The HRA has been following a Transformation journey since its establishment in April 2012 The Transformation Programme has been continually updated and reconfigured to address the needs of the sector and through implementing associated changes to organisational structure systems workforce cultur ID: 1025241
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1. HRA Transformation
2. BackgroundThe HRA has been following a Transformation journey since its establishment in April 2012The Transformation Programme has been continually updated and reconfigured to address the needs of the sector and through implementing associated changes to organisational structure, systems, workforce, culture and processes in response to the strategyThe programme remains connected to the Target Operating Model (TOM) that was shared with the Board in March 2018
3. ....we will have significantly improved our stakeholder ‘intelligence’ and engagement capability....we will have increased our public profile and visibility – who we are and what we do..we will be a constructive and proactive player in brokering, coordinating and enabling relevant, high quality and safe research.... we will be seen as a kite mark of quality and safety irrespective of the funding source;...we will work collaboratively to simplify and streamline the research journey..we will be seen as a “system leader”helping to ensure that the UK is premier place to undertake research..we will be innovative and flexible, tracking novel research, and leading development of new policy and advice ....we will become the national and international ‘go-to’ place for research ethics;The organisation we want to be – what we said in 2018
4. The journey…….Approvals service - We will have a research review service which is more proportionate, makes good use of volunteer time and is built around the needs of researchers from start to finishTechnology - We will have digital technology to support our ambitions, enable researchers to deliver high quality research and provide data on the way we contribute to the knowledge base of the research communityPeople and culture - We will stay true to our values and continue to build an inclusive, more diverse and digitally enabled workforce, showing how much we value our staff and volunteers High-quality research – We will support a strong research culture, with high ethical standards and a focus on transparency, patient involvement and trustworthy use of patient data Estates – We will make good use of our physical spaces, reducing our estates footprint by moving to Government hubs and using smarter working methodsEngagement and collaboration – We will work in a collaborative way across the UK and research system to provide joined-up policies and services with the needs of patients and research participants at the heart
5. Target Operating ModelRS ProgrammeICT TransformationFuture Services ProgrammeEstatesSupporting our PeopleValuing our VolunteersApprovals Study Set up CWOWTransparencyData Driven TechnologyIRAS WebsiteRoll out MS Teams, One drive and SharepointMoving from ATOS to a new ICT infrastructure contractMoving to Government Hubs and reducing space requirementDeveloping and implementing a people strategyInitiatives to ensure volunteers feel valued and part of HRATemplate model contracts, consistent contract values and technical assurances Align with MHRA and ready for exit from EUMonitoring of study reporting and measuring performanceStreamlining review of CT and Devices using patient data without consentGateway to new IRASImplementing new IRASApproach to Student research, improve amendments and general ops processesINTERNAL EXTERNAL Reviewing our research approval modelDetail in associated paperThe Transformation Portfolio
6. DeliveryThis is a comprehensive programme of work and needs to be delivered in line with our capacity, capability and financial constraintsThis is a 3 year + programme - the timeline to achieve it extends to September 2022 and possibly beyondA fundamental principal will be co-productionThe focus must be on identifying, quantifying and delivering benefitsCovid-19 has created an environment which will enable us to accelerate already planned transformational changes
7. User input and the development of ‘New IRAS’
8. IntuitiveDo once an re-useVisibilityOne system supporting user journey Improved functionality RS user input
9. The original ambitions – from 2017Allow researchers to complete applications proportionate to their studies using a clear, intuitive system, supported by clear guidance and contextualised help; Support the validation and verification of the information completed in forms and documents to promote more efficient and effective processingEnable the transfer of data and applications to other HRA systems and external organisations through flexible, real-time integration where possible, and through sharing via secure and open portalsEnable researchers to understand the progress of their applications to HRA and other organisations Allow HRA personnel to create or modify applications, questions, guidance and integration Enable HRA to be flexible and agile to future business needsThese still stand! Ongoing work develops this eg transparency programme.
10. Seek delivery supportRadiation AssurancePharmacy AssuranceUK ApprovalSite Set-upNational Contract Value ReviewARSACRegulatory approvalsIRAS IDUpdate studyReport studySite/ Collaborator/ Sponsor/ Public/ Reviewer visibilityTransforming study set-up and delivery