Internet Explorer is no longer supported by Microsoft. To browse the NIHR site please use a modern, secure browser like Google Chrome, Mozilla Firefox, or Microsoft Edge.

Policy Research Programme - Global Health Research Centres: Learning Research Partner Specification

Contents

Published: 09 November 2022

Version: 1.0 November 2022

Print this document

Timetable and Budget

DescriptionDeadline/ Limit
Deadline for applications 11 January 2023, 1 PM
Notification of outcome of application March 2023
Project Start 1 May 2023
Budget Up to £450,000

Introduction

The National Institute for Health and Care Research (NIHR) Policy Research Programme (PRP) invites applications for a Learning Research Partner to support, embed and advance methodological approaches - spanning participatory monitoring, evaluation and learning, research on research, and continuous improvement - across the first 3 years of the first cohort of NIHR Global Health Research Centres awards.

Background

The National Institute for Health and Care Research (NIHR) was established in 2006 to improve the health and wealth of the nation through research and is funded by the Department of Health and Social Care. In 2016, the NIHR Global Health Research portfolio was established to support applied health research for the direct and primary benefit of people in low- and middle-income countries (LMICs) on the Development Assistance Committee (DAC) list, using Official Development Assistance (ODA) from the UK government.

The Global Health Research portfolio is underpinned by three principles which guide development and delivery. These are:

  • Meet eligibility criteria as ODA, i.e. funded research directly and primarily benefits people in ODA-eligible countries on the DAC-list
  • Deliver high-quality applied health research, building on the Principles of the NIHR: Impact, Excellence, Effectiveness, Inclusion and Collaboration
  • Strengthen research capability and training through equitable partnerships

The NIHR has established a substantial portfolio of applied global health research and training in areas that are underfunded or where there is an unmet need. The portfolio aims are delivered through a combination of researcher-led and thematic calls, funding initiatives to develop and advance global health research career pathways both in LMICs and in the UK, and through partnerships with other major global health research funders. Together these have positioned the NIHR as a key player in supporting high-quality applied global health research.

Further information on the NIHR Global Health Research portfolio is available on the NIHR website.

From 2022, NIHR is funding Global Health Research Centres to deliver research in non-communicable diseases and research capacity strengthening (RCS) for the benefit of people in ODA-eligible countries. Centres represent the largest ODA-funded NIHR awards to date (~£10M per Centre over 5 years, with potential to extend for another 2 years subject to performance and budget availability).

The NIHR Global Health Research Centres programme represents a new funding model for NIHR. It has been developed following consultation with existing award-holders, LMIC stakeholders and other funders to respond to gaps and priorities in health research capacity strengthening at individual, institutional and systemic levels.

Based on an LMIC joint lead consortium model, Centres will be expected to work with and across applicant institutions as a cohort to share expertise, learning and best practice in delivering high-quality research and RCS.

Each consortium has nominated leads who will develop Centre-wide plans for training and capacity strengthening, CEI, MEL, and knowledge exchange, with key contacts for these in each institution. These leads will be expected to participate in the Centre’s governance.

Monitoring, evaluation and learning in RCS initiatives in LMICs has been highlighted as an area where current practices require further strengthening and development [1] [2]. In particular, studies of RCS consortia have focussed on programme outputs and outcomes, with few published examples of how consortias’ implementation processes or management practices can either incorporate and/or generate evidence of good practice [3].

Applicants to this scheme considered their intended pathways to impact at Stage 1 and submitted an initial draft Theory of Change as part of their Stage 2 application. The NIHR and the Learning Research Partner will support successful Centres to build on these and develop them into robust frameworks for the evaluation of NCD research and research capacity strengthening activities, as part of collaborative efforts to improve learning around, and the evidence base underpinning the delivery of the Centres.

The NIHR intends to involve Centres and MEL leads as partners in any programme-level evaluation activities and will support platforms for mutual learning as the Centres programme develops. In turn, dedicated MEL leads will be expected to consider opportunities for any relevant MEL/impact-related capacity strengthening activities to encourage and embed consideration of pathways to sustainable impact within and across Centres. For example, these could include (but are not limited to) training on developing Theories of Change, conducting stakeholder mapping and engagement, planning and undertaking local evaluations, and platforms to develop and share narrative impact case studies.

NIHR recognises the transformative potential of embedding equitable and participatory MEL practices across RCS initiatives, and the need for these activities themselves to be recognised as a potential area for capacity strengthening for consortia members and wider constituents in LMICs. An initial Centres Theory of Change, developed as part of consultative activities throughout the early stages of setup and commissioning this programme, maps out key ambitions and activities prioritised so far.

NIHR now wishes to commission a Learning Research Partner to support, embed and advance best-in-class methodological approaches - spanning participatory monitoring, evaluation and learning, research on research, and continuous improvement - across the first three years of the Centres awards.

NIHR may also commission subsequent evaluations of the Centres scheme, through subsequent processes which are not in the remit of this commission. These may occur at different points of the Centres life cycle (e.g. mid-term, post-contract). While the requirements are to be confirmed, it is likely that evaluation partners would:

  • Work with NIHR/DHSC to develop participatory approaches for mid-term and end term evaluations.
  • Carry out evaluations and develop evaluation reports
  • Facilitate cross Centres discussions on the process and outcomes of evaluations
  • Support design and commissioning of periodic summative evaluations.

The successful applicant to this call will be involved in ensuring the evaluation specification and needs are developed in a participatory way.

The successful applicant to this call will not be eligible to take part in future evaluation opportunities related to the first call of the NIHR Global Health Centres. The successful applicant’s eligibility to apply to future NIHR Global Health Research portfolio funding opportunities will otherwise not be affected.

Research priorities

Specific aims of the Learning Research Partner will be to:

  • exemplify the value of equitable and participatory monitoring, evaluation and learning approaches through supporting the Centres, providing insights of good practice and facilitating the design and delivery of training activities
  • work with Centres award-holders and NIHR programme teams to design and set up sustainable routes to enable shared learning and engagement in RCS, community engagement and involvement, knowledge management etc. through e.g. learning & training platforms, networking events, workshops, seminars and/or other events;
  • facilitate the development of an overarching programme-level Centres MEL framework and strategy which is contextually-relevant and which both incorporates and supports Centres’ own development of participatory MEL strategies and approaches at local level
  • work collaboratively with Centres award-holders and wider partners to consider which topics are suitable for formal ‘research on research’ studies across the programme, and consider potential for research training of individuals (e.g. via LMIC-based PhD studentships);
  • consider and provide recommendations to NIHR/DHSC relating to governance functions surrounding monitoring, evaluation and learning and other learning activities at a programme level;
  • consider and provide recommendations relating to NIHR/DHSC’s future commissioning of evaluations (via independent third parties, as appropriate) to ensure monitoring, evaluation and learning and appropriate generation of summative evidence, and meet accountability requirements against key metrics, for the Centres programme.

Technical requirements

Applicants must demonstrate:

  • Experience of working in an LMIC in the area of monitoring, evaluation and learning and an understanding of RCS in programmes funded by development partners.;
  • Experience in successful application of participatory MEL and related research approaches;
  • A proven ability to encourage and support learning across multiple stakeholder groups and organisations utilising equitable approaches
  • Experience of designing and/or delivering participatory MEL training tailored to the requirements of LMIC organisations and to diverse stakeholders
  • Experience of research relating to research capacity strengthening in LMICs.
  • Awareness of and a proven ability to navigate tensions inherent in seeking consensus in the delivery of participatory MEL and RCS approaches across diverse groups, while supporting local adaptation and experimentation across delivery partners

Applications MUST be led by a Principal Investigator (Lead Applicant) employed by an LMIC-based organisation. The contracting institution must be based in and fully operational in the LMIC, with capacity to employ staff, own assets, manage finances and take ownership of contractual obligations.

Lead Applicants may wish to consider the involvement of UK-based co-applicants and collaborators. Individuals based in organisations in other high-income countries are not eligible to participate in this call.

To ensure the independence of the Learning Research Partner’s work, institutions who are named in successful applications to the first call for NIHR Global Health Centres (i.e lead/co-applicant or collaborator) will not be eligible to apply for this opportunity.

Applications should outline how the team will interact with key Centre personnel to deliver their aims. This includes MEL leads and CEI leads, and associated stakeholders and stakeholder groups.

The successful research team will be expected to:

  • adhere to the General Data Protection Regulation and the new Data Protection Act (2018) and the Freedom of Information Act (2000). Effective security management, and ensuring personal information and assessment data are kept secure, will be essential. In particular:
    • be responsible for ensuring that data (including data in any electronic format) are stored securely.
    • take appropriate measures to ensure the security of such data, and guard against unauthorised access thereto, disclosure thereof, or loss or destruction while in its custody.
    • Personal data shall not be made available to anyone other than those employed directly on the project by the research team, to the extent that they need access to such information for the performance of their duties.
  • safely and securely hold any information relating to this project and maintain confidentiality on the details of the project. Any data from research must not be shared with any third parties.
  • ensure that any data transferred to NIHR is anonymised and, where access should be restricted, encrypted.
  • be responsible for ethical conduct as part of any research activities to be carried out as part of this award.
  • outline their view of the ethical considerations for any research activities to be carried out as part of this proposal and spell out how they plan to address these (including whether external ethics approval is needed) in accordance with the ‘Do no harm’ principle.
  • be particularly alert to ethical considerations in relation to any engagement with research participants and LMIC communities, and are requested to consider principles of respect, participation, inclusion and feedback throughout.
  • have an ethics policy/code (consistent with the Social Research Association Research/Ethical Guidelines, Government Social Research Ethics checklist, and FCDO’s(Foreign, Commonwealth and Development Office) Ethical guidance for research, evaluation and monitoring activities) and apply ethical clearance protocols, where appropriate.
  • conform to FCDO’s guidance on safeguarding: Enhanced Due Diligence – Safeguarding for External Partners.
  • set out in their application how they propose to ensure the confidential treatment of project documentation and data collected throughout the evaluation.
  • take into account ethical and safeguarding requirements as described in the NIHR Global Health Core Guidance.

This project will take place remotely, and at any locations deemed necessary to conduct this work. We would anticipate that this would include primary data collection across a range of LMICs.

The successful team may use video conferencing for some participation in proposed workshops and meetings, but should budget for core members to attend in person a minimum of one meeting and one workshop per year, which will be in LMICs.

All personnel (including their employees, sub-contractors or agents) who provide services under a DHSC contract will come under the Duty of Care of the lead applicant named in that DHSC contract and should note the following:

  • The lead applicant is responsible for the safety and well-being of their personnel, and any third parties affected by their activities, including appropriate security arrangements. Travel advice is available on the FCDO website and the contracted team must ensure that they are up to date with the latest position. The lead applicant will also be responsible for the provision of suitable security arrangements for their domestic and business property.
  • Applicants must comply with the general responsibilities and duties under relevant health and safety law including appropriate risk assessments, adequate information, instruction, training and supervision, and appropriate emergency procedures. These responsibilities must be applied in the context of the specific requirements the Supplier will be contracted to deliver.
  • Applicants must develop their proposal on the basis of being fully responsible for Duty of Care in line with the details provided above. Applicants must confirm in the proposal that they have capability to manage their Duty of Care responsibilities throughout the life of the contract. Applicants should consider the following questions in this regard:
    • Have you completed an initial assessment of potential risks that demonstrates your knowledge and understanding, and are you satisfied that you understand the risk management implications?
    • Have you prepared an outline plan that you consider appropriate to manage these risks at this stage (or will you do so if you are awarded the contract) and are you confident/comfortable that you can implement this effectively?
    • Have you ensured or will you ensure that your staff (if any), are appropriately trained (including specialist training where required) before they are deployed and will you ensure that on-going training is provided where necessary?
    • Have you an appropriate mechanism in place to monitor risk on a live / on-going basis (or will you put one in place if you are awarded the contract)?
    • Have you ensured or will you ensure that your staff (if any) are provided with and have access to suitable equipment and will you ensure that this is reviewed and provided on an on-going basis?
    • Have you appropriate systems in place to manage an emergency / incident if one arises?

NIHR will undertake due diligence on the contracting institution prior to contracting. Prior to any transfer of money from the contracting institution to the collaborating institution(s), NIHR expects that proportionate due diligence assessments will be undertaken by the contracting institution on the project partners, typically within 6 months of project start but preferably sooner. Copies of partners' completed due diligence forms will need to be shared with NIHR.

It is NIHR’s advice to ensure draft Collaboration Agreements are developed between the contracting institution and partners as soon as possible after a successful funding decision has been communicated. Development of Collaboration Agreements can be a lengthy process and realistic requirements for this activity should be built into the project timeline. This will reduce potential for delays in transferring funds after the contract start date. Draft Collaboration Agreements will need to be submitted for review and approval by NIHR - typically within 6 months of project start.

During the contracting process, in relation to intellectual property, the NIHR will ask successful research teams to clarify the following:

  • That it will have permission to use any Background IP for the purposes of the research and, if necessary due to complicated ownership arrangements, complete schedule C of the NIHR GHR research contract with reference to clause 24.1.5 (a) of the contract;
  • The proposed ownership arrangements of the Foreground IP, Arising Know How and Research Data. The parties should consider who is best placed to use, disseminate and/or commercially exploit the relevant intellectual property and/or database to maximise the opportunities to deliver patient benefit. There should be license arrangements with collaborators (usually contained within the Collaboration Agreement signed for a project) for research and teaching purposes and/or in the support of the development, promotion or provision of health care or for any other purpose that is not a Commercial Use.

With respect to joint IP, please note that the NIHR does not recommend joint ownership of Foreground IP, Arising Know How and/or Research Data arrangements preferring that the research team agrees the IP ownership arrangements at the application stage as above. This is because owning the IP jointly can lead to delays about how the IP/data is used, disseminated and/or exploited and thus create a potential barrier to delivering patient benefit. Normally, giving Collaborators appropriate licensed rights to use Foreground IP, Arising Know How and Research Data is sufficient to avoid the need for joint IP.

Research requiring ethical approval must have the appropriate approvals in place, usually in both the LMIC and UK (any other country involved in the research) before it can commence. Applicants should ensure all plans for research follow the UK Policy Framework For Health and Social Care Research, the Concordat to support Research Integrity (.PDF), and the UK HRA guidance Governance Arrangements for Research Ethics Committees, and that research performed in partner countries is conducted in accordance with regulations and to a standard no less stringent than those applicable in the UK. Applicants should provide their plans for ethical review of the proposed activities in the relevant countries (LMIC/non-LMIC).

Please also refer to the NIHR Global Health Core Guidance.  

Outputs

  • WorkingwithDHSC,NIHR and award holders, the learning partner will support the following activities:
    • Supporting all 5 Global Health Centres consortia to develop and implement equitable and participatory monitoring, evaluation and learning approaches (including Theories of Change and associated indicators), including delivering training and learning opportunities
    • Facilitating inclusive monitoring, evaluation and learning cohort meetings held on an annual basis to promote shared learning on monitoring, evaluation and learning, and capacity strengthening
    • Enhancing partnerships across the GHR Centres and NIHR to facilitate the generation of data through the implementation of evidence-based practice in LMIC health contexts.
    • Facilitating engagement with Centres award-holders and wider partners to discuss research training of individuals (e.g. via LMIC-based PhD studentships) etc
    • Sharing learning with NIHR and DHSC to provide recommendations on appropriate governance functions relating to monitoring, evaluation and learning, training needs and other learning activities
    • Sharing learning with NIHR and DHSC to provide recommendations relating to NIHR/DHSC’s commissioning of evaluations, mid and end of term
  • Within six months of contract start date, production of an inception report detailing the detailed proposed approach and timeframes for deliverables and outputs;
  • Recommendations to NIHR/DHSC relating to the development of more equitable and participatory approaches relating to MEL and other learning activities at a GH Centres programme level, and where applicable to identify learning opportunities for the benefit of the NIHR Global Health Research portfolio, more broadly, which may inform future MEL strategy;
  • Recommendations relating to NIHR/DHSC’s future commissioning of evaluations (via independent third parties, as appropriate) to ensure timely MEL, and appropriate generation of summative evidence, and meet accountability requirements against key metrics, for the Centres programme;
  • Enhanced synergies and collaboration across Centres resulting in participatory MEL plans and frameworks;
  • Peer reviewed reports, publications and monographs.
  • Applicants are asked to consider the timing and nature of deliverables in their proposals. Policymakers will need research evidence to meet key policy decisions and timescales, so resource needs to be flexible to meet these needs. A meeting to discuss policy needs with DHSC officials will be convened as a matter of priority following contracting.

Budget and duration 

NIHR anticipates funding one Learning Research Partner, with an award value of up to £450,000 over 30 months. The amount to be requested for the funding period should be fully justified according to the proposed approach in the application.

For applicants from countries listed in the DAC List of ODA Recipients, costings can include up to 100% full economic costing (FEC) (but should exclude output VAT); HEIs in the UK can cost up to 80% FEC . Applicants are advised that value for money is one of the key criteria that peer reviewers and commissioning panel members will assess applications against.

Management arrangements

Contractors will be required to establish a Partnership Steering Group to oversee and be consulted at key decision and review points throughout the lifetime of the contract. This group should, as a minimum, have an independent Chair, be gender balanced, and have a range of members and key stakeholders with relevant expertise from the partner countries involved in the programme, as appropriate. The advisory group should advise on strategy and progress, oversee programme risks, and meet twice annually at a minimum.

Selection criteria

All eligible applications will be considered by an independent Evaluation Committee who will make recommendations to the Department of Health and Social Care on which applications should be supported.

Applications will be assessed against the following key criteria:

  • Evidence of understanding of the subject area
  • Quality of the research design
  • Quality of the work plan and proposed management arrangements
  • Skill, experience and team composition
  • Impact of the proposed work
  • Value for money

References and key documents

  1. Pulford J, Price N, Amegee Quach J and Bates I. Measuring the outcome and impact of research capacity strengthening initiatives: A review of indicators used or described in the published and grey literature [version 1; peer review: 4 approved]. F1000Research 2020, 9:517 https://doi.org/10.12688/f1000research.24144.1
  2. Dean L, Gregorius S, Bates I, Pulford J. Advancing the science of health research capacity strengthening in low-income and middle-income countries: a scoping review of the published literature, 2000–2016. BMJ open. 2017 Dec 1;7(12):e018718 https://doi.org/10.1136/bmjopen-2017-018718
  3. Tagoe NND. Examining the Management Processes and Practices of Health Research Capacity Strengthening Consortia. PhD thesis. The Open University, 2021. https://doi.org/10.21954/ou.ro.00012985