The most advanced academic health science networks should play a greater strategic role in service reconfigurations, leading AHSN figures have said.

The call comes as NHS England considers a restructure of its innovation and improvement bodies, a move which could impact profoundly the extent of influence AHSNs have on shaping NHS services.

David Fish, managing director of UCL Partners which has one of the most advanced AHSNs, said the networks could play an “enabling and catalytic” role rather than act as “system leaders” like the former strategic health authorities.

Prof David Fish

Networks can play an ‘enabling and catalytic’ role, David Fish said

He added that the delivery of the vision outlined in the NHS Five Year Forward View “would undoubtedly require organisations to work together in greater collaboration”.

“In some ways the challenge going forward in healthcare globally and the UK in particular is: can we go at enough pace of change in order to bridge the gap between expectation, need and funding?” he asked.

“So an enabling and catalytic function [would be] particularly useful when pace is one of the main challenges. Currently, the pace of change is undoubtedly an imperative and needs to be built on existing partnership platforms.”

UCL Partners has one of the most well regarded networks, and other senior AHSN leaders told HSJ its service reconfiguration work could be used as a guide for others to follow.

While 15 AHSNs were granted licenses by NHS England in May last year, they have developed at different speeds.

Only the more developed networks would be expected to play such a more strategic role, HSJ understands.

The role of the networks is under discussion as part of an NHS England review led by David Levy, regional medical director for the Midlands and the East.

Following the publication of the forward view, a re-think of the roles played by the NHS’s improvement and innovation bodies is now expected.

The forward view pointed to the need to “create greater alignment in the work of strategic clinical networks, clinical senates, [NHS Improving Quality], the NHS Leadership Academy and the academic health science centres and networks”.

Plans to merge the back office functions of the AHSNs and other bodies such as the strategic clinical networks or clinical senates have already been discussed, HSJ understands.

Andrew Vallance-Owen, chair of South West Peninsula AHSN, agreed with Professor Fish’s assertion that the networks should “enable” rather than “lead”.

“Organisations see us as an honest broker because our members and board include providers, commissioners and universities,” he said.

Dr Vallance-Owen urged caution in terms of the review. “It would be a shame to make more structural change just when things are moving in the right direction,” he said.

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