Biomedical & Health Research (BHR) Strategy

Transcription

1 Biomedical & Health Research (BHR) Strategy Vision To be internationally recognised for our research in Biomedicine and Health, addressing global grand challenges through distinctive, focussed, world-leading translational research. Our goal is to be acknowledged as a world leader in biomedical and health research by Strategy To identify and support current and emerging areas of research excellence aligned with clinical research strengths at Leeds to provide specific foci for delivery of interdisciplinary, impactful research that is sustainable, distinctive and responsive to external opportunities and global grand challenges in biomedicine and health. These specific foci will provide the targets for future strategic investment in Leeds. This will be accompanied by a strategic disinvestment in research focussed towards clinical end points where there is no evidence of international research excellence. We recognise that our partners in the NHS Trusts will wish to maintain a broad range of clinically excellent services and we will maintain University of Leeds support for excellence in education and training in such areas. External opportunities Against a background of research funds being concentrated in fewer centres of excellence, there is an increasing trend towards funding larger, interdisciplinary teams to tackle major societal problems. Our aim is to increase Leeds market share from the major funders of biomedical and health research, including but not confined to NIHR, MRC and the Wellcome Trust. This will be done by developing strategic alliances, both with funders (such as RCs) and with partners (industrial and DoH), as well as enabling closer alliances between researchers and clinicians in Leeds. The current strategic priorities for a range of funders in the Biomedical and Health Research (BHR) area are listed in Appendix 1. External opportunities currently include focus on resilience, repair and replacement; lifelong health and aging; environment, nutrition and health; technology of healthcare and diagnostics; health and wellbeing and basic bioscience underpinning health. In addition, MRC and Wellcome are strengthening investment in health in low-income countries. We aim to increase our funding portfolio across the full breadth of available support, including basic, applied and clinical translation through our strategy to integrate areas of convergent strengths. Defining our areas of strength We have identified areas of both current and potential strength and mapped these against the external opportunities. This information is being used to guide our future investment strategy to promote areas where there is strength, critical mass and opportunity, whilst maintaining the potential for new areas to emerge as the landscape changes. The strategy therefore needs frequent refreshing to ensure that it matches the current internal and external landscape. The University of Leeds has significant research strengths in three relevant domains of research: (i) (ii) basic sciences and medical engineering underpinning health and biomedicine (e.g. FMH, FBS, MAPS, Eng); clinical research (FMH); and 2

2 (iii) applied health research (FMH, Social Sciences, PVAC and Humanities). We also have close partnerships with local NHS trusts, especially LTHT. We need to promote collaboration across these domains and at all stages of the research-innovation pathway (invention, evaluation, adoption and diffusion) in order to deliver our vision. Our greatest potential lies in the facilitated convergence of excellence in basic biomedical and medical engineering research with internationally-recognised applied health research, engineering and Leeds-based clinical strengths. We should therefore seek to encourage collaboration and input from the STEM faculties (e.g. basic underpinning biological, chemical and engineering science), with clinical and applied health research through to its impact in improved healthcare outcomes. We should also build collaborations with social scientists across the University to ensure thorough and appropriate consideration of the social and ethical dimensions of medical innovation, health care delivery and evaluation. Similarly, collaborations with the arts and humanities will bring the historical, literary and cultural approaches of a critical arts methodology ('medical humanities') to the translation of research in medicine and personal-decision-making about healthcare provision, with implications for clinical practice as well as understanding the discourses that circulate about health in our culture. The interface with clinicians is key to delivery of our strategy and to increasing our competitiveness. We need further to align and support collaboration with our NHS colleagues by working through JPB and BHRC and via introduction of a joint research office to support pre- and post-award processes. We need to explore with our Trust partners ways in which we can encourage participation by clinicians in research (for example, by supporting buy out of sessions and considering the introduction of the honorary title of Associate Clinical Professor ) and access to patients for translation of our findings to ensure the clinical relevance of our work. This would also offer additional opportunities to access NIHR funding. A seamless University NHS partnership in research would offer UK distinctiveness for Leeds as well as supporting the proposed strategy. Leeds has the potential for increased distinctiveness in bringing together strengths in each of the biomedical / engineering, applied health and clinical research domains. Rather than the conventional linearised pipeline to translation, Leeds can become world-leading in translational research by bringing together its strengths at all stages of the research process. This not only accelerates the route to impact but also provides focus around specific clinical challenges. Based on evidences from all four STEM faculties, underpinning strengths were identified in technological development, medical engineering, biomedical, applied health and clinical research (see Appendix 2 and supporting evidences in the 4 Faculty documents). Convergence of strengths is already apparent in some areas and can be clustered around clinical themes. Analysis of strengths suggests three existing convergent themes that fit the remit described above, where we have research excellence and cross-cutting expertise combined with clinical strengths addressing specific clinical challenges, these are: (1) cancer (2) musculoskeletal (including dentistry) (3) cardiovascular 3

3 Neurosciences represent a potential fourth emerging theme, though elements, especially in clinical neurosciences, remain to be fulfilled. Genetics is a fifth, cross-cutting area where world leading facilities in gene sequencing coupled with a regional population base with high consanguinity offer unparalleled opportunities in Leeds for gene discovery while genetic epidemiology is an externally recognised strength in Cancer and Cardiovascular medicine. Increased links in to biology, perhaps via stratified medicine and further expertise in clinical genetics would further enhance the theme. These themes are broad in terms of bringing together a range of traditional disciplines in to one area of application (see Figure 1). The breadth of the themes makes them resilient as different parts of the innovation pathway can grow and shrink as staff and investment change. Figure 1 Convergence of strengths in Leeds Biomedical and Health Research The identified themes are not exclusive in that we need to ensure that other areas where we have international excellence can potentially grow to meet future external opportunities. New themes can emerge in association with changing internal capacity and external opportunities. For example, we have existing interest and strengths in nutrition and health, epidemiology and international health in developing countries. As the opportunity matures (perhaps via Africa College and greater emphasis of funders on global issues of health and nutrition), this may emerge as a new convergent strength. Maintenance and re-enforcement of individual cross cutting strengths is therefore essential in order to maintain maximum flexibility to respond to future external opportunities and grow emerging areas. We recognise that it is not possible to undertake world leading research in all areas of biomedicine and health within a single Institution. Our strategy 4

4 focuses on those areas where internationally recognised cross-cutting individual research converges with strong clinical research around clinical challenges. Estate and research infrastructure/facilities Our estate and, in some cases, our equipment / research infrastructure base, are real strengths in biomedical research but also a major area of risk. We cannot operate and be competitive at the leading edge of biomedicine without access to world class facilities. A shift away from traditional faculty and disciplinary boundaries, with consolidated and well-found facilities, improved communications, targeted infrastructural support and enabling administrative processes will improve planning, utilisation of capital equipment and resource across the Institution. A Leeds BHR infrastructure and facilities strategy is required to future-proof and sustain our internationally recognised research. Postgraduate students and the development of a staffing profile for sustainable growth An integral part of the Biomedical and Health Research Strategy is the development of a staffing profile for sustainable growth and continued delivery of high quality, impactful research that is responsive to external needs and global challenges. We believe that postgraduate researchers are an integral component of a vibrant research culture and that one of the measures of the success of our strategy will be an increase in PGR numbers across the interdisciplinary base. To embed our strategy across all of the career grades, we will start by exposing our undergraduates to elements of biomedical and health research through the University's continuing and core principle of researchled teaching, including, for example, flagship initiatives such as our LURE (Leeds Undergraduate Research Enterprise) scholarships. UGs will be encouraged to continue their studies at Leeds through a PG open day which will introduce them to the opportunities of further study and beginning a research career with a focus within Biomedical and Health research. We believe that this, when coupled to our in-house subject-specific training courses, aligned with the University's Researcher Skills and Development Training programme, will lead to greater recruitment, retention and submission rates of our PGR cohorts, and contribute to Leeds becoming widely recognised as an international centre for doctoral training. In turn this will create a sustainable pipeline of early-career researchers with the right skills to move on to become independent researchers, academics and eventually research leaders. Relationship between the University BHR strategy and Faculty Strategies Recognising the convergent areas of strength is an opportunity for individual Faculties to encourage the growth of these groupings within their strategic plans, perhaps by encouraging staff who may be working in isolation to develop links to other workers. The identification of these biomedical and health foci offer opportunities for strategic cross- Faculty appointments, including potential Theme Champions. Theme-based workshops, encouraging and facilitating cross-disciplinary exchange and permitting basic scientists and engineers to meet and discuss clinical challenges will facilitate establishment of multi-disciplinary consortia poised to take up funding opportunities. 5

5 Relationship between University BHR strategy and BHRC Transformation Fund The BHRC Transformation Fund has broadened the reach of biomedical research within the University, through (a) appointment of STRFs across a range of faculties but with a joint scientific/engineering and clinical/applied research mentoring scheme; and (b) capacity building within STEM faculties for collaborative interfacial work with medical researchers through Facilities (eg MCCB in MaPS; BioScreening in FBS and FMH). The alignment of BHRC objectives with the University strategy for Biomedicine and Health will be important for delivery against TF targets and, more crucially, for the long-term sustainability of the BHRC programme beyond the lifetime of the TF funding. Summary of Specific Objectives (see Table 1): 1. Concentrate: Use the strategy to focus strategic investment in Biomedical and Health research at Leeds around specific clinical and socio-economic challenges that are underpinned by sector-leading basic research; 2. Sustain: Ensure succession planning and research leadership in both focus areas and emerging themes; develop cross-faculty strategy for consolidation, support, and improvement of research infrastructure; recognise, support and maintain underpinning cross-cutting individual multidisciplinary strengths; 3. Grow: Target, facilitate and support bids for interdisciplinary external funding opportunities, including cross-faculty PGR DTCs / PGT courses. Pro-actively build relationships with strategic partners including external funders, industry, NHS Trusts, Leeds City region, public. Identify, incentivise and encourage engagement with clinicians. 4. Market: Aggressively market the distinctive Leeds brand in translational research 5. Refresh: Re-visit strategy annually. What will success look like? See Table 1 below. Professor David Hogg Pro-Vice-Chancellor for Research and Innovation July

6 TABLE 1: Objectives and measures of success: Objective Actions Measure Focus strategic investment in Leeds Biomedical & Health research around specific clinical and socioeconomic challenges Ensure succession planning and research leadership A cross-faculty strategy for research infrastructure and facilities (RI) Recognise, support and maintain underpinning cross cutting individual disciplinary strengths 1) Identification, evidence basing and agreement of underpinning strengths and convergent foci; 2) Targeted direction of strategic funding: 3) Develop strategy for increased share of NIHR BRU/ BRC support 1) Research leadership training provision; 2) Funding for new Chairs; 3) STRF programme; 4) Support (financial, in kind and in help in bid preparation) for external Fellowships. 5) Focus on PGR recrutiment, completion and retention 1) Working group to identify RI strengths, gaps and opportunities at Leeds; 2) Identification of sustainable funding model for infrastructure & equipment; 3) Horizon scanning and planning; 4) Consolidation and improved/targeted support for key equipment 1) Evidence base identified individual strengths; 2) Focus strategic investment ; 3) Ensure strong leadership / connectivity with wider strategy via 7 1) Publication of agreed strategy; 2) Award of strategic funding (Institutional /Wellcome ISSF) ; 3) Retention of key staff; 4) Increased levels of external grant income, particularly programme grants and senior fellowships, specifically from MRC, Wellcome, NIHR; 5) Increase share of NIHR BRC/BRU funding in 2017; 6) Increase in cross disciplinary funding into B&H from other funders. 1) Introduction of research leadership framework (including innovation training); 2) Number of new Chairs; 3) Number of Chair promotions; 4) Number of STRFs in senior posts; 5) Number of fellowship awards; 6) Increased number of NIHR senior investigators and RCUK, Wellcome and ERC senior fellowship awards; 7) The ease with which we fill key leadership roles (i.e. multiplicity of applicants). 8) Increased PGR KPIs (target 1.8/staff FTE) 1) Publication of clear and agreed working strategy for RI; 2) New awards based on ability to access facilities; 3) Cost recovery increases; 4) Recognition via REF 1) Recognition through REF; 2) Award of strategic funding ; 3) Increased success in securing programme and LOLA or equivalent funding;

7 Target, facilitate and support bids for interdisciplinary external funding opportunities including cross Faculty PGR DTCs / PGT/CPD courses Pro-actively build relationships with strategic partners including external funders, industry, NHS Trusts, Leeds City region, public. Identify, incentivise and encourage engagement with clinicians. Identify, incentivise and encourage engagement with social scientists with expertise in biomedicine and health Identify, incentivise and encourage engagement with Arts and Humanities researchers with expertise in biomedicine and health IPE 1) Identify and optimise process and incentives /recognition for interdisciplinary awards; 2) Introduce Sand pits / workshops/café scientifique opportunities; 3) Identify opportunities for cross- Faculty studentships & DTCs and ensure alignment of administrative support 1) Introduction of industry clubs; 2) Invitations to funders to Leeds; 3) Better use of colleagues on eg. RC Boards; 4) Focus through sector specific HEIF-5 hubs; 5) Increased public engagement 1) Work with LTHT to identify and reward clinical involvement eg. Hon Prof titles / buy out of time Work with Leeds Social Sciences Institute to identify and promote social scientist involvement in research projects Work with the interdisciplinary Centre for Medical Humanities, and the Leeds Humanities Research Institute to identify and promote Humanities involvement in research projects 4) Increase in translational funding 1) Increase in translational & interdisciplinary applications for funding; 2) Increase in translational & interdisciplinary awards; 3) Numbers of cross faculty supervised PGRs; 4) New DTCs and CDTs; 5) New PGT courses and programmes with external funding 1) Increased external funding from commercial sector; 2) Increase in CASE 3) Improved RC strike rate; 4) Recognition of impact through REF; 5) Joint research office with LTHT; 6) Increase in NIHR programmes; 7) Number of KTPs; 8) Number of consultancies; 9) number of public engagement events 1) Number of clinicians engaged; 2) Identification of clinical challenges; 3) New areas of convergent strength; 4) Increased NIHR funding 5) Increase in medical innovations delivery/developed. 1) Number of social scientists engaged; 2) Identification of social and ethical issues; 3) New areas of convergent strength emergent ; 4) Increased ESRC funding; 5) evidence of increased impact/ patient benefit 1) Number of Arts and Humanities scholars engaged; 2) Identification of 'Medical Humanities' research themes in biomedicine and health; 3) New areas of convergent strength emergent; 8

8 Aggressively market the distinctive Leeds brand in translational research Use strategy to develop brand in translational research 4) Increased RCUK and Wellcome funding; 5) Evidence of increased impact/ patient benefit 1) Number of web hits; 2) Increased recognition from RCs and industry; 3) Halo effect evident Refresh strategy Re-visit strategy annually Revised strategy published 9

9 Appendix 1 1. The MRC has identified two research priority themes: Resilience, repair and replacement Natural protection Tissue disease and degeneration Mental health and wellbeing Repair and replacement Living a long and healthy life Genetics and disease Life course perspective Lifestyles affecting health Environment and health 2. Wellcome Trust Maximising the health benefits of genetics and genomics Understanding the brain Combating infectious disease Investigating development, ageing and chronic disease Connecting environment, nutrition and health 3. NIHR Patient focused research identifies new ways of preventing, diagnosing and treating disease, including improvements to health services delivery 4. BBSRC Basic bioscience underpinning health: driving advances in fundamental bioscience for better health and improved quality of life across the lifecourse, reducing the need for medical and social intervention Enhancing lives and improving wellbeing (one of three global bioscience grand challenges ): Linking veterinary and human medicine with other science disciplines; Continue to support leading research on basic molecular and cellular mechanisms responsible for longevity/premature ageing; Generate new and better biopharmaceuticals with EPRC prioritise research to address technical challenges around yield, purity and properties of biotherapeutics; Support platforms for discovery of new targets and leads 5. EPSRC Towards next-generation healthcare Our healthcare research programme aims to address the challenges of an ageing population and improve the health of UK citizens at all stages of their lives, through early diagnosis and better treatment. We aim to support collaborative research and the development of clinical products and practices. 10

10 6. RCUK 7. ESRC Healthcare Technologies: Increased focus on capability priority areas and multidisciplinary working; Invest in emerging and potentially transformative areas, eg transformative diagnostics and therapies; Strengthen leadership e.g. in regenerative medicine and drug delivery Ageing - lifelong health & wellbeing We are working with the other research councils to develop and support highquality research programmes which provide substantial long-term funding for new interdisciplinary centres on life-long health and wellbeing. Health and wellbeing topics Ageing Childcare Disease Healthcare Lifestyle Mental health Quality of life Welfare 11

11 Appendix 2: Individual Strengths identified by Faculties STEM Faculties have each carried out an evidence-based exercise to identify individual areas of strengths (see attached faculty documentation); these are grouped below. Biomedical and Engineering Sciences Applied Biomedical / Engineering Applied Health Research Clinical Computer vision Bioelectronics Ultrasonics Self assembly Structural biology Atmospheric chemistry Membrane biology Medicinal chemistry Mathematical biology Chemical biology Molecular contractility Virology Immunology Biomineralisation Neurosciences and neurobiology Biological psychology Biomechanics Technologies Image analysis CT MRI Virtual slide technology Non-invasive laser diagnostics and imaging lasers for diabetes and dental applications;diagnostics in general (biomarkers) Bioscreening Autozygosity mapping Nexgen sequencing Medical engineering Surgical instrumentation Regenerative therapies Biomimetic scaffolds (acellular natural; self assembling, novel biomaterials) Biomarkers Aerobiology and infection control Therapeutic microbubbles Pathogen control engineering Nutrition Theoretical immunology Drug design / discovery Food heath research Food allergens Sustainable agriculture Food security Water@leeds Sports science Cancer research including haematology, pathology and oncology Musculoskeletal research including Dentistry and biomineralisation Genetics, genetic disorders and genetics with public health (eg. consanguinity) Cardiovascular research especially, thrombosis, diabetes and regenerative therapies Textiles Some aspects of infectious disease, esp. viral Statistical bioinformatics Population and evolutionary dynamics Nutritional epidemiology Health Technologies assessment; Development and evaluation of complex interventions, Application of innovative approaches to use of routinely-collected data; New applications of qualitative methods and their use in mixed-methods research Clinical trials research, design and delivery Research in to organisation and delivery of healthcare including low and middle income countries, especially in relation to the experience and management of chronic illness. Health economics Life course and chronic disease epidemiology and methodologies Musculoskeletal/ Rheumatology Wound care Cardiovascular GI, esp. GI oncology and gastrointestinal systems infections Diabetes Oncology Pathology 12