PSP003: RDN Governance

This document provides additional content around RDN Governance and Management (Section 12 in the RDN Performance and Operating Framework, POF). 

This document sets out a framework of key boards and groups for the governance and management of the NIHR Research Delivery Network (RDN). It provides an outline of the role and, where available, the terms of reference for each board/group.

‘Governance’ here refers to the direction, oversight and overall control. Key aspects of governance include:

(a) an effective leadership that establishes and promotes the organisation’s purposes, strategic direction, behaviours and culture; and 

(b) clear and transparent arrangements for key decision-making, risk management, performance monitoring and assurance, based on a board's structure.

‘Management’ here refers to the coordination of the development, implementation and operational delivery of RDN services and functions.

The RDN will act as a single organisation comprising 13 constituent elements: the 12 Regional Research Delivery Networks (RRDNs) and the RDN Coordinating Centre (RDNCC). “RDN” means the aggregate of the RDNCC and RRDNs. 

“RRDN” here means the RRDN Staff as set out in the RDN Nomenclature.

Each constituent element is provided by a legal entity; the University of Leeds for the RDNCC, and 12 separate NHS trusts for the RRDNs. Each of these ‘host organisations’ have an individual service contract with the DHSC, the form of contract being defined in the RDN Contracts Framework. Therefore, ‘internal’ management arrangements will be required in each host organisation to ensure that the organisation fulfils its contractual obligations and complies with the contractual provisions.

In pursuance of consistency, this POF Support Page sets out arrangements in respect of (a) the RDN as a whole, and (b) the constituent elements (RDNCC and RRDNs).

Interim arrangements and the standing up of new Boards and Groups

The RDN Board has approved the continuation of LCRN Groups from 1 October 2024 - 31 March 2025, where they have not already been stood down, to retain engagement and maintain relationships with Delivery organisations and wider stakeholder organisations whilst giving time to transition to the new RRDN arrangements. 

Timelines for implementing key boards and groups for the governance and management of the RDN are detailed in Annex 1.

The RDN operates a joint leadership model, with the RDN Board consisting of senior staff from RDNCC, RRDNs and DHSC. 

The RDN Board is central to this joint leadership model. However, the principle of ‘joint leadership’ and by extension ‘joint working’ will apply to all areas of RDN governance, management and operations.

An effective board structure underpins good governance. Boards are key in ensuring:

• appropriate objectives are set and prioritised;

• performance and progress against objectives are monitored, reviewed and remedial actions taken; 

• risks are documented and managed; 

• visibility and assurance in respect of financial and contract management;

• inclusion, constructive debate, and clear decision making.

The key considerations in designing a framework of RDN boards and management groups are:

(a) clarity regarding decision-making authority (e.g. via a Scheme of Delegation), and

(b) arrangements that unify, and do not divide, the different elements of the single RDN organisation. 

The arrangements need to reconcile and make compatible both:

(a) the necessary governance for each DHSC contract (i.e. the arrangements by which DHSC and the contract holder monitor and and ensure contract delivery and compliance); and 

(b) ‘governance’ of RDN as a whole, such that RDN works as a single entity in a managed way.

The arrangements will be a key enabler for the directional and cultural changes of the RDN.   The RDN will work with organisations involved in research and delivery as part of a team and a vital part of the research ecosystem, and advisory boards at national and regional levels will be a key enabler for engagement.

The following principles will apply:

(a) The arrangements also need to be as streamlined as possible - we do not want to make an ‘industry’ of boards, committees and management groups, or create arrangements that stifle informal and day-to-day dialogue, alerts, problem identification and problem solving. 

(b) Practically, not everyone can always be physically ‘in the room’, or indeed always ‘virtually’ in the room. This is the case particularly in a national, dispersed organisation. Therefore:

• • all boards/groups should have transparency of outputs (open sharing of papers) whenever possible;

  • boards/groups should meet online ordinarily, and meet in person by exception as required by board business or effective functioning.

(c) Meetings should be open for any member of RDN staff (meaning RDNCC staff and RRDN staff) to observe.

A schema of the proposed boards and management groups is presented in the following sections:

• Section 6 – RDN (i.e. cross-RDN)

• Sections 7 – RDNCC

• Section 8 & 9 – RRDNs

RDNCC will coordinate the development of Terms of Reference for each group, and submit for approval appropriately. 

Terms of Reference should specify:

1. Mandate

2. Role

3. Governance hierarchy / board business

4. Membership;

5. Chairperson;

6. Secretariat;

7. Start date, and end date if relevant;

8. Frequency of meetings;

9. Format / Location of meetings;

10. Quorum;

11. Expected attendance.

DHSC are accountable to Ministers and Parliament and must develop and implement the government’s policies and priorities, and ensure value for money for the public purse. As a result there may be instances where, to meet government policy/standards or a Ministerial directive, key decisions will require internal DHSC consideration and approval (e.g. by the DHSC Science, Research and Evidence (SRE) Senior Management Team), outside the RDN Board and RDNCC Contract Management Board. Examples of this would be the overall annual funding allocation for RDN which is subject to HM Treasury approval, and the introduction of new RDNCC services which are subject to Cabinet Office and DHSC commercial approval. 

The RDN Board will be key to the RDN joint leadership model. The board shall set the RDN’s direction, define and amplify RDN culture, approve strategies and plans, including financial plans, and ensure consistency of RDN services at national and regional levels. The areas of agreed board business are set out in Annex 2.

Reports to: DHSC Science Research and Evidence (SRE) Senior Management Team (SMT) (via the DHSC Deputy Director for Research Capacity and Growth)

Reports from: Operations Board, Strategic Development Board

Advice from: RRDN Host Group

Membership: DHSC policymakers x3, RDN Executive Director, RRDN Network Directors x12, RDNCC Directors x7, RDN Transformation Director

Chairperson: DHSC Deputy Director for Research Capacity and Growth for first 3 months, thereafter an independent chair.

Frequency: monthly. 

The RDN Operations Board will oversee the day-to-day delivery of RDN services and functions. It will take status and performance reports from RDN Service Delivery Groups and RDNCC / RRDN Management Groups, identify risks, issues and mitigations, and areas for improvement in efficiency and effectiveness. The Operations Board will also act as a forum for oversight of the operational status of both the RDNCC and RRDN management functions.

Reports to: RDN Board.

Reports from: RDN Service Delivery Groups, RDNCC Management Board, RRDN Management Group.

Membership: RDNCC Network Operations Director, RRDN Operations Directors, RRDN Strategic Development Directors, relevant RDNCC Heads of Service, DHSC (as required).

Chairperson: initially the RDNCC Network Operations Director, subsequently the members on rotation. 

Frequency: monthly.

The RDN Strategic Development Board will oversee the development and delivery of RDN strategies. It will sign off draft strategies for submission to the RDN Board, coordinate their implementation, monitor progress, and identify corrective action as required. It will also maintain strategic oversight of the RDN Portfolio of studies, informed by reports from RDN Specialty and Setting Development Groups.

Reports to: RDN Board.

Reports from: RDN Programme Boards, RDN Specialty and Setting Development Groups.

Membership: RDNCC Strategic Development Director, RRDN Strategic Development Directors, RRDN Operations Directors, relevant RDNCC Heads of Service, DHSC (as required).

Chairperson: initially the RDNCC Strategic Development Director, subsequently the members on rotation. 

Frequency: monthly.

Each RDN-wide service / function will have a dedicated, standing Delivery Group. These will be the ‘engine room’ of cross-RDN operational delivery. Each group will coordinate the day-to-day delivery of the service / function and drive the continuous improvement of the service / function in pursuance of effectiveness and efficiency. 

Report to: RDN Operations Board.

Reports from: individual elements of Service Delivery Groups (TBC through the next stage of Service Design).

Membership: relevant RDN operational staff and, potentially, external partners (e.g. NHS England) in development and delivery of the service.

Chairperson: an appropriate RDN senior manager, usually the relevant RDNCC Head of Service, RRDN ‘Head of’, or RRDN senior manager.

Frequency: monthly.

Strategic Programme Boards will provide oversight and key decision-making for RDN strategic programmes. The programmes, and therefore the boards, should have a defined output and be time-limited. Programmes will include projects supporting the 5-year RDN strategy mandated in the DHSC RDNCC contract:

“The purpose of the Strategies is to direct the NIHR RDN and engage NIHR RDN Customers and NIHR RDN Stakeholders by setting out considerations, selected approaches, risks (including mitigation) and plans, including timescales, measurable Performance Indicators and key milestones suitable for incorporation into Annual Business Plans. In all cases it is expected that these Strategies will demonstrate alignment and collaboration with other NIHR investments and services beyond the NIHR RDN.”

NB: operational projects or programmes, if unattached to a strategic programme, should report into the relevant Service Delivery Group.

Report to: RDN Strategic Development Board

Reports from: Programme Boards (TBC) and Specialty and Settings Development Groups

Membership: programme sponsor, relevant RDN staff, DHSC (as required), external partners and stakeholders

Chairperson: programme sponsor

Frequency: as required by the programme, usually monthly.

Specialty and Setting Development Groups will provide a forum for the RDN functions and members of the Specialty or Setting to review national and regional health and care intelligence to consider the future development of capacity and capability for research delivery within the particular Specialty or Setting.  

Reports to: Strategic Development Board

Reports from: National Specialties and Settings Groups

Membership: National Specialty or Setting Lead, NHS England regional Specialty or Setting Leads, relevant RDN staff particularly from Strategic Development, Research Delivery, and Life Sciences, Partnership and Growth Directorates. Relevant external stakeholders will also be included.

Chairperson: The members on rotation. 

Frequency: monthly, subsequently will drop to bi-monthly.

The role of the National Specialty and Setting Groups will be to create national ‘communities of practice’ which provide the specialist intelligence essential for the success of the RDN. The groups will provide a national forum to share good practice, successes, opportunities and challenges. 

Reports to: Specialty and Setting Development Groups

Reports from: N/A

Membership: RRDN Regional Research Specialty or Setting Leads, relevant RRDN-based Specialty or Setting Support Team, relevant RRDN staff members e.g from Study Support Service

Chairperson: National Specialty or Setting Lead

Frequency: three times per year.

The first Advisory group to be implemented is the ‘RRDN Hosts Group’. 

Advises: RDN Board

Further details and Terms of Reference will be determined in consultation with RRDN Host Organisations, and will be added here when agreed.

Wider Advisory group set up will be considered by the RDN Board at a later date.

The Contract Management Board is purely a contractual monitoring and reporting mechanism against the RDNCC contract. The Terms of Reference and membership will be decided between DHSC and the University of Leeds, as the contracted RDNCC Supplier. 

The University of Leeds will convene a Supplier Oversight Group as the internal oversight board for the RDNCC contract. Meeting four times per year, its key purpose will be to ensure that the Supplier is providing all facilities, support and guidance necessary for excellent delivery of the specified contracted services. The board will be chaired by the Supplier’s Accountable Officer (Professor Mark Kearney, Executive Dean, Faculty of Medicine and Health), with three further senior Supplier officers as members, including the University’s Chief Financial Officer.  

This Board will coordinate and oversee the day-to-day functioning of the RDNCC. Terms of Reference and membership will not be prescribed, however it will be a requirement to be in place and functioning. Board business should include finance, personnel, premises and facilities, performance, operating status, risks and issues, incident management and business continuity. 

This group will report RDNCC operational status to the RDN Operations Board. 

Frequency: monthly.  

As mentioned above, the RDN Board has approved the continuation of former Local Clinical Research Network (LCRN) Groups from 1 October 2024 - 31 March 2025, where they have not already been stood down, to retain engagement and maintain relationships with Delivery organisations and wider stakeholder organisations whilst giving time to transition to the new RRDN arrangements. 

The RDN Board has approved the establishment of the RRDN Governance and Management Boards and Groups set out in Sections 8.1- 8.3 below, with the expectation that these are fully operational no later than 1 April 2025.

RRDN regions may optionally establish additional groups to support operational efficiency, cross infrastructure working etc, at the discretion of the RRDN, as set out in Section 9. Options to merge groups may also be considered.  

The RRDN Host Organisation is expected to put in place an internal governance function for the RRDN contract, as necessary for the contract value, and in accordance with that organisation’s scheme of delegation and management arrangements. The details provided below are designed to inform these arrangements. 

The Host Organisation will be expected to appoint a Nominated Executive Director accountable for the delivery against and compliance with the contract. The Host Organisation must ensure that the RRDN function is organisationally separate to the Host Organisation’s Research and Delivery (R&D) Department, and the Trust’s R&D Director cannot be the Nominated Executive Director for the RRDN (Performance and Operating Framework clause 12.3.1).

Key purposes of the Group are to:

• Maintain oversight of RRDN governance, leadership and management arrangements, which should be in line with guidance issued by the RDN Coordinating Centre. It is expected that the RDN Operating Framework will set out standard requirements and/or restrictions as part of the DHSC/Host Organisation Agreement, supported by the relevant POF Support Page

• Maintain oversight of compliance with the provisions of the DHSC/RRDN Host Organisation Agreement and ensure effective risk management

• Ensure maintenance of a sound system of RRDN internal control and risk management

• Approve documents pursuant to the recommendations of the RRDN Stakeholder Group / RRDN Management Group 

• Review overall performance against the RRDN Strategies, RRDN Annual Plan, RRDN Annual Financial Plan and Key Performance Indicators

Approval of RRDN

• Research Capacity & Capability plan 

• Strategies plan

• Delivery plan 

• Financial plan¹ 

• Research Delivery organisation¹ redistribution of funding 

• Contract Compliance 

• Risk and issues register

• Annual Report

The Contractor Internal Governance group is expected to approve these documents pursuant to the recommendations of the RRDN Stakeholder Group / RRDN Management Group. It is envisaged that the majority of plans and Delivery organisation allocations will be approved in advance of 1 April of each financial year, ready to be implemented within the financial year, i.e. in Q4 of the prior financial year. 

Monitoring of RRDN activities

• Quarterly performance reports

• Quarterly finance reports

• Quarterly contract compliance reports

• Review of risk register

Membership

• Host Organisation Nominated Executive Director

• RRDN Network Director

• RRDN Strategic Development Director, Operations Directors and Health and Care Directors 

• Host Representative, as regionally agreed

• Any other colleagues as agreed regionally, e.g. Finance Manager 

Voting

The Group is expected to make decisions by consensus. In formulating strategy and making decisions, the Group should always have regard to the best interests of the RRDN Delivery organisations as a whole, and not the specific interests of any one party, and to service the interests of all communities across an RRDN region.

Should voting be required, only the voting members shall vote (Host Organisation Nominated Executive Director, RRDN Directors only).

A Chair for this group should be the Nominated Executive Director, RRDN Director or an independent Chair could be sought, to be agreed locally. The Chair shall not have a casting vote.

No individual member or combination of members shall have a power of veto.

Quoracy

A minimum of three voting members, including the Host Organisation Nominated Executive Director, are required for the meeting to be quorate.

Meeting Arrangements

The Host Organisation Nominated Executive Director shall convene the Group (i.e. shall ensure the Group is established and meeting regularly).

Meeting frequency and duration shall be determined by the business requirements, with an expected minimum of one meeting per quarter.  

¹ RRDN financial plans do not require any regional approvals in relation to funding allocation models to RRDN Delivery organisations as these will be determined nationally.

The RRDN Management Group will coordinate and oversee the planning and delivery of all RRDN services, functions and related activities. It will have authority in respect of regional implementation of decisions made by the RDN Board, and for any local decisions regarding funding or local initiatives as agreed and devolved from the RDN Board. 

It is expected that the Terms of Reference and membership will not be prescribed by the RDN Board, however it will be a requirement to be in place and functioning. Group business should include finance, personnel, premises and facilities, performance, operating status, risks and issues, incident management and business continuity. This group will report RRDN operational status to the RDN Operations Board (C).

Key purposes of the Group are to: 

• Develop the RRDN Capacity & Capability plan, Strategies plan, Annual Business Plan and secure the explicit commitment of RRDN Delivery organisations to implementation of regional plans and strategies

• Make decisions on strategic funding including oversight of all strategic funded projects, including performance and financial management against projects

• Make decisions on redistribution of Delivery organisations funding allocation in-year as necessary

• Monitor and oversee the management of the day-to-day operational performance of the RRDN and its Delivery organisations, in particular the delivery of national and regional objectives and ambitions. 

• Support performance improvements and any other continuous improvement actions, where needed

• Share best practice identified both locally and nationally and plan for consistent implementation where appropriate

• Ensure patient, carer and public involvement and engagement is embedded in the activities and structures of the RRDN

• Management of a sound system of RRDN internal control and risk management

Agreement of RRDN plans and reports

• Research Capacity & Capability plan 

• Strategies plan 

• Delivery plan

• Financial plan²  

• Contract Compliance 

• Risk and issues register

• Annual Report

Monitoring and management of RRDN activities

• Monthly and quarterly performance reports

• Oversight of Delivery organisation site level plans

• Quarterly finance reports

• Performance of strategic projects and initiatives

• Optimal use of Agile Research Delivery team

• Continuous improvement initiatives 

• Quarterly contract compliance reports

• Risks and issues register

• Life sciences report 

• Settings and Specialty activity report 

Membership

• RRDN Network Director

• RRDN Strategic Development Director, Operations Director and Health and Care Directors 

• Head of Strategy, Engagement and Inclusion

• Life Science Key Account Manager

• Head of Partner Liaison and Planning

• Head of Research Delivery and Support for Out of Hospital Settings

• Corporate Services Manager

• Study Participation Inclusion Senior Manager

• Study Support Service Senior Manager

• Data and Analytics Senior Manager

• Workforce and People Senior Manager

• Any other function lead colleagues, as regionally agreed

• Any Research Delivery Organisations or other stakeholders, as regionally agreed

Decisions and Recommendations

The Group is expected to make decisions on network business by consensus and make recommendations for formal approval, as needed, to the Contractor Internal Group. In formulating strategy and making decisions, the Group should always have regard to the best interests of the RRDN Delivery organisations as a whole, and not the specific interests of any one party, and to service the interests of all communities across an RRDN region.

A Chair for this group should be either the RRDN Network Director or nominated deputy, to be agreed locally. The Chair shall not have a casting vote.

No individual member or combination of members shall have a power of veto.

Quoracy

A minimum of six members, of which two should be from the RRDN Leadership, is required for the meeting to be quorate.

Meeting Arrangements

The RRDN Network Director shall convene the Group (i.e. shall ensure the Group is established and meeting regularly).

Meeting frequency and duration shall be determined by the business requirements, with an expected minimum of one meeting per quarter. 

² RRDN financial plans do not require any regional approvals in relation to funding allocation models to RRDN Delivery organisations as these will be determined nationally.

The RRDN Stakeholder Group will provide a key forum for collective engagement with RRDN Delivery organisations, customers and stakeholders at a regional level. The key purpose will be to provide support and constructive mutual challenge on RRDN plans, activities, performance and reports in order to support the RRDN to achieve its objectives and ambitions, in adherence with national strategies and metrics. It will provide two-way information sharing and discussion of RRDN key activities and priorities, in pursuance of inclusion, regional relevance, efficiency and effectiveness. A particular focus will be regional capacity and capabilities to ensure research opportunities are aligned to regional population health needs, health inequalities and social disadvantage.

Support and agreement of RRDN

• Strategic and financial plans and reports for onward approval by the Contractor Internal Governance Group

Monitoring and management of RRDN activities

• Input into RRDN strategic plans and projects, in line with national priorities and plans

• Research activity reports with a focus on regional population health needs, alignment to health inequalities and social disadvantage

• Participant inclusion reports

• Delivering on the Government Research Priorities including Life Sciences

• Oversight of regional contribution to nationally important NIHR RDN Portfolio studies to ensure optimisation of regional capacity and capabilities

Membership

• Representatives of RRDN customers & stakeholder organisations, including Voluntary Community and Social Enterprise (VCSE)

• RRDN senior team, determined locally

• Public contributors

• Representatives from wider stakeholders including Integrated Care Boards, Higher Education Institutions, NIHR regional infrastructure partners, Health Innovation Network etc. as agreed locally)

Chair

A person holding a position of seniority at director level from a Delivery organisation or Stakeholder organisation that is a member of the Stakeholder Group.

Decisions and Recommendations

The Group is expected to agree decisions and recommendations in respect of regional plans, strategies and funding by consensus, and in line with national priorities and requirements. In formulating regional strategy and making decisions, the Group should always have regard to the best interests of the RRDN Delivery organisations as a whole, and not the specific interests of any one party, and to service the interests of all communities across an RRDN region.

Quoracy 

Levels of attendance to be quorate will be determined locally. Good practice on minimum quorum levels would include:

• At least one public contributor

• A minimum of two thirds of Delivery organisations represented. Delivery organisation representatives must be the nominated, agreed representatives with Board level responsibility or their formally recognised deputies

Meeting Arrangements

The frequency of meetings will be a minimum of two times each year, and whether virtual or face-to-face, to be determined locally.

Under the prior contract LCRNs have established a number of groups that support regional needs but predominantly seek to maintain engagement, agree shared strategic or operational priorities, jointly consider challenges and solutions etc. The groups listed below consolidate the various prior arrangements and RRDNs may choose to establish these in line with the below for consistency and where appropriate, or consider the merging of groups to meet RRDN regional needs/requirements. 

The RRDN Regional Delivery Advisory Group (RDAG) will provide an advisory function to the Contractor Internal Governance Group. The group is expected to have representation from all four settings and offer support and constructive feedback to ensure the RRDN is effectively delivering its collective performance and impact activities against the RRDN Strategies, RRDN Annual Plan, RRDN Annual Financial Plan and Key Performance Indicators and advise on regional implementation plans and mitigation of risks and issues. This group does not have decision-making powers. 

Key purposes of the Group are to:

• Advise on RRDN performance and impact activities against the RRDN Strategies, RRDN Annual Plan, RRDN Annual Financial Plan and Key Performance Indicators

• Advise on RRDN implementation plans to ensure optimal performance of the RRDN

• Advise on mitigation of risks and issues and offer options / solutions to manage these

• Act in an advisory capacity to ensure strong research activity and performance across all specialties and settings.

Approval of RRDN

• The remit of this Group does not require formal approvals.

Monitoring and management of RRDN activities

• Not applicable

Membership

• RRDN Network Director

• RRDN Strategic Development Director, Operations Directors and Health and Care Directors 

• Representatives from all four settings

• Any RRDN representatives who are National Specialty Leads

• Any other colleagues as agreed regionally

It is expected that this Group will have a membership of 15-18 members to make it manageable and to ensure views from all four settings can be assimilated into regional strategy and operational activities. Members are expected to also be members of the RRDN Stakeholder Group.

RRDNs can determine local transparent processes to ensure representation across the settings. 

Recommendations

Voting is not applicable as the Group is expected to offer advice, support and constructive challenge and should always have regard to the best interests of the RRDN Research Delivery organisations and activities in settings as a whole. The Group can make recommendations to the RRDN Management Group and should seek to service the interests of all communities across the RRDN and not the specific interests of any one party.

A Chair for this group should be an RRDN Director or an independent Chair could be sought, to be agreed locally. 

Quoracy

A minimum of 8 members are required for the meeting to be quorate, and ensure they are representative of the four settings. 

Meeting Arrangements

The RRDN Director responsible for this Group shall convene the Group (i.e. shall ensure the Group is established and meeting regularly).

Meeting frequency and duration shall be determined by the business requirements, with an expected minimum of one meeting per quarter. 

The Research Delivery Operations Group (RDOps) will be a forum for NHS / non-NHS R&D Managers to consult and collaborate collectively on strategic and operational research capacity and capability issues and developments impacting the delivery of research across the RRDN region as a whole. The Group will work collaboratively and be instrumental in shaping and supporting strategies to deliver NIHR RDN Portfolio studies and aligning resources to meet national priorities where needed. It will also act as an agreed forum of member Trusts and affiliated members to be informed and engaged with the wider work of the RRDN to optimise performance.

Support of RRDN

• Strategic and operational plans

Monitoring of RRDN activities

• Input into RRDN strategic plans and projects, in line with national priorities and plans

• Operational oversight of NHS/non-NHS performance against metrics and support for actions to improve performance where needed

• Operational oversight of participant inclusion performance and support for actions to improve performance where needed

• Operational oversight of regional contribution to nationally important NIHR RDN Portfolio studies to ensure optimisation of regional capacity and capabilities

• Preparing and responding to national consultation documents

• Support and engagement for workforce development and deployment

• Delivering on the Government Research Priorities including Life Sciences

• Contributing to continuous improvements strategies and priorities

Membership

• Representatives of RRDN NHS Trust / non-NHS Trust R&D 

• RRDN senior team, determined locally

Chair

This could be a RRDN Director or a Chair and Vice Chair could be elected by a nomination and voting process from the NHS Trust / non-NHS Trusts organisations for a term of 12 months minimum. 

Decisions and Recommendations

The Group is expected to make decisions and recommendations by consensus, and should always have regard to the best interests of the RRDN Delivery organisations as a whole, and not the specific interests of any one party, and to service the interests of all communities across an RRDN region.

Quoracy 

Levels of attendance to be quorate will be determined locally. Good practice on minimum quorum levels would include:

• one public contributor or research champion 

• 50% of Delivery organisations represented. Delivery organisation representatives must be agreed representatives with R&D level responsibility or their formally recognised deputies

Meeting Arrangements

The frequency of meetings will be four times each year, and whether virtual or face-to-face, to be determined locally. It is proposed that these meetings will be scheduled between the RRDN Stakeholder Group meetings to support regional activities and inform the RRDN Stakeholder Group of progress, as necessary. 

Under the CRN contract a number of regions have established groups of NIHR infrastructure and other organisations. The Regional Infrastructure Oversight Group is designed to bring regional infrastructure organisations together with the RRDN as a member to align and maximise research and innovation opportunities. This could include NIHR infrastructure, Patient Recruitment Centres, Health Innovation Networks, Health Determinants Research Collaborations, Integrated Care Boards etc. and is to: 

• align research and innovation objectives to national priorities

• promote mutually supportive strategies across each stakeholder

• avoid duplication of function and maximise outputs

• coordinate major infrastructure bids across partners

• address inequalities in programmes of work 

• ensure the principles of public and patient engagement and involvement are embedded in all Research and Innovation (R&I)

• development of joint strategies for R&I across the full health and care services where feasible

• Implementation of any actions from the national NIHR group

Arrangements as to how the group could work together can be determined by the regional infrastructure partners, particularly if these groups already exist in some form and may be led by them. It is not the expectation that RRDNs establish these in regions where no such group exists, more that regional discussions could take place that determine whether a group of this nature would add regional value and the best way to establish these.

A central component of NIHR work has been the role of patients, carers and public contributors involved in supporting the networks in their governance and research delivery activities.  A function and deliverable of the public engagement team across the RRDNs is to ensure that a national panel of patients and public contributors is established to support RDN activities, and who are actively supported and whose views are sought on a range of RDN work programmes where needed. A community of public partners will work at varying levels of engagement and involvement, including strategic level input and decision making and will be supported, trained and managed by the RDN (local and national teams). Active support of this community will be vital to ensure good governance is embedded in regional structures. Access a Good practice guide to engaging public contributors. 

The Public Partnerships Team supports Patient and Public Involvement (PPI) across the RDN. This form is for use by colleagues in the Coordinating Centre and the RRDNs to request support from the Public Partnerships Team with the involvement of public partners in their work. 

We recognise the need for RDN systems and processes to align with those of the Devolved Administrations, and we have a strong track record of working with them to ensure this, for example in the design and development of services such as National Contract Value Review, Be Part of Research, and Excess Treatment Costs. 

We recognise that NIHR decisions impact upon the Devolved Administrations, and that sharing and discussion of ideas and information are crucial to constructive, mutually-beneficial relationships. Informally, we have multiple interactions with Devolved Administrations teams on a day-to-day basis, particularly in relation to portfolio delivery, and maintain good working relationships across many ‘business as usual’ functions. 

We propose Devolved Administrations’ involvement continues through existing groups with a remit for ensuring alignment and interoperability (eg. the UK-wide Four Nations Policy Leads and Four Nations Operations groups) and through regular meetings (eg. quarterly) with the leaders of Devolved Administration equivalents to the RDN. 

A detailed list of RDN Board business is set out in the board’s Terms of Reference document [link will be added].

1. Approval (or recommend approval to DHSC) of key documents, including strategies, key programme plans, RDN funding model and allocations, annual plans and reports, organisational design.

2. RDN performance: measures, progress, and corrective action.

3. Organisational controls, including risk management.

4. Customer and stakeholder relationships.

5. Horizon scanning and new policy.

The following documents may be useful: 

• The RRDN Governance Framework, including appendices

• Template Business Continuity and Disaster Recovery plan (Google Doc version and Word version)and UPH plan template (Google Doc version and Word version), to form part of the RRDN Governance Framework

• Terms of Reference for the :

  • Contractor Internal Governance (Google Doc version) and Word version

  • RRDN Management Group (Google Doc version) and Word version

  • RRDN Stakeholder Group (Google Doc version) and Word version

• Good practice regarding engaging public contributors (Google Doc version) and PDF version

• Form for use by Coordinating Centre and RRDN colleagues to request support from the Public Partnerships Team with the involvement of public partners in their work. 

R&D: Research and Delivery

R&I: Research and Innovation

RDAG: Regional Delivery Advisory Group

RDOPs: Research Delivery Operations Group

RIOG: Regional Infrastructure Oversight Group

Version 1.1

Effective from: 20 January 2025

Sue Barry

Governance Lead

Email: susan.barry@nihr.ac.uk

Amber O’Malley

RRDN Director, Yorkshire and Humber RRDN

Email: amber.omalley@nihr.ac.uk