We conduct multidisciplinary research in order to improve and innovate care and to create the care of tomorrow. We have organized our research insix content programs(spearheads). At UMC Utrecht, we work according to the principles of Open Science and strive for the highest possible quality of research and its impact on society. The question of patients is therefore an important starting point for us.
promotions (PhD degree obtained)
211
2.493
scientific publications
professors (150 men and 61 women)
218
PhD students
1.397
€123 million
raised funds for research
scientific research staff
1.462
Research
CHAPTER 3
COOPERATION
IN THE CHAIN
We cannot achieve our goals alone. That has been clear to us for a long time and that is why we have been working together for a long time in the region and also in a national context, including within the Dutch Federation of University Medical Centers (NFU). We are constantly looking for new, valuable partnerships with other healthcare providers, research and knowledge institutes. We do this by establishing connections with regional, national and international partnerships.
partners. Not only in the Outline Agreement, but also in the letter that former minister Bruins wrote to the House in July 2019 about the social role of UMCs, it was once again confirmed that cooperation is one of the tasks for the UMCs.
Alliance with UU and
TU Eindhoven & Wageningen
In 2019, we intensified our collaboration with Utrecht University, Eindhoven University of Technology and Wageningen University & Research. By building bridges across the boundaries of knowledge, institutions and programmes, we want to jointly contribute to solving major societal challenges in the areas of health, nutrition, energy and circularity. The expertise that is combined is in the field of, among other things: artificial intelligence, molecular life sciences, innovative education and valorisation. In addition to university institutional cooperation, there will also be work with a range of external partners. The Knowledge Alliance was formally launched in 2020.
In the collaborations we enter into with other hospitals, healthcare and knowledge institutions in the region and beyond, the voice of our patients, the healthcare professionals and referrers for and with whom we work is leading. We want to answer their question as best we can. Care in the right place and 'the care of tomorrow' are important starting points for this. In many cases, this requires a regional approach and ICT solutions that enable data exchange between healthcare institutions, among other things. The UMC Utrecht is happy to share its knowledge and expertise in this area. By making connections and working together in an integrated manner, we convert scientific results into products and services with added social value.
To our
websiteyou will find an overview of our collaborations.
Highlights in 2019 are:
Research collaboration
operation of the Princess Máxima Center
In addition to the intensive collaboration in the field of care and education that we already had with the Princess Máxima Medical Center, we also entered into a research collaboration in 2019 for three promising research projects that could lead to breakthroughs in the treatment of people with certain forms of cancer . In the first project, researchers from both centers are working together on the use of ultrasound in the treatment of certain very serious brain tumors (gliomas) in children and adults. Within the second project, immuno-oncology researchers are working on target identification in different types of tumors, such as liver tumors and thyroid tumors, which occur in people in different age groups. The third project focuses on image-guided personalized cancer care in different types of tumours, such as neuroendocrine tumours. The METC Utrecht was also established in 2019: the medical ethics review committee in which UMC Utrecht and the Princess Máxima Medical Center jointly assess their protocols for research involving test subjects.
Health Hub
To keep the Dutch health care system of good quality and affordable, fundamental changes are needed in the organization ofhealth, care and wellbeing. This can only be done by making a change with the entire system. The best and fastest way to do this is to bundle all knowledge, skills, creativity and especially passion at a regional level in a broad 'thinking and doing movement'.
OfHealth Hub Utrechtis such a 'thinking and doing movement' and UMC Utrecht is an active part of it. In 2019, Health Hub has developed into a dynamic regional alliance in the field of health, care and well-being. Healthcare professionals, researchers, policy makers, designers and entrepreneurs are finding each other better and faster. Together we have one goal: to make growing up healthy, living a balanced life, aging happily and dying with dignity accessible to everyone in the Utrecht region. And so that all residents benefit as equally as possible from the growth in prosperity in our region.
In 2019, a broad network of partners, including municipalities, the province, the Economic Board Utrecht and knowledge and healthcare institutions, provided basic funding for the Health Hub. In addition, the Health Hub is organized along 3 coalitions: district-oriented prevention, digital transformation and attractive labor market. Various scientists and employees of UMC Utrecht are closely involved in the coalitions. Also in 2019 theHealth Hub Academystarted, an ongoing program in which professionals within the Health Hub jointly look for impactful offerings from the Hub for all Utrecht residents. The chairman of our board of directors, Margriet Schneider, is the administrative leader of the Health Hub together with the Utrecht alderman for Public Health, Eelco Eerenberg.
Establishment of the Central Netherlands Oncology Network
In May 2019, we signed a collaboration agreement with the St. Antonius Hospital in Nieuwegein, the Diakonessenhuis in Utrecht, Zeist and Doorn, the Rivierenland Hospital in Gelderland and the Meander Medical Center in Amersfoort. This marked the official start of the Central Netherlands Oncology Network. Through this collaboration, we provide high-quality, accurate care in the right place for patients with cancer in the central Netherlands.
New agreement Calamity Hospital
The Calamity Hospital is a collaboration between the Ministries of Defense and Public Health, Welfare and Sport and the UMC Utrecht. At the end of September 2019, we signed a new agreement about the Emergency Hospital, which continues and further strengthens the collaboration.
Establishment of the Central Netherlands Oncology Network
In May 2019, we signed a collaboration agreement with the St. Antonius Hospital in Nieuwegein, the Diakonessenhuis in Utrecht, Zeist and Doorn, the Rivierenland Hospital in Gelderland and the Meander Medical Center in Amersfoort. This marked the official start of the Central Netherlands Oncology Network. Through this collaboration, we provide high-quality, accurate care in the right place for patients with cancer in the central Netherlands.
Within the Central Netherlands Oncology Network, professionals work together on uniform protocolling, joint regional multidisciplinary consultation (MDO), knowledge sharing and innovation, agreements about the distribution of care and conducting scientific research for a total of 12 tumor groups. In 2019, a regional multidisciplinary consultation was established for people with gastrointestinal, gynecological, haematological and urological cancers. Regional care pathways and specialized surgical locations have been created for these patient groups. In addition, work has been done on secure digital data exchange throughout the region. The Central Netherlands Oncology Network is supported by the Citrine Fund (NFU and ZonMw) and the Comprehensive Cancer Center of the Netherlands (IKNL).
New agreement Calamity Hospital
The Calamity Hospital is a collaboration between the Ministries of Defense and Public Health, Welfare and Sport and the UMC Utrecht. At the end of September 2019, we signed a new agreement about the Emergency Hospital, which continues and further strengthens the collaboration.
The Calamity Hospital was established in 1987 for the initial reception and care of large groups of wounded soldiers from war zones. From 2002, at the request of the Ministry of Health, Welfare and Sport, the unique facility has also been opened for the reception of groups of civilian victims of disasters and accidents in the Netherlands and abroad. Since 2005 it has also been used for the reception of victims of special infectious diseases. In 2019, the Emergency Hospital was opened twice.
SUSTAINABILITY
The UMC Utrecht wants to contribute to a healthy life and a healthy society, also for future generations. By offering future-proof care, education and research, in ecological, economic and social terms. We want sustainability to be a matter of course in everything we do. And in this we want to be an example for others. In oursustainability policywe focus on two themes:Keeping healthy what is healthy and clean environment.
Results
More
information
Keep some healthy
healthy
Our results in the field ofwe keep sustainability within usSustainability Dashboard.
You can read more about sustainability within UMC Utrechthere.
Our main positive impact is better health for people, both current and future generations. Based on the theme Keeping healthy what is healthy, we promote a healthy lifestyle and support our patients, employees and students to make healthy choices and to take control of their own health to the best of their ability. A good example of this is the launch of our online portal LEV for career development and vitalityour employees.
Both themes in our sustainability strategy contribute to preventive health care, the transition from disease care to health care and thus keeping health care accessible and affordable in the future.
Clean environment
With the Clean Environment theme, we are working to reduce our negative impact: environmental care is preventive health care. We strive for a CO2-neutral and circular hospital. Three examples of how we are working on this are the reuse of medical equipment and aids, the establishment of the network of green healthcare professionals and the drawing up of a CO2 roadmap.
OFWORLDABOUT
US GO
Developments in healthcare and beyond are moving at lightning speed. Social and technological developments, digitalisation, artificial intelligence and big data are radically changing our care, our research and our education. Among other things, the demand for care and the intensity of care are increasing. And at the same time, the demand for personnel will continue to exceed the supply in the coming years. These developments naturally have an impact on our organization and employees, as well as on our patients and students.
Impact on it
UMC Utrecht
All developments help us to provide care to patients where it can best take place and to increasingly personalize care. The emphasis is shifting to lifestyle, prevention and self-care, with the patient directing his or her own care. The use of technology and intensive cooperation with other parties in the healthcare chain are necessary to make this move. This changes the content of our care, our research and also our education.
All developments also require changes in our business operations. Subjects such as privacy and security are even more important than before and we are also increasingly asking our employees for other competencies. In addition, responsible management of our costs is always high on our agenda. The high administrative burden in healthcare has long been a topical theme and subject of discussion. By limiting ourselves to only the necessary registration moments and automating these as much as possible, we can save costs and spend more time on our core tasks. It is also a challenge to reduce the impact of care on the environment, and thus on people's health, and to achieve sustainable care.
Outline agreement
An important starting point for us is the new four-year Outline Agreement for specialist medical care, which was agreed in 2018. The aim of the agreement is to further promote the quality and efficiency of medical specialist care and to guarantee the accessibility and affordability of the care in the long term. The ambition of the Outline Agreement is to curb the growth of expenditure on specialist medical care to ultimately 0% in 2022. The Outline Agreement includes agreements on a movement towards the right care at the right time.
place, by the right…
Science
Just as in healthcare, the trend towards more attention to prevention, more personalized care and more collaboration is clearly visible in science. The research agenda is determined in direct contact with patients and society, which is how research takes place. On 8 June 2018, the European Commission announced Horizon Europe as the new framework programme. Open Science, mission-based research and the need for cross-disciplinary research play a major role in this.
OUR
STRATEGY:
CONNECTING U
With our Connecting U strategy (2015-2020), we responded to all the developments around us and we are working on realizing our mission to improve people's health together and create the care of tomorrow. In 2019 theConnecting U strategy (2015-2020)entered the last year and we have developed it further for the coming years.
Social impact of our spearheads
In order to maximize our social impact, we largely focus our efforts in the field of healthcare, research, education and innovation onsix spearheads, namelijk: Brain, Cancer, Child Health, Circulatory Health, Infection & Immunity en Regenerative Medicine & Stem Cells.
Quality & safety
We also achieved good results in the field of quality & safety in 2019. In July 2019, we obtained the international for the third timeJCI accreditation, our research was rated 'good to excellent' in the 6-year evaluation according to the Standard Evaluation Protocol (SEP)and we have completed many quality improvement projects. The good reviews are a result of the fact that quality and patient safety are widely recognized in our organization…
Patient experience
In 2019, replacing the CQ index, we introduced thePatient Experience Measurement (PEM)introduced. This measurement is used nationally to compare patient experiences between hospitals. In the PEM we scored an 8.5 for our outpatient clinic and an 8.4 for our clinic on patient experience. Our good score for patient satisfaction is probably due to the fact that we continuously listen to our patients. This does not alter the fact that our ambition goes further and in 2020...
To work concretely on our mission and to measure whether what we do has the desired impact, we have set ourselves noticeable and measurable goals in terms of: patient experience, quality & safety, employee satisfaction, productivity and impact.
Measurable goals
Staff-
satisfaction
Our work experience survey shows an upward trend when it comes to job satisfaction. More people experience an appropriate workload and the overall score rises slightly. In 2019, 44% of employees rated working at UMC Utrecht with an 8 or higher. In 2018 this was 43%. Among other things, our new way of working viaTogether For the Patientand various initiativesadministrative expensescontribute to the job satisfaction experienced by our employees. It even better…
As in previous years, the UMC Utrecht was also in 2019financially healthy. Nevertheless, we are always alert to how we can work more efficiently in order to remain financially healthy in the future and to continue to develop and innovate. We also performed well in 2019 in terms of productivity and impact. For example, we achieved more care within our care profile and within our six spearheads, and we are…
Productivity and impact
Connection with our patients
We not only work for, but also with patients. Of course when it comes to their own treatment, but also when it comes to the future of care, research and education. We work together with patients, for example, through our patient panels, the client council andpatient participation. We also constantly check with our patients and their loved ones whether we are doing the right things right. In our view, care is only good if patients experience it as good.
Within our Connecting U strategy we focus on:
Our current Connecting U strategy will expire in 2020. Together with more than 2,200 employees, patients, students and external experts, we reflected and discussed possible strategic themes for our strategy from 2020 onwards under the title 'Healthy 2030 Future Debate' in 2019.
During the debate, participants indicated that they considered the following themes important for the future of UMC Utrecht:
- Technology: UMC Utrecht uses state-of-the-art technology to serve the patient, uses big data, data analysis and open access effectively, provides care at a distance and at home and plays a role in scaling up and valorizing successful technologies .
- Preventing disease:UMC Utrecht is an expert in the field of lifestyle, prevention and healthy ageing.
- Directing the patient:the UMC Utrecht puts the patient in control through technological applications and making knowledge about care and care processes accessible.
- Organization:the UMC Utrecht is a respectful and ethical (working) environment, is a healthy and sustainable (working) environment, cooperates well with the region and informal carers, ensures that employees and disciplines of the UMC Utrecht work well together and is an efficient and financially healthy organization.
- Research and education:we strengthen our academic function through innovative research and education.
Healthy 2030 future debate
We have used the input from the Healthy 2030 Future Debate to formulate the main points of the ambitions. We then made various analyzes of reports on external developments and social trends. And internally, we have looked at what the UMC Utrecht is strong in and what areas need strengthening in order to respond to external developments and our ambitions. In October 2019, the Board of Directors drew up the contours of a renewed strategy and in 2020 we finalized and adopted the renewed strategy.
The future debate has been very important to us. Not only because we have identified important themes and insights, but also because the creation of the renewed strategy has become a collective achievement. The process that has been followed shows that we achieve more together. The UMC Utrecht has connected the world of many stakeholders and has thus arrived at the strategy 2020-2025.
In order to respond effectively to the changing demand from society, we must be adaptive. Connecting U therefore also means: continuous improvement, developing our human capital and organizing decisively and sustainably. In 2019, we took important steps in this direction through our strategic programs:
Together For the Patient, Patient participation,
Connecting Leaders,developmental HRM,Decisive management and modernization of business operations.
Social impact of our spearheads
In order to maximize our social impact, we largely focus our efforts in the field of healthcare, research, education and innovation onsix spearheads, namelijk: Brain, Cancer, Child Health, Circulatory Health, Infection & Immunity en Regenerative Medicine & Stem Cells.
Patient experience
In 2019, replacing the CQ index, we introduced thePatient Experience Measurement (PEM)introduced. This measurement is used nationally to compare patient experiences between hospitals. In the PEM we scored an 8.5 for our outpatient clinic and an 8.4 for our clinic on patient experience. Our good score for patient satisfaction is probably due to the fact that we continuously listen to our patients. This does not take away
that our ambition goes further and in 2020 we will again work hard to achieve it. For example, when it comes to the waiting time for the outpatient clinic. In 2019, this waiting time was less than or equal to 28 days in 80% of cases. We always try to make room for urgency in coordination with the referrer. The number of cancellations of operations can also be further reduced. It is very annoying for the patient if an operation is postponed. We want to minimize that and at the same time there is sometimes an emergency or the absence of a doctor, which means that we cannot achieve 0%. In 2019, the number of cancellations amounted to 3% of the total number of operations. Most operations were performed at a later date. We also want to further increase the number of online appointments, so that patients are increasingly given the opportunity to schedule a time that suits them. In 2019, the number of online appointments amounted to 0.02% of the total.
Quality & safety
We also achieved good results in the field of quality & safety in 2019. In July 2019, we obtained the international for the third timeJCI accreditation, our research was rated 'good to excellent' in the 6-yearly evaluation according to the StandardEvaluation Protocol (SEP)and we have completed many quality improvement projects. The good reviews are a result of the fact that quality and patient safety are widely accepted
are supported by our organization and that our own system enables us to identify risks and take improvement initiatives. In 2020, we want to improve, among other things, the transfer of information about medicines when patients leave the hospital. On our KPI medication transfer, we scored 89% on admission and 63% on discharge/transfer in 2019. Our ambition remains 90% in both cases. This is a major ambition, particularly for the transfer upon dismissal/transfer. We are making steady progress from 40% in 2018. We also want to send a discharge notice to the GP/referrer within 24 hours for 90% of transfers home or to another institution and a full discharge letter within 14 days. We will therefore be committed to this in 2020.
Staff-
satisfaction
Our work experience survey shows an upward trend when it comes to job satisfaction. More people experience an appropriate workload and the overall score rises slightly. In 2019, 44% of employees rated working at UMC Utrecht with an 8 or higher. In 2018 this was 43%. Among other things, our new way of working viaTogether For the Patientand the various initiativesfor administrative burdenscontribute to the job satisfaction that our
employees experience. However, facilitating our people even better has our constant attention, so again in 2020, and we want to further increase the overall appreciation of our employees for working at UMC Utrecht to 60%. For example, we can realize more completed appraisal interviews annually within our appraisal policy. In 2019 this was 44%. We also want to reduce absenteeism due to illness. In 2019, there was an average of 4.9 sick days including reintegration and 4.34 sick days excluding reintegration per employee per calendar year.
As in previous years, the UMC Utrecht was also in 2019financially healthy. Nevertheless, we are always alert to how we can work more efficiently in order to remain financially healthy in the future and to continue to develop and innovate. We also performed well in 2019 in terms of productivity and impact. For example, we achieved more care within our care profile and within our six spearheads, and we are on schedule in these areas. In 2019, 92% of the care we provided was care within our care profile. And 84.5% of the care is related to one of our six spearheads. On the KPI teacher professionala-
we can still improve the quality of education, so that we can further increase our impact in the field of education. In 2019, 78% of our teachers had a Basic Teaching Qualification (BKO).
Productivity and impact
spearheads and we are on track in these areas. In 2019, 92% of the care we provided was care within our care profile. And 84.5% of the care is related to one of our six spearheads. We can still improve on the KPI for teacher professionalisation, which will allow us to further increase our impact in the field of education. In 2019, 78% of our teachers had a Basic Teaching Qualification (BKO).
place, by the right professional, at the right time and at the right price. The result should be that (more expensive) care is prevented. And that care takes place closer to the patient where possible or is concentrated where necessary for reasons of quality and/or efficiency. If this results in equivalent or better quality care, physical care should also be replaced by other care, such as eHealth. Agreements have also been made in the Outline Agreement that should contribute to solving the labor market problem and agreements to reduce the regulatory burden.
Impact of COVID-19 on our research
At UMC Utrecht we perform uniquely
and pioneering research. Some examples of this in 2020 are:
Unique research
Due to the outbreak of COVID-19, we had to suspend much of our scientific research in March 2020. At the beginning of June 2020, we were able to scale up our scientific human-related research again. We were able to scale up our laboratory research to thirty percent in mid-May and to fifty percent at the end of June. From 1 September, most research was again running as well as possible within the 1.5-meter society. We have succeeded in setting up the laboratories in such a way that everyone can safely keep a distance of 1.5 meters. And the researchers often do computer work and data analysis from home. Human-related research will now continue as much as possible if it can be done safely for patients and employees.
As a result, COVID-19 has significantly delayed our research. And, since most research is funded for a certain period of time, unfortunately a lot of research probably cannot be completed within the agreed time. This has major consequences for both starting researchers and society. Because research that is not finished - even if it is eighty percent - is useless. It goes without saying that we have consulted with financing partners to continue the financing. We have also made extra money available at UMC Utrecht to continue the research as much as possible. For example, PhD students and postdocs will still be able to complete research projects.
Open Science is a transition to a new way of doing science with openness as a central characteristic. Research data is made as accessible as possible, scientific publications are preferably published Open Access and society is involved as much as possible in all research phases. A new way of recognizing and appreciating researchers stimulates this transition.
Research funding
In 2020, we raised a total of 123 million euros in funds (111 million in 2019) to conduct research.
Open Science
One of the comments of the committee that conducted the SEP evaluation in 2019 was that due to the matrix structure at UMC Utrecht, research management takes a relatively large amount of time and attention. This was also a point of attention in the field of research funding. In 2020, we therefore strengthened our internal capacity to support grant applications for research at the European Union. We have also strengthened project management activities within our Research Support Office to support these major EU-funded research projects. In addition, we have developed a set-up for a NL funding team that can support applications for individual grants and grants (Veni-Vidi-Vici and grants from the European Research Council (ERC) and national grants). The aim is for this funding team to be able to start in 2021.
In order to further implement the recommendations of the SEP committee, we also drew up a plan in 2020 for the use of funds from the European Research Stimulation (SEO) scheme in 2021. The plan is aimed at strengthening the UMC Utrecht strategy in the field of research within spearheads and enhancers, talent policy (individual grants), recruiting capacity and reducing risks in the implementation of large externally subsidized projects in particular. The installation of the NL funding team is also part of this and a Research & Innovation Support Office will be set up.
Valorisation of research
Translating scientific knowledge into impactful solutions for patients and society is an important objective of UMC Utrecht. To achieve this objective, we support researchers and other professionals with valorisation and funding through theResearch Support Office (RSO),Utrecht Holdings,medical bridges,THINK, and some programs, such as theLeave the Mega Challenge.
Despite the fact that research and its translation into solutions for patients came under pressure due to the outbreak of the coronavirus in 2020, interesting initiatives for the valorisation of research have been funded and started from UMC Utrecht.
Open Science is a transition to a new way of doing science with openness as a central characteristic. Research data is made as accessible as possible, scientific publications are preferably published Open Access and society is involved as much as possible in all research phases. A new way of recognizing and appreciating researchers stimulates this transition.
Quality of research
Within UMC Utrecht we strive for the highest possible quality when it comes to research and we ensure that all our research complies with laws and regulations.
Research Support
Development of quality system
In 2019, we started setting up a new quality system for all human-related research conducted at UMC Utrecht. In 2020 we worked on the further development of this. With this quality manual we want to organize the support of the researcher more demand-oriented by means of the research cycle: planning, setting up, executing and closing. These stages have been summarized in 2020 in short and concise Standard Operating Procedures (SOPs), with various process steps, key actions and work instructions where necessary. The various roles and responsibilities are also described (governance). These offer researchers and research staff clear tools to ensure high quality research. The quality manual will be finalized and implemented in 2021.
Remote tracers
At UMC Utrecht, we assess the quality of human-related research using tracers on a random basis. We check to what extent we comply with the UMC-wide research quality policy and with relevant laws and regulations. In addition to research tracers, we run leadership tracers. We look at the quality of the management and support of research. Tracers enable us to continuously improve. Previously, these tracers were performed on location. In 2020, we have ensured that these tracers can also be performed remotely in a high-quality manner.
Implementation Research Management System
In 2020, we implemented the new Research Information System VIDATUM within three divisions. This system supports researchers to prepare and conduct their research more efficiently and in accordance with laws and regulations, to go through the necessary approval processes more quickly and to better monitor progress. It also provides management information for us as an organization to continue to improve in the field of research and to be in control. In 2021 we will implement the system in all our divisions.
Preparation for new regulations
In 2021, new requirements will be set within Europe for research with medical devices via the Medical Device Regulation (MDR) and for drug research via the European Clinical Trial Regulation (ECTR). In 2020 we started preparations to make the UMC Utrecht 'MDR and ECTR-proof'.
euros in funds
123 million
Five Marie Curie grants
The UMC Utrecht received in 2020five Marie Curie grantsfor research into: the health of city dwellers ...
ERC grant for research into alternative antibiotics
How can we use antibodies to fight bacteria? For research into antibody therapies…
Five times KWF subsidy
In September 2020, five UMC Utrecht
investigate oneKWF subsidypromised. It's about ...
Horizon-2020
The last European Horizon 2020 grants were announced at the end of 2020. For four studies...
Vier veni's, vier vidi's en vier vici's
In 2020, the Netherlands Organization for Scientific Research (NWO) has four promising ...
Organoid models in COVID-19 research
Organoid models are also used in research into COVID-19. In 2020, UMC Utrecht received ...
REMAP-CAP studie
The international REMAP-CAP study, a
ongoing global study to improve the treatment…
Immunotherapy in cancer
Treatment works for some cancers
with immunotherapy well. Staying with other shapes…
BCG PRIME study
In September 2020, the BCG-PRIME study started in 22 hospitals, including all UMCs and the Santeon ...
Genetic disease repaired inhuman cell
Research using cystic fibrosis organoids, pieces of tissue made from a patient's stem cells…
BCG PRIME study
In September 2020, the BCG-PRIME study started in 22 hospitals, including all UMCs and the Santeon top clinical hospitals. The UMC Utrecht coordinated the study. The study investigated whether the vaccine against tuberculosis (hetBCG vaccine) offers protection against the consequences of an infection with the coronavirus in frail elderly people. Previous research showed that the BCG vaccine not only protects against tuberculosis, but can also increase resistance to other pathogens by giving the immune system a temporary boost. In January 2021, it turned out that the BCG vaccine was unfortunately vulnerable elderlyno protectionoffers against symptoms of COVID-19.
REMAP-CAP studie
The international REMAP-CAP study, an ongoing global study to improve the treatment of pneumonia, is coordinated in Europe by UMC Utrecht. The research is designed in such a way that medicines can be tested for effectiveness quickly during a pandemic. In 2020, the REMAP-CAP study will include several - already existing -medicines in the treatment of COVID-19 patientstested.
So it turned out that using the cheap, commonly availablecorticosteroid hydrocortisonincrease the chances of survival of critically ill COVID-19 patients treated in ICU. These results confirm what a study by the University of Oxford previously showed: a third fewer deaths when treated with the corticosteroid dexamethasone.
In addition, two existing rheumatoid arthritis drugs (tocilizumab and sarilumab) have been studied in critically ill COVID-19 patients admitted to intensive care with respiratory support. Almost all of the patients were also treated with corticosteroids (see above). The addition of the two new drugs ensures even better outcomes for these patients: therisk of death is reduced by almost a quarterand patients spend on average one week less in the ICU. This reduces the pressure on the ICs in Dutch hospitals.
The REMAP-CAP study also showed that treatment withhigh doses of blood thinners effectiveis for patients with COVID-19 who are hospitalized but not in the ICU. The treatment can prevent these patients from becoming seriously ill and the treatment can improve the patients' recovery. Earlier it turned out that blood thinnersnot work on critically ill COVID-19 patients, who are treated in the ICU. Also administeringplasma antibodiesof COVID-19 patients in ICU showed no improvement in these patients .
Organoid models in COVID-19 research
Organoid models are also used in research into COVID-19. In 2020, UMC Utrecht received financial support of more than 1.6 million euros for two projects with organoid models to study the pathogenesis and treatment of SARS-CoV-2. The 'Clear COVID-19' project received 1.2 million euros to study SARS-CoV-2 infection in people with mild and severe COVID-19. The 'Ex vivo models' project to study tissue-specific features of SARS-CoV-2 infection and search for drugs on a large scale received 465,000 euros. Through these projects, UMC Utrecht hopes to be able to bring new antiviral drugs to the market faster with clinically validated models.
Immunotherapy in cancer
Immunotherapy treatment works well for some cancers. In other forms, the results lag behind. T cells play a role in the immune system and in cancer treatment. T cells can kill cancer cells by pumping a toxic substance into cancer cells. However, some cancer cells have inhibitors for this. At UMC Utrecht, research is being done into providing T cells with a more powerful mechanism: an even more toxic molecule, for which the cancer cells have no inhibitors. In order to be able to develop new immune therapies for both solid tumors and blood cancers on this basis, the UMC Utrecht received a grant of 581,000 euros from the KWF Cancer Control in 2020.
Genetic disease repaired inhuman cell
Research with cystic fibrosis organoids, pieces of tissue made from a patient's stem cells, at UMC Utrecht shows that these organoids can be used with a newCRISPR-Cas techniqueare effective and safe to cure. This new CRISPR-Cas technique detects the pathogenic piece of DNA and repairs it on the spot, without the DNA being cut away and replaced. The traditional form of CRISPR-Cas cut out a certain piece of DNA, so that the cell had to repair itself with, hopefully, the 'good' piece of DNA made in the lab. With the new results, we are taking a major step towards genetically repairing a disease in the patient in the future. In February 2020, the research with cystic fibrosis organoids was published in Cell Stem Cell.
4 new start-ups UtrechtInc
Startup incubator UtrechtInc helped start 4 new startups from UMC Utrecht in 2020, namelyMeTeX.ai, AOKI Medical,TargED BiopharmaceuticalsinUnderstanding patients.
Utrecht Health Seed Fund (UHSF)
In 2018, together with the Economic Board Utrecht (EBU), we submitted a grant application for a Gap Finance Fund to the European Fund for Regional Development. This application was approved for 5.4 million euros, which enabled us to start the project in March 2020.Utrecht Health Seed Fund (UHSF). The aim of this fund is to close the gap between where research funding ends and where corporate funding begins, in order to develop better, faster and more ideas into healthcare products for patients. In 2020, the USHF invested inTargED Biopharmaceuticals. TarGED is developing the protein drug 'Microlysis' against blood clots in thrombosis and stroke. As of January 1, 2021, the Regional Development Agency (ROM) Utrecht will take over all executive activities of the EBU. The UMC Utrecht is one of the founding fathers of the ROM Utrecht.
TKI grant from Health Holland
The Top Consortium for Knowledge and Innovation (TKI) subsidy is a financial incentive from the Ministry of Economic Affairs (EZ) for researchers to set up innovation projects together with companies. In 2020, we did the selection of projects here ourselves for the first time. The Health Holland top sector made 2.5 million euros available for projects initiated by UMC Utrecht.
UMC Utrecht researchers submitted about thirty ideas for this TKI grant. Ultimately, based on our strategy, we selected five projects for this grant, namely:
Development of a medicine against knee osteoarthritis via the UMC Utrecht spin-offSynerkine Pharma.
Development of a tool to predict whether medication against arteriosclerosis is effective, together withCorvidane/BNN Cardio Therapeutics.
Development of a personalized drug against cystic fibrosis, together withPTI Therapeutics.
Research into the applicability of antibody therapy - as used in neuroblastoma - for breast and skin cancer, and further development of this therapy within the start-up TigaTx.
Development of the protein drug 'Microlyse' against blood clots in thrombosis and stroke, in collaboration withTargED Biopharmaceuticals.
In addition to the 2.5 million euro subsidy available through Health Holland, the companies jointly invest almost 1 million euro (in cash) for the implementation of these projects at UMC Utrecht. The total investment in these projects, including the subsidy from Health Holland, therefore amounts to more than 3.5 million euros.
Utrecht Holdings
In 2020, Utrecht Holdings provided 43 new intakes for innovations from UMC Utrecht. 5 new patent applications have been filed. Based on knowledge from UMC Utrecht, 2 start-ups were launched and 9 licenses for marketing innovations from UMC Utrecht were issued. One of these licenses was for an innovation of a potential biopharmaceutical for removing blood clots, such as those that can occur in stroke.
Five Marie Curie grants
The UMC Utrecht received in 2020five Marie Curie grantsfor research into: the health of city dwellers, communication in our immune system, cartilage growth, cell metabolism in metabolic disorders and the muscle disease SMA. The UMC Utrecht will receive a total of 1.6 million euros, which means that six international PhD students can be appointed here.
Horizon-2020
The last European Horizon 2020 grants were announced at the end of 2020. The UMC Utrecht receives a subsidy for four studies for which the UMC Utrecht is the coordinator. Namely for research into: better abdominal dialysis, radiation against dangerously fast heart rhythm, the risk of micro- and nanoplastics on the development of children, and a new way of bioprinting to create a model of thepancreasto make. In addition, UMC Utrecht is a partner in six other studies, for which a Horizon 2020 grant has been awarded. The UMC Utrecht will receive a total of 7.7 million euros.
ERC grant for research into alternative antibiotics
How can we use antibodies to fight bacteria? UMC Utrecht has received a grant of two million euros from the European Research Council (ERC) for research into antibody therapies that use the own immune system to fight bacteria. The aim is to find an alternative to antibiotics in the long term.
In September 2020, five UMC Utrecht studies received aKWF subsidypromised. This concerns research into: removing a blockage of the gastric outlet (for example in pancreatic cancer), faster correct diagnosis in neuroendocrine tumours, a new form of immunotherapy for colon cancer, modifying immune cells to improve immune therapy, and the role of DNA mutations in the development of colorectal cancer.
Five times KWF subsidy
Dialogue with patients under investigation
The UMC Utrecht is working on this in various ways. Through ICT infrastructure and support, we make it easier for researchers to store their data FAIR (Findable, Accessible, Interoperable and Reuseable). In 2020, a basic Research Data Management training course was started for researchers, practical work instructions for researchers were developed and we made preparations for a 'digital research environment', a UMC Utrecht-wide research data archive and a digital competence center.
The transition to Open Science can only be achieved through the new recognition and appreciation system, in which researchers are rewarded for Open Science practices. In 2020 at UMC Utrecht, we gave shape to this with a new UMC Utrecht-wide talent policy, in which we define talent and quality not only on the basis of measurable research output, but also on the basis of contributions to Open Science, leadership and (social) ) effect. With this, we also followed the recommendation of the SEP committee in 2019 to set up a UMC Utrecht-wide talent policy for researchers. In 2020, young researchers will also have their say in the debate on talent policy via online symposia on Open Science and team science. The 'Young Science in Transition' think tank of young researchers has also developed a new assessment form for PhD students, aimed at broader competencies. For example, organizing a dialogue with patients about research questions, contributing to education (development) or making research data available FAIR.
Involving patients in research is an important part of Open Science. Our strategic programPatient participationhelps researchers to involve patients (associations) in research.
In 2020, a multi-year Patient Participation Plan will be drawn up, which will focus, among other things, on training researchers and collaborative patients in this area. In 2019, the SEP committee was very impressed by the parallel assessment of the UMC Utrecht study by a committee of social stakeholders, especially representatives of patient associations. The SEP committee regarded the UMC Utrecht as an example for other institutions.
Another good example of involving patients in research is that in 2020 we have drawn up a research agenda for juvenile rheumatoid arthritis together with organizations of patients, parents and practitioners. In the fall of 2020, this research agenda received the PGO Support Impact Prize for patient participation. The jury praised the way in which young children in particular were actively involved.
Vier veni's, vier vidi's en vier vici's
In 2020, the Netherlands Organization for Scientific Research (NWO) awarded four promising young scientists at UMC Utrecht a Veni grant of up to 250,000 euros. With this grant, the laureates can further develop their own research ideas for three years. In addition, four experienced UMC Utrecht scientists received aVidi grant from the NWOof 800,000 euros, with which they will develop their own innovative line of research and set up a research group over the next five years. Four experienced UMC Utrecht researchers also received a Vici grant of 1.5 million euros, which they can use to conduct innovative research over a period of five years and further expand their research group.
