Comprehensive Clinical Research Networks The National Perspective

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Comprehensive Clinical Research Networks The
National Perspective
Andrew Riley Managing Director UKCRN
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Agenda

• The case for change
• UKCRN
• CCRNs
• Progress so far
• Success Factors
• Engaging the NHS

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The case for change

• Perceptions
• Wide variation in time taken in starting
  studies.
• Relatively expensive wide cost variations
• Lack of commitment to accrual targets
• Lack of performance management
• Wide output quality variations
• Slow delivery
• Relatively limited transition to service
• Industry disinvesting in UK plc

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UKCRN Overall aim

• To develop UK wide infrastructure embedded
  within the NHS to support high quality research
  across all areas of health and clinical need
  funded by both commercial and non-commercial
  funders.

TCRNs, PCRNs and CCRNs need to work together to
achieve this. It is a joint responsibility
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NIHR Comprehensive Clinical Research Networks
(CCRN)

• To provide the NHS infrastructure to support
  clinical research through 25 CLRNs
• All healthcare, complete geographical coverage
  across England
• Streamline the research management function
  reducing bureaucracy speeding up study conduct
• From 1 April 09, will be the main route for NHS
  service support for clinical research.

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The Twenty-five CLRNs
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Implementation

• CLRN establishment phase completed.
• Looking for innovative leadership at local level
  to avoid recreating the same as before
• Engaging the NHS at all levels
• Clear operational plans backed by sound budgets
• Define the CCRN portfolio , any gaps
• Streamlining the research management process
• High expectations from the top down

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Success Factors

• Network delivery
• Extent to which network is operating as a network
  rather than a number of individual Trusts.
• Evidence of increased activity, including areas
  previously research inactive.
• Speed of delivery across network
• Workforce recruitment, development and retention
• Contribution to national developments and
  evidence of good local practice

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Engaging the NHS

• Low recognition of UKCRN, TCRN, CCRN and PCRN
  amongst NHS CEOs and MDs
• Tension in RD teams in Trusts
• Apparent clinical uncertainty about changes
• Need for clearer messages/communication
• Local NHS engagement essential to successful
  delivery

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Summary

• Major opportunity for RD in the UK
• A formal, nationally consistent system for
  providing service support for excellent local RD
• Funding needs to be applied transparently with a
  clear audit trail and explicitly linked to
  increased activity
• Need to share experiences and good practice
• A lot of work still to be done!
• We will be judged collectively based on delivery
  of our collective objectives we must work
  together

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Andrew Riley Managing Director UKCRN 01133 430
334 a.riley_at_ukcrn.org.uk www.ukcrn.org.uk