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  • Mackay Institute of Research and Innovation | Annual Report 2017/ 18 | 1

  • Mackay Institute of Research and Innovation | Annual Report 2017/ 18 | 2

    Contents

    Overview .................................................... 3

    Background ......................................... 3

    The MIRI evolution .................................. 4

    About MIRI .................................................. 4

    The MIRI Mission ..................................... 5

    MIRI Governance ..................................... 5

    Our highlights from 2017/18 ....................... 5

    Engagement and collaborative partnerships ........................................... 6

    Revenue, grants and funding .................. 6

    Streamlined research governance ........... 7

    Research strategic themes ...................... 8

    Education and training ............................ 8

    Capacity development ............................ 8

    Priority aligned programs ........................ 9

    Plans for 2018 and beyond ....................... 13

    Appendix: Research registered in 2017/18.14

    Appendix: Clinical trials ............................ 17

    Appendix: MIRI Grant recipients ............... 18

    Appendix: Implementation projects .......... 20

    eyeConnect Ophthalmic Diagnostic System .............................................. 20

    HealthPathways ................................ 20

    Obesity & diabetes ............................ 21

    Rapid Recovery Protocol for Total Joint Arthroplasty ...................................... 21

    Foot and Heel Pressure injury prevention ......................................... 21

    Choosing wound care wisely ............. 21

    Rural virtual trauma enhancement ..... 22

    Other virtual health models of care .... 22

    Appendix: Research/ EBP seminars & events hosted by MIRI ......................................... 24

    2017 ..................................................... 24

    2018 ..................................................... 24

    Appendix: Finance report.......................... 26

    Appendix: MIRI Council members ............. 27

    References ............................................... 32

  • Mackay Institute of Research and Innovation | Annual Report 2017/ 18 | 3

    Overview This document is the inaugural Annual Report for the Mackay Institute of Research and Innovation (MIRI), an Academic Health Centre (AHC) based in Mackay, regional Queensland and officially opened by the Mackay Hospital and Health Board (MHHB) Chair, Tim Mulherin on 23 June 2017.

    Background

    In 2016 the MHHB endorsed the Mackay HHS Education and Research Strategy which incorporated the goals of establishing a research and innovation function with the aim of improving the gap between the latest research evidence and clinical practice1a. This investment was driven by activities at an international and national level since the 2008 Zerhouni review of the National Health and Medical Research Council (NHMRC) and the 2013 McKeon Review advocating a move toward Academic Health Centres and research translation 2,3.

    AHCs, centres of world-class excellence in translational and clinical research, focus on translating research outcomes into practice to address the research to practice gap that has such a detrimental effect on the health of our communities4b.

    The Mackay Hospital and Health Service (MHHS) aims to deliver outstanding health care services to our communitiesc. As a health service provider, the MHHB recognised the opportunity to improve our patients’ experiences by creating MIRI, an as the means for integration between research evidence and clinical practice. by emulating

    a For example, studies have found that 57% of

    Australian consultations receive ‘appropriate’

    health care, 20-30% of today’s care delivers no

    benefits which amounts to $45 billion of wastage

    in Australia’s annual health spending (2).

    b Translational research may be defined as an

    approach to research with the goal of combining

    disciplines, resources, expertise, and techniques to

    similar organisations internationally and elsewhere in Australia.

    “If we want to get the most out of the research we fund, we need to make sure Australian health practitioners and decision makers have access to the latest evidence, and that they know how to apply it to help their patients” NHMRC CEO Professor Warwick Anderson, 20155.

    The MIRI aligns with the Department of Health (DoH) and Health Innovation, Investment and Research Office (HIIRO)dfocus on translation, to “develop and capitalise on evidence and models that work; promoting research and translating it into better practice and care” 6 exemplified in the July 2017 release of the Queensland Advancing Health Research 2026: Healthier Queenslanders through research-informed healthcare.

    The MIRI and the MHHS have also been actively engaged in supporting the emerging, first of its kind, Tropical Australian Academic Health Centre (TAAHC) in Northern Queensland.

    The state, national and international context demonstrate the widespread recognition at all levels of the vital importance of research and innovation through translation and of AHCs as the key to balancing delivery of safe

    promote enhancements in prevention, diagnosis,

    and therapies within the healthcare system10.

    cMackay HHS Strategic Plan 2016-2020.

    http://www.mackay.health.qld.gov.au/wp-

    content/uploads/2017/06/FINAL-Mackay-HHS-Strategic-

    Plan-2016-2020_2017-Update.pdf

    d Health Innovation and Investment Research Office. Fact

    Sheet. Department of Health: 25 August 2016.

    http://www.mackay.health.qld.gov.au/wp-content/uploads/2017/06/FINAL-Mackay-HHS-Strategic-Plan-2016-2020_2017-Update.pdf http://www.mackay.health.qld.gov.au/wp-content/uploads/2017/06/FINAL-Mackay-HHS-Strategic-Plan-2016-2020_2017-Update.pdf http://www.mackay.health.qld.gov.au/wp-content/uploads/2017/06/FINAL-Mackay-HHS-Strategic-Plan-2016-2020_2017-Update.pdf

  • Mackay Institute of Research and Innovation | Annual Report 2017/ 18 | 4

    and efficient clinical services in the face of continuously rising costs of healthcare7.

    The MIRI is focused on obtaining value from research, by ensuring that it is focused on improving health outcomes through translation, whether it be in medicine, technologies or practices in the community8.

    The MHHS had very little designated research support compared with other Queensland Health Services yet is in a unique position as a regional centre small enough to implement change effectively and with existing operational project support structurese. This vision combined with the financial investment of the MHHB had ensured commitment to establishing MIRI as our own regional AHC and a future centre for innovation in regional health.

    The MIRI evolution

    In October 2016, a proposal to establish the MIRI through a grant of $3 million, including a commensurate strategy to 2020, was approved by the MHHB and subsequently ratified by the MIRI Establishment Steering Committee. The MIRI Strategy included phased goals consistent with the existing MHHS Strategic Plan, Education and Research Strategy and the subsequently published DoH research strategy6.

    The MIRI concept included the development of new translational research and implementation support functions; inclusion of value-based healthcare model into research and implementation projects through collaborative academic partnerships; and incorporation of the existing research and innovation enablers such as Virtual Health; Integrated Health; Research Capacity Development and Medical Education into MIRI.

    Phase 1 in August to December 2016 saw the establishment of the lead Project Team and the development of a Business Case to establish MIRI; a MIRI Strategy and Implementation Plan; a Marketing,

    e Other HHSs have as many as 10-15 FTE designated to

    supporting research.

    Communications & Engagement Plan; research priorities; a high-level governance structure; a MIRI-Grants scheme and an organisational structure with a phased recruitment approach. The outcome was the approval by the MHHB to invest $3 million seed funding over three years. Translation; Clinical Trials Unit; and Research Capacity & Capability Plans were also developed.

    Phase 2 in January to December 2017 saw the creation of a MIRI Establishment Steering Committee with expertise from external AHCs and the Health Innovation Investment and Research Office. Sub- projects were formed to carry out the implementation plans marked for Phase 2. Recruitment of staff to relevant Phase 2 roles occurred and a MIRI delegate attended a range of AHCs to seek information and feedback for developing the MIRI model. The MIRI Marketing Communications & Engagement plans were progressed with the MIRI website being developed and a formal launch event.

    The latter part of Phase 2 (August to December 2017) saw the finalisation of new roles functions including six new staff; the set-up of the MIRI Council; the launch of the Catalyst Program and the closure of Phase 2.

    About MIRI The MIRI comprises a dedicated team who work with health professionals, consumers and operational managers to develop research capability and to

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