06/07 Annual Report and Accounts © Crown Copyright 2006 The text in this document (excluding any Royal Arms and departmental logos) may be reproduced free of charge in any format or medium providing that it is reproduced accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the document specified. Any queries relating to the copyright in this document should be addressed to The Licensing Division, HMSO, St Clements House, 2-16 Colegate, Norwich, NR3 1BQ. Fax: 01603 723000 or e-mail: licensing@cabinet-office.x.gsi.gov.uk 2 MRC Annual Report and Accounts 2006/07 Medical Research Council Annual Report and Accounts 2006/07 Presented to Parliament by the Secretary of State, and by the Comptroller and Auditor General in pursuance of Schedule I, Sections 2(2) and 3(3) of the Science and Technology Act 1965. Sir John Chisholm Chairman Professor Sir Leszek Borysiewicz Deputy Chairman and Chief Executive Ordered by and printed on London: The Stationery Office 6 February 2008 Price: £18.55 HC 93 The Medical Research Council The MRC RCUK The Medical Research Council (MRC) was set up in 1913 to administer Research Councils UK (RCUK) is a partnership of the seven (formerly public funds for medical research. It was incorporated under its eight) UK Research Councils – public bodies funded mainly by the UK present title by Royal Charter in 1920. A supplemental charter was Government via OSI. granted in 1993 describing the MRC’s new mission following the 1993 government white paper on science and technology. The MRC’s Led by the research council chief executives, RCUK has an overall Royal Charter and Mission were amended in July 2003. The MRC aim for the UK research councils to be recognised as the benchmark receives an annual grant-in-aid from Parliament through the Office around the world in terms of the impact they have and the ways they of Science and Innovation (OSI), part of the Department of Trade work. Its mission is to optimise the ways that research councils work and Industry (DTI)1. The MRC also receives funds from other sources together to deliver their goals, to enhance the overall performance including government departments, international agencies, industry and impact of UK research, training and knowledge transfer and to be and medical research charities. recognised by academia, business and Government for excellence in research sponsorship. The MRC’s strategic aims are developed in consultation with stakeholders and with reference to the mission enshrined in the MRC Charter and to the objectives set out in the 2004 Government Spending Review, which agreed allocations for 2006/07 and 2007/08. Its aims also contribute to the OSI Public Service Agreement target of improving the international performance of the UK’s science and engineering base, exploitation of the UK science base, and the innovation performance of the UK economy. The MRC’s mission is to: >g\hnkZ`^Zg]lniihkmab`a&jnZebmrk^l^Zk\apbmama^ aim of improving human health. Ikh]n\^ldbee^]k^l^Zk\a^klZg]mhZ]oZg\^Zg] disseminate knowledge and technology to improve the jnZebmrh_eb_^Zg]^\hghfb\\hfi^mbmbo^g^llbgma^ND' Ikhfhm^]bZeh`n^pbmama^in[eb\Z[hnmf^]b\Zek^l^Zk\a' The Annual Report describes the MRC’s progress between 1 April 2006 and 31 March 2007 in meeting our strategic aims set out in the MRC Strategic Plan 2004-2007 and the objectives set out in the Government Science Budget allocations for the period. A selection of outstanding achievements by MRC scientists during the period highlighted in the MRC Annual Review 2006/07. For more information about MRC activities and to view MRC publications visit www.mrc.ac.uk. 1 The Department for Innovation Universities and Skills (DIUS) was established in June 2007 following the dissolution of the Department of Trade and Industry. The new Department brings together the science and innovation responsibilities from the DTI, and skills, further and higher education from the Department for Education and Skills. 2 MRC Annual Report and Accounts 2006/07 MRC Council Members 2006/07 The MRC is governed by its Council, which directs and oversees corporate policy and scientific strategy, ensures that the MRC is effectively managed, and makes major policy and spending decisions. Council members share collective responsibility for the MRC’s actions and performance. Responsibility for implementing the Council’s strategy and decisions is delegated to the Chief Executive, Professor Colin Blakemore. Sir John Chisholm Dr Lefkos Middleton Chairman Independent consultant (appointed 1 October 2006) (formerly GlaxoSmithKline to December 2006) Professor Colin Blakemore Mr John Neilson Deputy Chairman and Chief Executive OSI observer Professor David Armstrong Professor Genevra Richardson King’s College London King’s College London Mr Michael Brooks Professor John Savill Financial Management Consultant University of Edinburgh Dr Harry Burns Professor Herb Sewell Scottish Executive Health Department University of Nottingham Professor Kay Davies Professor Michael Wakelam University of Oxford The Babraham Institute (formerly University of Birmingham to 31 Jan 2007) Professor Sally Davies (appointment ended 31 March 2007) Department of Health Professor Carol Dezateux Outgoing members University College London Sir Anthony Cleaver Dr Peter Fellner Chairman Vernalis, Plc (appointment ended 30 September 2006) Professor Christopher Kennard Mr Derek Flint Imperial College London Non-Executive Director of Alliance and Leicester Insurance plc (appointed 1 August 2006) (appointment ended 31 July 2006) Dr Michael McBride Professor Alan North Northern Ireland Department of Health, University of Manchester Social Services and Public Safety (appointment ended 31 July 2006) (appointed 1 November 2006) Professor Andrew McMichael University of Oxford MRC Annual Report and Accounts 2006/07 3 Contents Foreword from the Chairman and Chief Executive page 6 Executive summary page 8 Delivering discovery science for health page 11 Research priorities, strategy and partnerships page 11 Supporting research excellence page 20 People page 25 Human resources page 25 Research training page 26 Bringing discoveries to the market page 31 Translating research into healthcare page 31 Fast tracking drug discovery page 32 Engaging with people page 35 Public engagement page 35 Consultation page 35 Public involvement page 36 Partnerships in communication page 36 Working with parliamentarians page 36 Explaining the link between research and the health of the public page 37 Good research practice and efficiency page 39 Good research practice and ethics page 39 Effective business practice page 41 Management Commentary page 45 Remuneration Report 2006/07 page 50 Annual Accounts 2006/07 page 55 MRC Annual Report and Accounts 2006/07 5 Foreword from the Chairman and Chief Executive It is with great pleasure that I have taken on the role of Chairman As I approach the end of my term as Chief Executive, I reflect on of the MRC, during this interesting transition. I arrived just as the the MRC’s achievements with pride. Over our long history, we have Cooksey review was coming to a close and the MRC was beginning funded outstanding science. Many of the discoveries funded by to plan its future in a world where nations are competing on a basis the MRC have been translated – by us, the NHS, industry or other of how quickly they can innovate. There is no area of scientific funders – into outcomes to improve healthcare, public policies and endeavour more likely to change the course of human civilisation the economy. for the better over the next 20 years than medical research. Through the new structures, including partnership with the Office for Strategic The UK medical research system is today facing one of the biggest Coordination of Health Research (OSCHR) and the overarching strategy transformations since the foundation of the MRC 94 years ago. As boards, the MRC will strive, as it always has done, to fund excellent the MRC moves on to play a key role in the new integrated health discovery science to deliver optimal improvements to human health. strategy and to capitalise on the opportunities such change offers, I wish my successor, the MRC and all our scientists the very best for a As Chief Executive, Colin has been a determined advocate for the productive and prosperous future. MRC, and for the strength of UK science. He has raised the public and professional profile of the MRC nationally and internationally, and has effectively engaged the community in responding to Professor Colin Blakemore changing research and financial environments. On behalf of the Deputy Chairman and Chief Executive MRC’s Council, I would like to thank him for his contribution to the success of the MRC and wish him well for the future. Sir Lesek Borysiewicz, who replaces Colin as Chief Executive1, will now lead the MRC in the new environment of coordinated health research in the UK. His stature as a scientist and clinician reflects the importance of the role the MRC will play in a coordinated strategy for turning research findings into healthcare. Sir John Chisholm Chairman 1 Sir Leszek Borysiewicz was appointed 1 October 2007. 6 MRC Annual Report and Accounts 2006/07 Foreword continued… The Medical Research Council (MRC) has a proven track record for decisions taken on issues of structure and function later in the year, funding excellent discovery research in basic, clinical and population following the appointment of the MRC’s new Chief Executive, who science, and outstanding