Agenda item:
Attachment:
9
C
HRA BOARD COVER SHEET
Date of Meeting:
20 May 2013
Title of Paper:
HRA strategic plan 2013-15
Purpose of Paper:
To seek Board ratification for the high level strategic aims for
2013-15, and business planning objectives for 2013/14.
To seek Board agreement the structure of the strategic plan.
To note the communications plan.
We are seeking Board ratification for strategic aims and the
business planning objectives, which have been inferred from
the HTA 2013/14 business plan.
Reason for Submission:
Details:
The Board agreed the HRA business plan at the last meeting, when
we also agreed the need for a short strategy document. The aims
and objectives have been tested with the Executive Management
Team who agree they reflect the HRA’s strategic position, as
inferred from the 2013/14 business plan. We are seeking
ratification that this is a reasonable starting position for the HRA
strategic plan for the next 2 years, and a foundation we can that we
can build on 5 September in developing a 5-year plan.
Comments from Allison Jeynes-Elllis have been incorporated into
this version.
‘New’ strategic aims
The following Strategic Aims have been inferred from the
business plan but are not stated explicitly in that document.
Strategic Aim 3: To build and consolidate productive
relationships with public and professional stakeholders is new
area, whereas others consolidate and build on current plans.
The objectives a and b are about engagement, whilst c is
about involvement.
Strategic Aim 4: To have a skilled, dedicated and motivated
workforce and HRA volunteer committee members includes
REC members, the Confidentiality Advisory Group and the
National Research Ethics Advisory Panel. This is new, as CAG
and NREAP are now HRA committees.
Communications plan



Issue to staff w/b 15 May before it goes on the HRA
website as a Board paper.
Staff consultation will precede the external
consultation below by communicating through staff
newsletter (they can conclude at the same time)
Flag the consultation to external stakeholders in the
May HRA newsletter, when we launch the HRA Annual
Review document. It will then be on the website for
one month.
Suitable for wider
circulation?
Yes.
Recommendation /
Proposed Actions:
To Approve
To Note
Comments
Name:
Shaun Griffin
Job Title:
Director of Communications
Date:
13 May 2013
Yes.
STRATEGIC PLAN 2013-2015
Introduction from Jonathan Montgomery, Chair of the Health Research
Authority
To come
What we do / our purpose
To come
Overall strategic goal and high level strategic aims
Our overall strategic goal is to make the UK a global leader in health research.
We will work with all relevant partners to help create an environment where more money
invested in research goes into carrying out relevant, good quality research. To achieve this we
will deliver the following strategic aims:

Strategic Aim 1: Leading improvements that make it easier to conduct good quality
research in the UK

Strategic Aim 2: Improving efficiency and effectiveness of systems, and of advice
and guidance

Strategic Aim 3: Building and consolidating productive relationships with public and
professional stakeholders

Strategic Aim 4: Having a skilled, dedicated and motivated workforce and HRA
volunteer committee members

Strategic Aim 5: Ensuring the HRA is managed and governed fairly and effectively, and
provides value for money to the tax payer
How we do it – our strategic aims and high level business objectives
Preamble – to come
STRATEGIC AIM 1: Leading improvements that make it easier to conduct good quality research
in the UK
Business planning objectives 2013/14
a) To ensure the efficient and effective system for Research Ethics Committees is maintained,
through continuous improvement, and by supporting relevant projects through the HRA
Collaboration and Development Steering Group.
b) To lead and deliver projects that support streamlined approvals for good quality research in
the NHS through the HRA Collaboration and Development Steering Group.
c) To further develop UK-wide systems to support high quality research through effective working
with devolved administrations
d) To work with others to support UK-based research by influencing developments in EU
legislation, and demonstrating the UK’s competiveness in global health research
e) To lead work to determine principles to underpin a revision of the Research Governance
Framework
STRATEGIC AIM 2: Improving efficiency and effectiveness of systems, and of advice
and guidance
Business planning objectives 2013/14
a) To prepare for effective implementation of a new generation IRAS on a new platform that
provides both coordinated applications and a unifying approvals process on behalf of IRAS
partners
b) To consolidate and continuously improve advice and information to support simplified
research applications, robust REC decision-making, and public confidence in research
c) To provide effective and efficient decision-making and advice around access to confidential
patient data and approval for research
d) To deliver systems and processes that support public confidence in medical research
STRATEGIC AIM 3: Building and consolidating productive relationships with public and
professional stakeholders
Business planning objectives 2013/14
a) To build confidence in the HRA's work amongst the pubic and professionals by ensuring the
HRA has a positive public profile and speaks with authority on issues in its remit.
b) To engage partners and the research community to ensure system and process changes are
supported and communicated effectively
c) To develop and deliver an effective public and patient involvement strategy that is evidencebased and supported by collaboration
d) To lead work to determine principles to underpin transparency around research conduct
STRATEGIC AIM 4: Having a skilled, dedicated and motivated workforce and HRA volunteer
committee members
Business planning objectives 2013/14
a) To ensure the HRA's values are established, embedded and upheld
b) To lead, motivate, involve and support colleagues to deliver excellent work
c) To recruit, and train HRA staff and HRA volunteer committee members, including REC
members, to support the delivery of high quality research whilst protecting and promoting the
interests of patients and public
STRATEGIC AIM 5: Ensuring the HRA is managed and governed fairly and effectively, and
provides value for money to the tax payer
Business planning objectives 2013/14
a) To maintain effective governance arrangements to give appropriate oversight of the HRA's
legislative remit, and improvement agenda
b) To maintain and improve cost-effectiveness and quality by systematically reviewing systems,
processes and procedures
c) To ensure the HRA's continued financial viability
d. To maintain high quality management skills and practices
e) To manage an efficient transition to independent Non-Departmental Public Body status
Our values
See accompanying paper.
How we monitor performance
To come.
Strategic performance review framework
To come.