RDN Questions and Answers

This page provides a summary of questions and answers relating to the Research Delivery Network (RDN), organised by topic. The page also includes questions and answers relating to Regional Research Delivery Network (RRDN) Transition and Transformation, previously published under the Regional RDNs section of this site. Information on / linked from this page was correct at the time of publication. 

Page last updated 10/05/2024.

Questions and Answers (published 10 May 2024, unless otherwise indicated)

1. Vision and Strategy

1.1. What will be the key performance indicators or success metrics for the RDN? (published 6 February 2024)

The ‘performance indicators’ for RDN are still to be developed - bearing in mind that the RDN as a whole does not commence until October 2024 - and they will be agreed at the RDN Board as part of the joint leadership model. However, there are some principles that the indicators will reflect:

The ‘direction of travel’ of RDN, i.e. support the transformation of the organisation to provide new services, new ways of working, and engagement with and responding to the needs of customers and stakeholders.

Ensure RDN is held accountable for supporting the delivery of research within our remit, rather than the success of the research system as a whole. Focus will be on the RDN’s strategic contribution in supporting multi-centre studies and maintaining the UK’s position as one of the best places to carry out health and care research. 

Research inclusion will also be a priority and there will likely be a measure of success in relation to this, e.g. increasing the diversity of participant cohorts to better include the people living with the greatest burden from ill health and the highest care needs in research. 

Finally, the recent government response to the O’Shaughnessy review set out UK performance indicators for the research system with immediate effect. The KPIs or success metrics for the RDN will need to align to these but be specific to the RDN’s responsibilities: 

1.2. Who are our 'customers' and 'stakeholders'?

The NIHR RDN has 2 primary purposes:

RDN customers are the sponsors of studies, both commercial and non-commercial, and their teams. This includes funders, sponsors, chief investigators, other investigators and the teams supporting their work, which may include others like CROs or site teams.

RDN stakeholders are a much wider group and cover the full range of individuals and groups affected by or benefiting from RDN's work.These include specific groups such as RDN staff, RDN customers, sites for RDN supported research, health and care staff, patients and the wider public, groups representing individuals across the health and care system. The service design work will be looking at this in more depth for each service.

1.3. Are there plans to review how activity is measured at a site to take account of the work and resources needed beyond the consent of a participant? Activity at a site is currently measured by recruits which does not always reflect the amount of work that may be needed to support a study to the end.

The RDN scope covers the whole study delivery process, so we will need visibility of data across that whole process. We currently have almost no visibility of study follow-up, and also there’s a lot of activity in the recruitment process, such as participant identification centres and referrals, which is not well captured so isn’t celebrated or built upon. However, some LCRNs have processes for capturing this information locally and that experience can be used to develop our approaches in the future. 

The work we announced in our initial and full response to the O’Shaughnessy review refers to a new platform for the collection of administrative performance data for the whole pathway and will reflect all studies in the system, not solely those supported by the CRN/RDN. That system won’t be in place until at least 2025/26 so in the meantime we need to make sure we’re capturing a whole spectrum of information which will help us make sure the new system is fit for purpose. 

1.4. In light of the recent success of delivering platform trials - is it envisaged that the RDN will prioritise support for certain studies? (published 6 February 2024)

The RDN will support both commercial and non-commercial research studies. The focus will be on supporting multi-centre trials and looking for strategic challenges and issues and then working with system partners to mitigate or remove. The RDN will learn from and build upon the successes of CRN which included the Urgent Public Health response to Covid-19. RDN will include an Active National Delivery Service which will be available for commercial studies (on a cost recovery basis) and will work to expedite study set-up and delivery generally.  

1.5. Research in social care, wider healthcare settings and inclusion are priorities, but most studies in these areas are non-commercial. How does this fit with the response to O'Shaughnessy and the shift in focus towards life sciences? How will the RRDN funding model enable both of these conflicting priorities? (published 6 February 2024)

While the O’Shaughnessy review was largely focussed on commercial trials, the ambition to accelerate innovative models of trial delivery is intended for both commercial and non-commercial studies. As such, the Government response and subsequent work in this area is intended to benefit all studies, irrespective of sponsor type or setting.

A sustainable and supported research workforce in all healthcare settings is a key strand of the government’s Future of UK Clinical Research Delivery Vision, as is people-centred research - making access to and participation in research as easy as possible for everyone. 

The decentralisation of trials will make it easier for people to take part in research and reach diverse communities, requiring a focus across all health and care settings. Some studies will need to be delivered in acute settings, but a lot of phase 2 to 3 studies don't need to take place in a hospital, and can take place in different types of settings across the country. We learned this with the COVID-19 vaccine research. We also learned there's a workforce in community, social and primary care settings who want to get involved in research and we want to give them opportunities to do that. Decentralising trials will be key, as will bringing in more clinicians and allied health professionals to deliver important commercially-sponsored studies.

1.6. What will RDN strategies be for encouraging new sites to participate in trial recruitment and address lengthy study setup times? (published 6 February 2024)

A key change for RDN is a stronger focus on the strategic development of research capacity and capability, nationally and regionally. The means by which we will do this will be developed in due course and will build on past and current successes. The RDN will work with system partners, such as the HRA and MHRA and with umbrella organisations such as the ABPI to address challenges.

1.7. There was mention of “rational compassion” earlier. Could you clarify what this means? Will we be able to contribute to deciding what values the RDN will hold? 

Transition and Transformation will prove challenging for all of us, and very unsettling for some. When speaking about this, RDN leaders have used terms including 'empathy' and 'rational compassion'. 'Empathy' is something that we find easier to express for those close to us, but more difficult for those who are different or distant. 'Rational compassion' requires us to demonstrate understanding and support for everyone facing challenges. Whilst these two terms may have slightly different meanings, the fundamental point is the same - all CRN/RDN staff need to be understanding and considerate as we go through this organisational change.

All staff and managers will be invited to contribute to the design of the RDN values and ways of working - watch this space to find out more about Opportunities to get involved.

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2. Implementation and Timeline

2.1. How will the RDN navigate the transition from a high-level vision to practical implementation and service changes? (published 6 February 2024)

We're working together on the RDN service design to turn our RDN Vision into real services. This design work will consider our vision and five important goals:

Existing CRN staff from both the Coordinating Centre (CC) and LCRNs will shape the services and the ways in which we work as we navigate the transition and transformation into the RDN. Keep an eye out on your staff bulletins and also the ‘Opportunities to get involved’ page on the RDN microsite on how to get more involved in service design and transformation. 

2.2. Will the RDN CC structure match the RRDN Structures?

RDNCC will have a different structure to the RRDNs as the remit and contractual specification is different. However, the structure of RDNCC will be complementary to that of RRDNs so that RDN Services can be delivered seamlessly across RDN.

2.3. If there is a change of Government this year, is this likely to have any impact on our transition timelines? 

In the event of a new Government, we do not envisage any changes to the transition timelines. We will work closely with our colleagues in DHSC to keep staff informed of any changes. 

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3. Transition and Staff

3.1. What day-to-day differences will there be in the work that we do in the RDN as opposed to the work that we do now as a CRN? (published 6 February 2024)

The RDN is a new organisation. However, this doesn’t mean that everyone’s job will look and feel different overnight. For some, the actual work may be very similar, but the subject matter might differ.

Many changes are already underway including some of the most important - a change in the ‘power dynamics’ within CRN and in the way we develop thinking and take decisions. We are already working more collaboratively, as one organisation, involving staff across DHSC, CRNCC and each LCRN. 

There will be some work we will stop doing, for example, some of the work to performance manage studies as this is the responsibility of principal investigators and sponsors. The RDN will focus our support to our customers in their research delivery, i.e. helping them address specific blockages to performance. 

We have a broad range of people from across the CRNCC and LCRNs, including those currently delivering services, involved in the service design work. This is important so we avoid any unintended consequences. 

That said, we are working in a changing environment. Continuous learning and adaptability will be part of new ways of working. We might not get things right at times, and it will be vital that the RDN joint leadership continue to listen.

3.2. How will the fact that the Coordinating Centre will be formed six months before the RRDNs be mitigated, and prevent continuing the same relationships as between CRNCC and LCRNs? (published 6 February 2024)

We are building the RDN together now with input from the CC and the LCRNs. For example, the service design work for the RDN is being led by 12 Transition Leads and has input from every LCRN as well as the CC and DHSC.

We are already putting in place new ways of working that cover the RDN as a whole, not just the CC; monthly CRN all staff meetings is just one example. We will keep LCRN staff fully up to speed on all RDN development work before the RRDNs are fully operational.

Network Directors for the RRDNs are being appointed now and we expect all will be in place this spring. The RDN Board will be established from April 2024 and be fully operational from October 2024. We do appreciate that a number of people have several ‘hats’, as LCRN Chief Operating Officers, Transition Leads and incoming RRDN Directors for example, and we anticipate with the Board being established from April, this cross working will stimulate the new ways of working of the RDN ahead of the RRDNs starting in October.

3.3. How will the RRDN staff structures be determined and when can we expect staff to be moving into new roles? (published 6 February 2024)

The RRDN senior leadership roles have already been defined and are being recruited to now. RRDN Director roles formally start from 1 April 2024, although many are actively contributing to our developing work already.

The remaining RRDN roles and structures are being determined through a collaborative service design process, Phase 1 of which is nearly complete and we are very grateful for the input of many LCRN staff. The output of the service design process will be a description of the services each RRDN will deliver, and roles and indicative numbers of posts required to deliver the services and functions. Work is underway, alongside the RRDN Directors designate, to ensure the service design can deliver on the requirements for the future health and care research landscape consistently across the RDN, and that RRDN teams are suitably resourced. This information will be shared with the RRDN Host Organisation from the middle of February 2024. RRDN Host Organisations will be asked to review this information and use it to develop an implementation plan and the staff transition processes. 

RRDN Host Organisations, as employers, will each reach out to LCRN staff to explain their planned staff transition process and timelines. We expect this to be in March/April time. Defining that process is an employer responsibility - there are 12 host organisations who will each determine their own process. 

Ideally all RRDN staff will be in post by 1 October 2024, when the service commences, although some recruitment processes may take longer. A full timeline is available.

If you have questions about the transition, talk to your line manager, and for LCRN staff you can also speak to your Transition Leads.

3.4. How will LCRN staff be supported through the transition? (published 6 February 2024)

We appreciate that this period of change can be unsettling and it is important to seek help and advice should you need it. There is support and information available directly through your employer. In addition, staff should discuss their support needs with their line manager who can provide support and guidance, and escalate any issues if necessary. Staff may also seek advice and guidance from their LCRN leadership team and Workforce Development Lead or CC SMT member. 

The Transition Leads assigned to the new RRDN regions can also ensure that LCRN leadership and staff are kept updated with the latest information. Information on the national RDN Transformation and Transition Programme can be found on the RDN microsite (this site). There are also monthly virtual meetings for all CRN and DHSC colleagues where general questions can be asked and advice sought. Where people have individual or HR queries, these of course can be answered by your HR leads and with your manager.

3.5. I’m a line manager and don’t have any more information than people in my team. What support can I give them without having any information myself?

It can be really challenging supporting yourself AND others at times of uncertainty. Information is released as soon as possible onto the RDN site so it is recommended you encourage them to check it at least once a week. Many staff have said talking to others across the network has really helped - you can direct your teams to the ‘helping build the RDN’ Workshops or dropins with the Transformation team. Team leaders and line managers are doing a fantastic job in difficult circumstances; there are tips from NHS employers for holding health and wellbeing conversations and staff can access this range of useful links on what support is available for individuals and teams. 

3.6. When will staff being TUPE’d over to a new host trust be given access to their HR policies?

TUPE is a legal process where staff transfer from one employer to another when their service or work is moving. There are a number of staff across the CRN/RDN who will be moving to new employers in the RDN, in both the CC and RRDNs. HR colleagues with current host employers and future host employers are working to support these staff. TUPE is an employment matter, so if you would like more information, or have questions, please do speak to your employer or HR contact. We appreciate this is a time of uncertainty and want to make sure staff are supported through it. 

3.7. Will the CC structure be part of the Service Design work, or is this different? Can regional staff get involved in how the CC will look? (published 6 February 2024)

The service design work will ultimately design a single service for the whole of the Research Delivery Network, as we will work as a single organisation. Within this, there will be differences in the services organised within the CC and the RRDNs that are due to the contracts and the different needs of the RRDNs and the CC.

In terms of shaping the CC contract, the structures were defined as part of the commercial tender procurement process and successful bid from University of Leeds. This defines structures at quite a high level, and a transition process is now underway for the CRNCC staff. 

Phase 2 of the service design work will bring together the design of services across the CC and the RRDNs, as one RDN.There will be opportunities for us to come together, as this is about working as one organisation. 

The CC directorate structure and roles of each team is available on this microsite.

3.8. Is there anything more that we can be doing at a regional level to engage with other NIHR infrastructure partners in LCRNs to bring them into the service design process?

Transition leads have engaged with a wide range of stakeholders locally and regionally including colleagues across the NIHR infrastructure. Service design leads have also been considering the offer of the rest of NIHR infrastructure to ensure that there is no unnecessary duplication and that we are designing the service to meet the needs of the RDN without overlap. The new RRDN Network Directors will now maintain good engagement with other NIHR infrastructure partners in their region as part of their regional role.

3.9. What RRDN job roles have been defined? (published 22 September 2023). When will we find out about RRDN staffing structures and roles? (published 22 September 2023). Updated 10 May 2024 

RRDN Host Organisations have now received the RRDN Service Description Framework for their review. This document details the roles required by each RRDN. The information contained within this document will be shared with all staff in due course, once conversations with each RRDN Host Organisation, DHSC and CRN CC have taken place.

NHS Agenda for Change job descriptions will be provided for each specified RRDN role. However these job descriptions are in development and will be available soon.

RRDN Host Organisations, as employers, will determine staff transition processes and timelines for remaining “RRDN Staff” following receipt of this information. This has been in progress since February 2024.

We have published a list of Network Directors appointed to the RDN Board on the microsite.

3.10. Can all roles be publicly advertised?

Recruitment is the responsibility of host organisations and posts will often be advertised to existing staff of the outgoing and incoming host in the first instance. After this stage of the process, hosts will advertise posts in line with their normal processes, including on NHS Jobs. We will also look to advertise senior roles on the NIHR website and in CRN communication channels including CRN Connect and The Buzz Bulletin.

3.11. If you work in a part time role, will this be protected?

RDN employers are supportive of part time working and other flexible working arrangements, however individual circumstances will be considered by individual Host Organisations with reference to employer policies. 

3.12. Will standardised Job Descriptions be issued to the Host Organisation for use in the RRDN, and will these have to go through the host Agenda for Change panel or will they have already been reviewed and banded? (published 22 September 2023, updated 10 May 2024)

Consistent NHS Agenda for Change Job Descriptions will be provided for all RRDN roles. They will be evaluated or matched before being shared with RRDN Host Organisations. However some RRDN Host Organisations may still need to take the job description through quality control processes in line with employer policies. 

3.13. What is the timeline for appointing/recruiting the RRDN “Management Team” roles, and the remaining RRDN staff roles? (published 22 September 2023, updated 10 May 2024)

Please see the Transition Timeline.

RRDN Directors started be in post by 1 April 2024.

The other RRDN director roles (RRDN Strategic Development Director, RRDN Operations Director, and RRDN Health & Care Research Directors) will be in post by 1 July 2024.

We are currently working with RRDN Host Organisations to understand timelines for all other roles.

3.14. Are the currently-defined RRDN “Management Team” senior leadership positions open to job shares? (published 22 September 2023, updated 10 May 2024)

RDN as an organisation fully supports fostering a supportive working environment that promotes equity, diversity, and inclusion in which everyone has the freedom to contribute and flourish. We recognise that the option of job sharing opens up a range of career opportunities to those who, out of choice or necessity, cannot work full time. Any such arrangement has to be in line with employer policy and employment law. However, RRDN Host Organisations must ensure that any such arrangements do not alter, hinder or dilute the requirements and responsibilities of each role.

3.15. How were the RRDN Host Organisations selected? (published 22 September 2023)

RRDN Host Organisations were selected through an open-competition Host Selection process. An independent expert panel reviewed the applications and made recommendations to DHSC which it has approved. 

There were two selection panels: an independently-chaired National Panel that made recommendations to DHSC regarding which organisations should be selected as RRDN Host Organisations; and one Regional Panel composed of PPIE and NHSE Regional Team representatives who provided comments to the National Panel on the applications for their consideration.

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4. Governance

4.1. Who will be a member of the RDN Board? When will it be established? (published 6 February 2024)

The national RDN Board membership will comprise of the RDN Coordinating Centre directors, the RRDN Network Directors and DHSC. Board members will take up their roles from 1 April 2024 although the Board itself is not fully functional until October.

4.2. What is the proposed make-up / membership of the RRDN Management Group? (published 22 September 2023, expanded 6 February 2024)

As detailed in the Summary Service Description, "the Management Group shall form the key interface between the RRDN Partnership Board, Host Organisation governance, and the RRDN Management Team.”

The required membership of the RRDN Management Group will be confirmed in due course. 

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5. Public, customer and stakeholder engagement

5.1. How are patients and the public involved in shaping RDN? (published 6 February 2024)

The voice of patients and the public is critical to the success of RDN and the success of NIHR. Public and Patient representatives have been involved throughout the process of designing the new RDN. For example, DHSC, as part of the policy development process, sought insights about the current CRN to help shape the thinking for the new RDN. Public representatives from the CRN Strategic PPI Group were part of the selection and recommendation panel that helped select the new RRDN Host Organisations and they continue to be actively involved in the delivery of RDN transition and transformation programme activities. 

Public representatives were invited to attend the phase 1 service design workshops that provided recommendations to the DHSC for regional public engagement delivery team resourcing requirements. They also helped to create a 500 word summary of the new service that describes aims, scope and values of public engagement in the new RDN. There will be further opportunities for patient and public representatives to support Phase 2 of the RDN Service Design. The RDN is committed to actively involving and engaging the public in the continuous improvement of RDN services that will follow.

5.2. Has DHSC engaged with stakeholders / customers to establish what they want from the future RDN? (published 6 February 2024, updated 10 May 2024)

As part of the policy development for the future RDN DHSC engaged a wide range of stakeholders, partners and customers. This included CRNCC and LCRN leadership, the wider NIHR, NHS R&D, charities, the life sciences industry, patients and the public. The feedback received from these stakeholders and customers shaped this policy development, which underpinned the invitation to tender and service specification for the RDNCC supplier procurement, and the host selection process for the RRDNs. DHSC continues to update and speak with those stakeholders regularly. In addition to this, some R&D colleagues and stakeholders have also attended service design workshops so they could consider how the shape of the services and service development might impact their work and help think through some of the intended and unintended consequences of these services. 

UK Research Directors (UKRD), Research & Development Forum and Health Research Authority (HRA)  have all been actively involved in our workshops. We have also carried out engagement on specific services and the overall approach to really understand what is going to add value and be fit for purpose. 

On Springboard, we have set up an advisory group to make sure we have receive input from UKRD and the life sciences industry to ensure the service is meeting our customer needs. 

5.3. Can you share the plans to disseminate the RDN vision with our stakeholders? (published 6 February 2024)

It will take time to help all our stakeholders to understand how the Research Delivery Network will operate and be different from the CRN. Work has already started, with CRN colleagues, national and regional bodies and an engagement plan is in place and being updated every month. DHSC is leading with national stakeholders, while LCRN and transition leads are leading with local and regional stakeholders. The CC is coordinating work, supported by the Transition Leads and the Transformation & Transition Programme Team. Information on the RDN Vision is also available on the RDN microsite (this site).

The microsite is available for anyone to access and staff are encouraged to point stakeholders to the microsite and utilise the monthly briefings to keep stakeholders engaged. 

5.4. What has been done to win hearts and minds of our stakeholders in secondary care trusts where research is not high on the agenda? 

This is really important for us. Our transition leads and, from April, RRDN Network Directors, have been working with stakeholders regionally, including secondary care trusts. They are talking to stakeholders about what the RDN will offer and how it will work in order to shape our offering for the future. We have worked closely with representatives from the R&D community including in secondary care, and with the University Hospitals Association, UKRD and the NHS R&D Forum. This has included their input into the service design process and engagement with workshops to help build the RDN. This is an ongoing process, and we appreciate the work of staff across the CRN to help engage with colleagues in secondary care and beyond on the plans for the RDN. There are resources on the microsite to help.

5.5. We work with FDA and EMA. How do we align UK involvement in the trial design (including patient involvement ) with study protocols? Particularly for the global CTIMP studies?

The Medicines and Healthcare products Regulatory Authority (MHRA) and the Health Research Authority (HRA) have defined an approach to trial design for the UK which covers this. NIHR also offers a service to enable patient engagement in clinical design.

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6. Standardisation and Meeting Local Needs

6.1. We need to meet the needs of many different stakeholders and these vary across different settings across the country.  How might we balance the need for flexibility so we can meet stakeholder needs and consistent experience? (published 6 February 2024)

Consistency of service across the RDN is not the same as a one size fits all approach. The needs of customers will be different and we need to ensure we understand and respond accordingly - but we can do that as a Network in many instances with the focus on consistency of outcomes across the country. Given the focus of the RDN will be on portfolio management, looking at strategic challenges and supporting multi-centre trials, these differences might not be so large. But in some instances, support will need to flex and be proportionate to the need. 

6.2. National coordination and strategy are highlighted. Will there be opportunity for local strategy and initiatives? How much flexibility will RRDNs have within the umbrella of working as one organisation? (published 6 February 2024)

There will be flexibility for ideas and initiatives to be generated within a regional RDN. We also know that there will be specific local circumstances and problems to address. Good ideas will need to align with the strategies and remit of the RDN and be agreed by the RDN Board, and monitoring and evaluation should exist to see whether it meets the proposed aims, alongside an understanding of implementation requirements so effective change can be scaled. We need to consider the RDN as a whole and duplicate successes across the Network. It will also be important to share if something doesn’t work as anticipated - this will help us avoid wasting resources for projects that others have tried but which don’t add value. 

The RDN is structured so that RDN decisions will be grounded in local knowledge. The majority of RDN Board members will be from RRDNs. However, this is balanced against the fact that we want consistency in key services so that our customers understand what the RDN will do for them and how to work together with us.

6.3. Will national SOPs be established and followed by RDN staff? (published 6 February 2024)

Yes, Standard Operating Procedures (SOPs) will be established, where needed, to ensure consistency across the RDN.  It is important to our stakeholders that they have a clear understanding of the services of RDN and that they can access those services easily and consistently across the RDN. As such the RDN Services will need to be consistent. 

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7. Diversity and inclusion

7.1. What will the initial strategic priorities be for the RDN around Research Inclusion? (published 6 February 2024)

It is a Government and NIHR priority to increase the diversity of people taking part in research. To support this priority, access to research opportunities in under-served regions and for under-served populations is crucial and the new RDN will be key in supporting research that brings new treatment and models of care to communities with major health and care needs.

There will be work to promote research inclusion at every level in the RDN. The means by which we do this is an essential part of the RDN Service Design work. 

Our work will support the NIHR's Research Inclusion Strategy, which has 5 key themes - including removing barriers to widen access and participation, improving the NIHR's talent pipeline, embedding evidence-led research inclusion approaches. 

Some other areas of priority will include:

7.2. Which bit of the NIHR or other research infrastructure will advise on and support PPI prior to grant application?  Who has a remit for engaging with communities to create research questions that are relevant to the public?

The Research Support Service (RSS) provides free support for researchers applying for funding and to develop and deliver clinical and applied research. The service includes advice on patient and public involvement, and on developing and delivering inclusive research. 

All researchers and NIHR infrastructure should engage with communities to ensure the research they carry out is relevant to the public. In addition, engaging communities to create research questions could be part of a James Lind Alliance priority setting partnership or similar research identification work led by charities and other research funders. 

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8. Funding

8.1. How will RDN funding allocations for research sites be determined while ensuring the allocations provide uniform funding levels? (published 6 February 2024, updated 10 May 2024)

The RDN funding allocations for research site will be determined through a nationally consistent distribution model which will be developed by the RDN Board, and subject to approval by DHSC and Treasury. 

8.2. How will research sites receive stability in the funding allocations? (published 6 February 2024, updated 10 May 2024)

A longer-term approach to funding allocations, up to three years, is a consideration of the national funding model. This longer-term approach will provide greater certainty and stability for research sites. While various costs have changed over the current contract, the DHSC remains committed to maintaining funding for the Network's work at least at a similar level to the present, with a focus on enhancing efficiency and value for money.

8.3. Will the size of the existing LCRN "cost envelope" change in the new RRDNs? (published 22 September 2023, updated 10 May 2024)

DHSC are keen to provide stability to sites in receipt of NHS Support funding, and do not expect the RDN funding to be reduced from current CRN funding levels. However, the funding amount per RDN region will be determined by the national funding model from April 2025, as explained in 8.1 above.

8.4. When will the funding be confirmed for the 6 months LCRNs extension? (published 22 September 2023)

The CRNCC are in discussion with DHSC regarding the six month extension budget for the LCRNs. Although timescales are unclear at this stage, both CRNCC and DHSC see this as a priority to resolve. Until such time, it is reasonable to expect that the LCRNs will receive a similar funding allocation to the 2023/24 financial year, prorated for six months as opposed to 12 months. With the exception that the Public Health Prevention Research (PHPR) and National Contract Value Review (NCVR), funding is non-recurrent and will end on 31 March 2024. 

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9. Technology and Systems

9.1. How do we deal with continuity of service when contracts are expiring (e.g. LPMS contracts)? (published 6 February 2024)

Dedicated projects are underway to ensure that continuity of service (both technical and contractual) is maintained. Current LCRN Host Organisations and staff will be kept informed of this work and any required actions to undertake in this area. 

It has been agreed that existing LPMS contracts can be extended to ensure continuity of service. 

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10. RDN Services

10.1. What will the Study Support Service look like in the RDN? (published 6 February 2024)

The nature of what we offer as part of the Study Support Service is described in the RRDN Summary Service Description. This definition is being further explored and developed as part of the Springboard Transformation Programme and the RDN service design work.

Springboard is a programme of interrelated components aiming to transform the Clinical Research Network’s Study Support Service, to align and meet the RDN’s stated purposes. The programme involves systems, processes, people and ways of working, building on work to recover the performance of the CRN portfolio post-COVID and the quality of data it contains. Activities are grouped into two projects: (1) transforming NIHR CRN portfolio oversight and (2) improving start-up and initiation. More detailed information about the Springboard programme will soon be available on this site.

10.2. How will the RDN  build capacity for delivery partners to conduct research,  for example, with more researchers, sites, studies, and participants involved in research? (published 6 February 2024)

A key role for RDN will be to work nationally and regionally with all partners to build capacity for research delivery - this includes new and more, but also improvement and efficiency of existing infrastructure. There will be a wide range of approaches, such as: 

Attracting more commercial research to the UK. This will bring funding that can be used to build research capacity (more researchers, more facilities). A track record of delivery builds a virtuous circle that attracts more research. 

Supporting the delivery of existing (portfolio) research successfully will also attract new research, again building a virtuous circle. 

Playing a key role in feasibility - identifying where the right participants and site capacity are in the country, so that studies have the best chance of success. Also seeking support to get good research started in under-served areas - by geography, participant groups and/or population disease profile - as part of long-term plans.

Supporting and mobilising a research-ready public, with services like Be Part of Research. This makes it easier for people to find research opportunities, for researchers to find these potential participants, and again attracts research to the country.

10.3. How will the Agile Workforce and Direct Delivery Teams work in the RRDN? (published 6 February 2024)

This area of work is included in the RDN service design process - so details are currently under development. However, there will be staff in a variety of roles across the Network within these teams. These will be distinct from staff based in trusts and other organisations that deliver studies, who receive funding from the RDN - this will continue, but they will continue to be NIHR RDN - supported trust staff rather than ‘RDN staff’.

10.4. Is consideration being given to the fact that sponsors and representatives working on studies in certain settings may not be as experienced as those (eg NHS Trusts) who have received CRN support for many years? (published 6 February 2024)

Yes, there is a range of services under development to support the  needs of smaller sites or those who have not previously been heavily involved in research, across different settings, reflecting that they have different needs from large sites in big acute trusts. There will also be an evolution in the Business As Usual (BAU) services over time to bring in new learning and raise the capacity and capability of sites across the country.

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