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Systems and Management MANAGING THE FINANCIAL IMPLICATIONS OF THE DH RESEARCH STRATEGY

Systems and Management MANAGING THE FINANCIAL IMPLICATIONS OF THE DH RESEARCH STRATEGY. Session Chair: Jonathan Gower Senior Research Manager Faculty of Medicine and Health/Leeds University Teaching Hospitals Panel: Keith Chantler , Chair NHS R&D Forum Finance Sub Group

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Systems and Management MANAGING THE FINANCIAL IMPLICATIONS OF THE DH RESEARCH STRATEGY

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  1. Systems and ManagementMANAGING THE FINANCIAL IMPLICATIONS OF THE DH RESEARCH STRATEGY Session Chair: Jonathan Gower Senior Research Manager Faculty of Medicine and Health/Leeds University Teaching Hospitals Panel: Keith Chantler, Chair NHS R&D Forum Finance Sub Group Catherine Johns, DH Head of NHS Research Infrastructure Caroline Mozley, Head of R&D North Yorkshire NHS R&D Alliance Angela Sanderson, Head Accountant Lancashire University Teaching Hospitals

  2. DH Research StrategyKey Issues for Research Providers • Managing the Transition phase without collateral damage • Additional financial pressure • Targeted reductions – Trust grant programmes, research nurses, stats etc – easy targets • NIHR faculty? • What happens to current R&D projects if Trusts R&D funding is reduced – any contractual implications? • How to support R&D during Transition can’t predict what might be funded in Programmes/networks may be funded later years • Costing the new funding opportunities • Accurate or “fit for purpose” costing of current R&D activity (standard approach) (may not be the same as how R&D Levy is allocated) • What costs can be included? (overheads, additional treatment costs) – can’t double count cots • How are infrastructure costs recovered? Can’t cross subsidise • How to access funding from the Comprehensive Networks – will they use common tariffs?

  3. R&D Providers are likely to have (or be involved in) multiple contracts with DH • Managing contract deliverables – good quality information is key, are our systems up to it, do we have inbuilt resilience? • Is management a task for R&D office or clinical managers – what levers do R&D office have – and with staff employed e.g. University • Managing across organisational boundaries • NIHR funding becomes important for RAE? • R&D might become a jointly managed activity with Universities? • How can we ensure that if Programmes and networks stimulate more research the support and infrastructure costs follow at the same time

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