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CLAHRC Wessex update: Developments in the coming months

1 May 2018

Professor Catherine Pope NIHR CLAHRC Wessex Deputy Director is now back after a period of study leave that included visits to Academy Health and NIH in Washington, and new collaborations with colleagues at NTNU Gjovik, and the National Centre for eHealth in Tromso, Norway.

We have an exciting 18 months ahead in the current CLAHRC focusing on realising the investment in our collaborations and ensuring that we nurture applied health research capacity across the Wessex region.

Catherine will work with the core team to ensure that we maximise the impact and reputation of the existing NIHR CLAHRC Wessex activity for the final period of our contract. Plans for the autumn include capacity development with a particular focus on the ‘Next Generation’ of researchers and we want to extend this across Wessex by linking with our networks and connections to the AHSN and LCRN. As a licenced Springboard Women’s Development programme trainer Catherine will also deliver this award winning programme in the Autumn and this opportunity will be extended to women working across the network of CLAHRCs (more details to follow). Catherine will also continue to lead on our impact strategy and is pleased to support CLAHRC members in writing impact cases and spreading the news about the work we are doing in NIHR CLAHRC Wessex. Please contact her at cjp@soton.ac.uk if you would like her support.

Summer
It is likely we may be on the move physically but we will keep in touch to ensure that over the summer means that members of the core team, including the Director, Chief Operating Officer and Deputy Director will extend our presence in the locality and we look forward to seeing you and continuing to support your NIHR CLAHRC Wessex activities.



Overloaded A&Es – Have we got this all wrong? Dr Brad Keogh

Why do we need evidence? At a time when the NHS has limited resources and increases in demand for its services, it seems prudent to only make changes to the service once you are reasonably certain that what you might do may be in the interest of the patients and staff in the system. By enforcing top-down changes to services with little or no evidence of benefit to patients or staff we are using more of this precious resource for no clear benefit. As an engineer coming into the healthcare sector several years ago to do data analytics, it has always surprised me how few decisions in the management of NHS services are made with robust quantitative analysis. It is also a contrast to the evidence based decision making and protocols within medicine. My thought for you: “why can’t we have evidence based service management as well as evidence based medicine?“ read blog >

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