The development of afledgling

research network

James Law

Director

Centre for Integrated Healthcare Research

Scottish NHS Research Day “Crossing Boundaries in Clinical Research” – Royal College of Physicians – 14 th March 2005

The CIHR in context

• SHEFC, NHS Scotland and the CSO agreed to invest heavily [c8m] in the research of nursing, midwifery and the allied health professions

• It was agreed to fund three consortia - in the North, South/East and West of Scotland. The CIHR is the consortium with a remit for the South and East of Scotland

The aims of the CIHR

1. To improve the infrastructure of nursing, midwifery and allied health professions research across the three HEIs in Edinburgh, and to enhance its capability and capacity in conjunction with the NHS in Lothian, Borders and Lanarkshire.

2. To facilitate and carry out research projects with relevance to Scottish priorities in healthcare, grouped under three programmes of research – which are…

The programmes of research

• Maximising recovery from acute illness and trauma (University of Edinburgh)

• Early years and parenting (Queen Margaret University College)

• Improving the management of enduring conditions (Napier University)

In addition there will be a series of priority themes for the CIHR (provisional only)

• Intervention and systematic review

• Mental health and quality of life

• Public health

Maximising the recovery from acute illness and trauma

Early years and parenting

Improving the management of enduring conditions

NHS

Lothians

Borders

Lanarkshire

NHS

Lothians

Borders

Lanarkshire

Mental health and quality of life

Intervention and systematic review

Public health

NHS

Lothians

Borders

Lanarkshire

Other networks in Scotland, UK and Internationally

Other consortia in Scotland

NHS

Lothians

Borders

Lanarkshire

Other networks in Scotland, UK and Internationally

Other consortia in Scotland

Changing external agendas

The key features of a successful network • Context needs to be properly mapped out and the

partners singing from the same hymn sheet;• Clear vision of what is wanted from the centre;• Appointment of an appropriate director who is not

over identified with one party or other;• The vision is refined into aims and objectives with

achievable timescales;• Ongoing input to the centre from other research

networks;• Regular testing of the functionality of the network• and lastly… a little pump priming money helps.

And what about the networking?• One of the key first steps is reconnecting with all

those involved in the development process• Explaining progress towards the original vision and

laying out the timetable so that people know what they can expect

• Engaging with people’s research interests and indicating whether the centre will be able to contribute or not. Avoiding the danger of being all things to all men (and causing widespread frustration)

• Delivering on this timetable – ie making sure that you overcome a popular anxiety that initiatives are top down and temporary.

Final thoughts• The CIHR is a classic example of an interactive network with

the component parts engaging freely with one another. Success will be determined by the number of novel connections and the increased frequency of connections.

• Its aim is to facilitate and there is no need for a hierarchical or vertically integrated management system.

• Although power and influence are central constructs in any management system the extent to which power applies to the CIHR is very limited. Ultimately it is the influence of the centre which will determine its success.

• Like all successful networks it will succeed by communicating a vision and drawing others in to realise that vision.