Strategic Aims and Priorities
Increase the income, output, impact and national standing of the Partnership in research and innovation through successful collaboration and joint working between partner organisations.
Local NHS / University collaboration in research and innovation, driven by the Hub, has increased substantially since 2009 and has led already to significant success in terms not only of grant capture but also of building capability, for example through supporting NIHR IATs, delivering postgraduate programmes, and involving staff in all faculties at Lancaster University.
Building upon the foundations which have been laid since 2009, we shall:
- Extend the Hub’s record of success in grant capture from research councils, charities and other funding organisations.
- Work in partnership with other large organisations and networks (for example, N8, NHSA) to access other funding opportunities, including larger scale
infrastructure and programme funds.
- Develop further our links with the business sector and local / national government to generate joint funding bids around research and innovation.
- Develop further our internal infrastructure and base of expertise in relevant methodologies, techniques and facilities to enhance the scope of our activities.
- Identify, and begin to develop and prioritise, themes with high potential for distinctiveness, based upon interdisciplinary approaches and drawing upon local strengths.
Within the timeframe of this strategy we aim to increase the scope of funding streams accessed by the Partnership to support collaborative projects and initiatives. This will include successful bidding for large-scale programme grants and investigator awards, and for major infrastructure awards, as well as for further project grants.
The Partnership has achieved an annual increase on financial return on research investment (RORI) for each of the three years to date, culminating in a ratio of 2.29 in 2012-13. Building upon this, we shall review our current investment model with the aim of establishing a robust model to enable continuing annual increase in financial RORI. We aim to identify and implement an investment model to enable the Partnership to achieve a financial RORI ratio of at least 5 by 2017.
Establish the Partnership as a major focus for interdisciplinary , cross-sectoral knowledge exchange in health and medicine across the region, tailored to local need, strengths and capability.
The Partnership is increasingly recognised within Lancaster University as a key strategic interface with the NHS, and vice versa. It also provides an important framework for enabling collective engagement of all partners with Industry, the NWC
AHSN, other sectors and larger networks.
We shall develop further the purpose and profile of the Partnership with the aim of maximising its potential, from both a scientific and governance perspective, to provide an efficient and cost-effective platform for cross-sectoral collaboration and knowledge exchange.
Realise the strong potential of the Partnership to implement new models for supporting professional development for staff in all sectors.
Growing recognition of the utility, potential and success of the negotiated work-based learning framework, developed by CETAD, to support the professional development in both the public and private sector has opened up exciting new possibilities to develop further and apply this model in novel settings. We shall take this forward both as a Partnership and as individual organisations, and shall work closely with key regional and national organisations responsible for workforce training and development, including LETBs, to maximise our profile and impact.
Build upon the existing governance and business model of the Partnership to enhance its value and sustainability.
Using the experience gained during the first three years we shall strengthen our joint partnership agreements around governance, funding and operation, and we shall implement an agreed code of practice to support joint working and joint deliverables between partner organisations.
Work strategically with the NWC AHSN, the NWC LCRN and the NWC CLAHRC to ensure the success and global reputation of the North West Coast in health research and innovation.
The Partnership will work closely and strategically with these emerging new Networks not only to contribute to their success across a larger geographic footprint, but also to enable the Partnership to lead collectively initiatives within these Networks for which appropriate expertise and professional standing is housed within its member organisations.
Increase the Partnership’s global identity and profile through enhanced branding, marketing and communications.
We shall develop a new website, introduce the use of LinkedIn and Twitter, participate in national / international conferences and events, and explore other approaches towards enhancing our marketing and communications. As part of this, we propose to name the overall initiative 'Health Lancaster', and to rename the Hub 'Lancaster Health Hub'.