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Clinical Research in Southampton
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Discount cards for families of children with additional needs and foster families - patient information
Description
If your child has a disability and/or additional needs, or if you are fostering a child, you may be eligible for a discount card to help make days out more affordable. This factsheet contains information about the discount cards available in your local area.
Url
/Media/UHS-website-2019/Patientinformation/Childhealth/Discount-cards-for-families-of-children-with-additional-needs-and-foster-families-3116-PIL.pdf
R&D public engagement and participation strategy
Description
University Hospital Southampton NHS Foundation Trust public engagement and participation strategy Executive summary This strategy outlines the aims, approaches and plan for public engagement and participation activities in support of the 2017-2022 University Hospital Southampton NHS Foundation Trust (UHS) R&D strategy. UHS was the first NHS Trust to establish a dedicated R&D communications and engagement function and over the last five years, that function has grown through and informed the thinking and activities underpinning the 2017-2022 R&D strategy. This positions UHS well to deliver engagement and participation activity against strategy aims, articulated through three engagement and participation aims: 1. To develop peoples' awareness of, and engagement with, the nature of our clinical research, its benefits and implications (engagement) 2. To foster discussion between the public, healthcare professionals and researchers to inform research-as-care thinking, research practice and growth of new research activity (engagement into involvement) 3. To ensure maximum awareness of, and access to, opportunities to take part in clinical research amongst the public and healthcare staff (participation) These aims will be delivered through a broad programme of activities onsite, offsite and online, with robust evaluation informing a continuous improvement model of working. Existing and new partnerships with key local and national stakeholders and their relevant functions will support delivery and strategic development of these programmes of work, with the strategy evolving to best support the vision and intent. Introduction This strategy outlines our aims, approach and plan for public engagement and participation activity in support of the 2017-2022 UHS R&D strategy. The importance of effective public engagement and participation activity to support the promotion and facilitation of clinical research is an established fact. National drivers from the National Institute for Health Research (NIHR) and other major funders, coupled with ground-up demand for professional and effective services have led to investment in dedicated posts and functions across the NHS. Southampton was the first NHS Trust to establish a dedicated, university-hospital partnership communications manager and function. The structures and outputs developed through this function have grown and informed the thinking and activities leading to the emergence of the 2017-2022 R&D strategy. This developmental path means that UHS is well placed to use these platforms and activities for the effective delivery of the R&D strategy from 2017-2022. Southampton's view of public involvement, engagement and participation in clinical research Southampton makes a clear distinction between public involvement on the one hand, and public engagement (plus communications supporting participation) on the other. This is dissonant with the wider interpretation within the NIHR infrastructure and NHS, which typically incorporates all three activities into one strategy and function. Our approach reflects the importance we place on clarity of purpose, and draws on the following established definitions of public engagement and public involvement. Public engagement defined "Public engagement describes the myriad of ways in which the activity and benefits of higher education and research can be shared with the public. Engagement is by definition a two-way process, involving interaction and listening, with the goal of generating mutual benefit." The National Centre for Coordinating Public Engagement (NCCPE) The NCCPE created this definition through the 2006-2011 Beacons for Public Engagement initiative. This project gave five UK universities five years' money and support in developing organisation-wide public engagement activity, producing the largest and most robust body of learning, guidance and resources on the subject. Public involvement defined "INVOLVE defines public involvement in research as research being carried out `with' or `by' members of the public rather than `to', `about' or `for' them. This includes, for example, working with research funders to prioritise research, offering advice as members of a project steering group, commenting on and developing research materials, undertaking interviews with research participants." INVOLVE Part of NIHR, INVOLVE is the national advisory group for collating and facilitating best practice in public and patient involvement in clinical research. They clearly distinguish between involvement, engagement and participation activities, with engagement defined per the NCCPE statement and participation defined as "where people take part in a research study." To ensure clarity of purpose and expectations for all, it's important Southampton makes the same distinction as INVOLVE, based on these established definitions. The context: summary of local activity to date The 2012 Southampton Centre for Biomedical Research Communications strategy provided a cohesive framework for effective communications and engagement across Southampton's NIHR and other clinical research infrastructure, and wider clinical research activities. Under that strategy, a single online presence (with microsites for each NIHR entity), social media, enewsletters, print and digital publications for public and patients, live events onsite and offsite, and support for NIHR campaigns were piloted and delivered. This establishment of coherent, effective platforms for communicating and engaging about clinical research has progressed in step with development of content, interventions and tactical approaches tied to research delivery and strategic development needs. Reach has been extensive and includes ~100,000 web visitors per year, 5,000 visitors engaged through the UHS annual open day event, and ~?400-600,000 of advertising-equivalent volumes of press and media coverage per month. Variable capacity within the UHS R&D communications function has seen variable exploitation of this infrastructure and reach. However it represents a solid base to serve strategic development of communications, public engagement and participation activity. The context: 2014 Wessex clinical research perceptions study In 2014 R&D communications commissioned a major insight project looking at public and healthcare professionals' perceptions of clinical research, barriers to participation and influences around this. With a representative sample of the Wessex region, and insight into both sides of the clinical conversation, it represents a unique learning resource in NHS R&D. Summarised in the reports, available at www.uhs.nhs.uk/communications, the main findings were: Confirmation of highly positive public views of clinical research per se Confirmation of perceptions of risk, and time commitments being the primary barriers The above contributing to a participation funnel that went from ~90%positive views, through 10% having been spoken to about research opportunities, to <1% participating. Identification of personal, or loved ones', health as the key motivator Identification of healthcare professionals as trusted voices in explaining research Key barriers for clinicians lying in time pressures, access to information and selfidentification as either research or practitioner Recommendations made in the report centred on a movement away from broad awareness campaigns, towards fostering effective clinical conversations about research, supported by clinician access to information and empowerment of the public, and closing in on individuals' or groups' personal motivations. Vision, strategic intent and strategic aims We want to see universal access to the right research opportunities for the people in our region. Our intent is to ensure that Southampton is a place where people are aware of, and can easily access, research opportunities relevant to them, and are freely able to learn more about, debate and become directly involved in the development of that research. Based on this, our strategic aims are: 1. To develop peoples' awareness of, and engagement with, the nature of our clinical research, its benefits and implications (engagement) 2. To foster discussion between the public, healthcare professionals and researchers to inform research-as-care thinking, research practice and growth of new research activity (engagement into involvement) 3. To ensure maximum awareness of, and access to, opportunities to take part in clinical research amongst the public and healthcare staff (participation) Approach In delivering against these aims, we will: Build engagement activities through continuous improvement and learning, using robust evaluation measures for all activities ? including frameworks established by NCCPE and UK Government Work on an audience-focussed basis, centred on communities of interest and social networks Work collaboratively internally and externally, disseminating learning across NHS/NIHR colleagues Work towards sustainability through capacity building, resource development and income generation The R&D communications function will continue to work with partner organisations, including University of Southampton and Cancer Research UK, CRN Wessex and NIHR, to ensure cohesion and effective delivery of engagement and participation activities. Within UHS, we'll work with R&D colleagues, information services and clinical leadership, via the associate medical director for research, which will underpin efforts to develop the research culture, and awareness of research and research referrals. Key areas of work Key strands of work and outputs will include: Onsite engagement, outputs and events We will build on and refine previous activities to engage patients and public on the UHS site. Previous examples include the annual UHS annual open day event (~5,000 reach), UHS membership events (reach 100-200 bi-monthly) and open-door events within NIHR infrastructure. Offsite community and partner engagement, outputs and events Through our work with communities of interest we will develop new formats and refine our previously delivered activities, including the Discovery Talk pay events (reach of ~200), public spaces engagement (e.g. world COPD day activities in Southampton city centre), where appropriate. Capacity building, evaluation and resource development We will work in partnership with Southampton BRC and CRF staff to deliver engagement, participation and communication outputs, sharing learning through doing and developing resources of lasting value for wider use and sharing. Alongside this we will use evaluation frameworks established by NCCPE and UK Government to implement tailored, purpose-led evaluation of individual activities and programmes of work. Implementation plan Aim 1: To develop peoples' awareness of, and engagement with, the nature of our clinical research, its benefits and implications (engagement) Milestones and objectives 1. Evaluation of a minimum of four onsite, four offsite engagement activities/event formats (2018-2019) 2. Definition and delivery of an annual programme of public engagement activities/events based on above (2019-2020) 3. Exploration and expansion of engagement activity with key communities and audiences to progress minimum three major engagement into involvement activities (2020-2021) 4. Consolidation of key partnerships and community relationships in standing programmes of engagement (2021-2022) Aim 2: To foster discussion between the public, healthcare professionals and researchers to inform research thinking, practice and growth of new research activity (engagement into involvement) Milestones and objectives 1. Evaluation of a minimum of two pilot disease-specific discussion and dialogue event formats (2018-2019) 2. Definition and delivery of annual programme of four priority-area discussion and dialogue events based on the above (2019-2020) 3. Exploration and expansion of dialogue follow-on activity to progress minimum two engagement into involvement activities annually(2019-2020) 4. Consolidation of dialogue and discussion activities into standing programmes and partnerships centred on communities of interest (2021-2022) Aim 3: To ensure maximum awareness of, and access to, opportunities to take part in clinical research amongst the public and healthcare staff (participation) Milestones and objectives 1. Establishment of a mechanism to record staff participation rates in research studies (20182019) 2. Implementation of a refined `trial finder' function on the UHS and Clinical Research In Southampton websites and/or equivalent provision on My Health Record portal (2018-2019) 3. Evaluation of pilot staff research participation and/or referrals reward, enablement and awareness interventions (2019-2020) 4. Implement, and integrate into R&D processes, standard communications packages for studies in setup, with costings for commercial studies (2020-2021) 5. Evaluate a minimum three trial-specific campaigns developed at study setup stage with study team and target demographic (2020-2021) 6. Establish evaluation/metrics on staff awareness of, and referral to, research activities (20212022)
Url
/Media/Southampton-Clinical-Research/PPI/RD-public-engagement-and-participation-strategy.pdf
Consult parents: Then the court
Description
When parental responsibility has been curtailed by the local authority, while those adults remain legal parents, they must be consulted on serious medical decisions relating to their child: Irrespective of whether they remain empowered to make those decisions.
Url
/HealthProfessionals/Clinical-law-updates/Consult-parents-Then-the-court.aspx
UHS AR 23-24 Final
Description
2023/24 Incorporating the quality account University Hospital Southampton NHS Foundation Trust Annual Report and Accounts 2023/24 Presented to Parliament pursuant to Schedule 7, paragraph 25(4)(a) of the National Health Service Act 2006 © 2024 University Hospital Southampton NHS Foundation Trust Contents Welcome from our chair and chief executive 6 Overview and performance 8 Performance report 9 Overview 10 Accountability report 37 Directors’ report 38 Remuneration report 62 Staff report 75 Annual governance statement 95 Quality account 111 Statement on quality from the chief executive 112 Priorities for improvement and statements of assurance from the board 115 Other information 180 Annual accounts 207 Statement from the chief financial officer 208 Auditor’s report 210 Foreword to the accounts 217 Statement of Comprehensive Income 218 Statement of Financial Position 219 Statement of Changes in Taxpayers’ Equity 220 Statement of Cash Flows 221 Notes to the accounts 222 5 Welcome from the Chair and Chief Executive Officer This has been another busy and undoubtedly challenging year across the NHS and UK health and social care system, and much of what has impacted the national picture has been reflected in the operational focuses and patient and people priorities for University Hospital Southampton NHS Foundation Trust (‘UHS’ or the ‘Trust’) over the last year. Meeting and continuing to overcome the challenges we have faced has required an organisation-wide team effort, and looking back at the successes we feel incredibly proud of the achievements of our 13,000 staff. Particular highlights include: • In the top ten in the country (7th) against government targets for elective recovery performance with 118% of activity compared with 2019. • Top-quartile performance against most performance metrics compared to similar sized teaching hospitals, including Emergency Department access, long-waiting patients on Referral to Treatment pathways, Diagnostics and Cancer performance. • Significant investment in new capacity through building new wards and theatres and refurbishing existing areas of the hospital. • Delivery of our highest ever Cost Improvement Programme saving. These achievements place us among the best performing trusts in England in several areas and are even more remarkable against a backdrop of continued periods of industrial action and increasing demand for our services, with many people coming to us with higher levels of acuity than ever before. The Trust’s performance in terms of elective recovery places it as one of the best-performing trusts in England and demonstrates the impact of the Trust’s decision to invest in additional capacity in prior years by building new wards and theatres. The Trust’s Emergency Department performance in respect of its four-hour waiting target at the end of March 2024 has attracted additional capital funding as part of an incentive scheme. Some of this funding will be used to increase the department’s same-day emergency care capacity during 2024/25. From a financial perspective, balancing the complexities of today’s challenges alongside the need to protect and ensure the long-term stability and quality of our service provision, has required the Board to take a number of considered and crucial efficiency improvement actions this year. Whilst challenging, the Trust has seen significant progress in delivering on both its forecasted finance position for 2023/24 and productivity targets. Achieving long-term financial stability is key to us continuing to invest in much needed upgrades and improvements to the parts of our estate that are ageing, and to developing new state-of-the-art facilities and infrastructure that increases our capabilities and capacity into the future. In the last year parts of the hospital have been transformed, with the opening of new wards, theatres and a skybridge to link the estate. Construction of a sterile services and aseptics facility has begun at Adanac Park and the expansion of our neonatal department, where we treat and care for some of our most vulnerable babies and their families, is underway. The development of a new aseptic facility at Adanac Park will have capacity to serve other hospitals within the region and is a significant opportunity for improved system-wide working. 6 We have also worked with our people to design spaces where they can rest, relax and recharge - including a new wellbeing hub and rooftop garden on the Princess Anne Hospital site. In addition, 40 staff rooms across the site have been refurbished thanks to funding from Southampton Hospitals Charity. During the year, the Trust worked to establish the Southampton Hospitals Charity as a separate charitable company to improve its ability to both raise and spend funds. This process completed on 1 April 2024. Work was carried out to refurbish a children’s ward during the year in partnership with the charity. Our people are our greatest asset, and we are pleased to see improvements from the annual staff survey in several areas - such as how people can work more flexibly, access to learning and development and improved satisfaction in support from line managers. We recognise the pressures and demands that come with working in this environment and will continue to ensure everyone working here feels heard, encouraged and supported when raising concerns. At UHS, every opportunity is taken to recognise and celebrate the incredible things our people do here every day, including the return of our in-person annual awards ceremony, monthly staff recognition events and the first ever ‘We Are UHS Week’. These occasions are an important reminder that, even when faced with challenges, there is so much to be proud of and celebrate across the whole Trust. Working together, both within the Trust and across organisational boundaries, remains one of our core values. The partnership between UHS and the University of Southampton is as strong as it has ever been, with more than 250,000 individuals having now taken part in research studies in Southampton. As the lead partner member for Acute Hospital Services on the Hampshire and Isle of Wight Integrated Care Board, we are proactively working with other trusts and healthcare providers in the region to improve the health of the community we serve. In addition, the Trust has continued to work in partnership with other providers across the system to build a shared elective orthopaedic hub in Winchester. It is anticipated that the health and social care system will continue to be a challenging environment in 2024/25. We recognise that many of the big challenges we face can only be solved in partnership with wider local partners, and we are committed to actively playing our part in delivering system-wide solutions. Equally, we will continue to focus on improving whatever is within our internal control, and to work collaboratively with our people to ensure our patients’ experience, safety and outcomes remain central to our decision-making and the actions of everyone at UHS. Jenni Douglas-Todd Chair 19 July 2024 David French Chief Executive Officer 19 July 2024 7 PERFORMANCE REPORT Performance report Introduction from the Chief Executive Officer As with 2022/23, this was another challenging year with continued increasing demand for the Trust’s resources and the need to balance this with the need to deliver quality patient care and at the same time maintain a sustainable financial position. Demand for non-elective care continued to increase with an average of 375 attendances per day to our main Emergency Department. In addition, the number of patients on the 18-week Referral to Treatment pathway rose to 58,000. Patients having no clinical criteria to reside in hospital, but unable to be discharged due to the lack of funded care in a more suitable location, posed and continues to pose a significant challenge for the Trust. The number of patients within this category was as high as 270 at times and was consistently higher throughout the year when compared to 2022/23. Despite this the Trust continued to perform well when compared to other comparable organisations, achieving some of the best Emergency Department and elective recovery fund performance in England. The Trust’s financial position continued to be difficult, which required some difficult decisions in respect of spending controls and controls on recruitment. The Trust focused in particular on controlling spending on temporary and agency staff, but in view of the overall workforce numbers compared to the 2023/24 plan, further controls were implemented in respect of substantive recruitment. Due to the additional controls and the Trust’s best delivery to date on its Cost Improvement Programme (£63.4m), the Trust achieved an end of year deficit of £4.5m, compared to the deficit of £26m anticipated in its 2023/24 plan. 9 Overview About the Trust Our services University Hospital Southampton NHS Foundation Trust is one of the largest acute teaching trusts in England with a turnover of more than £1.3 billion in 2023/24. It is based on the coast in south east England and provides services to over 1.9 million people living in Southampton and south Hampshire and specialist services, including neurosciences, respiratory medicine, cancer care, cardiovascular, obstetrics and specialist children’s services, to nearly four million people in central southern England and the Channel Islands. The Trust is also a designated major trauma centre, one of only two places in the south of England to offer adults and children full major trauma care provision. As a leading centre for teaching and research, the Trust has close working relationships with the University of Southampton, the Medical Research Council, National Institute for Health and Care Research (NIHR), Wellcome Trust and Cancer Research UK. The Trust is consistently one of the UK’s highest recruiting trusts of patients to clinical trials and one of the top nationally for research study volumes as ranked by the NIHR Clinical Research Network. Every year the Trust: treats around 155,000 inpatients and day patients, including about 70,000 emergency admissions sees over 750,000 people at outpatient appointments deals with around 150,000 cases in our emergency department The Trust provides most of its services from the following locations: • Southampton General Hospital – the Trust’s largest location, where a great number of specialist services are based alongside emergency and critical care and which includes Southampton Children’s Hospital. • Princess Anne Hospital – located across the road from Southampton General Hospital and providing maternity care and specialist care for women with medical problems during pregnancy and babies who need extra care around birth across the region. • Royal South Hants Hospital – although the Trust does not operate this site near the centre of Southampton it provides a smaller number of services from this location. • New Forest Birth Centre – located at Ashurst on the edge of the New Forest and run by experienced midwives and support staff it acts as a community midwifery hub. The services provided by the Trust are commissioned and paid for by the Hampshire and Isle of Wight Integrated Care System (ICS) and, in the case of more specialised services (such as treatments for rare conditions), by NHS England. Trust services are supported by clinical income, of which 54% is paid for by NHS England and 43% by integrated care boards, predominantly the Hampshire and Isle of Wight Integrated Care Board (ICB). These are provided under a standard NHS contract, which incorporates ongoing monitoring of the Trust and the quality of the services provided. 10 Our structure UHS gained foundation trust status on 1 October 2011. A foundation trust is a public benefit corporation providing NHS services in line with the core NHS principles: that care should be universal, comprehensive and free at the point of need. The Trust is licensed as a foundation trust to provide these services by NHS England and the healthcare services we provide are regulated by the Care Quality Commission. Since 1 July 2022, the Trust has been part of the Hampshire and Isle of Wight Integrated Care System when this was established through the Health and Social Care Act 2022. Each ICS has two statutory elements: an integrated care partnership (ICP) and an integrated care board. The ICP is a statutory committee jointly formed between the NHS integrated care board and all upper-tier local authorities that fall within the ICS area. The ICP brings together a broad alliance of partners concerned with improving the care, health and wellbeing of the population, with membership determined locally. The ICP is responsible for producing an integrated care strategy on how to meet the health and wellbeing needs of the population in the ICS area. The ICB is a statutory NHS organisation responsible for developing a plan for meeting the health needs of the population, managing the NHS budget and arranging for the provision of health services in the ICS area. The Trust has been a university teaching hospital since 1971. The diagram below provides an overview of the overall organisational structure of the Trust. Public and foundation trust members Council of Governors Board of Directors Executive Directors Division A Division B Division C Division D Surgery Critical Care Opthalmology Theatres and Anaesthetics Cancer Care Emergency Medicine Helicopter Emergency Medical Services Medicine and Medicine for Older People Pathology Specialist Medicine Women and Newborn Maternity Child Health Clinical Support Cardiovascular and Thoracic Neurosciences Trauma and Orthopaedics Radiology Trust Headquarters Division 11 Our values The Trust’s values describe how things are done at UHS and act as a guide to all staff working with colleagues to deliver high quality patient care and a great patient experience every day. These values are: Patients, their families and carers are at the heart of what we do. Their experience of our services will be our measure of success. Partnership between clinicians, patients and carers is critical to achieving our vision, both within hospital teams and extending across organisational boundaries in the NHS, social care and the third sector. We will ensure we are always improving services for patients through research, education, clinical effectiveness and quality improvement. We will continue to incorporate new ideas, technologies and create greater efficiencies in the services we provide. 12 Our strategy 2021-25 The Trust’s strategy was updated during 2020/21 to take account of everything its staff had experienced during the COVID-19 pandemic and what had been learnt from this. The vision for UHS is to become an organisation of world class people delivering world class care. The Trust’s strategy is organised around five themes and for each of these it describes a number of ambitions UHS aims to achieve by 2025. Theme Ambitions Outstanding patient outcomes, • We will monitor clinical outcomes, safety and experience of our experience and safety patients regularly to ensure they are amongst the best in the UK By 2025 we will strengthen our and the world. national reputation for outstanding • We will reduce harm, learning from all incidents through our patient outcomes, experience and proactive patient safety culture. safety, providing high quality care • We will ensure all patients and relatives have a positive experience and treatment across an extensive of our care, as a result of the environment created by our people range of services from foetal and our facilities. medicine, through all life stages and conditions, to end-of-life care. Pioneering research • We will recruit and enable people to deliver pioneering research in and innovation Southampton. We will continue to be a leading teaching hospital with a growing, reputable and innovative research and development portfolio • We will optimise access to clinical research studies for our patients. • We will enable innovation in everything we do, and ensure that ‘cutting edge’ investigations and treatments are delivered in Southampton. that attracts the best staff and efficiently delivers the best possible treatments and care for our patients. World class people • We will recruit and develop enough people with the right Supporting and nurturing our knowledge and skills to meet the needs of our patients. people through a culture that values • We will provide satisfying and fulfilling roles, growing our talent diversity and builds knowledge and through development and opportunity for progression. skills to ensure everyone reaches • We will empower our people, embracing diversity and embedding their full potential. We must provide compassion, inclusion and equity of opportunity. rewarding career paths within empowered, compassionate, and motivated teams. Integrated networks and collaboration We will deliver our services with partners through clinical networks, collaboration and integration across geographical and organisational boundaries. • We will work in partnership with key stakeholders across the Hampshire and Isle of Wight integrated care system. • We will strengthen our acute clinical networks across the region, centralising when necessary and supporting local care when appropriate. • We will foster local integration with primary and community care as well as mental health and social care services for seamless delivery across boundaries. • We will build on our successful partnership with University of Southampton (UoS), growing our reputation as a national leading university teaching hospital. 13 Theme Foundations for the future Making our enabling infrastructure (finance, digital, estate) fit for the future to support a leading university teaching hospital in the 21st century and recognising our responsibility as a major employer in the community of Southampton and our role in broader environmental sustainability. Ambitions • We will deliver best value to the taxpayer as a financially efficient and sustainable organisation. • We will support patient self-management and seamless care across organisational boundaries through our ambitious digital programme, including real time data reporting, to inform our care. • We will expand and improve our estate, increasing capacity where needed and providing modern facilities for our patients and our people. • We will strengthen our role in the community as an employer of choice, a partner in delivery of services to our population and by leading the Greener NHS agenda locally. During each year of the strategy the Trust sets out a more detailed series of objectives to achieve and progress towards the delivery of its ambitions. In 2023/24 these objectives included: Outstanding patient outcomes, experience and safety Pioneering research and innovation World class people Integrated networks and collaboration Foundations for the future • Increasing the number of reported Shared Decision-Making conversations. • Increasing the number of specialities reporting outcomes that matter to patients. • Rolling out the Patient Safety Incident Reporting Framework across the Trust. • Working with patients as partners to improve patient satisfaction. • Treating patients according to need but aiming for no patient to wait, other than through patient choice, more than 65 weeks for treatment. • Delivering national metrics for site set-up time to target for clinical research studies. • Improving the Trust’s position against peers. • Delivering year three of the Trust’s research and innovation investment plan. • Developing the five-year research and development strategy implementation plan and delivery of the first year. • Strengthening and broadening the partnership between the Trust and the University of Southampton. • Supporting delivery of the Trust’s workforce plan for 2023/24. • Reducing turnover and sickness absence rates. • Increasing overall participation in the NHS staff survey and maintaining overall staff engagement score. • Increasing the proportion of appraisals completed. • Delivering the first year objectives of the Inclusion and Belonging strategy. • Working in partnership with acute trusts to agree and implement the acute services strategy. • Producing and embedding an internal framework for network development. • Working with the local delivery system on vertical integration to reduce the number of patients without criteria to reside. • Working with system partners to open a surgical elective hub. • For the Trust to be seen as an ‘anchor institution’ in the local area. • Delivering the Trust’s financial plan for 2023/24. • Engaging the organisation in the challenge to manage demand so that capacity and demand are in equilibrium. • Delivery of the Always Improving strategy priorities. • Delivering the Trust’s capital programme in full. • Entering into a new energy performance contract and delivering the first year of the Public Sector Decarbonisation Scheme. Performance against these objectives was monitored and reported to the Trust’s Board on a quarterly basis. 14 At the end of 2023/24, the Trust had met the objectives set as follows: Corporate Ambition Outstanding patient outcomes, safety and experience Pioneering research and innovation World class people Integrated networks and collaboration Foundations for the future Totals Number of Objectives 5 5 5 5 5 25 Achieved in full 4 3 2 3 2 14 Partially achieved 1 2 2 1 3 9 Not achieved 0 0 1 1 0 2 Particular areas to highlight where the Trust has achieved strong delivery during the year include: • Delivery of quality priorities in Shared Decision-Making and the roll out of the Patient Safety Incident Response Framework. • Achieving the Trust’s 65-week waiter glide path. • Successful delivery of a number of research and development priorities, including work with the University of Southampton. • Maintaining sickness absence and turnover well below the targets set at the beginning of the year, and successfully delivering the first year of the Trust’s Inclusion and Belonging strategy. • Delivery of the Trust’s full available capital budget and completion of the first year of the Trust’s decarbonisation scheme. 15 Principal risks to our strategy and objectives The Board has identified and manages the principal risks to the delivery of its strategy and objectives through its board assurance framework. The principal risks to the delivery of its strategy and objectives identified by the Trust during 2023/24 were that: • There would be a lack of capacity to appropriately respond to emergency demand, manage the increasing waiting lists for elective demand, and provide timely diagnostics, that results in avoidable harm to patients. • Due to the current challenges, the Trust fails to provide patients and their families or carers with a highquality experience of care and positive patient outcomes. • The Trust would not effectively plan for and implement infection prevention and control measures that reduce the number of hospital-acquired infections and limit the number of nosocomial outbreaks of infection. • The Trust does not take full advantage of its position as a leading university teaching hospital with a growing, reputable and innovative research and development portfolio, attracting the best staff and efficiently delivering the best possible treatments and care for its patients. • The Trust is unable to meet current and planned service requirements due to unavailability of qualified staff to fulfil key roles. • The Trust fails to develop a diverse, compassionate and inclusive workforce, providing a more positive experience for all staff. • The Trust fails to create a sustainable and innovative education and development response to meet the current and future workforce needs identified in the Trust’s longer-term workforce plan. • The Trust does not implement effective models to deliver integrated and networked care, resulting in sub-optimal patient experience and outcomes, increased numbers of admissions and increases in patients’ length of stay. • The Trust is unable to deliver a financial breakeven position, resulting in: inability to move out of the NHS England Recovery Support Programme; NHS England imposing additional controls/undertakings; and a reducing cash balance, impacting the Trust’s ability to invest in line with its capital plan, estates and digital strategies and in transformation initiatives. • The Trust does not adequately maintain, improve and develop its estate to deliver its clinical services and increase capacity. • The Trust fails to introduce and implement new technology and expand the use of existing technology to transform its delivery of care through the funding and delivery of the digital strategy. • The Trust fails to prioritise green initiatives to deliver a trajectory that will reduce its direct and indirect carbon footprint by 80% by 2028-2032 (compared with a 1990 baseline) and reach net zero direct carbon emissions by 2040 and net zero indirect carbon emissions by 2045. During 2023/24, the Trust saw continued increased demand for its services, particularly in the Emergency Department In addition, the number of patients having no clinical criteria to reside in hospital, but unable to be discharged due to a lack of appropriate care packages was higher than anticipated and spiked during winter, which significantly impacted patient flow through the hospital and required the Trust to engage additional temporary staff. The number of patients in this category peaked at 270 during the winter. There were particular challenges in respect of those patients with a primary mental health care need who would be better cared for in a more suitable alternative setting. 16 Performance overview The Trust monitors a broad range of key performance indicators within its departments, divisions, directorates and through Trust executive committees. On a monthly basis, the Board and executive committee receives a performance report containing a variety of indicators intended to provide assurance in respect of the Trust’s strategy and that the care provided is safe, caring, effective, responsive and well-led. This report also includes the Trust’s performance against the national targets set by NHS England. The performance reports include a ‘spotlight’ section, which provides more detailed analysis of a particular area. Typically, this is one of either the national targets or the Trust’s performance against the expectations set out in the NHS Constitution. The monthly performance report is also published on the Trust’s website. The Chief Executive Officer provides a regular report on performance to the Council of Governors, which includes a range of non-financial and financial performance information. Capacity The Trust continued to experience high demand for its services, especially in the Emergency Department, with average demand during the year being around 375 patients presenting per day in the main adult and children’s emergency department. In addition, the Trust experienced a significant impact on flow within the hospital due to a high number of patients having no clinical criteria to reside in hospital but unable to be discharged. This number was as high as 270 at times during winter: an increase of around 50 patients when compared to the prior year. The Trust also saw an increase in the number of referrals with the number of patients on a waiting list under the 18-week Referral to Treatment pathway rising from approximately 55,000 to 58,000 by the end of the year. In common with other trusts, the ongoing industrial action also impacted the Trust’s ability to provide urgent care and deliver on its elective recovery programme. Quality and compliance Despite the challenges, the Trust’s Emergency Department performance was one of the highest in England in March 2024, which resulted in additional capital funding being awarded. In addition, the Trust’s elective recovery performance was one of the best in England at 118% compared to 2019. The Trust continued to monitor the quality of care delivered throughout 2023/24 through a number of established quality assurance programmes. Clinical leaders monitored key quality, safety and patient experience indicators such as falls, pressure ulcers and venous thromboembolisms. Quality peer reviews were carried out, most significantly through Matron-led Quality Walkabouts every week in and out of hours focusing on the five key CQC questions – safe, effective, responsive, caring, and well-led. The Trust’s Clinical Accreditation Scheme builds on this intelligence, with clinical areas completing self-assessments of performance and review teams completing onsite visits. Patient representatives were included in these review teams. Learning was shared at the Clinical Leaders’ Group and via quarterly reports. The Trust was an active partner in a South-East accreditation network, offering advice and a steer to providers who are just setting up or looking to develop their own scheme, and extended that advice and support to other providers in England. 17 On 15 May 2023, the CQC inspected the maternity and midwifery service at Princess Anne Hospital as part of their national maternity inspection programme. The inspection report was published 11 August 2023, and the Trust retained its overall rating of ‘good’. This year UHS introduced its Fundamentals of Care (FOC) initiative. Whilst this is not a new concept, there were concerns that missed fundamental care had been amplified during the COVID- 19 pandemic. This initiative aims to empower and educate staff at all levels to ensure fundamental care is at the heart of what the Trust does. The Trust completed its transition to the Patient Safety Incident Response Framework (PSIRF) and collaborated with the ICB to develop a PSIRF plan and policy to underpin the change. The Trust implemented the requirements in respect of ‘Martha’s Rule’ where patients, relatives and carers have a legal right to a rapid review by a critical care outreach team during an acute deterioration episode in and out of hours. The Trust continued its focus on infection prevention and control, responding rapidly to rises in infection over the winter, and successfully flexing initiatives and innovations to achieve successful management in a responsive manner. The Trust progressed its Always Improving strategy and successfully supported the identification and implementation of further quality improvement projects. This included improvements across theatres, inpatient flow and outpatient programmes. During the year, average length of stay was reduced by 1.64%, day theatre cancellations were reduced by 200, and 42,350 patients were placed onto Patient Initiated Follow Up (PIFU) pathways. Further information can be found in the Quality Account. Partnerships The Trust works within the Hampshire and Isle of Wight Integrated Care System, and is an active member of a number of partner groups including the Acute Provider Collaborative Board and the Health and Wellbeing Board. The Trust develops and agrees its annual financial plans with the Integrated Care Board. The Trust is a member of a number of specific partnership groups for particular services, including the Central and South Genomics Medicine Service, the Children’s Hospital Alliance and the Southern Counties Pathology Network. The Trust works actively as a partner with other provider organisations around clinical networks, particularly with acute Trusts within the Integrated Care System and others closely located geographically. The Trust also links closely with the University of Southampton on a number of topics including research, commercial development and education and has a developed meeting structure to oversee this. 18 Workforce The Trust’s key areas of focus during 2023/24 were in respect of increasing the substantive workforce whilst also reducing reliance on bank and agency usage, and reducing staff turnover and sickness. Although the Trust was successful in recruiting to substantive posts, the expected reduction in reliance on bank and agency staff did not materialise, which meant that the Trust was 331 whole-time equivalents above its plan for 2023/24. The Trust was successful in reducing staff turnover from 13.5% in 2022/23 to 11.4%, achieving the local target of . Cancer Waiting Times - 2 Week Wait Performance Cancer Waiting Times - 2 Week Wait Performance 100% 90% 80% 70% 60% 50% 40% Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Performance % standard met The national target was for 96% of patients to commence treatment within 31 days of diagnosis. In March 2024, the Trust achieved 92% and performed in the range of 86%-94% throughout the year. The Trust has continued to make progress against the target for treatment of cancer within 62 days of an urgent GP referral, improving performance from 64% in April 2023 to 76% in March 2024 (NHS average: 69%). First definitive treatment for cancer within 31 days of a decision to treat % standard met Cancer waiting times 31 day RTT performanceUHS vs. NHSE average Cancer waiting times 31 day RTT performance UHS vs. NHSE average 96% 94% 92% 90% 88% 86% 84% 82% 80% 78% 76% Apr-23 May-23 Jun-2 3 Jul-2 3 Aug-23 Sep-2 3 Oct-23 Nov-2 3 Dec-23 Jan-24 Feb-2 4 Mar-24 Performance NHS Average 27 Treatment for Cancer within 62 days of an urgent GP referral to hospital Cancer Waiting Times 62 Day RTT Performance UHS vs NHSE Average Cancer Waiting Times 62 Day RTT Performance UHS vs NHSE Average % standard met 1 00% 80% 60% 40% 20% 0% Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Performance NHS Average 28 Quality priorities Priorities for improvement 2023/24 Last year the Trust continued its ambition to deliver the highest quality care shaped by a range of national, regional, local, and Trust-wide factors. During the year the Trust continued to experience unprecedented demand on its services, with flow, capacity, infection prevention and safety all presenting challenges. However, the Trust was confident in its ability to keep a focus on its quality priorities, and its teams worked hard to achieve their goals even in these difficult circumstances. Priorities are aligned to the three core dimensions of quality: • Patient experience – how patients experience the care they receive. • Patient safety – keeping patients safe from harm. • Clinical effectiveness – how successful is the care provided? Out of the six priories set, the Trust achieved five and partially achieved one. Overview of success Quality Priority One Improving care for people with learning disabilities and autistic (LDA) people across the Trust. Supporting staff delivering this care. Outcome against goals: achieved Key achievements: • LDA working group reestablished. • Development of an improvement plan using the NHS Learning Disability Improvement standards. • The LDA team has moved to the virtual enhanced care group in Division B where operational and governance support, leadership, and peer support/learning opportunities has been strengthened. • Sensory Boxes have been introduced for all clinical areas, funded by the Hampshire and Isle of Wight (HIOW) Integrated care board (ICB). These boxes include noise cancelling headphones, fidget toys, communication books and visual cards to support patients and wards. • Recruited additional Learning Disability Champions. • Established links with the parent carer forum (PCF) for the local area and are now attending regular events. A representative from the PCF sits on the LDA working group. The LDA team are working with the Trust lead for patient experience to develop this aspect of the LDA workplan over the next year. Quality Priority Two Supporting patients, service users and staff to overcome their tobacco dependence via a smoking cessation programme. Outcome against goals: achieved Key achievements: • Package of support available to patients who may be smokers and who need to be supported not to smoke during their treatment. • Fully trained team of tobacco advisors working in the hospital and an advisor working in the outpatient setting supporting the patients once they have returned home. • Devised the IT changes the Trust would like to implement to improve its service and referral process. • Recruited 30 smoke-free champions. • Successfully supported 1,131 patients with a self-confirmed quit rate of 45.6% at 28 days. • Supported 109 outpatients who have successfully achieved a 60% quit rate. • On track to achieve the goal to go smoke-free by April 2024 including the removal of smoking shelters. 29 Quality Priority Three Ensure carers are fully supported, involved, and valued across all our services by developing the carers support service across the Trust in partnership with Southampton Hospitals. Outcome against goals: partially achieved Key achievements: • Carers now have a more comprehensive package of concessions and vouchers to help support their cared-for person (e.g. free parking available onsite for blue badge owners is now available). • Listening events were held to put patients at the centre of transforming the way we deliver care is delivered, enabling their voices to improve the quality of care and outcomes for all. • Developed joint working with local partners (e.g. Children’s Society and No Limits to support young carers). Not yet achieved: • The ‘pathway to support, has not yet been developed. Work is ongoing to develop a new strategy. • A charity-funded carers’ support worker has not yet been appointed. • The carers’ training package has not yet been relaunched. Quality Priority Four Put patients at the centre of transforming the way care is delivered, enabling their voices to improve the quality of care and outcomes for all. Outcome against goals: achieved Key achievements: • Work has continued to work across corporate and divisional services to embed patients and carers into quality and service improvement, creating new patient groups (e.g. Mesh Support Group). • Successfully developed our engagement with various local communities, working to ensure that a range of care experiences are considered ( e.g. there is now a Gypsy, Roma, and Irish Traveller community health liaison officer to ensure that these communities are engaged with and brought into work to improve the inclusivity of our services). • Attending multiple public engagement opportunities (Young Carers’ Festival, Mela, University Freshers’ Fayres, Carers’ Listening Lunch, Hoglands Park Play Day, visits to local temples and ‘Love Where You Live’). • Youth and Young Adult Ambassador involvement has increased, including attendance toat meetings of the Council of Governors, and supporting hospital projects. • A Celebration of Carers Week and Volunteers Week were run. • The Trust has analysed its reported outcome measures to identify health inequalities in its services. This information has been used to set a new quality priority for 2024/25. • An SMS friends and family test text survey has been introduced to improve the response rate on patient feedback from the Emergency Department. In the first three months following the survey launch, responses increased from 24 to 424. 30 Quality Priority Five To develop the Trust’s clinical effectiveness process, connecting to the Trust’s Always Improving approach to measuring, understanding, and using outcomes to improve patient care. Outcome against goals: achieved Key achievements: • The Trust has developed its clinical effectiveness process across the Trust with involvement of informatics, governance and management teams, clinical effectiveness leads as well as reporting committees. • Patient representation onhas been included in the clinical assurance meeting for effectiveness and outcomes (CAMEO) to ensure conversations focus on what matters to patients. • The CAMEO template has been changed to focus discussions on areas the specialty is proud of (strong or improving outcomes), areas for improvement (poorly benchmarked or worsening outcomes) and planned actions. • The Trust encourages the use of run and/or statistical process control charts along with benchmarking where available. • Details of NICE and quality standards and national and regional reviews are included to cover breadth of clinical effectiveness. • How the clinical effectiveness team works has been reorganised, aligning each of them to each division giving a named link which helps to deepen understanding and improve links with governance and improvement activities locally. • Working with informatics to establish a core set of clinical outcome measures which are meaningful to patients, which can be reported centrally (starting with surgical specialities). • Starting to develop an education strategy and platform to support staff with a number of tools used in clinical effectiveness as well as clarity on where and how to record and evidence audit and service improvement. • A revised strategy has been drafted. Quality Priority Six Developing a culture where all clinical staff have a basic knowledge of diabetes. Outcome against goals: achieved Key achievements: • Launch of the ‘Start with the Diabasics’ Initiative, designed to help give diabetes visibility across UHS. • Delivered an extensive education programme to clinical staff across the professions and bands, including the introduction of some e-learning and a Diabasics introductory video has been shown at all trust staff inductions since July 2023. • Supported the development of 45 diabetes link nurses, resulting in all ward areas now having a named diabetes link nurse. • Improved triage for referrals. • Established processes for ‘lessons learned’. • Developed IT solutions to improvingimprove alerts and guidance. • A ‘Ketone Wednesdays’ initiative has been created in response to overuse of blood ketone testing (estimated waste cost of £100,000 per year). • The Trust’s lead diabetes specialist nurse and the Diabasics Initiative were both shortlisted for National Quality in the Care Diabetes Awards (October 2023). • The Diabasics Initiative was mentioned as a case study on the Diabetes UK charity website as an example of good practice that could be reproduced elsewhere. More information can be found about how the Trust delivered and measured its quality priorities, including feedback from patients and staff and improvement aims and quality priorities for 2024/25, in the Trust’s Quality Account for 2023/24. 31 Financial performance The Trust delivered a deficit of £4.5m from a revenue position of over £1.3bn, following receipt of £24.6m one-off cash support from NHS England. UHS started the year with an underlying deficit as a result of a number of cost pressures, notably demand for services being above block contract levels and the cost of national pay awards being above funded levels. The Trust has also continued to face a number of pressures, including high numbers of patients who no longer meet the criteria to reside in the hospital, and high demand for patients with a primary mental health need. In 2023/24, the Trust delivered a record savings level of £63.4m (5%) across a range of programmes. Trust operating income rose by £107m from the previous financial year, most notably funding the NHS pay award, as well as additional elective recovery funding. Trust operating expenses rose by £89m, incorporating funded inflationary costs as well as costs relating to the cost pressures outlined above. The Trust has also continued its reinvestment of surplus cash into infrastructure for the Trust, with capital investment of over £75m, including investment in new wards, theatres, decarbonisation, digital infrastructure, neonatal expansion and backlog maintenance. Trust cash and cash equivalents finished the year at £79m, a reduction of £24m from the previous year due to the operating loss and capital investment outlined above. Whilst liquidity remained strong in 2023/24 supported by NHS England cash support, the underlying financial deficit means it is likely to decline further in 2024/25. The Trust is continuing to monitor its cash position closely and is considering whether additional cash support may be required in 2024/25. Sustainability The Trust recognises that everyone has a part to play in responding to the climate crisis. In March 2022, the Trust agreed its own green plan in response to the challenge of the NHS becoming the world’s first health service to reach carbon net zero. Now in its third year, the plan identifies the Trust’s key areas of focus and its ambitions and has seen progress across all areas of the plan. The plan sets out the scale of the challenge, the Trust’s commitment to reducing the impact on the environment and the steps to be taken across the following categories: • Estates and facilities • Clinical and medicines • Digital transformation • Supply chain and procurement • Travel and transport • Waste and resources • Food and nutrition • Adaptation • Biodiversity • Wider sustainability The Trust continues to progress through its green plan and has completed the ‘Greener NHS’ reporting tool for several quarters, which has demonstrated good progress. In addition, the Trust is planning to launch its ‘Our Sustainable UHS’ app for staff, which will give tips on sustainability and create personalised travel plans, including identifying potential contacts for car sharing. In addition, the Trust is considering proposals to implement additional solar power, smart metering and expanding the use of LED lighting. 32 In 2022/23, the Trust was successful in bidding for £29.4m of funding through the Public Sector DeCarbonisation Fund, which will be used to fund green initiatives as part of the Trust’s capital programme. During the year the Trust successfully bid for £823k in National Energy Efficiency Funding which has been used to upgrade the lighting at Princess Anne Hospital. Social, community, anti-bribery and human rights issues The Trust recognises its responsibilities under the European Convention on Human Rights (included in the Human Rights Act 1998 in the UK). These rights include: • right to life • right not to be subjected to inhuman or degrading treatment or punishment • right to liberty and freedom • right to respect for privacy and family life. These are reflected in the duty, set out in the NHS Constitution, to each and every individual that the NHS serves, to respect their human rights and the individual’s right to be treated with dignity and respect. The Trust is committed to ensuring it fully takes into account all aspects of human rights in its work. An equality impact assessment is completed for each Trust policy. For patients, the Trust’s safeguarding policies protect and support the right to live in safety, free from abuse and neglect and other policies and standards are designed to optimise privacy and dignity in all aspects of patient care. Feedback from patients and the review of complaints, concerns, claims, incidents and audit help to monitor how the Trust is achieving these objectives. The Trust’s green plan, approved by the board of directors in March 2022, recognises the Trust’s broader role and responsibility to address the issues of climate change, air pollution, waste and environmental decline present to the city of Southampton and the impact that these issues have on the health and wellbeing of the local population served. Although the Modern Slavery Act 2015 does not apply to the Trust, its green plan sets out an ambition to stop modern slavery. The Trust is also committed to maintaining an honest and open culture within the Trust; ensuring all concerns involving potential fraud, bribery and corruption are identified and rigorously investigated. The Trust has a Fraud, Bribery and Corruption Policy, a Standards of Business Conduct Policy and a Raising Concerns (Whistleblowing) Policy. These apply to all staff and to individuals and organisations who act on behalf of UHS. Anti-bribery is part of the Trust’s work to counter fraud. This work is overseen by the Audit and Risk Committee, which receives regular reports from the local counter fraud specialist on the effectiveness of these policies through its monitoring and reviews, providing recommendations for improvement, as well as an annual report from the freedom to speak up guardian. You can read more about the work of the Audit and Risk Committee and the Trust’s approach to counter fraud in the Accountability Report. Events since the end of the financial year There have been no important events since the end of the financial year affecting the Trust. Overseas operations The Trust does not have any overseas operations. 33 Equality in service delivery NHS trusts have an essential role in tackling health inequalities, both as part of the services they provide, but also through work with the wider system. By working with those in integrated care systems, local authorities and third sector organisations, the Trust can have a significant impact on the health of the local population. The national focus on health inequalities is growing. This comes with new legal duties around reporting information and expectations to report on improvement programmes. In September 2023, a health inequalities steering group was initiated, under the leadership of the Chief Medical Officer, with representation from clinical, operational, transformation, patient experience, research, organisational development and culture, informatics, public health and the Integrated Care Board. The group focused on scoping future priorities aligned to national guidelines, contractual obligations and priorities, regional priorities, feedback from clinical teams and patients, understanding where action is already being taken, and what the data is showing. Overall, the group
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Institutional information_2022-23_final
Description
Institutional information – key facts for inclusion as appropriate Support statements must be personal to your application to avoid the same document being submitted for different people from the same source. The NIHR have fed back that they expect tailored and personal statements of organisational support so, if you use some of the text below, it needs to be refined to connect with your own situation, context, focus of project, career to date and plans for the future. You should also check with the relevant NIHR infrastructure in advance of submission that they are happy to support you and/or be mentioned in your submission as in some cases the NIHR (and other funders) will email the infrastructure director following your submission to confirm they support your application. Brief information that describes research excellence of both organisations pertinent to your proposal is generally required. Start with your substantive employer, and then weave in the honorary organisation. Work up as a Word document in conjunction with your supervisor. Submit to relevant School, Faculty and/or Trust division/care group/department to the named person who will confirm participation on the system and may, for some schemes, have to make the final submission on behalf of the host institution. This might be the Faculty Associate Dean for Research, Deputy Head of School (Research) or relevant Head of Department or Care Group. They should review, augment and discuss the text with you, as necessary. University – generic information You are not expected to use all of this generic information. Recent feedback from the NIHR says they really don’t want reams of text extolling the virtues of the institution, but rather it should be personalised to the applicant and the project. Think carefully how you demonstrate the excellence of your chosen academic partner in your chosen area of research. The University of Southampton’s outstanding research and impact has been recognised in the Research Excellence Framework (REF 2021) results. Research by 1,412 Southampton academics – comprising 3,227 research outputs, 104 impact case studies, and 25 environment statement. Ninety-two per cent of the University’s research has been classed as ‘world leading’ (4*) or ‘internationally excellent’ (3*), placing Southampton in the top 10 per cent of submitting institution and ranked seventh among universities that submitted to more than one Unit of Assessment (‘non-specialist’ universities) across the sector. The University of Southampton is a founding signatory of the Athena SWAN Charter. The University holds a Silver Athena SWAN award (attained in 2016) and is seeking Gold. The University of Southampton Doctoral College provides a focal point for the training and development of researchers across the university who are enrolled on a PhD programme. In addition, the Centre for Higher Education Practice (CHEP) provides opportunities for the academic professional development of all staff, (research and education), particularly through access to references and resources. UK league table rankings ➢ 13th overall and 2nd for Physiotherapy with 14 subject areas in the top 10 in The Complete University Guide 2023 ➢ 16th in The Times and The Sunday Times Good University Guide 2023 ➢ 16th overall and 1st for Electronic and Electrical Engineering, and Physiotherapy - with a total of 13 of subject areas in the top 10 in The Guardian University Guide 2023 International league table rankings ➢ 77th in the QS World University Rankings (2022) ➢ Three subjects in the global top 50, according to QS World University Rankings by Subject 2021: Nursing (9); Statistics & Operational Research (33); Geology (50) ➢ Also in the top 100 globally, according to QS World University Rankings by Subject 2021: Archaeology, Civil & Structural Engineering; Earth & Marine Sciences; Electrical & Electronic Engineering (62nd out of 503); Geography; Geophysics; Mechanical, Aeronautical & Manufacturing Institutional information_2022-23_final -1- Engineering (75th out of 500); Medicine (88th out of 650); Physics & Astronomy (66th out of 601); Psychology and Social Policy & Administration ➢ 108th in the Times Higher Education (THE) World University Rankings 2023 and 12th among UK universities listed. Explore the full World University Rankings and UK Best Universities ➢ 11th in Times Higher Education's (THE) 'Golden Age' universities 2020 - the top 200 institutions founded as universities between 1945 and 1967. Southampton is second among the UK universities featured. Learn more at timeshighereducation.com Student satisfaction The National Student Survey (NSS) gathers feedback from mainly final-year undergraduates about their time in UK universities. Highlights from the NSS 2020 results include: ➢ 84.7% of our students were satisfied with the overall quality of their course ➢ 84.5% of our students were satisfied with the teaching on their course ➢ 85.8% of our students were satisfied with the learning resources provided by the University ➢ 89.3% of our students agreed that staff were good at explaining things ➢ 87.7% of our students agreed that their course was intellectually stimulating Knowledge Exchange Framework (KEF2) The University of Southampton’s outstanding business and public engagement has been recognised in the second Knowledge Exchange Framework (KEF2). The University’s strengths in public engagement, business partnerships, IP commercialisation and entrepreneurial activities – including graduate start-ups – have been recognised as amongst the best in England. Southampton achieved a top rating (‘very high engagement’) in four of seven areas of assessment: ‘Working with business’, ‘Working with the public and third sector’, ‘Intellectual Property and commercialisation’ and ‘Public and community engagement’. Southampton achieved the second highest rating ('high engagement’) in the other three areas: ‘Research partnerships’, ‘Local growth and regeneration’ and ‘CPD and graduate start-ups’. These results place Southampton at or above the average in all perspectives amongst the cluster of 17 very large, research-intensive and broad-discipline English universities. In partnership with University Hospital Southampton A foundation of its success has been the strong partnership between the University of Southampton and University Hospital Southampton. The relationship draws strength from the very best of Southampton’s basic science research in biomedicine, psychology, social sciences, electronics and computer science and mathematics and allows us to continually pursue excellence in health and social care research, education and professional practice. University Research group This is by far the most important bit. Describe the research group/department and key people in it who will support the fellowship holder, how the research project and person will be aligned with this focus and expertise, describe any facilities and resources available and what ‘support’ you will get from group, e.g. seminars, departmental meetings, being part of doctoral and post-doctoral community. School of Health Sciences Generic information The School of Health Sciences in the Faculty of Environmental and Life Sciences is internationally acknowledged as the leading centre for research in Nursing, Allied Health Professions, and Health Sciences Institutional information_2022-23_final -2- in the UK. Nursing at the University of Southampton is ranked fifth in the world and second in the UK (QS rankings 2022). The Complete University Guide (2022) ranks Occupational Therapy at Southampton as third in the UK and Physiotherapy as first. The School delivers world-leading health and care research to improve the health and wellbeing of the people of Wessex, the UK and beyond. All aspects of the School’s research environment were judged in REF 2021 to be conducive to producing research of world-leading quality and enabling outstanding impact in terms of its vitality and sustainability. The panel noted clear and concise strategic direction of research, particularly in clinical partnerships, sustainability and ongoing development of international collaborations. 93% of our research outputs were judged to be of internationally excellent or world-leading quality in terms of originality, significance and rigour. 80% of research impact case studies submitted were judged to have led to outstanding impact in terms of their reach and significance. These excellent results confirm our position as a leading research-intensive School. The School’s research strategy is based on strong links with the NHS and other healthcare organisations in collaboration with leading figures from a range of clinical professions, and research. Our research also helps to prepare the healthcare leaders of the future feeding into the School’s educational and enterprise programmes, and vice versa, giving our students the opportunity to work with cutting-edge research teams, in four research groups: Active Living; Health Needs; Fundamental Care and Health Work. https://www.southampton.ac.uk/healthsciences/research/index.page Clinical academic development Our Health Sciences academics have a long history and leading track record in nurturing and supporting nurses, midwives and AHPs (NMAHPs) across the entire career trajectory from pre-doctoral to senior investigator, within a strong culture of inter-disciplinary research. We have a leading role with the NIHR ARC Wessex and within the School of Health Sciences are strongly committed to supporting a range of fellowships (e.g. NIHR, Diabetes UK, Versus Arthritis UK, UKRI, Wellcome, ESRC). From 2014 to 2021, we have extended and expanded our post-doctoral clinical academic capacity for NMAHPs (45 awards: Senior Investigators, Senior Fellowships, Advanced Fellowships, Senior Clinical Lectureship, Clinical Lectureship) and 51 NIHR, ARC and School/Trust partnership funded clinical academic PGR students have been awarded. Since 2006, we have supported many internships and NIHR funded MRes studentships (108 awards, to 2021), successfully building capacity in research knowledge as a pre doctoral pipeline. XXX will benefit from career development support specific to non-medical clinical academic career pathways. They will participate as part of our larger clinical academic team of senior researchers, Early Career Researchers and PhD students in additional activities that focus career development. They will also work alongside the established multidisciplinary researchers housed in the clinical academic facility, funded through URKI and EU projects e.g. EU Marie Curie Integrated Training Network ‘STINTS’. The purpose-built facility provides open plan research space, conference rooms and specialist laboratories to support research (including a biomechanics laboratory, imaging facilities and a CAT2 biochemistry lab). For inclusion in Doctoral fellowship applications: In addition to the Doctoral College training focused on transferable skills and employability, we offer a Health Sciences doctoral training programme. This consists of the taught component of the MRes, with modules focused on clinical and health research, specifically design & methods, conducting research, planning research, quantitative and qualitative methods from the clinical and health research perspective. In addition, we run regular PGR student forum sessions which provide more in-depth discussion on topics requested by the students, for example ethics and approvals, patient and public involvement. Finally, students are invited to attend the Health Sciences seminar series and have opportunities to present via their research groups. Faculty of Medicine Generic information The Faculty of Medicine leads innovative learning and discovery for better health across the life course. The Faculty aims to establish its reputation as an internationally recognised Medical School (placed =71st in the 2022 QS global subject rankings), and to secure its place as one of the UK’s leading Medical Schools, building upon three distinctive features: our strong partnership with the local NHS (particularly University Hospital Institutional information_2022-23_final -3- Southampton NHS Foundation Trust - UHS) to deliver translational research and equip the next generation of doctors to work in a rapidly‐changing environment; collaborations at the life sciences interface with engineering, mathematics, computing, chemistry and nanotechnology; and exploitation of the enterprise agenda to maximise the impact of our education and research. Our research will focus on four key approaches: • Combining basic mechanistic and clinical research to deliver internationally-leading research and resultant outputs • Early clinical translation, utilising and fostering links with the NHS • Interdisciplinary collaborations, through the UoS Institute for Life Sciences (IfLS) • Enterprise and innovation Our research falls within five key themes: • Cancer Sciences • Healthy Ageing and Multi-Morbidity • Infection and Microbial Science • Developmental Sciences and Regenerative Medicine • Population Science Supporting these themes are five cross-cutting research methodology platforms that guide investment in equipment, core facilities and technical support: • Cell Biology & Chemistry of Life • Immunology • Clinical Trials & Experimental Medicine • Systems Biology • Data Science We are proud to host research centres/units which are fully integrated within the Faculty and our strategy. These are: • The Centre for Cancer Immunology and the NIHR CRUK Experimental Cancer Medicine Centre (ECMC) • Southampton Centre for Biomedical Research incorporating the NIHR Southampton Biomedical Research Centre (BRC) and the NIHR Southampton Clinical Research Facility (CRF) • NIHR Wessex Applied Research Centre (ARC) • NIHR School for Primary Care Research • NIHR and Cancer Research UK Southampton Clinical Trials Unit • MRC Lifecourse Epidemiology Centre (MRC LEC) • Versus Arthritis-MRC National Centre of Excellence for Musculoskeletal Health and Work The Faculty also has three major enterprise units, which are pivotal in Faculty activities. These are the the School of Healthcare Enterprise and Innovation, The NIHR Research Design Service South Central and the Clinical Informatics Research Unit (CIRU). Clinical academic development The Southampton Clinical Academic Training Scheme (SoCATS) brings together the Faculty of Medicine and Health Education England-Wessex (HEE-W) to support the development our Specialised Foundation Programme (SFP) trainees, Academic Clinical Fellows (ACFs) and Clinical Lecturers (CLs). SFP trainees involved with research are provided with monthly training throughout year 1 on research methods. There is a four-month rotation in year 2 for an academic placement with hands-on research. Institutional information_2022-23_final -4- ACFs and CLs can access a wide range of training opportunities (research methodology, epidemiology, statistics, etc.) to support their development. Trainees can also access workshops on scientific writing, abstract writing, poster presentations, supervisory skills and research impact. Professional development workshops include time management, leadership skills, building/managing research teams, public engagement, and teaching skills. Mentoring for clinical academic trainees is facilitated via the Faculty Mentoring Scheme. ACFs and CLs can access funding to attend conferences to disseminate their research findings, as well as other research related events. Financial support is available to fund training to support academic development. As a result of the rigorous scientific training received many of our former or current ACFs and CLs have made significant discoveries in their field of research and have published these findings in international journals. This includes publications in Lancet, Nature Medicine, Nature Genetics, British Medical Journal, Lancet Oncology, Lancet Infectious Diseases, Lancet Diabetes and Endocrinology, Proceedings of the National Academy of Sciences USA, Gut, American Journal of Respiratory and Critical Care Medicine, Journal of Allergy and Clinical Immunology, Journal of the National Cancer Institute, Cancer Research, Clinical Cancer Research, Brain, Blood, and many other reputable journals. Career progression through fellowships is supported via three Fellowship Champions and six Fellowship Mentors based within the Faculty. The University Research and Innovation Services team provide bespoke advice and assistance with fellowship and grant applications. Since the inception of our Integrated Academic Training programme over 100 NIHR funded ACFs have completed their ACF with the majority continuing research once their post has come to an end. We have an excellent track record of CLs being awarded intermediate or advanced fellowships, including Career Development Fellowships (NIHR, MRC, Pathological Society, Fulbright Scholarship), Postdoctoral Fellowships (NIHR, Wellcome Trust) and Clinician Scientist/Advanced Clinician Scientist Fellowships (CRUK, MRC). SoCATS has a network of Academic Leads who can provide information specific to their specialty. Details of academic leads can be obtained via our SoCATS website (https://www.southampton.ac.uk/socats/index.page). NOTE – Further information on SoCATS can be found on our website and Intranet site (UoS login required). Transferable Skills Programme, peer support and wider university participation Our transferable skills programme provides a wide range of training opportunities for our Postgraduate Research Students, Postdoctoral Researchers, and clinical academic trainees. The programme has been developed in line with the national Researcher Development Framework. It includes a range of workshops, varying from one hour to one day in duration covering topics including abstract and poster presentations, scientific writing, presentation skills, mentoring and interview skills. A range of online training materials are also available. Postgraduate research students are represented on many University and Faculty committees. They are encouraged to raise issues or make suggestions through their representatives. Students enrolling at the start of the academic year benefit from interacting with staff and other PGR students at the induction day and subsequent FoM training programmes. Opportunities for further meetings are provided throughout the year via this training programme and also by attending School seminars and biannual student fora. Institutional information_2022-23_final -5- UHS Trust – generic information Again you don’t have to use all of this – refer to relevant areas as needed and specific to context of your own research and situation. So if you are doing research that aligns with expertise and focus of the BRC for example, mention that, and what the BRC will offer in terms of support and development. University Hospital Southampton NHS Foundation Trust is one of the largest acute teaching trusts in England, with a staff of 13,000 with a turnover of more than £1bn (2020-21). It provides hospital services for 1.9 million people living in Southampton and southern Hampshire and specialist services including neurosciences, respiratory medicine, cancer, cardiovascular, obstetrics and specialist children’s services to more than 3.7 million people in central southern England and the Channel Islands. The Trust is also a designated major trauma centre, one of only two places in the south of England to offer adults and children full major trauma care provision. UHS gained foundation trust status on 1 October 2011. Every year, our staff see more than 650,000 people at outpatient appointments, deal with 150,000 attendances in the emergency department, and treat around 160,000 inpatients and day patients, including over 75,000 emergency admissions. In addition, the Trust delivers more than 100 outpatient clinics across the south of England to keep services local for patients. Research is an integral part of University Hospital Southampton’s mission to constantly improve and be able to offer better care to our patients. The Trust’s Research Strategy (2017-2022) “Research for All”, and UHS Clinical Strategy (2020-2025) lay out the Trust vision that research is fundamental to everything we do, embedded in the delivery of care. One of the UK’s largest University Hospitals, UHS is overall fourth highest recruiting NHS Trust for recruitment and complex weighted recruitment: 246,135 participants have been recruited into CRN portfolio studies from 2008-2022 (46,129 recruited to interventional studies; 7846 to commercial studies, ranking UHS as 7th nationally). Between 2009-2021, participation in interventional trials increased from 3% to 30% of overall annual recruitment activity. To date, UHS has opened 4512 portfolio studies and is top NHS Trust nationally for number opened. For 2021-22 specifically, UHS was ranked 8th for overall recruitment, 3rd for complexity weighted recruitment, and 10th for commercial recruitment, with 14,567 participants in both CoVID and non-CoVID research. The University of Southampton (UoS) and University Hospital Southampton NHS Foundation Trust’s (UHS) research partnership extends from fundamental laboratory based science, through joint management of large-scale, externally funded translational research infrastructure, to collaborative implementation of research interventions into practice. The partnership has in place a strategic agreement and robust governance designed to govern and contract for their frequent research collaboration. The partnership is realised through a combination of joint strategic investment, a physical University presence within the Trust at Southampton General Hospital and a collaborative approach to working. This essential base for the University at the heart of the NHS ensures it is positioned to undertake timely and relevant research into service provision and intervention, informed by collaboration with clinical colleagues at the forefront of NHS practice. The two institutions seek to foster a collaborative approach to research, through joint working arrangements, the sharing of best practice, and regular operational and strategic steering groups, in an administrative, academic and clinical context. UHS is committed to developing a culture of inclusion, diversity and belonging. The ‘Actionable Allyship’ programme is being rolled out across all staff, encouraging confidence to have positive discussions around all aspects of inclusion and belonging, and to challenge microaggressions and inequalities in the moment. Additional health and wellbeing support measures for staff were implemented in response to the COVID-19 pandemic, including designation of a wellbeing guardian on the board of directors. The Clinical Informatics Research Unit has achieved much in the field of health service data research and has developed the EDGE Clinical Research Management system enabling investigators nationwide to manage their clinical research data optimally. The Trust has a dedicated grants team who can provide advice and support on aspects such as managing the research grant, looking after the budget and developing an annual report of progress. Institutional information_2022-23_final -6- Material on your clinical department Ask your supervisors and other senior academics who are in the dept and clinical mentors to support this section. Describe the ethos, culture and research and innovation strengths of particular dept and the Trust as a clinical centre of excellence. Mention if, for example, there are seminars or research group meetings that you can access. Also, the presence of medical academic clinical fellows, other nurse/AHP clinical academics and medical senior investigators who will support and encourage. Southampton NIHR infrastructure – generic information If your research is aligned with the BRC or the NIHR ARC Wessex make sure you talk to the training lead of the relevant bit of BRC (Nutrition – Mark Johnson, Respiratory – Karl Staples, Cross cutting themes of behavioural, antimicrobial and data science – Kay Mitchell), or NIHR ARC (Alison Richardson, Director of NIHR ARC Wessex) and they can help you add text about ‘trainee’ support as relevant to your area of focus. Embedded in the heart of the hospital is the NIHR Clinical Research Facility (CRF) (2022-2027 award £10.5m) which has facilitated over 1850 studies in 31 specialities, hosting over 161,000 participant visits since 2001. Here, early phase studies can be delivered safely in either the inpatient or outpatient setting. Within the CRF is a dedicated laboratory for processing and storing of study related samples with full barcode tracking. A satellite CRF Vaccine Hub was established in 2020 in response to the COVID-19 pandemic that, together with the main site, supported over 8800 visits across 11 COVID vaccine studies in 2020-21 and the ACCORD/AGILE national early phase platforms. The Southampton Clinical Trials Unit is an NIHR support funded and Cancer Research UK core funded UKCRC registered CTU with expertise in the design, conduct and analysis of clinical trials and other well designed studies. Since August 2013 the SCTU has recruited over 10,000 patients into trials, coordinated over 50 studies, and driven major advances in cancer areas including urology, breast, gastro-intestinal and thoracic oncology , and lymphoma and non-cancer areas including primary care and respiratory medicine. Wessex Investigational Sciences Hub (WISH) laboratory is a Good Laboratory Practice regulated immunology laboratory with genomics and molecular microbiology facilities. Part NIHR funded, it is a quality-regulated research environment and is approved by several external governance bodies. It hosts the CR UK Experimental Cancer Medicine Centre, unique in the UK for its focus on immunotherapy and immunomonitoring, in addition to the Wessex NHS Genomic Medicine Centre. The NIHR Southampton Biomedical Research Centre (BRC) (£25m award 2022-2027) brings together five themes (Nutrition, Lifecourse and Metabolism, Respiratory and Allergy, Data health and Society, Microbiology, Immunology and Infection and Perioperative and Critical Care), two core partners (University Hospital Southampton and University of Southampton) and a network of collaborations across Wessex, the UK and internationally. Our vision is to enhance health and quality-of-life by improving resilience to disease, injury and the consequences of ageing across the lifecourse through translation of world-class experimental medicine combined with our seven foundational principles of focus, integration, democratisation, personcentredness, inclusivity, collaboration and efficiency. NIHR Applied Research Collaboration Wessex (ARC) (original award 2019-2024, £9m, since increased, plus £7.5m ECR dementia research) is a partnership between the NHS, three universities, charities, local authorities, and other organisations within the Wessex region. The ARC Wessex programme of research addresses four areas related to the health and social care needs of our community: Ageing & Dementia, Healthy Communities, Long term Conditions, Workforce & Health Systems alongside a Mental Health hub. Academic career development forms a central component of the ARC Wessex strategy to develop the research skills and talents of the ARC Wessex community and make a substantial contribution to fostering a world class research environment in applied health and social care research. XXX will become a member of our Academy (200+ members) which offers a diverse and collaborative network by which we pool resources to support a variety of events, regular ‘check-in’ meetings and have set up on-line resources and top tips for Academy members to remain connected throughout the course of their awards and beyond. The University of Southampton’s Primary Care Research Centre is a member of the NIHR School for Primary Care Research (SPCR). NIHR research schools are national collaborations between leading academic centres that fund research in primary care, public health and social care. This new phase of the SPCR has an explicit Institutional information_2022-23_final -7- aim to strengthen the primary care research sector more broadly, covering sectors such as community nursing and pharmacy as well as general practice. Funding of £22 million started in April 2021 for a five year period. The NIHR Research Design Service South Central provides research design and methodological support to researchers, including qualitative research, health economics and PPI capabilities. The RDS also delivers training including an annual NIHR focussed grant application workshop. Sited at Southampton General Hospital, the region covers Southampton, Portsmouth and Oxford. These centres amount to significant NIHR investment and come together to form the supporting pillars of the Southampton clinical research partnership. Southampton Academy of Research (SoAR) - generic information SoAR is Southampton’s university/Trust partnership’s pan professional hub for health-related research career training and development. The existence of the Academy is evidence of how seriously the Trust is committed to research capacity building. SoAR supports the development of policies relevant to researcher career development across the Trust/University partnership to ensure both parties work in ways that meet the NIHR principles and obligations statement. SOAR benefits The applicant (name) will be able to take advantage of the resources and support offered by the Academy, which includes: • Engagement with other early career researchers, across professions and disciplines, facilitated by named Early Career Research Champions. • Access to a named Academic Career Development Lead for career advice and support. • Short, free training courses addressing practical researcher development skills such as writing pathways to impact statements, writing quality papers, networking and influencing strategies. • Access to a competitive training and education fund for support to attend conferences or access specific training courses. • A winter and summer school of addressing aspects like time management, collaboration, researcher well-being. • A quarterly newsletter including training, fellowship and development opportunities. • Support to source an appropriate mentor. • Support to navigate and problem solve any challenges that might arise in working across the Trust/university interface. • Drop-in sessions for information and advice on career development. Institutional information_2022-23_final -8- APPENDIX Example support statements 1. With kind permission of Alasdair Munro: I am delighted to support Alasdair Munro’s application for a Clinical Research Training Fellowship and will provide senior mentorship during the duration of the award. Alasdair is an ideal candidate for an NIHR training fellowship which will be conducted using equipment provided by the new £2.8 M. NIHR antimicrobial resistance capital award to Southampton. He gained a first-class honours degree from the University of Southampton and was an outstanding student. Alasdair has progressed rapidly and seamlessly through the clinical training pathway, gaining a national training number in paediatric medicine and his MRCPCH. He has demonstrated a clear interest in clinical academic medicine since his medical student project where he excelled in a project requiring complex data analysis. He has been self-motivated in conducting clinical research projects that he has published while in clinical training posts, including in the area of real-world diagnostics. He was appointed against strong competition for his current post as NIHR Clinical Research Facility fellow, and has impressed us greatly. In his current post, Alasdair has shown great energy and ability, leading on the set up of complex noncommercial and commercial phase 1 trials of antibiotics and new vaccines. He has taken an interest in biofilm infections and diagnostic technologies, writing a review and working across Faculties to put his Fellowship proposal together. This clinical feasibility study will translate a new imaging solution for diagnosing resistant bacteria in biofilms, which fits very well with his clinical training and interest in diagnostics. Alasdair has developed the proposal himself, working with his supervisors to carry out a PhD aligning with both the current national/global priority area of preventing antimicrobial resistance and to current expertise and interfaculty work at the University of Southampton, Southampton BRC/CRF and National Biofilm Innovation Centre. Alasdair will be supported by an excellent supervisory team at the University of Southampton, each an emerging leader in their respective fields. Saul Faust is Director of the NIHR Clinical Research Facility who leads the Faculty of Medicine and BRC input to the National Biofilm Innovation Centre (NBIC). Jeremy Webb is an international authority on pseudomonal biofilms who is co-chief investigator NBIC, itself hosted by the University of Southampton. Sumeet Mahajan is a global academic leader in Raman spectroscopy and engineering. This Fellowship will give Alasdair an excellent training in cutting edge technologies and interdisciplinary research that can be widely applied to address human disease. We clearly need to mentor and develop such translational clinical scientists to harness the potential of emerging technologies. Alasdair’s strong academic background and stage in his clinical training makes him an ideal candidate for an NIHR Clinical Doctoral Fellowship to develop such skills. 2. With kind permission of Andrew Bates: We first became aware of Andrew during his work at Royal Bournemouth Hospital. He took responsibility for delivering our Fit4Surgery portfolio, recruiting significant participant numbers with exceptional commitment, desire and dedication. Andrew secured an HEE/NIHR Internship award, further establishing our partnership as we hosted his research placement during this successful and productive programme. We quickly understood his potential and valuing his contributions, we developed a 12-month secondment. He has become an integral member of the Critical Care Research team, so we have been delighted to appoint him on a permanent basis, as research manager. This is a Clinical Academic Post. He is developing a translational clinical service and managing a team of junior research staff. We are committed to supporting a 50:50 clinical: fellowship role. With our support, we feel he has the attributes and desire to forge a leading clinical academic career within this exemplar service. Institutional information_2022-23_final -9- Given his extensive experience of research delivery and management, we gave serious consideration to steering Andrew towards a doctoral training programme. On reflection, we felt that developing Andrew’s individual research identity and relevant methodological skills would be better served through the PCAF level award. Andrew’s PCAF programme will be hosted by a partnership between University Hospital Southampton and University of Southampton. This established research partnership has enabled the Southampton Academy of Research to harness the potential of our health-related research workforce, driving the next generation of clinical discoveries and supporting them to advance knowledge and improve care. While keeping his primary hospital contract, Andrew will gain access to training, facilities and networking opportunities at the University, via an extension of his established honorary contract. The Faculty of Medicine and School of Health Sciences will collaborate with the NIHR Southampton Biomedical Research Centre, Critical Care Research Area, to ensure that he receives the highest quality of support. The School of Health Sciences is internationally acknowledged as the leading centre for research in Nursing, Allied Health Professions, and Health Sciences in the UK, with a strong track record with NIHR personal awards. The School’s aim is to build and sustain world-leading applied health research that will lead to real improvements in health care. Research environment and research impact were both rated world-leading (4*) in REF 2014. The School has an excellent reputation for cutting edge multidisciplinary research based on strong links with the NHS and other healthcare organisations. The research strategy is aimed at generating the highest quality research and making a real difference to people’s lives. The Faculty of Medicine leads innovative learning and discovery for better health across the life course and is an internationally recognised Medical School (placed in the top 100 in 2014 in the QS global subject rankings). To secure our place as one of the UK’s leading Medical Schools, we are building upon three distinctive features: our strong partnership with the local NHS providers, to deliver translational research and equip the next generation of healthcare professionals to work in a rapidly-changing environment; collaborations at the life sciences interface with technology; and exploitation of the enterprise agenda to maximise the impact of our education and research. The Faculty’s transferable skills programme will provide a wide range of training opportunities for Andrew. The programme has been developed in-line with the Vitae Researcher Development Framework. It includes a range of workshops including scientific writing, presentation skills, mentoring and interview skills. The Critical Care Research team is a group of clinicians and clinical scientists engaged in research to meet key unmet needs in critical illness across the life-course, with particular attention to the acute patient pathway, of which Andrew has vast clinical, teaching and now research experience. Fit4Surgery is a world-leading clinical and research programme, aiming to improve patient outcome throughout their surgical journey. Leadership from internationally renowned Professors, Mike Grocott, Sandy Jack and Denny Levett with whom Andrew already has close working relationships, will provide a fertile environment for his PCAF and subsequent research career development, in this, his chosen field for research. We believe that the quality of his clinical academic support is assured, not just by our institutional track record in delivering research and supporting clinical academic development, but also by the quality of his confirmed supervisor/ mentorship team. Andrew’s principal academic mentor is Associate Professor Steve Wootton. Dr Wootton is the infrastructure and training lead of NIHR Southampton Biomedical Research Centre and a member of the NIHR Trainees Coordinating Centre. He has played a leading role in the design and delivery of principal national educational initiatives. He has successfully supervised to completion 18 PhD and 4 MD students. He will take primary responsibility for ensuring that, post-PCAF, Andrew is equipped to deliver the highest quality of application for the NIHR Doctoral Fellowship Programme. Dr Chloe Grimmett is an NIHR post-doctoral fellow, working out of University of Southampton School of Health Sciences. She has a strong research track record. With established expertise in qualitative methodology, she will support Andrew’s key methodological training need. Her support ensures the involvement and collaboration of the FoHS. As an NIHR award holder, Chloe will mentor Andrew’s progression through this career pathway. Institutional information_2022-23_final - 10 - Kay Mitchell is a critical care nurse researcher with significant personal research output and experience in promotion of clinical academic careers for healthcare professionals. She is a founder member of Southampton Academy of Research a research partnership which is focussed on developing an integrated approach to training and career development. Andrew will be welcomed into this network, provided with key training and networking opportunities. Kay is a newly appointed 70@70 Senior Nurse Leader, leaving her as a perfectly placed mentor to develop Andrew’s PCAF programme to doctoral fellowship and beyond. We have been consistently impressed with the quality of Andrew’s work, driven by hard-work and determination to forge a successful clinical academic career. This is matched by our determination to support this aspiration. We feel confident that our collaborative efforts will result in Andrew delivering a successful fellowship and subsequent progression through the HEE / ICA programme. Institutional information_2022-23_final - 11 -
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Institutional information_2021_final
Description
Institutional information – key facts for inclusion as appropriate Support statements must be personal to your application to avoid the same document being submitted for different people from the same source. The NIHR have fed back that they expect tailored and personal statements of organisational support so, if you use some of the text below, it needs to be refined to connect with your own situation, context, focus of project, career to date and plans for the future. Brief information that describes research excellence of both organisations pertinent to your proposal is generally required. Start with your substantive employer, and then weave in the honorary organisation. Work up as a Word document in conjunction with your supervisor. Submit to relevant School, Faculty and/or Trust division/care group/department to the named person who will confirm participation on the system and may, for some schemes, have to make the final submission on behalf of the host institution. This might be the Faculty Associate Dean for Research, Deputy Head of School (Research) or relevant Head of Department or Care Group. They should review, augment and discuss the text with you, as necessary. University – generic information You are not expected to use all of this generic information. Recent feedback from the NIHR says they really don’t want reams of text extolling the virtues of the institution, but rather it should be personalised to the applicant and the project. Think carefully how you demonstrate the excellence of your chosen academic partner in your chosen area of research. The University of Southampton is one of the world’s top 100 universities. In Research Excellence Framework (REF) 2014, the University of Southampton reaffirmed its position as one of the leading research universities and was ranked eighth in the UK based on research intensity. Over 96 per cent of the University's research environment has been assessed as world-leading and internationally excellent, and nearly 90 per cent of its research has been assessed as having world-leading and internationally excellent impact. 40% of our research activities involve industry collaboration. The University of Southampton is a founding signatory of the Athena SWAN Charter. The University holds a Silver Athena SWAN award (attained in 2016) and is seeking Gold. The university has a dedicated grants support team who can advise on funding streams, grant writing, financial management and reporting. Working in partnership with Faculty Graduate Schools and Professional Services, the University of Southampton Doctoral College provides a focal point for the training and development of doctoral researchers across the university. In addition, the Centre for Higher Education Practice (CHEP) provides opportunities for academic professional development across the university, particularly through access to references and resources for research staff. In partnership with University Hospital Southampton A foundation of its success has been the strong partnership between the University of Southampton and University Hospital Southampton. The relationship draws strength from the very best of Southampton’s basic science research in biomedicine, psychology, social sciences, electronics and computer science and mathematics and allows us to continually pursue excellence in health and social care research, education and professional practice. University Research group This is by far the most important bit. Describe the research group/department and key people in it who will support the fellowship holder, how the research project and person will be aligned with this focus and expertise, describe any facilities and resources available and what ‘support’ you will get from group, e.g. seminars, departmental meetings, being part of doctoral and post-doctoral community. Institutional information_2021_final -1- School of Health Sciences Generic information The School of Health Sciences in the Faculty of Environmental and Life Sciences is internationally acknowledged as the leading centre for research in Nursing, Allied Health Professions, and Health Sciences in the UK. The School of Health Sciences is ranked first in the Times Highers' (December 19, 2014) research intensity-weighted GPA ranking and first in Research Fortnight (2014 Quality Rankings), with Health Sciences at Southampton as the number one institution for the overall quality of our physiotherapy research. (The Complete University Guide and the Times University Guide 2019, 2020). The School’s aim is to build and sustain world-leading applied health research that will lead to real improvements health care. The impact of our research and our research environment received the maximum possible scores with 100% judged as 4* world-leading in REF 2014. These excellent results confirm our position as a leading research-intensive School of Health Sciences. The research strategy is aimed at generating the highest quality research and making a real difference to people’s lives and is based on strong links with the NHS and other healthcare organisations in collaboration with leading figures from a range of clinical professions, and research. Our research also helps to prepare the healthcare leaders of the future feeding into the School’s educational and enterprise programmes, and vice versa, giving our students the opportunity to work with cutting-edge research teams, in four research groups: Active Living; Health Needs; Fundamental Care and Health Work. https://www.southampton.ac.uk/healthsciences/research/index.page Clinical academic development The School is a leading national and international centre for developing nursing, midwifery and allied health professional clinician researchers through its clinical academic careers initiative, which builds on strong clinical partnerships with University Hospital Southampton specifically as well as other NHS Trusts across Wessex. Our Health Sciences academics have a long history and leading track record in nurturing and supporting nurses, midwives and AHPs (NMAHPs) across the entire career trajectory from pre-doctoral to senior investigator, within a strong culture of inter-disciplinary research. We have a leading role with the NIHR ARC Wessex and within the School of Health Sciences are strongly committed to supporting a range of fellowships (e.g. NIHR, Diabetes UK, Versus Arthritis UK, UKRI, Wellcome, ESRC). Since 2014, we have extended and expanded our post-doctoral clinical academic capacity for NMAHPs (45 awards: Senior Investigators, Senior Fellowships, Advanced Fellowships, Senior Clinical Lectureship, Clinical Lectureship) and 51 NIHR, ARC and School/Trust partnership funded clinical academic PGR students have been awarded. Since 2006, we have supported many internships and NIHR funded MRes studentships (108 awards), successfully building capacity in research knowledge as a pre doctoral pipeline. XXX will benefit from career development support specific to non-medical clinical academic career pathways. They will participate as part of our larger clinical academic team of senior researchers, Early Career Researchers and PhD students in additional activities that focus career development. They will also work alongside the established multidisciplinary researchers housed in the clinical academic facility, funded through URKI and EU projects e.g. EU Marie Curie Integrated Training Network ‘STINTS’ and will also have access to the purpose-built Clinical Academic Facility at University Hospital Southampton (UHS) NHS Foundation Trust, currently housing 28 clinical academic PhD students. The purpose-built facility provides open plan research space, conference rooms and specialist laboratories to support research (including a biomechanics laboratory, imaging facilities and a CAT2 biochemistry lab). For inclusion in Doctoral fellowship applications: In addition to the Doctoral College training focused on transferable skills and employability, we offer a Health Sciences doctoral training programme. This consists of the taught component of the MRes, with modules focused on clinical and health research, specifically design & methods, conducting research, planning research, quantitative and qualitative methods from the clinical and health research perspective. In addition, we run regular PGR student forum sessions which provide more in-depth discussion on topics requested by the students, for example ethics and approvals, patient and public involvement. Finally, students are invited to attend the Health Sciences seminar series and have opportunities to present via their research groups. Institutional information_2021_final -2- Faculty of Medicine Generic information The Faculty of Medicine leads innovative learning and discovery for better health across the life course. The Faculty aims to establish its reputation as an internationally recognised Medical School (placed in the top 100 in 2021 in the QS global subject rankings), and to secure its place as one of the UK’s leading Medical Schools, building upon three distinctive features: our strong partnership with the local NHS (particularly University Hospital Southampton NHS Foundation Trust - UHS) to deliver translational research and equip the next generation of doctors to work in a rapidly‐changing environment; collaborations at the life sciences interface with engineering, mathematics, computing, chemistry and nanotechnology; and exploitation of the enterprise agenda to maximise the impact of our education and research. Our research will focus on four key approaches: Combining basic mechanistic and clinical research to deliver internationally-leading research and resultant outputs Early clinical translation, utilising and fostering links with the NHS Interdisciplinary collaborations, through the UoS Institute for Life Sciences (IfLS) Enterprise and innovation Our research falls within five key themes: Cancer Sciences Healthy Ageing and Multi-Morbidity Infection and Microbial Science Developmental Sciences and Regenerative Medicine Population Science Supporting these themes are five cross-cutting research methodology platforms that guide investment in equipment, core facilities and technical support: Cell Biology & Chemistry of Life Immunology Clinical Trials & Experimental Medicine Systems Biology Data Science We are proud to host six research centres, which are fully integrated within the Faculty and our strategy. These are: Cancer Research UK (CRUK) Southampton Centre incorporating the Centre for Cancer Immunology and the NIHR CRUK Experimental Cancer Medicine Centre (ECMC) Southampton Centre for Biomedical Research incorporating the NIHR Southampton Biomedical Research Centre (BRC) and the NIHR Southampton Clinical Research Facility (CRF) NIHR Wessex Applied Research Centre (ARC) NIHR School for Primary Care Research MRC Lifecourse Epidemiology University Unit (MRC LEU) Versus Arthritis-MRC National Centre of Excellence for Musculoskeletal Health and Work The Faculty also has four major enterprise units, which are pivotal in Faculty activities. These are the Southampton Clinical Trials Unit (SCTU), the Wessex Institute (WI), The NIHR Research Design Service South Central and the Clinical Informatics Research Unit (CIRU). Clinical academic development The Southampton Clinical Academic Training Scheme (SoCATS) brings together the Faculty of Medicine and Institutional information_2021_final -3- Health Education England-Wessex (HEE-W) to support the development our Academic Foundation (AF) trainees, Academic Clinical Fellows (ACFs) and Clinical Lecturers (CLs). AF trainees are provided with monthly training throughout year 1 on research methods. There is a fourmonth rotation in year 2 for an academic placement with hands-on research. ACFs and CLs can access a wide range of training opportunities (research methodology, epidemiology, statistics, etc.) to support their development. Trainees can also access workshops on scientific writing, abstract writing, poster presentations, supervisory skills and research impact. Professional development workshops include time management, leadership skills, building/managing research teams, public engagement, and teaching skills. Mentoring for clinical academic trainees is facilitated via the Faculty Mentoring Scheme. ACFs and CLs can access funding to attend conferences to disseminate their research findings, as well as other research related events. Financial support is available to fund training to support academic development. As a result of the rigorous scientific training received many of our former or current ACFs and CLs have made significant discoveries in their field of research and have published these findings in international journals. This includes publications in Lancet, Nature Medicine, Nature Genetics, British Medical Journal, Lancet Oncology, Lancet Infectious Diseases, Lancet Diabetes and Endocrinology, Proceedings of the National Academy of Sciences USA, Gut, American Journal of Respiratory and Critical Care Medicine, Journal of Allergy and Clinical Immunology, Journal of the National Cancer Institute, Cancer Research, Clinical Cancer Research, Brain, Blood, and many other reputable journals. Career progression is supported via three fellowship Champions and the University Research and Innovation Services team, who provide bespoke advice and assistance with fellowship applications. Since the inception of our Integrated Academic Training programme over 100 NIHR funded ACFs have completed their ACF with the majority continuing research once their post has come to an end. We have an excellent track record of CLs being awarded intermediate or advanced fellowships, including Career Development Fellowships (NIHR, MRC, Pathological Society, Fulbright Scholarship), Postdoctoral Fellowships (NIHR, Wellcome Trust) and Clinician Scientist/Advanced Clinician Scientist Fellowships (CRUK, MRC). SoCATS has a network of Academic Leads who can provide information specific to their specialty. Details of academic leads can be obtained via our SoCATS website (https://www.southampton.ac.uk/socats/index.page). NOTE – Further information on SoCATS can be found on our website and Intranet site (UoS login required). Transferable Skills Programme, peer support and wider university participation Our transferable skills programme provides a wide range of training opportunities for our Postgraduate Research Students, Postdoctoral Researchers, and clinical academic trainees. The programme has been developed in line with the national Researcher Development Framework. It includes a range of workshops, varying from one hour to one day in duration covering topics including scientific writing, presentation skills, mentoring and interview skills. A range of online training materials are also available. Postgraduate research students are represented on many University and Faculty committees. They are encouraged to raise issues or make suggestions through their representatives. Students enrolling at the start of the academic year benefit from interacting with staff and other PGR students at the induction day and subsequent FoM training programmes. Opportunities for further meetings are provided throughout the year via this training programme and also by attending School seminars and biannual student fora. Institutional information_2021_final -4- UHS Trust – generic information Again you don’t have to use all of this – refer to relevant areas as needed and specific to context of your own research and situation. So if you are doing research that aligns with expertise and focus of the BRC for example, mention that, and what the BRC will offer in terms of support and development. University Hospital Southampton NHS Foundation Trust is one of the largest acute teaching trusts in England, with a turnover of more than £878m (2018-19). It provides hospital services for 1.9 million people living in Southampton and southern Hampshire and specialist services including neurosciences, respiratory medicine, cancer, cardiovascular, obstetrics and specialist children’s services to more than 3.7 million people in central southern England and the Channel Islands. UHS gained foundation trust status on 1 October 2011. In 2019-2020, at three sites across the city of Southampton, more than 11,500 staff, including more than 700 consultants, professors and senior lecturers, saw over 729,000 people at outpatient appointments, dealt with 139,000 attendances at the emergency department and treated 157,000 inpatients and day patients, including over 63,000 emergency admissions. In addition, the Trust delivers more than 100 outpatient clinics across the South of England to keep services local for patients. Providing these services costs over £1.9 million per day. Research is an integral part of University Hospital Southampton’s mission to constantly improve and be able to offer better care to our patients. The Trust’s Research Strategy (2017-2022) “Research for All”, and UHS Clinical Strategy (2020-2025) lay out the Trust vision that research is fundamental to everything we do, embedded in the delivery of care. One of the UK’s largest University Hospitals, UHS is the third highest recruiting NHS Trust ever: 211,270 participants have been recruited into 1966 CRN portfolio studies from 2008-2020. In the last 12 years, participation in interventional trials has increased from 3% to 30% of overall annual recruitment activity. For 2020-21 specifically, UHS were ranked 10th for overall recruitment and 8th for complexity weighted recruitment, with 10,370 participants in both CoVID and non-CoVID research. The University of Southampton (UoS) and University Hospital Southampton NHS Foundation Trust’s (UHS) research partnership extends from fundamental laboratory based science, through joint management of large-scale, externally funded translational research infrastructure, to collaborative implementation of research interventions into practice. The partnership has in place a strategic agreement and robust governance designed to govern and contract for their frequent research collaboration. The partnership is realised through a combination of joint strategic investment, a physical University presence within the Trust at Southampton General Hospital and a collaborative approach to working. This essential base for the University at the heart of the NHS ensures it is positioned to undertake timely and relevant research into service provision and intervention, informed by collaboration with clinical colleagues at the forefront of NHS practice. The two institutions seek to foster a collaborative approach to research, through joint working arrangements, the sharing of best practice, and regular operational and strategic steering groups, in an administrative, academic and clinical context. The Clinical Informatics Research Unit has achieved much in the field of health service data research and has developed the EDGE Clinical Research Management system enabling investigators nationwide to manage their clinical research data optimally. The Trust has a dedicated grants team who can provide advice and support on aspects such as managing the research grant, looking after the budget and developing an annual report of progress. Material on your clinical department Ask your supervisors and other senior academics who are in the dept and clinical mentors to support this section. Describe the ethos, culture and research and innovation strengths of particular dept and the Trust as a clinical centre of excellence. Mention if, for example, there are seminars or research group meetings that you can access. Also, the presence of medical academic clinical fellows, other nurse/AHP clinical academics and medical senior investigators who will support and encourage. Institutional information_2021_final -5- Southampton NIHR infrastructure – generic information If your research is aligned with the BRC or the NIHR ARC Wessex make sure you talk to the training lead of the relevant bit of BRC (Nutrition – Mark Johnson, Respiratory – Karl Staples, Cross cutting themes of behavioural, antimicrobial and data science – Kay Mitchell), or NIHR ARC (Alison Richardson, Director of NIHR ARC Wessex) and they can help you add text about ‘trainee’ support as relevant to your area of focus. Embedded in the heart of the hospital is the NIHR Clinical Research Facility (CRF) (2017-2022 award £9.2m) which has facilitated over 1950 studies in more than 14 UKCRC health categories, hosting over 210,000 participant visits since 2001. Here, early phase studies can be delivered safely in either the inpatient or outpatient setting. Within the CRF is a dedicated laboratory for processing and storing of study related samples with full barcode tracking. The Southampton Clinical Trials Unit is an NIHR funded CTU with expertise in the design, conduct and analysis of multicentre interventional clinical trials. Since August 2013 the SCTU has recruited over 10,000 patients into trials, coordinated over 80 studies, and driven major advances in areas including urology, breast, and gastro-intestinal cancer, and lymphoma. Wessex Investigational Sciences Hub (WISH) laboratory is a Good Laboratory Practice regulated immunology laboratory with genomics and molecular microbiology facilities. Part NIHR funded, it is a qualityregulated research environment and is approved by several external governance bodies. It hosts the CR UK Experimental Cancer Medicine Centre, unique in the UK for its focus on immunotherapy and immunomonitoring, in addition to the Wessex NHS Genomic Medicine Centre. The NIHR Southampton Biomedical Research Centre (BRC) (£15m award 2017-2022) has a national role in enabling nutrition research on tackling diseases like obesity, liver disease and cancer in adult life. Its aim is to take new discoveries, treatments and technologies into the clinic using unique tools, facilities and worldleading expertise across five key research areas: respiratory disease and critical care; lifecourse nutrition, lifestyle and health; data science; microbial science; and behavioural sciences. NIHR Applied Research Collaboration Wessex, hosted in Southampton, is a partnership between the NHS, three universities, charities, local authorities, and other organisations within the Wessex region. Established in 2019, the ARC supports applied health and care research that responds to the needs of local populations and local health and care systems. It also undertakes implementation research to increase the rate at which research findings are implemented into practice. Academic career development forms a central component of the ARC Wessex strategy to develop the research skills and talents of the ARC Wessex community and make a substantial contribution to fostering a world class research environment in applied health and social care research. XXX will become a member of our Academy which is supported by a diversity of representation of professions and partner institutions involved and offers a collaborative network by which we pool resources to support a variety of events, regular ‘check-in’ meetings and have set up on-line resources and top tips for Academy members to remain connected throughout the course of their awards and beyond. The University of Southampton’s Primary Care Research Centre is a member of the NIHR School for Primary Care Research (SPCR). NIHR research schools are national collaborations between leading academic centres that fund research in primary care, public health and social care. This new phase of the SPCR has an explicit aim to strengthen the primary care research sector more broadly, covering sectors such as community nursing and pharmacy as well as general practice. Funding of £22 million will start in April 2021 and run for a five year period. The NIHR Research Design Service South Central is sited at Southampton General Hospital and provides research design and methodological support to researchers and also delivers training including an annual NIHR focussed grant application workshop. These centres amount to significant NIHR investment and come together to form the supporting pillars of the Southampton clinical research partnership. Institutional information_2021_final -6- Southampton Academy of Research (SoAR) - generic information SoAR is the partnership’s pan professional hub for health-related research career training and development. The presence of this resource is a useful demonstration of the support and commitment of the Trust to research capacity building. SoAR is spearheading work to develop and agree a joint policy between university and the Trust to ensure the partnership fully embraces the requirements of the recently published NIHR principles and obligations pertaining to clinical academic fellowship holders. SOAR benefits The applicant (name) will be able to take advantage of the resources and support offered by the Academy: Engagement with other early career researchers, across professions and disciplines, facilitated by named Early Career Research Champions. Access to named Academic Career Development Leads for career advice and support. Short, free training courses addressing practical researcher development skills such as writing pathways to impact statements, writing quality papers, networking and influencing strategies. Access to a competitive training and education fund for support to attend conferences or access specific training courses. A winter and summer School of addressing skills such as time management, team management, researcher well-being. A quarterly newsletter including training, fellowship and development opportunities. Support to source an appropriate mentor. Support to navigate and problem solve any challenges that might arise in working across the Trust/university interface. Drop in sessions for information and advice on career development. Institutional information_2021_final -7- APPENDIX Example support statements 1. With kind permission of Alasdair Munro: I am delighted to support Alasdair Munro’s application for a Clinical Research Training Fellowship and will provide senior mentorship during the duration of the award. Alasdair is an ideal candidate for an NIHR training fellowship which will be conducted using equipment provided by the new £2.8 M. NIHR antimicrobial resistance capital award to Southampton. He gained a first-class honours degree from the University of Southampton and was an outstanding student. Alasdair has progressed rapidly and seamlessly through the clinical training pathway, gaining a national training number in paediatric medicine and his MRCPCH. He has demonstrated a clear interest in clinical academic medicine since his medical student project where he excelled in a project requiring complex data analysis. He has been self-motivated in conducting clinical research projects that he has published while in clinical training posts, including in the area of real-world diagnostics. He was appointed against strong competition for his current post as NIHR Clinical Research Facility fellow, and has impressed us greatly. In his current post, Alasdair has shown great energy and ability, leading on the set up of complex noncommercial and commercial phase 1 trials of antibiotics and new vaccines. He has taken an interest in biofilm infections and diagnostic technologies, writing a review and working across Faculties to put his Fellowship proposal together. This clinical feasibility study will translate a new imaging solution for diagnosing resistant bacteria in biofilms, which fits very well with his clinical training and interest in diagnostics. Alasdair has developed the proposal himself, working with his supervisors to carry out a PhD aligning with both the current national/global priority area of preventing antimicrobial resistance and to current expertise and interfaculty work at the University of Southampton, Southampton BRC/CRF and National Biofilm Innovation Centre. Alasdair will be supported by an excellent supervisory team at the University of Southampton, each an emerging leader in their respective fields. Saul Faust is Director of the NIHR Clinical Research Facility who leads the Faculty of Medicine and BRC input to the National Biofilm Innovation Centre (NBIC). Jeremy Webb is an international authority on pseudomonal biofilms who is co-chief investigator NBIC, itself hosted by the University of Southampton. Sumeet Mahajan is a global academic leader in Raman spectroscopy and engineering. This Fellowship will give Alasdair an excellent training in cutting edge technologies and interdisciplinary research that can be widely applied to address human disease. We clearly need to mentor and develop such translational clinical scientists to harness the potential of emerging technologies. Alasdair’s strong academic background and stage in his clinical training makes him an ideal candidate for an NIHR Clinical Doctoral Fellowship to develop such skills. 2. With kind permission of Andrew Bates: We first became aware of Andrew during his work at Royal Bournemouth Hospital. He took responsibility for delivering our Fit4Surgery portfolio, recruiting significant participant numbers with exceptional commitment, desire and dedication. Andrew secured an HEE/NIHR Internship award, further establishing our partnership as we hosted his research placement during this successful and productive programme. We quickly understood his potential and valuing his contributions, we developed a 12-month secondment. He has become an integral member of the Critical Care Research team, so we have been delighted to appoint him on a permanent basis, as research manager. This is a Clinical Academic Post. He is developing a translational clinical service and managing a team of junior research staff. We are committed to supporting a 50:50 clinical: fellowship role. With our support, we feel he has the attributes and desire to forge a leading clinical academic career within this exemplar service. Institutional information_2021_final -8- Given his extensive experience of research delivery and management, we gave serious consideration to steering Andrew towards a doctoral training programme. On reflection, we felt that developing Andrew’s individual research identity and relevant methodological skills would be better served through the PCAF level award. Andrew’s PCAF programme will be hosted by a partnership between University Hospital Southampton and University of Southampton. This established research partnership has enabled the Southampton Academy of Research to harness the potential of our health-related research workforce, driving the next generation of clinical discoveries and supporting them to advance knowledge and improve care. While keeping his primary hospital contract, Andrew will gain access to training, facilities and networking opportunities at the University, via an extension of his established honorary contract. The Faculty of Medicine and School of Health Sciences will collaborate with the NIHR Southampton Biomedical Research Centre, Critical Care Research Area, to ensure that he receives the highest quality of support. The School of Health Sciences is internationally acknowledged as the leading centre for research in Nursing, Allied Health Professions, and Health Sciences in the UK, with a strong track record with NIHR personal awards. The School’s aim is to build and sustain world-leading applied health research that will lead to real improvements in health care. Research environment and research impact were both rated world-leading (4*) in REF 2014. The School has an excellent reputation for cutting edge multidisciplinary research based on strong links with the NHS and other healthcare organisations. The research strategy is aimed at generating the highest quality research and making a real difference to people’s lives. The Faculty of Medicine leads innovative learning and discovery for better health across the life course and is an internationally recognised Medical School (placed in the top 100 in 2014 in the QS global subject rankings). To secure our place as one of the UK’s leading Medical Schools, we are building upon three distinctive features: our strong partnership with the local NHS providers, to deliver translational research and equip the next generation of healthcare professionals to work in a rapidly-changing environment; collaborations at the life sciences interface with technology; and exploitation of the enterprise agenda to maximise the impact of our education and research. The Faculty’s transferable skills programme will provide a wide range of training opportunities for Andrew. The programme has been developed in-line with the Vitae Researcher Development Framework. It includes a range of workshops including scientific writing, presentation skills, mentoring and interview skills. The Critical Care Research team is a group of clinicians and clinical scientists engaged in research to meet key unmet needs in critical illness across the life-course, with particular attention to the acute patient pathway, of which Andrew has vast clinical, teaching and now research experience. Fit4Surgery is a world-leading clinical and research programme, aiming to improve patient outcome throughout their surgical journey. Leadership from internationally renowned Professors, Mike Grocott, Sandy Jack and Denny Levett with whom Andrew already has close working relationships, will provide a fertile environment for his PCAF and subsequent research career development, in this, his chosen field for research. We believe that the quality of his clinical academic support is assured, not just by our institutional track record in delivering research and supporting clinical academic development, but also by the quality of his confirmed supervisor/ mentorship team. Andrew’s principal academic mentor is Associate Professor Steve Wootton. Dr Wootton is the infrastructure and training lead of NIHR Southampton Biomedical Research Centre and a member of the NIHR Trainees Coordinating Centre. He has played a leading role in the design and delivery of principal national educational initiatives. He has successfully supervised to completion 18 PhD and 4 MD students. He will take primary responsibility for ensuring that, post-PCAF, Andrew is equipped to deliver the highest quality of application for the NIHR Doctoral Fellowship Programme. Dr Chloe Grimmett is an NIHR post-doctoral fellow, working out of University of Southampton School of Health Sciences. She has a strong research track record. With established expertise in qualitative methodology, she will support Andrew’s key methodological training need. Her support ensures the involvement and collaboration of the FoHS. As an NIHR award holder, Chloe will mentor Andrew’s progression through this career pathway. Institutional information_2021_final -9- Kay Mitchell is a critical care nurse researcher with significant personal research output and experience in promotion of clinical academic careers for healthcare professionals. She is a founder member of Southampton Academy of Research a research partnership which is focussed on developing an integrated approach to training and career development. Andrew will be welcomed into this network, provided with key training and networking opportunities. Kay is a newly appointed 70@70 Senior Nurse Leader, leaving her as a perfectly placed mentor to develop Andrew’s PCAF programme to doctoral fellowship and beyond. We have been consistently impressed with the quality of Andrew’s work, driven by hard-work and determination to forge a successful clinical academic career. This is matched by our determination to support this aspiration. We feel confident that our collaborative efforts will result in Andrew delivering a successful fellowship and subsequent progression through the HEE / ICA programme. Institutional information_2021_final - 10 -
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Sample storage and disposal
Description
University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 G1.12 G1.12 SAMPLE STORAGE & DISPOSAL Clinical significance Samples must be stored under the correct conditions and for an appropriate amount of time. Where possible sample tracking systems should be used to allow rapid retrieval. Instructions Samples should be stored according to the table below in this document. The table includes section, sample type, location, tracking/date order, condition, area or fridge/freezer name, retention period and disposal method. Samples for police and transplant services are stored in long term storage racks 99 and 999 in LD32 cold room for 2 years. Please also refer to G3.5 Storing samples for and releasing samples to the Police and Coroner. Disposal All samples MUST be disposed of following Safety SOP S1.25. Security All specimens are stored in the fridges and freezers within secure area where only authorized staff have access through security swipe cards or digital padlock. Risk assessment All samples are treated as POTENTIAL BIOHAZARDS hence, laboratory coats, gloves and eye protection must be worn at all times when handling any open samples. Revision 6 Page 1 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 G1.12 Automated Haematology Section Specimen Location type Track samples Blood Front load samples Blood (On machine and bench cleared to fridge each morning) Fridge Auto Haem Slides Blood Slides Marrow Slides Marrow CSF samples CSF Auto Haem Bench Auto haem Tracking / Date Order TS-10 TrackIT Date Date Date Date Conditions (RT initially then moved to Fridge) 4C RT Room temp Room temp Off-Site Storage Room temp Area/fridge/ freezer Name/No LD 31 Cold Room 4°C Auto haem Auto haem Medics room on Level C Not Applicable Auto haem Retention period 36 hours 36 hours 1 week 1Year Indefinitely 1 week Disposal method Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Disposed into sharps bin Disposed into sharps bin Off-site storage Place in hard plastic containers (previous reagent bottles) and then disposed off in the yellow clinical waste bag. Revision 6 Page 2 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 G1.12 Haemostasis & Special Techniques Section Specimen Location Tracking / type Date Order Routine Samples e,g. WARF, HEP & CS Blood Sample racks TrackIT Conditions Room temp Area/fridge/ freezer Name/No Haemostasis & Special techniques department bench Special Test Samples e.g. Thrombophilia , VWS, factor assays Stored Plasma Long-Term Special test samples e.g. First time Thrombophilia , VWS, factor assays Specialised Haematology samples e.g haemoglobino pathy Stored Plasma Blood -70°C Freezer -70°C Freezer Sample racks TrackIT -70°C TrackIT – long term rack -70°C Haemostasis & Special techniques department freezer 1 (-70°C) Haemostasis & Special techniques department freezer 1 (-70°C) Track-IT or RT then LD31 LD31 Cold Room 4°C Sysmex TS-10 Cold Room 4°C Retention Disposal period method 24 hours 6 months 1 calender year Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 48 hours after testing Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Revision 6 Page 3 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 Blood Transfusion Section Specimen Location Tracking / type Date Order All Samples Rare Antibodies All samples Plasma LD16 -70°C Freezer TrackIT TrackIT G1.12 Conditions 2-8C -70°C Area/fridge/ freezer Name/No Reagent Fridge Haemostasis & Special techniques department (-70°C) Retention Disposal period method 10 days Indefinitely Clinical waste bins Clinical waste bins Specimen Reception Section Specimen type Surplus samples Blood Location Reception Tracking / Date Order None Conditions Room temp for 24 hr then 4c Area/fridge/ freezer Name/No LD32 Surplus timed urine Surplus random urines/fluids Urine Urine CSF Samples CSF Reception Reception None None Reception None Room temp LD32 Room temp then LD32 4c Room temp then LD32 4c Retention Disposal period method 1 week 24 hours 1 week 1 week Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Sluice Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Special CSF autoclave bin Revision 6 Page 4 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 G1.12 Trace Elements Section Specimen type All Tests Blood/Plasma/U rine Location LD60 (Fridge) Tracking / Date Order Track-it Conditions 4°C Area/fridge/ freezer Name/No LD60 pre-analyses 4°C. Post analyses LD60 -20C Retention period 1 Month Disposal method Clinical yellow stream waste bins Revision 6 Page 5 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 Specialist Biochemistry Section Specimen Location Tracking / type Date Order Routine automated / manual samples Serum/ urine Freezer Room Trackit G1.12 Conditions .-20C Area/fridge/ freezer Name/No Freezer Room LC25 /Freezer 1, Freezer 2, Freezer 3 Blood spots Blood spots Manual lab Date area –LC 38 Room temp Faecal Elastase Faeces LC25 Date HbA1c EDTA Whole blood Area –LC 38 Trackit Calculi Renal / Gall LC38 Bladder / other None -20’C 2–8C Ambient Under bench cupboard white freezer asset No. AB0027 in room LC25 Fridge 1 LC38 under Bench Retention Disposal period method 1 month 2 months 2 weeks 2 days 1 year Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Revision 6 Page 6 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 Automated Biochemistry Section Specimen Location Tracking / type Date Order Track samples Blood/Urine/Flui Stock yard ds Track Front load samples Blood/Urine/Flui Fridge ds / CSF Track it CSF primary samples Urine samples for PBG and Drug screens CSF Urine Reception Freezer None None G1.12 Conditions 4C Area/fridge/ freezer Name/No Track fridge 4C Foster fridge/llab Room temp then 4c -20C Foster fridge/llab Freezer in D Level wash area Retention period 24hours 24 hours 1 week 1 month Disposal method Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Special CSF autoclave bin Yellow clinical waste bags disposed into large yellow clinical waste bin in cold room LD32 Revision 6 Page 7 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 G1.12 Critical Care Laboratory Section Specimen Location type Blood Gases Blood Gases Bench Tracking / Date Order Manual tracking Conditions Room Temp Area/fridge/ freezer Name/No Not Applicable All other Tests All other tests Fridge 4C Manual tracking 4C CCL fridge A Retention Disposal period method N/A 14 days Disposed into sharps bin after analysis Disposed into sharps bin after 14 days Revision 6 Page 8 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED. University Hospital Southampton NHS Foundation Trust LABORATORY MEDICINE G1.12 Sample storage & Disposal v6 Chromatography Section Specime Location Tracking / n type Date Order G1.12 Conditions Area/fridge/ freezer Name/No 5HIAA Metanephrines HMMA Vitamins A&E, Amino acids Urine Urine Urine Serum Serum Amino acids CSF Amino acids Urine Met lab LCMS Met lab Met lab Met lab Met lab Met lab Organic acids Urine Met lab Organic acids Phenylalanine & Tyrosine 17Hydroxyprogester one Acyl carnitines Androstenedione DHEAS Metenephrines Cortisol 17Hydroxyprogester one Urine Bloodspot Bloodspot Bloodspot Serum Serum Urine Urine Serum Met lab Met lab LCMS LCMS LCMS LCMS LCMS LCMS LCMS rack it rack it rack it rack it rack it rack it rack it rack it rack it Date order Date order Date order rack it rack it Rack it Rack it rack it 2-8° C 2-8°C 2-8°C 2-8°C -15ºC Freezer Retention period Min one month Disposal method Autoclave Until result validation Approx 3 years except for Transplant pre/donor samples must be kept indefinitely BCR-ABL approx 3 months, SLN lysates until sent to BioBank at Uni of Southampton Approx 6 months Returned to requesting laboratory Autoclave Autoclave Autoclave Revision 6 Page 13 of 13 IF THE FIRST PAGE OF THE PROCEDURE DOES NOT HAVE RED “APPROVED METHOD” STAMP IN THE FOOTER – THAT PROCEDURE PRINTED COPY IS UNCONTROLLED.
Url
/Media/UHS-website-2019/Docs/Services/Pathology/Lab-med/Sample-storage-and-disposal-G1.12.pdf
Institutional information_2024-25
Description
Institutional information – key facts for inclusion as appropriate Support statements must be personal to your application to avoid the same
Url
/Media/Southampton-Clinical-Research/Grants/Download/Institutional-information-2024-25.pdf
UHS AR 22-23-6
Description
2022/23 Incorporating the quality account University Hospital Southampton NHS Foundation Trust Annual Report and Accounts 2022/23 Presented to Parliamen
Url
/Media/UHS-website-2019/Docs/About-the-Trust/Annual-reports-and-quality-accounts/UHS-AR-22-23-6.pdf
Annual report 2021-2022
Description
2021/22 Incorporating the quality report University Hospital Southampton NHS Foundation Trust Annual Report and Accounts 2021/22 Presented to Parliament
Url
/Media/UHS-website-2019/Docs/About-the-Trust/Annual-reports-and-quality-accounts/Annual-report-2021-2022.pdf
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Last updated: 14 September 2019
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