Introduction

Research drives advances in health and care and the 10 Year Health Plan positions it as an embedded, business-as-usual NHS activity. By embedding high quality, inclusive health and care research in service delivery and using research evidence, NHS organisations can improve patient outcomes and population health.

The government’s ambition for the UK to be Europe’s leading life sciences economy by 2030 is central to the Life Sciences Sector Plan. Realising the full health and wealth impact of this critical sector means changing the way the NHS delivers research. The government has committed to reducing clinical trial set up times to under 150 days and to doubling commercial interventional trial participants by 2026 and again by 2029. These changes and the need to prioritise research are reflected in the Medium Term Planning Framework and the NHS Oversight Framework.

This framework defines what NHS boards need to do to monitor research and describes what a high-performing, research-active organisation looks like. It helps NHS organisations work together to conduct research more quickly and efficiently, and to recruit more participants into interventional research. It does this by giving boards the tools to understand and assess their research activity, income and performance, and to support effective oversight and decision-making.

Using this framework, boards can make sure research activity responds to both local and national needs, benefiting our diverse population. It supports improved care, experiences and outcomes – including earlier access to new treatments and technologies – while also delivering economic benefits.

There are 2 categories of high-level research activity metrics in this framework: those drawn from publicly available national data sources (Appendix A), and those that require data to be collected locally. The framework also provides contextual, qualitative requirements for boards to understand the breadth and depth of local research activity. Combined, these should be presented as part of 6-monthly scrutiny by boards. Research portfolios including a balance of interventional and observational research activity are encouraged, as well as a balance between non-commercial, commercial collaborative, and commercial-contract research.

Who is this framework for?

This framework is for board members of NHS organisations where research is delivered. It may also be of interest to:

• colleagues in integrated care boards (ICBs), including at board level, who are responsible for discharging the integrated care board’s (ICB’s) statutory research duty
• primary care networks
• research system leaders across health and care professions, including local authorities and social care services
• research managers
• knowledge and library specialists
• colleagues responsible for their organisation’s plans, other linked strategies, and reporting on or assessing research activities
• those involved in research or education; partner organisations in the voluntary, community, faith and social enterprise sector; and other providers of health and care services

Operational context

The Medium Term Planning Framework sets the priority deliverables and the reform opportunities that ICBs and providers need to deliver for the next 3 years and the broader strategic aims that need to be reflected in each organisation’s 5-year plans. The priorities are reflected in the NHS Oversight Framework, which includes a metric for the 150 day clinical trial set up target.

The 7 NHS regions are responsible for oversight and assurance of NHS research performance and delivery across all health and care settings within their region, and for supporting ICBs to fulfil their statutory research duties.  

The Medium Term Planning Framework requires NHS provider boards to scrutinise research activity and income at 6-monthly intervals. This should include details of study set up performance, how they are meeting the terms of research contracts outside the NHS HM Treasury allocations, commercial research income, and how capacity building elements of commercial contract research are used, as set out in Managing research finance in the NHS.

The detail of study set up performance is the proportion of studies meeting the site-specific timeframes of the 150 day set up target, in line with the NHS Oversight Framework.

In the Model ICB Blueprint, ICBs retain their statutory duty to facilitate or otherwise promote research on matters relevant to the health service and to use research evidence in health services. They are ideally placed to support collaboration across different health and care providers.

ICBs that deliver research and development office functions should also ensure clinical trials are proactively supported, including by reducing the time they take to set up.

ICBs delivering research finance functions must also follow the standards and guidance in Managing research finance in the NHS. ICBs should review primary care research activity every 6 months.

The UK policy framework for health and social care sets out the roles and responsibilities of individuals and organisations involved in research.

Detailed information on national and local research activity including by settings and specialties is held by the Research Delivery Network (RDN), part of the National Institute for Health and Care Research (NIHR) delivery infrastructure. High-quality research studies that are eligible and apply for NIHR RDN support in England are included on the NIHR RDN portfolio. This includes research funded by NIHR, industry and charities. The national quantitative data specified in this guidance has been grouped into metric categories which align with the government’s UK Clinical Research Delivery key performance indicators for research and is derived from the same NIHR-held source data on its open data platform.

Metrics for monitoring research activity

When monitoring performance boards should track the trajectory of quantitative metrics and set ambitions for improvement. Delivering research typically involves co-ordination across multiple health and care functions, and organisations should bear this in mind when looking to improve research efficiency.

Quantitative metrics

Monitoring must include the following categories. These are expanded on in Appendix A, with links to data sources provided.

• Time taken to set up NIHR portfolio clinical trials. The percentage of NIHR portfolio studies at each organisation that recruited their first participant within 90 days of regulatory approval or date of site selection, whichever came later. This data is available in NIHR’s national data set and aligns with the NHS Oversight Framework.
• Recruitment to NIHR portfolio studies. Collectively, the components of this metric category indicate efficient set up and delivery of research, and that participants are being recruited as planned. This data is available through a national data set. Participant numbers are typically higher in observational research, and lower in early stage, exploratory, rare diseases and interventional research.
• Use of commercial research income. Collectively, the components of this metric category indicate organisational compliance with the Medium Term Planning Framework and Managing research finance in the NHS. This category includes monitoring the timeliness and accuracy of invoicing and payment for commercial research activity. Data in this category must be collected locally for board reporting.
• Research participant experiences. This information is collected through NIHR’s adult My Research Experience survey, completion of which is voluntary. This data is available through a national data set. Collectively, the components of this metric category indicate whether, based on their experience, participants would consider taking part in future research and whether researchers ensure that participants are informed of the outcome of the research they have contributed to.
• Number and financial value of NIHR-funded research grants and contracts awarded within the organisation’s footprint. This data is available through a national data set. Collectively, the components of this metric category indicate research strengths locally. 
• Boards overseeing primary care should monitor the number of GP practices committed to the national contract value review (NCVR), the standardised, national approach to costing for commercial contract research. This data is available through a national data set. The NCVR is voluntary for GP practices but is strongly encouraged because it creates transparency, removes duplication, streamlines administrative processes and reduces trial set up times. It will become business as usual for out of hospital settings given the commitments in the 10 Year Health Plan.

Further details of the quantitative metrics are provided in Appendix A, including links to access the national data.

These quantitative metrics should be considered alongside examples of local activity that showcase the strengths of research activity or opportunities for improvement where national data sets do not exist or require further context.

NIHR provides setting definitions. Currently, NIHR RDN portfolio data categories include hospital, primary care, community-based, and residential care settings. Non-NIHR portfolio research activity may be taking place but is not routinely captured nationally; if collected locally, it should be incorporated into board-level reports.

In addition to assessing their performance against the quantitative metrics, organisations need to:

• have an executive lead for research
• work in partnership with universities, including through joint NHS-university roles, where appropriate, with implementation of the Follett Principles
• support employees that are successful in gaining grants and awards to undertake the research, with time released to undertake the research
• adhere to Managing research finance in the NHS
• report on how the strategic allocation of NIHR research capability funding (RCF) is allocated
• enter data into NIHR research reporting systems in a timely way and make sure research setting information is accurate

Local information requirements for monitoring

The following areas were highlighted during the engagement carried out for this framework for inclusion in board reporting; how these are implemented is for each organisation’s board to agree. Boards should consult their local research leaders to understand the breadth of local research infrastructure, activity and expertise, including activity in wider care settings and research that is not in NIHR’s portfolio.

Leadership and culture

• The board must be assured that the organisation is developing and supporting research sector leaders and enabling a pro-research culture in which research is embedded and its impact realised and recognised.
• The organisation must ensure there are sufficient resources to deliver the expected research performance including within the service areas which research delivery relies on.
• The board should scrutinise how research staff are recognised and valued by the organisation’s leadership and ensure processes that support research are reviewed and strengthened.

The Care Quality Commission (CQC) recognises research as a key enabler of improved care and outcomes and considers this as part of the well-led section of the Single Assessment Framework. CQC assessments may consider how leaders promote, enable and embed a strong research culture. Organisations should ensure they are familiar with the most up-to-date CQC frameworks and assessment approach.

Finance

• Board reporting must include research income and how it is distributed, including to the services that undertook the research.

Workforce

• The organisation’s workforce planning must include developing a sustainable and supported research workforce across all professions. This includes education and training to develop people who are research aware, research active, and research leaders, and share actionable research findings as part of a pro-research culture.
• The organisation’s employees should be supported and encouraged to apply for research career development awards from NIHR, UK Research and Innovation (UKRI) including the Medical Research Council (MRC), and other sources. Reporting must include details of successful applications.
• Organisations can use the Self-Assessment of Organisational Readiness Tool (SORT) to assess their readiness to support the capacity and capability of nurses to undertake research-related activity. It may also be useful for other professions.

Inclusivity

• The board must be assured that its research activity and recruitment are representative of the communities who will benefit from participation and be positively impacted by its outcome.
• People from underserved communities must be offered accessible opportunities to take part in research, including through the organisation’s regular public-facing communications.

Partnerships and networks

• NHS boards and research system leaders must consider where research activity and partnerships can best be targeted and supported locally, including with other health and care organisations, local authorities, higher education institutions, charities, community organisations and industry. Building strong, supportive networks with other health, care, and research organisations is recommended, including with NIHR’s Regional Research Delivery Networks and other NIHR infrastructure.

Using evidence

• The board should be assured that the organisation is using existing and new evidence from research in decision-making and to develop and measurably improve services. The Knowledge mobilisation self-assessment tool can be used to inform discussions around leadership, behaviours, opportunities, capabilities and working practices.
• The organisation should be learning from previous research and be a rapid adopter of new evidence and a supporter of translational research.

Boards in organisations that are or aspire to be high-performing research organisations must also have a plan to review the areas highlighted in Appendix B.

Appendix A: quantitative metrics

For national data the link to the data source provides access to all components of the headline metric. Additional information on commercial research activity must be collected locally for organisations to comply with the Medium Term Planning Framework. An additional six points (numbers 7-12) are listed above for inclusion for reporting.

1. Time taken to set up NIHR portfolio clinical trials

Source: NHS Trust Study Set-up

In line with the NHS Oversight Framework, organisations must report on the percentage of NIHR portfolio studies at each NHS organisation that recruited their first participant within 90 days of regulatory approval or date of site selection, whichever comes later.   For the NHS Oversight Framework this is provided as a single, aggregated score. However, for board discussions this should be split by:  commercial contract studies commercial collaborative studies non-commercial studies.

2. Recruitment to NIHR portfolio studies

Source: NIHR ODP

Board reports must include components of the participant recruitment metric that apply to any research activity within their organisation. These are all found in NIHR’s open data platform. These components show numbers for non-commercial, commercial and commercial collaborative research for: total recruitment and recruitment per 1,000 population  total recruitment and number of studies recruiting in secondary care and/or primary care settings proportion of open studies on track, delivering to time and target proportion of studies that are open to recruitment boards overseeing primary care, the percentage of GP practices undertaking research activity, including identification of potential research participants UK Clinical Research Delivery KPIs include the proportion of open studies on track, delivering recruitment to time and target.

3. Use of commercial research income

Source: This information must be collated locally.

There are 3 components to this category of research activity monitoring: how they are meeting the terms of research contracts outside the NHS HM Treasury allocations  commercial research income  how capacity building elements of commercial contract research are used. To meet the Medium Term Planning Framework’s requirements and in line with Managing research finance in the NHS, NHS boards need visibility of commercial research income and how it is used. This must include ensuring the capacity building component is used for its intended purpose. Income should be clearly and transparently accounted for. Processes for timely and accurate invoicing and payment for commercial research activity must be in place.

4. Research participant experience

Source: My Research Experience

The quantitative metrics that relate to experience and access to research (from responses to the voluntary My Research Experience survey) from 1 April 2026 are: proportion of participants who have been told how they will get the results of the research in which they participated proportion of participants who rate their overall experience in the research study in which they participated as good or very goodproportion of participants who would take part in a research study again.

5. Number and financial value of NIHR-funded research grants and contracts

Source: NIHR Awards Dashboard

The quantitative metrics that relate to improving outcomes in population health and healthcare and enhancing productivity and value for money: total number and value of NIHR research programme awards in year, whether active, contracted or complete   Organisations should also consider research awards from other sources such as charities and UKRI including its constituent councils such as the MRC, although this data will need to be collected and collated locally.

6. Number of GP practices committed to the NCVR

Source: NCVR GP Practices Dashboard

This quantitative metric relating to speeding up commercial contract research set up in primary care should be monitored by boards overseeing primary care: Number of GP practices committed to the NCVR.

NHS England reviewed publicly available national research data streams, alongside nationally published priorities for research activity and performance, to identify suitable metrics for local monitoring. These were tested with providers and commissioners.

Next, working with stakeholders and a working group of health and care research sector leaders, we identified the quantitative metric categories with nationally available data that are important for local monitoring. They support the requirements in the Medium Term Planning Framework and are drawn from NIHR RDN portfolio data.

Appendix B: Additional contextual prompts for consideration by boards of high performing research active organisations

Impact

• Steps are being taken to monitor the local impact of research. Impact may relate to public or patient outcomes and experience, health inequalities, service delivery, economic benefits, and changes in culture, workforce, and knowledge. It can take years for the impact of individual research projects to become clear.

Priorities

• Research reflects the needs of the population served by the organisation, including the priorities in the 5-year population health strategy for the ICB or ICB area in which the organisation is based.
• The organisation is seeking to increase the number of patients recruited to interventional research studies, as prioritised in the Life Sciences Sector Plan.

Research maturity

• The organisation is developing and delivering the core research and development function capacity and capability needed to effectively run research; deliver host site and sponsor responsibilities; and support research site maturation and growth. This may involve collaborating with other organisations or providing funding to underpin or kickstart research activity and finding more effective ways of working.
• The organisation encourages a balance of non-commercial, commercial collaborative and commercial research to meet the population’s needs.

Commercial

• In addition to the mandated commercial research reporting domains, the organisation is attracting and facilitating commercial contract research.

Settings and specialties

• The organisation supports and enables research activity in wider care settings, including social care and public health research, and across multiple settings.
• There is a balance of research activity across physical and mental health, the social and wider determinants of health, and the life course from early years to end of life.

Community engagement

• Communities are involved in research priority setting, design and delivery.
• Feedback on the outcomes and impact of research is provided to those communities who have contributed.

Collaboration

• The organisation works in partnership with other research active organisations to develop capital bids, widen the breadth of care settings in which research is taking place, and build research infrastructure, capacity and capability including with new health and care providers across different settings (including neighbourhood, primary and community care).
• The organisation supports this to enable maximum system benefits.
• The organisation is involved in national and international research relevant to the local population.

NIHR research infrastructure

• The organisation engages effectively with the national and regional NIHR research infrastructure organisations to enable maximum system benefits, including resources, expertise, opportunities, reports and advice.

Data-driven research

• The organisation makes data from clinical source systems available to an NHS Secure Data Environment (SDE) to enable access to demographically representative health data in order to enable high-quality, safe research to benefit patients and the public.
• Researchers have easy, timely and safe access to analysis-ready data, including via NHS SDEs, that enables them to plan and deliver research.
• The organisation is enabled to prioritise the facilitation of nationally-prioritised research, if required, for example, in response to pandemics.

Rare diseases

• The organisation is taking part in or enabling research into rare diseases. As participant numbers in rare diseases research will be very low, organisations may wish to present the participation number separately from other research participation figures.

Publication reference: PRN01839