Royal National Orthopaedic Hospital Trust
Trust Board Meeting - Executive Summary
Report/Paper:
Towards a sustainable academic programme in RNOH
Date:
29th January 2009
Purpose of Paper:
Draw together all academic issues (research and education)
Define the Joint Academic Plan
Big changes in recent years, in funding and research governance, necessitate a
new approach by RNOH and IOMS staff to clinical research. We must make this
work, to meet the SHA’s injunction to evolve towards an Academic Health Sciences
Centre model, and to contribute to a vision that will enable FT status and the
redevelopment. The key is synergy between the academic strengths of the Institute
and the clinical strengths of the Trust; to enhance this, the Joint Academic Plan has
created new structures and is beginning to change attitudes in a positive way.
Summary of Paper:
The production of this paper has occurred in parallel with the production of a
Development Plan for the IOMS, which is being presented to the Dean of the
Faculty of Biomedical Sciences and the Provost of UCL. This is presented at
appendix 1 for comparison.
Four research themes have been defined. Translational Teams are the workhorses
of research grant application production. The Stanmore Clinical Research Centre is
on course for development as a NIHR recognised clinical trials unit. Collaborations
with other UCL departments, other universities and trusts are being developed.
The Joint Education Committee is pursuing the conversion of the regional Higher
Surgical Training programme to a UCL MSc. Non-medical staff education needs to
be included and linked to the MSc in Musculoskeletal Science.
Financial sustainability is important to both partners and each must respect the
other’s financial needs. Win-win arrangements are possible and must be
implemented. The Joint Academic Plan and Development Plan for the IOMS focus
the need for the RNOH and IOMS to attract grant funding for research that will
provide a contribution to infrastructure, organisational overheads and remove the
need for cross subsidisation from clinical income. In total the plans target a
contribution from research of c£1m per annum by 2011/12; this would broadly
equate to a grant portfolio of c£3m per annum by 2011/12.
The Joint Academic Committee would like to propose the following resolution for
the Board to amend as necessary and then formally adopt:
Action Required by
the Board:
“RNOH Trust Board endorses the Joint Academic Plan between RNOHT and the
Institute of Orthopaedics and Musculoskeletal Science of UCL Medical School. The
Board calls on all staff to work constructively to implement the plan, including both
education and research.
In particular the Trust requires all staff to:
 comply with the demands of research governance, ensuring that the R&D
Department is fully informed about all clinical research in progress or
planned
 ensure that all research is fully funded, including clinical and administrative
costs
 support the Joint Academic, Education and Research Committees, and the
Translational Teams for specific research projects, attending regularly if a
member.”
Endorsement of the approach and exhortation of Trust staff to get involved
and make it work
Recommendation
from Legal Advisors
(if applicable):
N/A
Author and position
of Report/Paper
The Joint Academic Committee
Lead Director
David Marsh
Links to Assurance Framework, Local Performance Targets and Corporate Strategic risk register:
This paper/report links to the following principal objectives, local performance targets and the corporate
strategic risks: - (please tick as appropriate)
Principal Objectives
Tick as
appropriate
Principal Objective One- Re-development and capital investment
To redevelop the RNOH Stanmore campus to provide a modern healthcare building.
To effectively use capital investment to improve the working environment and health and safety. To improve and
sustain business activity.
(Linked to performance target 5 and corporate strategic risks: 463, 467, 470, 472))
Principal Objective Two - Finance
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To achieve financial balance and maintain liquidity.
(Linked to performance target 6a, 6b and corporate strategic risk: 468)
Principal Objective Three - Leadership and workforce
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To ensure that the workforce is fit for purpose and supports the Trusts service and financial plans.
(Linked to performance target 7a, 7b and corporate strategic risk: 465)
Principal Objective Four – Governance
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To implement, embed and monitor effective arrangements that reflect current Trust business
(Linked to corporate strategic risks: 464, 466)
Principal Objective Five - Achievement of access / activity targets
To achieve access targets and to deliver the activity targets.
(Linked to performance target 2a, 2b, 2c 3, 8a, 8b, 8c, 8d and corporate strategic risk: 463)
Principal Objective Six - IM&T
Develop and implement a cohesive and integrated IM&T strategy.
(Linked to corporate strategic risk: 471)
Principal Objective Seven - Maintaining clinical excellence
To be an effective, efficient and safe provider of orthopaedic and musculoskeletal services, providing the
highest standards of care.
(Linked to performance target 1a, 1b, 1c, 1d, 8a, 8b, 8c, 8d and corporate strategic risk: 463)
Principal Objective Eight - Foundation Trust
To achieve Foundation Trust status.
(Linked to performance target 4 and corporate strategic risks: 463, 467, 469, 472)
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