Sheffield Teaching Hospitals NHS Foundation Trust
Academic Directorate of Neuroscience
Research Strategy 2011
Version 1.0 FINAL
October 2011
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• Historical perspective
The Neurosciences Directorate has been research active for many years, but this has been the
domain of individuals with research interests rather than built into a cohesive directorate
strategy. However since January 2011 we have set up the first Academic Directorate within STH
as a model for the Trust to develop and grow across the organisation.
The Academic Directorate of Neuroscience is developing a strategy for research to ensure we
are placed in a strong position to make BRU or BRC bids, as well as applications for industry and
non-industry funded neuroscience research funding streams in the future. Academic
Directorates are to be the foundation for the growth of strong research active units that are
inclusive of our multi professional expertise and can compete on a national and international
scale.
•
Progress since the creation of the Academic Directorate of Neuroscience in
January 2011
Management and Executive meeting structures changed to have a stronger emphasis on
research and teaching and a more integrated approach to research and service delivery.
Monthly meetings of the Academic Directorate Executive and Research and Teaching
Executive have been established.
2. Identified our areas of strength and potential as 6 research themes (see Table 1) each
with an appointed theme leader. The theme leaders have collated data from their theme
have undertaken a SWOT analysis of the theme and have put together strategic plans.
3. Investment made in a directorate research co-ordinator (Jodie Keyworth) and
management time (Carolyn Wilkie).
4. Appointed the Academic Director of Neurosciences (Pam Shaw).
5. Have developed a productive working relationship with the Joint Research office through
a member of staff who will have responsibility for the Neuroscience portfolio (Ram Patel).
Have ensured that the multi professional groups are considered and the Trusts Research
Nursing Strategy is embedded into the development by inviting the Research Link Nurse for
the H&N Group
6. Have begun the process of collating baseline data on research activity including: research
active personnel; portfolio, commercial and non-commercial and non-portfolio studies;
accrual figures; research funding; publications; impact and esteem indicators and capacity
development.
7. Have set up a research advisory clinic to help new researchers develop the permissions
needed to initiate new studies.
1.
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8. Have begun to identify key areas for development of infrastructure e.g. working within
the Clinical Research Facility.
9. Have started a programme to stimulate new research and collaborations, bringing
together interested parties from the NHS and the University sectors, with a series of
research forums. The first in June 2011 was on dementia and others planned will be on the
topics of Neuro-inflammation and epilepsy.
10. Have begun to develop financial plans to stimulate research and “pump prime” key
strategic areas likely to attract grant funding.
11. Have formulated plans for addressing gaps in our research skills and critical mass.
12. Have begun to appoint new strategic positions e.g. Chair of Translational
Neuropsychology.
13. Have appointed a Directorate Teaching Champion to work alongside the University
Teaching Lead with the aim of further developing the quality of undergraduate teaching.
Research Themes
Theme
Theme Lead
Stage
Key research areas
(Basic, Translational,
Clinical, Health
Services Research,
Industry)
1
Epilepsy
Markus Reuber
Clinical
2
Neuroinflammatio
n
Marios
Hadjivassiliou
Clinical
3
Neurodegeneratio
n
Oliver Bandmann
Basic, translational,
clinical, industry
-Non-epileptic attack disorder
-Conversation analysis
-Epilepsy surgery
-Neurological aspects of
gluten sensitivity
-Ataxia
-Idiopathic intracranial
hypertension
-Molecular neuropathology
-Understanding basic disease
mechanisms using model
systems and gene expression
profiling
-Neuroprotective therapy
development –small molecule
screening, gene therapy,
nanotechnology
-Biomarker development
-Improvements in
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4
Neuro-oncology
Thomas Carroll
5
Neurovascular –
Theme Leads Marc
Randall and
Umang Patel
Medical:
Marc Randall
Surgical:
Umang Patel
6
Clinical trials Industry Liaison
Basil Sharrack
Translational,
clinical
Clinical, industry
Clinical, industry
symptomatic management
-Development of gene therapy
for CNS disorders
-Trials in acute stroke,
prevention and rehabilitation
-Unruptured aneurysms
-Stereotactic radiosurgery for
AVMs
-Multiple sclerosis
-Stroke
-Motor neurone disease
-New technologies e.g.
diaphragm pacing, cough
assist
Table 1: Academic Directorate of Neuroscience: key research themes
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•
SWOT ANALYSIS
Strengths
 Sheffield is a leading national centre for some neurological and neurosurgical disease areas e.g.
multiple sclerosis, ataxia, MND, clinical communication research, functional neurology, epilepsy
stereotactic radiosurgery.
 Strong record of recruiting patients into clinical trials especially in multiple sclerosis and stroke.
Mainly multicentre and network adopted trials. Excellent tract record of being able to attract key
sponsors and deliver on target. Neuroscience delivers more than 30% of all commercial clinical trials at
STH.
 Leading roles within topic specific networks e.g. Stroke and DeNDRoN and good relationship and
support from SYCLRN.
 Established pathway of translational research from basic neuroscience through to phase 3 clinical
trials in patients in some areas.
 Several examples of successful translational research leading to improved outcomes for patients.
Several current therapies being lined up for “first into man” therapeutic trials.
 Large collection of optimally prepared biosamples in some disease areas.
 Excellent collaborative environment for working with basic scientists, and researchers from SCHARR
and CHLARC, engineering, bioinformatics.
 Track record of programme funding from Wellcome Trust, MRC, NIHR in some areas.
 Good network of national and international collaborations.
 Good publication track record.
 Access to strong academic infrastructure e.g. in neuroimaging, neuropathology.
 SITraN infrastructure. Established transcriptomics, neurogenetics, cell and molecular biology, drug
screening and gene therapy laboratories and newly established Bioinformatics team. Modelling
disease in cellular and in vivo models for clinical translation.
 Excellent young clinician and basic science researchers are being attracted to Sheffield – good
potential for capacity building.
 Some international prizes and awards.
 Close links with disease charities and patient organisations.
 The potential for local charities e.g. Neurocare and the Ryder Briggs Trust to help support/ pump
prime clinical neuroscience research
Weaknesses
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Sheffield is not within the “golden triangle” of London, Oxford, and Cambridge where major funds
tend to be concentrated.
Some of our strong areas of research are not top priority for government and grant funding bodies.
Low critical mass of research active staff compared to some of our competitors.
Lack of academic staff in certain key areas e.g. stroke, dementia neurology/old age psychiatry –
which are priority areas for funding.
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Some skill and manpower gaps for optimal research efficiency. Few areas where research strength
includes basic, translational and clinical research elements. Some areas with strong clinical but no
basic research e.g. stroke; others where strong basic, but little clinical e.g. Parkinson’s disease.
Increasing time constraints on NHS staff to undertake research. Increasing bureaucracy involved in
getting research projects started.
Lack of pump priming funds to generate pilot data for grant applications.
Small number of programme grant holders, internationally visible PI’s.
More publications needed in highest ranking journals and with high impact/citation rates.
Limited infrastructure to support clinical research (e.g. research nurses).
Lack of a patient data-base to support research
Difficulties perceived in using the CRF effectively
In the Nursing Profession in STHT, a research culture is not currently in place and is therefore
difficult/impossible for those nurses in a clinical role, wishing to undertake original research of their
own to do so.
Opportunities
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Priority given by funding bodies to stroke, dementia, Neurodegeneration as well as translational
approaches to Neuroscience. DOH dementia and stroke strategies.
Interdisciplinary opportunities e.g. nanotechnology, assistive technology, health services research
(SCHARR), neurovascular surgery.
Maximise academic opportunities in local niche areas of clinical strength e.g. stereotactic
radiosurgery gluten related neurological disorders.
Links with strong overseas groups.
SITraN – space, posts, funding opportunities.
Great opportunities for interdisciplinary collaborations in Sheffield e.g. with SCHARR and Biomedical
Science, Bioengineering.
Several new posts to be appointed within SITraN e.g. Scientific Co-director, RNA processing, Stem
Cell Scientist, Drug discovery expertise.
Potential for Wellcome Strategic award.
Support and interest from charitable organisations e.g. Neurocare and Sheffield Institute
Foundation.
Increased infrastructure and support for research by the creation of the Academic Directorate.
The possibility of engaging some of our specialist nurses in research.
Pharmaceutical companies are keen to forge partnerships with academic centres able to help in
designing and conducting commercial trials to the benefit of patients and both parties.
Some members of the Department of Neuroscience have already established excellent links with
ScHARR and obtained NIHR funding– local expertise is therefore available which will help us to
design clinical research projects and obtain funding.
The ability to apply a successful area of research to other clinical problems e.g. clinical
communication research extended from epilepsy to dementia.
In some areas infrastructure is very supportive of research e.g. our state-of-the art video-telemetry
unit; the infrastructure for stereotactic radiosurgery.
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Our epilepsy surgery programme is one of the largest in the country and is benefits from access to all
diagnostic modalities which may be required (PET, SPECT, intracranial recordings, cortical
stimulation, 3T MRI, Wada-testing, neuropsychological testing, motor context f-MRI).
Our future large treatment studies will benefit from the fact that the Sheffield NEAD research
programme is the largest in the country and best integrated into NHS structures.
Securing a chair in stroke medicine with proven track record would allow development of theme by
attracting additional funding to projects.
The young stroke cohort and heart brain MDT provides retrospective and prospective opportunities
to investigate this group of patients in more detail.
The appointment of the Chair of Translational Neuropsychology and future academic post in
dementia should allow cognitive research in stroke patients to develop.
Harness the strengths from the diverse professional groups working in the academic Directorate to
enhance research at all levels in the health and social care environment
Threats
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Financial climate which impacts on the Trust, the University and research funding bodies.
Current lack of major NIHR funding and risk of being “left behind” in relation to other centres who
have procured this.
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Delays in implementing and delivering research outcomes – need for departmental high quality
administrative support.
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The administration and governance of clinical research at STHFT continues to place a heavy burden
on researchers. Research governance processes in Sheffield have been slower and more
cumbersome than in most UK centres. The appointment of a Research Coordinator has helped but
not alleviated this problem sufficiently.
Increasing overhead costs of running commercial trials will inhibit clinicians from taking part in this
type of research.
Lack of adequate time allocation in job plans of NHS staff to support this high quality clinical
research effort.
The arrangements for the financial management of non-commercial research grants at STHFT
remain problematic.
Loss of the cardiovascular BRU and its obvious links to stroke medicine.
Clinical pressures in the stroke service especially with non- stroke patients and time pressures on the
clinicians in the Hyper-acute pathway limits opportunity and willingness to recruit into stroke trials.
Lack of pilot data to apply for NIHR and MRC funding schemes
Limited neuropsychology lab facilities for expansion of postgraduate research in dementia.
Lack of an establish pathway/procedures for recruitment of dementia patients into research studies.
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ONE YEAR TARGETS FOR THE ACADEMIC DIRECTORATE OF NEUROSCIENCE
 Agreed one year and 5 year strategy in place by autumn 2011.
 Collation of baseline data required to assess performance and progress in
research and teaching by autumn 2011.
 Assignment of key roles and tasks within the Research and Teaching Executive
by autumn 2011.
 Appointment of strategic new posts with high quality clinical researchers:
Stroke Medicine and Neurodegeneration are the initial priority areas.
 Intelligent research portfolio development in line with government and
funding body strategies e.g. DoH Stroke and dementia strategies and European
neuroscience initiatives.
 Demonstrate improvement in key research metrics by summer 2012.
5 YEAR TARGETS FOR THE ACADEMIC DIRECTORATE OF NEUROSCIENCE
 Address current research skill gaps e.g. so that we have research strength from
basic through to clinical research in key strategic areas of research strength.
 Develop a Neuroscience Biomedical Research Unit with external funding.
 Become the best regarded regional Clinical Neuroscience department in the
UK, with more stable critical mass in key areas.
 Improve research and teaching performance year by year.
 High impact collaborations.
 Exploit and effectively translate research opportunities – to achieve improved
outcomes for patients. Be able to demonstrate the impact of our research
effort.
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Nurture the development of our clinical and science based junior researchers
e.g. with prestigious fellowship awards.
 Develop a diploma course in clinical neurology which will attract clinical fellows
to contribute to research within the Directorate.
• COMMON STRATEGIC GOALS FROM THE RESEARCH THEMES (for further
detail see individual research theme strategy documents)
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Exploit rich areas which could form the basis of high quality clinical research e.g. young
stroke cohort; post-stroke cognitive impairment
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Exploit high quality collaborations locally, nationally, internationally.
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Appoint academic positions to strengthen key strategic areas e.g. Chair of Stroke
Medicine; Neurodegeneration (PD or dementia) Neurology.
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Exploit inter –theme areas e.g. First seizure and ischaemic stroke; vascular dementia;
astrocytes in Neurodegeneration; neurosurgery and medical physics.
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Extract the research potential from areas of government priority for research e.g. stroke
and dementia; translational neuroscience research/ experimental medicine.
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Maximise the research potential of niche areas for Sheffield e.g. stereotactic
radiosurgery; arteriovenous malformations; gluten sensitivity; non-epileptic attack
disorder; motor neuron disease. Within the University - Health Services Research;
Biomedical Science; Assistive Technology etc.
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Build our critical mass so that we have basic, translational and clinical research in
specific disease areas e.g. more clinical research in Parkinson’s disease, more basic
research in MS.
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Exploit political opportunities to support our research themes e.g. DeNDRoN INTERACT
project.
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Develop strategic partnerships with key pharmaceutical companies
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Key areas of support identified that would stimulate Neuroscience Research
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Well maintained and updated database support – data entry clerical time.
Manpower to obtain systematic consent from patients for research purposes and to take
bio-samples from relevant patient groups.
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Infrastructure to support research e.g. DNA storage facility, new imaging technologies.
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Support staff for research: research nurse time; clinical fellows; neurophysiology
technician time; clinical trials coordinator; neurology research nurse within the CRF.
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Academic PA’s for NHS clinicians who wish to pursue research to allow time to write
grant applications and to develop portfolio research projects.
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More streamlined and responsive research governance arrangements.
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Functioning financial management arrangements for research.
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Ensure that the CRF is utilized in an effective manner
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ACADEMIC DIRECTORATE OF NEUROSCIENCE: RESEARCH PERFORMANCE
INDICATORS
1. Leadership
•
Developing and implementing academic strategy.
•
Appropriate management and communications structures.
•
Encouraging staff to promote the standing and reputation of STH
Neuroscience – esteem indicators.
• Career development of staff.
• Research capacity building.
• Financial and Human Resource structures in place to support the
research strategy.
2. Research
• Continued improvement of performance metrics – research
income, research projects and accrual, publications.
•
Improved reputation and standing of clinical neuroscience
research in Sheffield – esteem indicators.
• Creation of a Neuroscience Biomedical Research Unit or a
Neuroscience section of a Biomedical Research Centre.
• Effective stimulation of new research projects and collaborations.
• Attract and develop the careers of high quality research fellows
and trainees.
• Translational impact of our research effort – improved outcomes
for patients.
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