Role description:
Lay Representative for the NIHR CLAHRC Oxford Management Board
Background
The NIHR (National Institute for Health Research) CLAHRC
(Collaboration for Leadership in Applied Health Research and
Care) Oxford was established in January 2014. Its role is to
carry out high-quality health service research focused on the
needs of patients and to get this research evidence into
practice in the NHS. It is collaboration between Oxford
University and NHS organisations across the Thames Valley.
NIHR CLAHRC Oxford covers five research themes: Early
Intervention and Service Redesign, Health Behaviours and
Behavioural Interventions, Patient Experience and Patient
Reported Outcomes, Better Management of Medical-Psychiatric
Comorbidity and Patient Self-Management of Chronic Disease.
Further information about the NIHR CLAHRC Oxford is at
Appendix A.
The CLAHRC Management Board is responsible for the
implementation and overall direction of the CLAHRC and
operates as the main steering and scrutiny group for the
CLAHRC. The management board has oversight of both the
research and implementation activity of the CLAHRC, funded by
NIHR and matched funds.
The Management Board will agree appropriate frameworks and
policies and procedures to support delivery of the
organisational objectives. Using the frameworks in place the
Management Board will continually monitor and review the
operational performance of the NIHR CLAHRC Oxford.
The Management Board will oversee the development of the NIHR
CLAHRC Oxford project portfolio so to ensure that it is robust
in terms of its objectives, performance measures, research
priorities and is delivering patient benefits, and added
value. The Management Board plays a key role in developing the
overall strategy of the NIHR CLAHRC Oxford.
Full Terms of Reference for the Group are attached as Appendix
B.
The role
To help ensure that the work that we do is informed by
patients and the public we want to appoint two lay
representatives to join the CLAHRC Management Board to keep
focus on what is important to patients.
What will you gain?
 An opportunity to influence health service research and
improve patient care
 The opportunity to take part in the new Thames Valley
Patient Leadership Programme
 The opportunity to be involved in developing the broader
agenda for public and patient involvement across the
Thames Valley.
Person specification
What skills and attributes are required?
 Experience of engagement and participation within Health,
Social Care or the third sector, in particular experience
of working with researchers. You will need to have led the
engagement/participation work or worked in partnership with
senior professional colleagues
 Ability to demonstrate how you have used your voice, on
behalf of patients and public, to influence change
 Ability to present an independent, lay perspective at a
senior level and offer constructive challenge
 Ability to understand and evaluate a range of information
and evidence






An understanding of research methodology
Ability to operate effectively in a group environment
Good time management skills
Awareness of and commitment to equality and diversity
Understanding of the need for confidentiality
A broad understanding of the NHS and its structure and of
the research landscape. Or the ability to quickly get up
to speed
 Effective IT and networking skills (including ‘virtual’ /
electronic methods)
 Ability to liaise with other lay members and to relate to
lay people within the CLAHRC and in partner organisations
as appropriate to reflect their views to the Board.
Time commitment
Including preparation time of reading the papers and related
materials and travel, you can expect to devote approximately 3
days per year attending Board meetings (meetings are usually
for 1.5 hours).
We are looking for somebody who can commit to the role for 1
year initially but ideally who was able to commit for the full
funding period of the CLAHRC which will end in 2019.
Membership may be terminated if a member fails to attend three
consecutive meetings.
Occasionally there may be associated tasks that lay
representatives will be encouraged to engage with in addition
to the Board meetings.
Support
You will be offered dedicated support on all practical issues
such as help with claiming expenses, accessing meeting papers,
support during meetings, answering queries and any additional
advice as needed.
In addition you will be enabled to learn as much about the
work of the CLAHRC as you feel you need to fulfil this role.
This will be done by mutual arrangement with you at times and
in ways to suit you and the project.
Payment
Travel and carer expenses will be reimbursed.
In addition a payment of £150 will be made for each meeting
attended.
Confidentiality
You must not communicate any confidential information you
learn as a result of being a member of this group. If you are
unclear about whether or not information that you have access
to is confidential, please seek clarification from the CLAHRC
PPI lead. You will be requested to sign a confidentiality
agreement.
To apply for this role please complete the attached form,
which should outline your interest and explain how you meet
the criteria outlined, and send to: Lynne Maddocks, Nuffield
Department of Primary Care Health Sciences, University of
Oxford, New Radcliffe House, Radcliffe Observatory Quarter,
Woodstock Road, Oxford, OX2 6GG.
Or via email to lynne.maddocks@phc.ox.ac.uk
Please submit your application form by the end of Monday 31st
Aug. Please note this is a bank holiday if you are posting an
application.
Interviews will take place on Friday 18th September 2015. It
would be helpful if you could note this date in your diary
now, as we will try to see as many applicants as possible.
The interview panel will consist of:
Dr Sian Rees
Director of Oxford Health Experience
Institute
Professor Gary Ford CBE
Chief Executive Officer of the
Oxford Academic Health Science Network
Mr Alan Chant
a public representative
If you would like further information on this role, please
contact: Sian Rees
Oxford CLAHRC Patient and Public Involvement Lead
Sian.rees@phc.ox.ac.uk
07761 045424
Application Form
Lay Representative NIHR CLAHRC Oxford
Management Board
If you would like to apply to become one of our lay members,
please complete the following application form.
Name:
County of residence:
Telephone Number:
Email Address (if
applicable):
Do you have a long
term health
condition?
Are you a carer?
Have you recently
used NHS services in
Thames Valley?
What experience have
you of influencing
health practitioners
or health
researchers?
How do you feel you
meet the essential
criteria and
personal qualities,
listed in the Role
description?
Do you have any
additional qualities
you feel you could
bring to the role?
Please submit your application form by the end of Monday 31st August to Lynne
Maddocks, Nuffield Department of Primary Care Health Sciences, University of
Oxford, New Radcliffe House, Radcliffe Observatory Quarter, Woodstock Road,
Oxford, OX2 6GG.
Or via email to lynne.maddocks@phc.ox.ac.uk
Appendix A
http://www.clahrc-oxford.nihr.ac.uk/
The National Institute for Health Research Collaboration for Leadership
in Applied Health Research and Care (NIHR CLAHRC) Oxford at Oxford
Health NHS Foundation Trust, carries out ground breaking applied health
research that will have a direct impact on patient health and wellbeing. We are a partnership between universities, healthcare
The NIHR CLAHRC covers Oxford and the Thames Valley and has been
awarded £9 million of funding from the NIHR to ensure that the
area’s patients benefit from innovative new treatments and
techniques.
Additional matched funding from a variety of organisations
including the University of Oxford, local Health Trusts, Care
Commissioning Group’s (CCG’s), Local Authorities, Charitable
Organisations, and Industry, have doubled the amount to make a
total of £18 million available to fund research.
With science excellence and strong collaborative leadership, the
NIHR CLAHRC Oxford aims to address areas of high importance and
relevance for patients as well as key NHS priorities: – the
frail elderly presenting to acute medical services, people with
commissioners
in chronic
the region
of Oxford and the
dementia in and
carehealthcare
homes, andproviders
those with
enduring
Thames
illnesses
Valley.
and comorbidities; the highest users of NHS services.


External partners
Aylesbury Vale Clinical
Commissioning Group

Buckinghamshire County Council

Oxford University Partners

Chiltern Clinical Commissioning

Department of Psychiatry
Group

Nuffield Department of Population Health
Health Education Thames Valley

Nuffield Department of Orthopaedics Rheumatology &

Musculoskeletal Sciences Nuffield Department of


Oxford Academic Health Consortium
Oxford Academic Health Science
Primary Care Health Sciences

Oxford Institute Biomedical Engineering

Radcliffe Department of Medicine
Network

Oxford Brookes University

Oxford University Hospitals NHS
Trust

Oxfordshire
Clinical
2015 dates
of the CLAHRC Management Board
th
Tuesday 10Group
February 2015
09.30 – 11.00
Commissioning
Oxfordshire County
Council
th
Tuesday 9
June 2015
Said Business School
Tuesday 13th October 2015
09.30 – 11.00
09.30 – 11.00
Thames Valley Local Area Team
New Radcliffe
House
New Radcliffe
House
New Radcliffe
House
Membership of the Board currently
Name
Organisation that they represent
for the Board
Job title
Mr Stuart Bell
= Chair
Professor Carl
Heneghan
Oxford Health NHS Foundation
Trust
NIHR Diagnostic Evidence
Cooperative Oxford
Dr Clive Meux
Oxford Health NHS Foundation
Trust
Professor
Christopher
Pugh
Professor Gary
Ford
Mr David Smith
Oxford University Clinical
Academic Graduate School
Professor Keith
Channon
Professor
Richard Hobbs
Sir Jonathan
Michael
Ms Rachel
Pearce
Dr Jane O’Grady
Non – voting
members
Alex Gardiner
Bill Wells
Carla Betts =
minuter
Sian Rees
Belinda Lennox
William Burns
Chief Executive
Director of
Evidence Based
Medicine Centre
Medical Director
and Director of
Strategy
Director
Oxford Academic Health Science
Network
Oxfordshire Clinical
Commissioning Group
Oxford Biomedical Research
Centre
NIHR CLAHRC Oxford Director,
University of Oxford
Oxford University Hospitals NHS
Trust
NHS England South - Thames
Valley Local Area Team
Buckinghamshire County Council Public Health
Chief Executive
NIHR CLAHRC Oxford
Oxford Health NHS Foundation
Trust
Senior Manager
Head of Research
and Development
Finance
Project Officer
NIHR CLAHRC
NIHR CLAHRC Oxford
NIHR CLAHRC Oxford
Pharmaceutical industry
Chief Executive
Director
Director
Chief Executive
Director
Director
PPI Lead
Deputy Director
Chair of NIHR
CLAHRC Scientific
Advisory Board
Research
Theme 1: Early intervention and service redesign
We are innovating service delivery across partner NHS organisations
and social care
Our research evaluates how new methods for delivering services in
partner NHS organisations and social care settings are implemented.
Our focus is on older people presenting to emergency medical units
for assessment, people in care homes with dementia, and young
people with a first episode of psychosis.
Our expertise in health services research, trials, quantitative and
qualitative methodologies,
health economics and statistics guide the implementation of new
service models, collect evidence of effectiveness, and analyse
outcomes.
Working in partnership with Saïd Business School, we are also
developing a series of training tools to build capacity and
leadership skills across the NIHR CLAHRC Oxford and our partner
organisations.
Theme 2:
Health behaviours and behavioural interventions
We are developing evidence to improve the management of back pain
and other long-term painful conditions
Our research translates knowledge from clinical trials in lower
back pain, chronic neurological conditions and dementia to provide
better evidence, guidance and training to the general public,
people with physical and/or cognitive disabilities, families and
carers. We also target primary care, public health and
rehabilitation practitioners and commissioners.
To improve the provision of services to care for people with
comorbidity, our research aims to develop new joined-up services
that deliver care for people with both physical and mental illness.
We are examining the prevalence and nature of comorbidity in
specific groups of people and identifying the challenges to
offering better care. Using the data collected from descriptive
research methods, such as interviews with patients and healthcare
staff, and systematic reviews of existing literature, we are
constructing and piloting new services specifically for patients
with comorbidity, ensuring they are feasible, acceptable and
successful, and evaluating them in randomised controlled trials.
Theme 3:
Patient experience and patient reported outcomes
We are improving the responsiveness of local services to patient
reports of experience and outcomes
Focussing on those with long-term conditions, our goal is to raise
the quality of care by improving how local services respond to
patient feedback of experience, and measures of outcome before and
after a procedure or programme of care.
Research uses qualitative interviews and structured survey
techniques to develop a Patient Reported Outcome Measure (PROM) for
long-term conditions, in addition to testing PROMS in a primary
care setting, and reviewing how impactful feedback can be. We will
examine the scope for integrating new measures across health and
social care.
We are working towards offering more effective methods to capture,
process, synthesise and communicate evidence of outcomes and
experiences at the level of the local health economy.
Theme 4:
Better management of medical–psychiatric multimorbidity
We are developing new ways of caring for people with a mental
illness associated with physical illness
Many people who have a physical illness also have a mental illness
(termed medical–psychiatric multimorbidity). This can lead to a
poorer quality of life, worse health and increased cost of medical
care. Healthcare services are often not designed to treat both
illnesses in tandem.
To improve the provision of services to care for people with
multimorbidity, our research aims to develop new joined-up services
that deliver care for people with both physical and mental illness.
We are examining the prevalence and nature of multimorbidity in
specific groups of people and identifying the challenges to
offering better care.
Using the data collected from descriptive research methods, such as
interviews with patients and healthcare staff, and systematic
reviews of existing literature, we are constructing and piloting
new services specifically for patients with multimorbidity,
ensuring they are feasible, acceptable and successful, and
evaluating them in randomised controlled trials.
Theme 5:
Patient self-management of chronic disease
We are developing and testing technology to enable patients to
manage their own long-term conditions
Enabling people with chronic disease to make day-to-day decisions
about their own conditions can help them to live with the best
possible quality of life and reduce their reliance on hospital
resources.
Focusing on people with obesity, type 2 diabetes, chronic lung
disease, gestational hypertension and bipolar disorder, we are
developing and testing a series of technology-enabled selfmanagement interventions.
For example, we are studying how women with gestational diabetes
can measure their own blood pressure twice daily and text their
results to health professionals rather than visiting their GP. We
are also investigating how people with chronic obstructive
pulmonary disease can utilise a tablet computer-based system to
rate their mood, since there is increasing evidence that anxiety
and depression go undetected and undertreated in people with this
illness. Focussing on lower back pain and other painful long-term
conditions, in addition to people with cognitive and physical
disabilities who are referred for exercise in primary care, we are
developing new insights into how to integrate exercise and physical
activity alongside interventions for other health behaviours (in
particular smoking cessation and diet). A multi-methods approach is
used including systematic reviewing, randomised controlled trials,
observational work and qualitative research.
More information about all of the projects within the themes is
available at http://www.clahrc-oxford.nihr.ac.uk/research.
Each of these projects will have its own Patient & Public
Involvement element. This will vary in each case due to the nature
of the work but might include 1 or 2 people on a trial steering
committee or be an ad hoc focus group or an ongoing advisory group.
Appendix B
NIHR CLAHRC Oxford Management Board
Terms of Reference
1. Constitution
This Board is established by the members of the NIHR CLAHRC Oxford
as the senior operational board of the NIHR CLAHRC Oxford.
2. NIHR CLAHRC Oxford Governance Structure
3. Terms of Reference
a. Purpose
The CLAHRC Management
and overall direction
steering and scrutiny
has oversight of both
the CLAHRC, funded by
Board is responsible for the implementation
of the CLAHRC and operates as the main
group for the CLAHRC. The management board
the research and implementation activity of
NIHR and matched funds.
The Management Board will agree appropriate frameworks and policies
and procedures to support delivery of the organisational
objectives. Using the frameworks in place the Management Board will
continually monitor and review the operational performance of the
NIHR CLAHRC Oxford and request corrective measures where necessary.
The Management Board will oversee the development of the NIHR
CLAHRC Oxford project portfolio so to ensure that it is robust in
terms of its objectives, performance measures, research priorities
and is delivering patient benefits, and added value. The Management
Board plays a key role in developing the overall strategy of the
NIHR CLAHRC Oxford.
b. Objectives
The Management Board has delegated powers to oversee the management
of an effective system of both financial and project monitoring,
risk management and internal control across the NIHR Oxford
CLAHRC’s activities, which also supports the achievement of the
NIHR CLAHRC Oxford’s objectives.
The Management Board should ensure that governance and assurance
systems operate effectively and thereby underpin the integrity of
the NIHR CLAHRC Oxford. In order to achieve this Management Board
will need to agree strategies, policies and plans to ensure that
there is a proper system of controls in place to deliver this.
Each theme will report both financial and scientific activity
through the NIHR CLAHRC Oxford Executive Group to the Management
Board on a twice yearly basis. These reports will provide updates
on the following:
1. An update of the strategy of NIHR CLAHRC Oxford, highlighting any
major progress or developments and any significant changes
2. A description of highlights from the previous financial year
3. Examples of effective implementation of research findings
4. Examples of added value case studies
5. Descriptions of impact/benefits to patients arising from the work
of NIHR CLAHRC Oxford
6. Publications arising from funding by NIHR CLAHRC Oxford
7. Numbers of newly initiated and ongoing research and implementation
projects by the NIHR CLAHRC Oxford
8. Numbers of individuals recruited to research studies by NIHR CLAHRC
Oxford.
9. Intellectual Property generated, protected and exploited by NIHR
CLAHRC Oxford, together with any Data, Methods, Results and
provisional conclusions, together with management information
relation to the Research up to the relevant date
10. External income generated by NIHR CLAHRC Oxford, arising from
research funders and other sources
11. Research training by NIHR CLAHRC Oxford, including:
11.1. the number of higher degree students supported by funding
by NIHR CLAHRC Oxford funding and the number of higher
degree awards, as well as additional information on the
students (including demographic data, professional group,
completion rates, reasons for leaving before completion of
training etc), in line with the monitoring arrangements for
other Department of Heath funded research and development
training schemes; and
11.2. numbers of trainees attending courses organised by NIHR
CLAHRC Oxford
12. A description of the c u r r e n t patient and public
involvement arrangements for NIHR CLAHRC Oxford
13. An overview of the management arrangements for NIHR CLAHRC
Oxford
14. A financial report relating to the previous financial year,
including:
14.1. a retrospective summary report of expenditure on each
Theme, broken down into the categories set out in the Funding
Schedule;
14.2. justification for significant variation (being greater than
10%) in expenditure in relation to the Programme of Work, both
at the level of individual Themes and for NIHR CLAHRC Oxford
as a whole;
14.3. projected expenditure by research/implementation theme for
the next financial year and subsequent financial years during
the term of this Agreement; and
14.4. a retrospective summary of matched funding obtained by NIHR
CLAHRC Oxford during the previous financial year and predicted
matched funding income in future financial years during the
term of this Agreement.
14.5. a summary of external funding awarded to members of the
NIHR CLAHRC Oxford
15. A forward look identifying any significant developments (such
as major research findings or planned initiatives) anticipated in
the next financial year, particularly those that are likely to
generate media interest
Additional responsibilities:
1. to amend the funding allocation schedule as appropriate in the
event of the DoH reducing the funding as specified in the Research
Contract between the Secretary of State for Health and Oxford
Health NHS Foundation Trust (the ‘Research Contract’ hereafter)
2. to allocate and or approve research projects relating to the
programme of work or specific theme or themes
3. to issue directions relating to the conduct and objectives of such
Research Projects
The Scientific Committee will provide a written report to each
Management Board Meeting to inform their decision making.
3. Voting Membership
Organisation
Oxford Health NHS FT
NIHR Oxford CLAHRC
Oxford Health NHS FT
Oxfordshire CCG
Oxford University
Hospitals NHS Trust
Thames Valley Local
Area Team
Buckinghamshire County
Council
NIHR Oxford Biomedical
Research Centre
Oxford Academic Health
Science Network
Oxford University
Clinical Academic
Graduate School
Service user
representatives x2
Industry
Position
Chair
Director
Medical
Director
Chief
Executive
Chief
Executive
Director
Named person
Stuart Bell
Richard Hobbs
Clive Meux
Public
Health
Director
Director
Jane O’Grady
Chief
Executive
Director
Gary Ford
David Smith
Jonathan Michael
Rachel Pearce
Keith Channon
Chris Pugh
To be appointed
Chair
Scientific
Advisory
Board
William Burns – to
feed in via written
report
If the Director of NIHR CLAHRC Oxford holds a position with a Party
which would also require him or her to be a representative of such
Party on the CLAHRC Management Board, the Director shall nominate
any another person to serve as representative for such Party on the
CLAHRC Management Board.
a. Quorum
A quorum for resolutions of the CLAHRC Management Board is no less
than 5 of the members listed in the table above and the Chair or
deputy.
b. Voting
Voting will be conducted with 1 vote per member and decisions will
be carried with a majority vote of members present, providing that
the vote is conducted whilst the Management Board is quorate.
c. Attendance by Voting Members
All members are allowed to send an appropriate deputy and the
member or their deputy should attend all meetings.
d. Attendance by Non-Voting Members
The Management Board may request the attendance of non-voting
members to the board meetings.
4. Accountability and Reporting Arrangements
The Management Board will be accountable to the DoH. The DoH will
be informed of the Management Board’s work through an annual report
to the DoH to be submitted to the NIHR as specified in the
‘Research Contract’.
5. Frequency
The Management Board will meet in February, June and October each
year for the duration of the NIHR CLAHRC Oxford.
6. Authority
The Management Board is authorised by the DoH and the members of
the NIHR CLAHRC Oxford to investigate any activity within its terms
of Reference. The Management Board is authorised to create subgroups or working groups, as are necessary to fulfil its
responsibilities within its terms of reference. The Management
Board may not delegate executive powers and remains accountable for
the work of any such group. Any sub-groups or working groups will
report directly to Management Board who will oversee their work.
7. Other Matters
The Management Board shall be supported administratively by the
NIHR CLAHRC Oxford Manager and Project Officer, whose duties in
this respect will include:
a. Agreement of the agenda with the Chair and attendees;
b. Collation of the papers;
c. Taking the minutes and keeping a record of the matters arising
and issues to
be carried forward; and
d. Advising the Management Board on pertinent areas.
9. Review
These terms of reference will be reviewed at least annually as part
of the monitoring effectiveness process.