AHSN (Academic Health Science Networks) Network – Written evidence (LSI0028)
Author: Dr Liz Mear, Chair of the AHSN Network
These comments are in response to the Select Committee on Science and Technology's Call for Evidence for the Life Sciences and Industrial Strategy. This submission is on behalf of the AHSN Network, a partnership comprising England’s 15 Academic Health Science Networks (AHSNs).
The Network has answered the questions within its expertise area and the relevant sections and question numbers are indicated.
Science and Innovation
1. Investors can be encouraged to invest in turning research into innovations in treatment when they see that this is possible and happens frequently.
At present much research is not adopted as the capacity and willingness to support changes in practice and clinical pathways is not encouraged.
AHSNs are bodies put in place to support this transition: however sufficient funding and encouragement for those rolling out treatment options have not been built around this structure.
Industrial Strategy
6. The strategy broadly contains the right recommendations; however some of the numbers recommended may need further scrutiny. The two strategies will need central coordination to ensure they do not operate in silos.
The working arrangements of AHSNs (15 organisations with complete coverage of England, each with a population of 3-5 million residents), would be an ideal way to ensure central coordination with regional rollout using a common template that could be adapted to local needs. This model is fit to support devolution and city regions (question 9).
8. Government and industry funding should be used to support the strategy, as both are partners in the economic growth and development of the country.
NHS Procurement and collaboration
10. Procurement should be recognised as adding great value to the NHS, and its professionals should be trained and rewarded accordingly. Procurement for long-term value - rather than just for immediate cost - should be emphasised.
Procurement for clusters of organisations, rather than individual organisations, should be encouraged to gain economies of scale.
A good exemplar of this working arrangement is the north-west, with the North West Procurement Development Agency (NWPD) developing procurement professionals, establishing procurement clusters and influencing national policy.
11. AHSNs have been tasked with rolling out the ‘innovation exchange’ component of the Accelerated Access Review (AAR). This will support businesses to receive help and guidance in developing innovative products, creating jobs and applying their products to market.
The pathway transformation fund that has been allocated to the AAR is welcomed but needs to be increased.
One of the barriers to introducing new research and innovation into the NHS is that it is difficult to change current service pathways and de-commission existing services.
An increased pathway transformation fund to support 'double running' of new treatments whilst the current treatments are decommissioned would bring a positive effect.
Responsibility and Accountability
13. To achieve the recommendations of the life sciences industry strategy it will be essential to engage residents.
The charitable sector is key to this task as their stakeholders represent large numbers of the population who will be affected by the strategy.
The sector can reach out to these individuals to ensure that there is a demand in the system for new product research and services.
15. The Office for Life Sciences is very effective within its resources. These are important strategies which need adequate staffing which could be recruited and drawn from other sources e.g. a strengthening of AHSNs.
The current ministers dealing with their strategy are very dynamic however it is disappointing that the government did not appoint a dedicated Life Sciences Minister as this seems to indicate a lack of commitment to the strategy.
14 September 2017