Table 1 Website search of centres: vision, structure and governance, community engagement and workforce capacity-building

CIRH 1

Website statement: “The … is a partnership between health services, health/medical research organisations and educational institutions.”

10 members, including research centres, universities and health services.

Governed by a committee with a chair and membership of the founding partners and a director

Not stated

Not stated

CIRH 2

“Our Objective is to make appreciable improvements in patient outcomes and experience by translating evidence into practice”

“Our Purpose is to accelerate the translation of evidence into practice to improve the health and wellbeing of regional, rural and remote communities.”

7 members, including research centres, universities and health services.

Governing board (8 members), supported by advisory translation committee (7 members), which oversees the translation working groups and a director

Not stated

Not stated

AHRTC 1

“The purpose of [the centre] is to connect researchers, clinicians and community to innovate for better health.”

10 partners, including research centres, universities and health services.

Governed by a council (strategy setting, 10 members), an executive (operational, clinical, academic and managerial committee of 18 members), an executive director

Consumer and community involvement (CCI) seen as vital. CCI personnel are actively involved in development of priorities, practices, policies, and research questions. Webpage devoted to CCI with videos and information

Centre delivers courses on good clinical practice (no charge), an implementation science masterclass, and a women in leadership programme

AHRTC 2

“The mission of the [centre] is to lead health translation through innovation.”

17 partners, including research centres, universities and health services

Board (7 members including executive director); Council and executive director (21 members)

Not stated

Seminars offered for study co-ordinators, Audit training, plus training in conjunction with the local research platform

AHRTC 3

“Our vision is to transform the way research improves patient care and public health in our health system through strong collaboration, inclusive thinking and an overriding commitment to meet the health needs of our community.”

14 partners, including research centres, universities and health districts and hospital.

The peak body is the governing council (12 members), executive director and management team

Not stated

Has conducted a symposium on Research Translation in a Complex Health System, and an Annual Forum

AHRTC 4

Website statement: “Working together to promote good health and wellbeing”

14 partners, including research institutes, universities and health districts and major teaching hospitals.

Council of 22 members and director

Not stated

Aims to deliver top quality education and professional practice across partner organisations, no details stated

AHRTC 5

“Our vision is to be recognised as a premier academic health sciences partnership that is a global example of outstanding health services delivery.”

“Our mission is to integrate innovative research with education, training and clinical care to deliver the highest quality healthcare for our local and extended communities.”

10 partners, including research institutes, universities and health services and hospital.

Governed by a Board with representatives from each of the partners (10 members), plus Theme leaders (15 members) and an executive director

Not stated

Education stated as the cornerstone of an AHSC. Centre offers a full range of training and education relating to implementation science, research techniques and practical application. Activities are not specified on the website, but there is an education working group

AHRTC 6

Vision: “Continuously enhance the rate of translation of health and medical research into health care to create a self-improving, sustainable and high-quality health care system.”

10 partners, including research institutes, universities and local health networks and hospital.

Detailed graphic of the overview of governance and operations on website, overseen by a board of partners (11 members)

Has specific webpages for CCI, describing how CCI is included in the work, a CCI framework, and a downloadable Community Engagement Report. There is a separate webpage for those interested in community engagement opportunities

Two streams: “Workforce development and training across Research Translation agenda” and “Staff development opportunities through fellowships, awards, and exchanges”, no specifics

AHRTC 7

“Our vision is to ensure health and medical research is continuously and rapidly translated into health care in order to create a sustainable, evidence-based, high quality health system.”

20 partners, including Universities; hospitals, research institutes, and other, plus 8 Associate Partners

Governance: Executive Board (high level goal setting- 9 members), Management Committee (reps from each partner organisation) and Executive director

Offers courses on CCI. References to a separate website of the Consumer and Community Health Research Network

Education and training steering committee oversees offerings of an expanding suite of online training programmes, offered free to partner organisations

CLAHRC 1

“The mission of the …CLAHRC…is to work collaboratively with Partner organisations and other stakeholders including members of the public to co-produce and conduct high-quality, leadership enhancing, applied research designed to decrease health inequalities and improve the health of the population [in this area].”

21 partners, including Universities; hospitals, research institutes, and other.

Steering Board (responsible for strategic direction and governance, 26 members), plus a three person external advisory committee

There are several webpages dedicated to public involvement in research, a link from front page titled “Get involved”, a video on public engagement, and a PPI newsletter

A free workshop on Effective Public & Community Involvement in Research is delivered, plus evaluation workshops and a

Partner Priority bringing frontline professionals, researchers and leaders from Partner organisations together

CLAHRC 2

Website statement:

”Improving the health and wealth of [area] and the nation through research.”

14 partners, including commissioning groups, county councils, support group sand other, plus 7 University affiliated groups.

CLAHRC director and admin: (8 members), Theme leads (6 members), Management Board (4 members), Patient and Public Involvement (PPI) (3 members)

PPI is emphasised: page of info and links for researchers on how to involve the public in research, a PPI newsletter, and a downloadable PPI strategy document

Webpage for training aiming to develop skills for “health, public health and commissioning workforce, and patients and members of the public” through courses and funding of fellowships

CLAHRC 3

Mission “To create lasting and effective collaborations across health and social care organisations, universities and local authorities to improve the services we can deliver for patient benefit.”

17 current partners, including NHS Foundation trusts, city and county councils, and Universities, 5 new partners, and four in negotiation.

Detailed management structure graphic on website, and includes the following: theme steering committee, programme steering committee, programme executive committee, scientific advisory group and PPI supervisory committee

Extensive information about Patient and Public Involvement and Engagement (PPIE) on three main areas: Involvement, engagement, and participation, and includes PPi recourses and a latest opportunities page

Capacity-building webpage includes fellowships, PhD scholarships, and a MSC in Health Research Methods

CLAHRC 4

Website statement: “Investigating the best way to make tried and tested treatments and services routinely available.”

8 partners, including 2 universities, four NHS foundation trusts and 2 other.

Detailed downloadable diagram on CLAHRC structure available.

Governed by an Executive (23 members) which is accountable to the Board (21 members)

Public and Patient Involvement Strategic Oversight Group (PPI SOG) is part of governance structure (23 members)

External advisory board reviews projects (11 members)

Executive Director

Section of website with a number of webpages for PPI, on involving patients, service users and families. Includes publications and PPI research projects

Training junior researchers appears to be a main aim. The CLAHRC offers an Implementation science masterclass and in 2018 organised an Implementation Science Research Conference, to be run again in 2019.

The CLAHRC offers short courses for health professionals and financial support for research students

CLAHRC 5

Website statements:

“Bridging the gap between research and frontline care”

“Health research today improves lives tomorrow”

“Harvesting evidence to ensure best practice in healthcare”

56 partners, including 19 National Health Service, 3 community trusts, 8 acute trusts (hospitals), 5 mental health trusts, 1 ambulance trust, 7 industry partners, 7 city councils, 9 universities, and 6 other. Universities included in this list are also associated with other CLAHRCs. There appear to be 2 main universities involved.

Governance information not apparent

Brief webpage on Public Involvement with downloadable Public Involvement Strategy

No evidence of workforce capacity-building

CLAHRC 6

Website statement:

“We are a collaboration of academics, clinicians and managers who undertake high quality applied health research focused on the needs of patients and service users, supporting the translation of research evidence into practice in the NHS and social care.”

Only academic partners are featured on the website (3 universities)

Diagram on webpage detailing the governance structure, with a Board (7 members) and management executive group, executive committee, scientific advisory board and director

Webpage on community engagement with general information

One webpage on research capacity development. The CLAHRC awards fellowships, runs events on applying for funding

AHSN 1

Vision:

“Igniting innovation - bringing together the trusts, universities, industry, third sector and social care to transform the regional health and stimulate economic growth.”

Encompass 87 health institutions and nine universities.

Hosted by a university hospital trust.

The central management consists of the board (5 members) and executive personnel (> 22 members), distributed in senior, innovation, patient and public engagement and, patient safety collaborative, and communication team.

Steering and operational management groups in each project which are responsible to the board

Website accommodates a specific page for patient and public involvement (PPI), informing various engagement models for co-production.

Establishing a PPI senate.

Patient and public-related events and newsletters

Theme-based training activities, specifically on enhancing junior doctor and pharmacist’s prescription quality

AHSN 2

Website statement:

“Promote health service innovation and improvement by spreading innovation, improving health, and generating economic growth.”

Formed by six universities, 13 clinical commissioning groups (CCGs), 24 trusts, 11 local authorities, five enterprises, three life science sector support partners, two trade partners, and six other organisations.

Overseen by the board (6 members) and operated by seven executives, i.e. CEO, COO, CCO, and directors on commercial, communications, patient safety, and health informatics.

Advisory groups provide suggestions to the board in defining regional challenges and their solution

Facilitation of citizen’s senate as public representatives, which the network provides leadership training.

Public participatory programme to gather opinions on activity ideas and issues

Priority-based training and development, utilising workshops and website-based approaches

AHSN 3

Website statement:

“To be a recognized international leader in accelerating innovation to improve citizens’ health and wellbeing.”

Objectives: Continuous health innovations, advancement of healthcare delivery, academic and industry engagement, influence policies

Consist of CCGs, trusts, universities, research centres and network, industries, national bodies and investment agencies.

18 board members, with six executive teams (CEO, CAO, digital innovation officer, management director, academic director, and clinical director). Operational activities conducted by senior management team (13 members)

Specific page on public involvement and engagement on website.

Establishment of Patient experience group (PEG) which involved in co-producing ideas and activities.

Website does not provide methods to register as public and patient contributors

Various trainings on translational research and its programme management, health data science, and genomics.

Massive Open Online Course (MOOC) on Clinical Bioinformatics

AHSN 4

Vision:

Building a health innovation-driven future by connecting, inspiring, and supporting people with great ideas.

“Everyone benefits from the best in health and care.”

Developed by 55 organisations, including trusts, CCGs, higher education institutions, industries, authorities, patient and charity organisations, and other third sectors.

The board (19 members) navigate the executive teams, consisting of a chairman, accountable officer, chief officer, commercial director, and medical director). Operationalised by eight senior leaders

Not stated

A webpage dedicated to capacity-building, informing focused human resources training, leadership programmes, courses, and fellow opportunities.

Six Community of practices (CoP) developed by engaging 18 trusts and 14 organisations

AHSN 5

Website statements:

“Turn the potential of innovation into reality to help solve pressing challenges by collaborating across the health sector”

“Accelerate the adoption and spread of innovation amongst our member organisations and beyond.”

Formed by three universities, nine trusts, and eight CCGs.

Directed by the board (14 personnel) and managed by 31 executives.

Specific committee on value creation, consisting of 6 members from industry and international health experts, to assist board decisions

Not stated

Intrapeneur programme on European healthcare and acute care.

Courses and masterclasses in health innovation, value-based quality improvements, population health, and integrated care

AHSN 6

Vision:

“Spread healthcare innovation faster within the regions.”

“Bringing together organisations and individuals to save lives, increase the number of people getting the best healthcare, and contribute to a vibrant local economy.”

NHS and independent health providers, 21 CCGs, nine universities, six local authorities, and industries as its members.

The chair and board are responsible to the members, and supported by committees.

Managing director is accountable to the board, with support from executive team and delivery boards.

Clinical leads become front-line in the network’s activities, and managed by the director.

Members obey to financial delegation scheme in supporting the board’s operations

Community engagement plan for research development.

No definite actions for community engagement informed in the website

Embedded in prioritised programmes, such as coaching for sustainability and transformation on health planning

AHSN 7

Website statement:

“Assisting members to identify, evaluate, adopt, and disseminate transformative innovation.”

“Assisting industries to gain expertise in developing, testing, and deploying products and services.”

Formed by trusts, CCGs, universities, and industries.

The Board includes seniors from NHS, Clinical Commissioning Group (CCGs) and Trust employees from across the NENC region.

An executive team (4 members), its supporting core team (38 members), and health improvement leaders working under the boards.

Executive team manages networks of practitioners

Not stated

Collaborative learning on priorities issues, such as maternity and neonatal and deteriorating patient.

Innovation showcase programme for knowledge dissemination

AHSN 8

Website statement:

“Working together for patients; respect and dignity; commitment to quality of care; compassion; improving lives; everyone counts.”

22 providers, 20 CCGs, nine universities industries and business partners.

Board of partners, as “ambassadors for innovation”, are formed to plan and monitor the network.

Activities managed by three non-executive directors, six executive directors, and 46 supporting staffs

The network provides specific personnel on public involvement.

Formation of public involvement and engagement senate, which has power to influence patient safety, innovation testing, and technology-based development.

Website accommodates public registration for senate position, information on events and surveys

Coaching academy: Capacity-building programme by workshops and online learning.

Webinar-based discussions

AHSN 9

Website statement:

“Improving health and generating economic growth.”

“Meeting local health needs through the spread and adoption of innovation.”

Hosted by university hospital trust. Consists of five CCGs, ten providers, eight collaborative organisations, four universities, seven research institutes, industries, enterprises, and patient organisations.

Governed by the board and managed by an independent chairman. Other personnel include CEO, COO, and oversight group chairs

Facilitation of an oversight group for patient and public involvement, engagement and experience (PPIEE), responsible in forming patient experience group.

Leading together programme, engaging public, patient, and staff to discuss potential network activities.

Patient and public involvement training programme

Trainings included in patient safety, clinical improvement, and clinical innovation programmes

AHSN 10

Website statement:

“Improve the health and patient experience of people in the region by supporting and accelerating innovation and quality improvement”

17 full members and 10 associate members.

Board of directors (11 personnel) appointed from full members.

Associate members included in generating ideas disseminating the activities.

Operational activities conducted by staffs from academia, front-line care, research, IT, analytics and support services

Website-based open recruitment for public and patient involvements.

Establishment of quality improvement partner panels launched in July 2018

“Spread academy”: Training health professionals to reform health in a large-scale.

Webinar-based training related to innovation generation

AHSN 11

Website statement:

“Bring greater improvements to the entire healthcare pathway.”

“Supporting the system to implement and evaluate integrated pathways and new models of care.”

“Patient-centred approach.”

“Develop capability and infrastructure to improve quality, patient safety and experience.”

40 organisations across the trusts, higher education, local authorities, patient groups, CCGs, the third sector, government and industries.

The board led by a chair and managing director, with inclusion of senior representatives across the partnership.

The board direct executive group (30 personnel), audit and risk committee, nominations committee, and remuneration committee

Systematic efforts on partnering with marginalised communities, including capacity-building, information provision, and impact evaluation.

Engaging public into “Journal club” to discuss academic literature produced by the network.

Facilitating online platform for patient feedback.

Public inclusion to the boards, committees, groups or projects, including steering groups in the involvement

Capacity-building programmes in end of life care, genomics, and healthcare quality

AHSN 12

Website statement:

Improve health, achieve excellence, and boost innovations.

“Connect academics, trusts, industry and others to bring fresh energy to old problems, inspired thinking to new ones and to spread innovation and best practice.”

Built by 11 trusts, four universities, 10 CCGs, and 8 local stakeholders.

The board (14 members), involving all partners, provide direction and oversight of the work.

12 senior staffs drive activities, leading the team of academia, frontline care providers, researchers, analysts, and support services. The staffs are accountable to the board

Systematic public and patient involvement for co-production and co-design of programmes by (ARISE+ model).

Patient experience library as the source of information for policy-makers.

Establishment of public panel for quality improvements.

Direct patient engagement activities

Theme-based training in psychiatry for junior doctors and capacity- building for primary care workers

AHSN 13

Mission statement:

“Lead, catalyse and drive co-operation, collaboration and productivity between academia, industry, health and care providers and commissioners, and citizens.”

“Accelerate the adoption of innovation to generate continuous improvement in the region’s health and wealth.”

Two type of memberships: Free and paid, with differences in the benefits, services, and premium access.

Performed by the board (13 members) and executive team (11 members).

No explanation on detailed governance in the website

Public engagement is defined in the network’s statement.

No explanation on approaches to involve the public and patients

No specific explanation related to capacity-building.

Online platform facilitates sharing of health innovations across members

AHSN 14

Website statements:

“Driving the development and adoption of new innovations.”

“Enabling patients to play an increasing role in their own care and of others.”

“Impact-oriented partnerships.”

Formed by 14 trusts, five CCGs, three universities, local partnership, and integrated care system.

The board (15 members) navigates the network, with an academic as the chair. Operations are managed by senior team (10 members)

Co-created coordinated approaches for public involvement within the region.

Public representatives in the board.

Five public members as advisors.

Activity-based engagement, as in toolkit productions and consultations

Website-based approach by toolkit development for clinical decision making, communication strategies, and quality improvement

AHSN 15

Vision:

“Improve the health and prosperity of our region by unlocking the potential of new ideas”

Managed by the team with 44 personnel. Led by a chair, supported by directors, programme leads, public and patient engagement lead, marketing and communication, managers, clinical advisor, analyst.

Detailed governance not provided in the website

No details on methods to engage patient and public participation.

One programme to accommodate patients’ voice found in September 2019

Establishment of an academy to provide training and resource access, focus on improving quality and patient safety

AHSC 1

Website statement:

“Ensure patients reap the benefits of the world class research, clinicians and industry which are based on the region and surrounding area”

One university and three trusts as members.

Five workstreams: Education, campus integration, research, philanthropy.

Board decides and drives the vision and strategies.

Executive group provides oversight in the implementation of the strategies. The group provide reports to the Board.

Management office is accountable for managing and coordinating the activities, including finance, corporate governance, communication, office management, project, and events. Directed by the executive group

Not stated

Provision of training courses and tuition for members.

Online learning platform for patients, carers and professionals.

Establishing a surgical training centre for advancing hands-on experiences

AHSC 2

Website statement:

“Accelerating the translation of basic science discoveries into patient and population health benefit.”

“Deliver (inter-) nationally leading infrastructure and programmes in health research, education and clinical care.”

One university and three trusts.

Joint governance from all partners and performed by the directorate.

The Strategic Partnership Board (nine members: Three from university and two from each trust) is responsible for progress monitoring. Formed by board-level representatives.

The Joint Executive Group, led by a director, is accounted for implementing strategies and managing the performance.

Governance diagram provided in the website

Not stated

By various activities, such as seminar series, clinical academic training hub, and leadership development programme

AHSC 3

Website statement:

“World-class research, education and clinical practice are brought together for the benefit of patients.”

“Translate cutting-edge research and existing best practice into excellent patient care.”

Three trusts and one university.

A university-led joint board is assembled to plan and drive strategies. Includes all trusts’ CEOs and four external non-executive directors.

The board direct chief executive action group to develop strategies.

Operational executives create activities from action group’s strategies.

Programme office manages and coordinates the activities.

Detailed structure provided in the website

Patient and public inclusion in defining outcomes

Capacity-building scholarship.

Website-based learning hub.

Interprofessional learning on patient safety

AHSC 4

Website statement:

“Uniting leading healthcare providers with world-class academics and researchers.”

One university and five trusts.

No access for governance details

Unable to access the main website

Unable to access the main website

AHSC 5

Website statement:

“Create an environment where the best research can be immediately translated, applied and evaluated for patient benefit.”

“Coordinate clinical and academic excellence within the partners.”

Two universities and two trusts.

Five board members look after the theme delivery and high-quality research, care and education integration.

Seven theme leaders and two senior management become the operators

No details on patient and public inclusion

Capacity-building by courses and CPDs.

Joint training for digital developments, innovation and interprofessional training and development

AHSC 6

Website statement:

“Combines the expertise to focus on selected specialist programs.”

“Diffusion of innovation and best practice across our region.”

Formed by three universities and five trusts.

The centre develops theme-based academic medical centres (AMCs) to support the implementation, formed by specialist hospitals and postgraduate institutes

Not stated

Not stated