encouraging the links between
service users, clinical services, R&I teams and the public.
• Sharing your own research experiences with others.
All current opportunities can be found on the R&I section of the GMMH website - Research
and Innovation - quality mental health research at www.gmmh.nhs.uk/research-and-
innovation. If you cannot find what you are looking for, please contact
askaboutresearch@gmmh.nhs.uk with your query.Greater Manchester Mental Health NHS Foundation Trust Bury New Road, Prestwich, Manchester M25 3BL Telephone: 0161 773 9121 Website: www.gmmh.nhs.uk This information can be provided in different languages, Braille, large print, interpretations, text only, and audio formats on request, please telephone 0161 358 1644. © Greater Manchester Mental Health NHS Foundation Trust
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