Sarah Manney is Deputy Head of Research Governance and Quality Assurance Lead at University Hospitals Birmingham, and is the Trust’s first recipient of the BHP People award.

We spoke to Sarah about her journey from clinical researcher to audits and governance, navigating Trust mergers and a global pandemic, and the sheer scale of clinical trials at UHB.

Q: Can you briefly run us through your career so far and how you came to work at UHB?

SM: I always wanted to be a research scientist, and I was fortunate to follow that path early on. I joined what was then Heart of England NHS Foundation Trust in 2000 as an air pollution scientist, which was always an interesting job title to explain.

My work focused on researching how air pollution affects people with conditions such as heart and lung disease, including asthma and COPD. I also ran a couple of research laboratories, including an exposure lab, where we worked closely with patients and got to know them very well. That was a fantastic foundation for my career because it combined science with direct patient impact.

While working there, I completed my PhD in 2008 and later moved into respiratory research, specialising in severe asthma for a number of years. As a registered clinical scientist, my role involved both research and patient-facing assessments.

I then worked across a range of specialties, including prostate cancer, gynaecology and ENT, before moving into quality assurance in 2013.

That background in clinical research and trial delivery gave me a strong foundation for the role. I started as a team of one, and we’ve since grown into an expanding team with responsibility for quality assurance across the Trust.

So, it’s been a varied journey, but one that’s always stayed rooted in research and improving standards and patient care.

Q: What are some of the tasks and duties you’re involved in most frequently within quality assurance?

SM: A large part of our day-to-day work is audits and monitoring. Audits provide a snapshot of a study at a specific point in time, while monitoring is an ongoing process. We monitor Trust-sponsored studies and audit externally hosted or sponsored research.

This involves reviewing trial documentation such as medical records, investigator site files, pharmacy and radiology records to make sure studies can be fully evidenced and are being run correctly. Everything we do is guided by Good Clinical Practice standards to ensure research is safe, ethical and high quality.

Alongside audits and monitoring, we also handle a significant amount of query resolution. A few years ago, we introduced a shared inbox to make it easier for colleagues to contact us. Historically, some people were hesitant to approach quality assurance teams because they assumed we were there to find fault. In reality, our role is to support people and help them get things right.

That change in approach has made a big difference. We used to receive one or two emails, and now we receive dozens each week. A lot of our time is spent answering questions, solving problems and helping teams work through issues quickly.

We also have a strong reporting process, including peer review, which helps staff develop both their technical knowledge and their report writing skills.

Another key part of my own role is leading investigations into more significant incidents or issues, where experience in trial delivery is particularly valuable. Everyone in the team has practical research experience, which means we can bring that real-world understanding into our quality assurance work.

Q: You’ve implemented a number of processes and systems to improve workflow – can you tell us a little more about these and the impact they’ve had?

SM: We’ve focused on improving both processes and systems to make quality assurance more proactive. One key change has been introducing support at study set-up stage, so we work with teams from the very beginning on documentation, training and requirements. That helps prevent issues later and gives staff the right support early on.

We’ve also introduced a self-monitoring checklist that teams can use themselves. This helps colleagues understand what auditors and regulators look for, while encouraging greater ownership and confidence.

On the systems side, we’ve developed electronic tools to track audits, activity and findings. That allows us to identify trends, spot where extra support may be needed, and tailor training for specific teams or investigators. We deliver training sessions linked to quality assurance, governance and research standards more broadly, helping colleagues build confidence and maintain high standards across the organisation.

Similarly, we are also developing tools to track our electronic incident reports, including safety reporting, which helps us respond more quickly to emerging issues and areas of potential risk.

Q: What changes have you seen in clinical research throughout your career and what developments can you see on the horizon?

SM: The scale of change has been huge. Organisationally, the merger of Heart of England and UHB significantly expanded the scope of our work and gave us the opportunity to grow the quality assurance function. During the COVID-19 pandemic, despite the immense challenges across healthcare, there was also a need to move at pace and adapt quickly, which accelerated some improvements in how research was delivered and supported.

In clinical research more broadly, one of the biggest transformations has been in HIV treatment. Earlier in my career, outcomes were far more limited, whereas now many patients can live long and healthy lives with effective treatment.

Another major development has been the rise of biologic therapies. I saw that particularly in respiratory medicine, where treatment options for severe asthma have expanded enormously, and similar progress has been seen in cancer care and other specialties.

Looking ahead, personalised medicine is one of the most exciting areas. Treatments are becoming increasingly tailored to the individual patient, particularly in areas such as cancer, and I think we’ll continue to see major advances there.

One of the privileges of this role is having visibility across many specialties, so you get to see not only the innovation itself, but the real difference it makes to patients’ lives.

Q: What’s something patients might not realise about research studies at UHB?

SM: I think many patients are surprised by the sheer scale of research taking place at UHB. We have more than 1,500 studies open at any one time, either recruiting participants or following patients up.

People also often associate research mainly with cancer, but in reality we now have studies taking place across almost every specialty and disease area. Whatever treatment pathway a patient is following, there is likely to be some form of research connected to it.

Our long-term ambition is to be able to offer research opportunities to every patient who comes through our doors.

Q: What advice would you give to someone considering a career in research governance and support?

SM: My main advice would be to take your time and focus on learning. It can be tempting to think immediately about progression, but research is a field where experience really matters. There is a lot you can learn through training, but much of it comes from doing the role, working with different teams and understanding how all the moving parts fit together.

It’s important to stay open-minded and learn from others, no matter how much experience you already have. Research is constantly evolving, and everyone is still learning all the time.

You also need to be able to balance working within strict regulations and frameworks while remaining practical and solution-focused in the real world.

Above all, remember that patients are at the centre of everything we do. Whether you’re approving a study, carrying out an audit or supporting delivery behind the scenes, the ultimate purpose is always to improve outcomes for patients.

July’s BHP People awards have been awarded to Pardeep Janjua, Research Data and Systems Officer at Sandwell and West Birmingham Hospitals (SWB) and Carlos Chan, Research Development Coordinator at the Royal Orthopaedic Hospital (ROH).

Our reward and recognition scheme is designed to spotlight our colleagues who play a vital role in the success of research studies and clinical trials, and whose work is integral to groundbreaking scientific endeavours.

Pardeep was nominated by SWB’s Head of Research & Development Kelly Hard, who said: “Over the last two years Pardeep has worked tirelessly to provide robust quality datasets across the organisation that can be utilised for all areas of research. He has co-designed these reports with the needs of clinicians, researchers and leaders in mind, which has enabled better oversight of all elements resulting in increased awareness, understanding and ultimately, better outcomes.

“Pardeep has presented this work at two international conferences and it has also earnt him an internal Trust award. He has been upscaling this work across the Black Country and is now in discussions to extend beyond.

“These data sets and report not only aid in decision making for individual projects and researchers but have enabled us to baseline and benchmark departments to enable new initiatives.”

We met with Pardeep to find out a little more about his journey from pharmacy to data management, and the challenges and opportunities of scaling his work from SWB across the region more widely. Read his story here: “BHP People – the ultimate goal is to make research more accessible”.

Nominating Carlos, the ROH’s Head of Research, Audit and Development Gareth Stephens, said: “Carlos came to R&D at ROH after relocating his family from Hong Kong to the UK. He started with us in a Band 2 administrative role; however, his project management and IT skills were very quickly apparent. These skills have seen him successfully climb the ladder within R&D, initially as a Data Manager and now as a Research Development Coordinator, within our Governance team.

“Carlos has an unrivalled work ethic, diligence and attention to detail that makes him ideally suited to research. Furthermore, his courteous manner, ‘can-do’ attitude and positivity make him a popular and supportive member of staff. Carlos has significantly improved our data capture and analysis capabilities, especially concerning study set up times. As a result of his work, we are seeing our processes become more efficient and set-up times reducing. We have no doubts that Carlos will continue to develop within the coming years.”

We sat down with Carlos to find out a little more about his career journey to date, and how his work has helped enable faster, more efficient study set-ups and reporting. Read his story here: “BHP People – one team, one goal”.

By championing individuals including research nurses, statisticians, pharmacists and many others, BHP People also highlights the incredible diversity of careers in research and the essential contributions that these professionals make. As well as celebrating individual excellence, the initiative reflects the shared dedication of our diverse partner organisations to driving collaborative research.

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Meet our previous winners

• Linda Everard, R&D Implementation and Performance Manager at Birmingham and Solihull Mental Health NHS Foundation Trust
• Dr Karen Crowdy, Director of Research Strategy and Operations at the Aston Institute of Health and Neurodevelopment

Carlos Chan, Research Development Coordinator at the Royal Orthopaedic Hospital, is the Trust’s first recipient of the BHP People recognition award.

We spoke to Carlos about his rapid progression from administrator to integral member of the ROH’s growing research team.

Q: Can you briefly run us through your career so far and how you came to work at ROH?

CC: My career began at a multinational nutrition science company in Hong Kong, where I worked as a brand manager and was heavily involved in new product development and commercial research. When I relocated to the UK I was keen to pursue a career in research, as it aligned closely with my personal values – especially the goal of contributing to better health for future generations. That’s when I had the opportunity to join the ROH Research Team.

I initially started as a band 2 administrator, which gave me invaluable insight into how the Trust operates and allowed me to build strong relationships across departments. My curiosity and desire to contribute more deeply led to a promotion to Data Manager where, with the support of a fantastic team, we significantly improved study delivery – streamlining referrals and communication for the ICONIC osteosarcoma study and hitting recruitment targets for the RADICAL pain management trial. We also achieved the highest response rate in the West Midlands for the 2023 NIHR Participant in Research Experience Survey (PRES).

I’m now working as a Research Development Coordinator, where I draw on my project management and liaison skills. Thanks to the collaborative culture and my earlier experience in delivery, we’ve streamlined processes and reduced setup times. It’s been a journey full of support and inclusion, and I’m excited for what’s ahead!

Q: In your current role, what are some of the tasks and duties you’re involved in most frequently?

CC: I’m responsible for coordinating research projects from the feasibility stage through to activation, and then managing amendments throughout the study’s life cycle.

I work closely with internal and external partners, including trial units, Principal Investigators, clinicians, research nurses, data managers, and pharmacy technicians. I also liaise with national bodies like the NIHR, HRA, and HSCNI to resolve governance queries.

My duties include performing local governance checks, securing cost approvals, managing risk assessments, and finalising contracts. This ensures that our site is ready and capable of opening each study.

Q: Have you experienced any particular challenges in your role, and how have you overcome them?

CC: Like any collaborative environment, we do encounter challenges – particularly when coordinating across departments or working through complex processes. When this happens, I always return to the principle of “one team, one goal.” I try to clearly identify our shared objective and assess what’s realistically achievable based on the resources available. We then openly discuss the pros and cons of different approaches. This collaborative decision-making ensures we move forward with the most effective solution, even if it’s not perfect for everyone involved.

Q: You’ve played a major role in improving data capture and reducing study set-up times – can you tell us more about the changes you introduced and the impact they’ve had?

CC: When I stepped into my current role, I noticed an opportunity to improve our study set-up tracking. I integrated our existing local governance processes into a custom-programmed Gantt chart which allows us to track every milestone and subtask, assign responsibilities, and monitor lead times. It has dramatically improved our visibility into each study’s progress. Additionally, we created a performance dashboard using PowerBI. This automation reduced the time required for reporting from several hours to just a few minutes. These tools have not only streamlined workflows but also enabled us to spot delays early and proactively address them – leading to faster, more efficient study setups.

Q: Can you tell us about some of the studies (past or present) that you’ve found particularly rewarding to be part of?

CC: One standout project is the ICONIC study, a UK-wide osteosarcoma research initiative which collects clinical and biological data to enhance our understanding of this rare cancer. As a surgical site without chemotherapy services, we had many referrals and patient transfers, which added complexity. Maintaining data integrity and a positive patient experience across sites was a challenge we tackled through strong collaboration with the trial unit and teams across the UK. The study is now at the end of recruitment, and I’m incredibly proud of our contribution.

More recently, we launched the FORENSIC trial, sponsored by the University of Oxford and led locally by Professor Adrian Gardner. It investigates whether lumbar fusion surgery is more effective than conservative care for persistent lower back pain. ROH was the first site to open and recruit for this trial, and I’m thrilled to see its early success.

Q: Looking ahead, what are your goals for your role in research development, and what areas of improvement or innovation are you most excited about?

CC: I hope to gain experience with a wider variety of studies, including device and pharmaceutical trials. One of the best things about working in research and development is the constant opportunity to learn and take on new challenges.

I also want to support the setup of more studies at ROH, enabling more clinicians and patients to engage in cutting-edge research that leads to better treatments and outcomes.

Above all, I hope every participant enjoys their research experience and feels encouraged to share it with others. By building a positive research culture, we can collectively advance healthcare and improve lives.