Universities are an indispensible part of the UK’s healthcare system. Their contribution is wide-ranging; universities sustain and enrich our health services not only by supplying and developing the healthcare workforce but also by operating as the crucibles for service innovation and excellence. What role do universities play in health research and how are they placed to be involved in AHSNs?   What shape should AHSNs take and what might an ‘ideal’ AHSN look like?   What steps can we take to get there?

1. AHSNs: from a university perspective
July 2012

2. AHSNs: from a university perspective
What role do universities play in health research and how
are they placed to be involved in AHSNs?
What shape should AHSNs take and what might an ‘ideal’
AHSN look like?
What steps can we take to get there?
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3. Contents
1. Introduction and context
2. Universities and health research
3. Research through partnership
4. Introducing the AHSN
I. Scope, principles and outcomes
II. Functions of the AHSN
III. Still to be confirmed
5. The ideal AHSN?
6. Application process and timescale
7. Conclusion
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4. Introduction and context
Innovation is an aspiration, not a single process, the pursuit of which can
transform services and patient outcomes. While the UK’s capacity and capability
for health innovation is world-leading, the UK performs less well at disseminating
research and best practice.
‘Innovation, Health and Wealth’, the Department of Health’s strategy for
research and innovation, was released in December 2011. This has kick-started a
significant drive to encourage the adoption and spread of innovations in
healthcare. A flagship proposal is the establishment of ‘Academic Health Science
Networks’ (AHSNs).
This discussion document looks at how universities could be involved in the new
innovation landscape. It outlines universities’ current role in research and
innovation, we ask what an ideal AHSN might look like and considers the many
functions that AHSNs will be taking on.
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5. Universities and health research
Universities are an indispensible part of the UK’s healthcare system. Their
contribution is wide-ranging; universities sustain and enrich our health services
not only by supplying and developing the healthcare workforce but also by
operating as the crucibles for service innovation and excellence.
This activity is one of the most important contributions that universities make to
our society.
50,000 health researchers working in universities
£2.2bn health grants awarded to universities for health research
of the world’s academic health publications have an author from
8.5% the UK
The UK’s academic health publications have the highest citation
1st rate in the world
The UK is the 2nd largest source of academic health publications
2nd
in the world - more than France and Germany combined
1-in-3 hospitals in England are university hospitals
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6. Universities and health research
MRI scanning, connecting lung cancer to smoking, the discovery of DNA, IVF
treatment and the Hepatitis B vaccine are just some of the results of research
carried out by universities in partnership with health providers and industry.
Yet universities’ involvement in health innovations is more than pure-science
research: it ranges from the invention of new cures and service models through
to service implementation, assessment and education.
Creating new medicines, improving existing
Discovery and invention treatments, devising new service concepts
Applying concepts to providers of care,
Service enhancement enhancing patient pathways, improving
information
Evaluating technologies and Monitoring and assessing the effectiveness of
organisations healthcare delivery
Offering education and research opportunities
Fostering innovation including through Clinical Academic Pathways
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7. Universities and health research
Involvement in health also spans a range of academic disciplines, including
medicine, nursing and midwifery, allied health professions, economics, IT,
business management, sociology, statistics, philosophy, and law.
Research can be initiated by a range of drivers, from laboratories to charity
services.
E.g. laboratories – Health providers Experience and Bridging services and
inventing and striving to improve evaluation of services research – inspiring ...
improving treatments patient care and programmes innovative individuals
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8. Research through partnership
Health research in universities does not take place in isolation, rather it involves
successful collaborations. There are many examples of this:
These are intensive collaborations between universities and NHS
Academic Health providers, applying new discoveries to health services. The five AHSCs
Science Centres in operation in England focus on research, clinical services and also
education and training.
Health Innovation These are regionalised partnerships that have been rolled out nation-
and Education wide. There are 17 HIECs working to sustain innovation and make the
Clusters transition from breakthrough to real change in healthcare.
Examples include: The ‘Personal Social Services Research Unit’
operating in Manchester, Kent and LSE. Here universities and
community services are working together to develop care models and
Social services assessment systems for mental health, elderly care and rehabilitation.
partnerships
The ‘Knowledge Transfer Partnership’ in York between the University of
York and local councils aimed at ‘making research count’ and fostering
innovative staff by encouraging research.
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9. Introducing the AHSN
‘Innovation, Health and Wealth’, the Department of Health’s strategy for
research and innovation, was released in December 2011. The strategy aims to
address some of the limitations of the UK health research system.
One of the flagship proposals is to create Academic
Health Science Networks (AHSNs). These networks
will aim to bring together a range of participants
including the local NHS, higher education institutions
and industry, and they will focus on improving the
identification, adoption and spread of innovative
healthcare.
NHS
Between 12 and 18 AHSNs will be created, and they will commissioners
cover a population of three to five million. Total funding
available is expected to be around £100 million.
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10. Introducing the AHSN: Scope, principles and outcomes
There are significant ambitions for AHSNs. They are intended to apply a broad
definition of innovation and achieve an extensive array of outcomes, whilst
maintaining a number of principles.
Scope → Principles → Outcomes →
Foster universal participation
Improve the quality and productivity of
Unite a range of organisations healthcare
Work across organisational
Broad definition of innovation: boundaries Share learning and best practice
technological, bio-medical,
information, service and business Build on existing collaborations
Improve population health
innovations Develop links with levers
Develop functions that benefit from Simplify the local innovation and
and support innovation improvement landscape
Create a culture of learning and Prevent duplication between bodies
sharing
Improve patient outcomes
Multi-disciplinary professional and
All stages of the innovation clinical leadership and engagement
process: horizon scanning, Enable the NHS and academia to
adoption and diffusion collaborate with industry
Harness the energy, expertise,
collaboration and commitment
between the partners
Create wealth for the local and
national economy 10
Exploit industry resources

11. Introducing the AHSN: Functions of the AHSN
Although formal guidance and designation criteria are yet to be issued, AHSNs
will be involved in the following activities:
• Leading local work in the NHS on innovation
General • Managing research participation and performance
• Ensuring curricula are up-to-date with innovations
• Identifying and prioritising innovations
Identification • Monitoring innovation at each stage
• Delivering research with the NIHR clinical research networks
• Supporting industry research using NIHR model agreements and processes
• Pump priming innovation projects
• Running the Small Business Research Initiatives
• Running innovation competitions
• Supporting the adoption of nationally designated innovations
• Accounting for adoption and implementation
Adoption
• Offering a single local governance framework
• Supporting knowledge exchange networks
• Applying improvement science to NHS services
• Advising on intellectual property
Spread • Supporting testing and commercialisation of ideas
• Supporting NHS procurement teams
• Communicating with other AHSNs
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12. Introducing the AHSN: Still to be confirmed
Many elements of this emerging system are undefined or yet to be confirmed;
most crucially there is no prescribed format or configuration for AHSNs.
Their shape and size will be heavily influenced by local factors such as existing
patient flows, current research relationships and local expertise.
The membership structure, governance, hosting, funding, delivery and division of
functions are all also still to be determined.
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13. The ideal AHSN?
Although it is still unclear what configuration the AHSNs will take, from formative
discussions at least three conceptual models of configuration have emerged.
These are ‘discovery-focused’, ‘acute-led’ and ‘community-led’.
A discovery-focused AHSN?
The discovery-focused model would be
led and hosted by a 'nested' university. Research-intensive
universities
Drawing on university resources, the AHSN
would have strong ties to NHS
Industry
providers
invention/discovery in technology,
biotech, pharmaceuticals and
NHS Community Local Other
service/pathway design. commissioners services government groups
This model would capitalise on existing connections between academia, NHS
services and industry. These existing relationships include Clinical Academic
Pathways, student placements, university hospitals and research partnerships.
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14. The ideal AHSN?
In the acute-led model, acute hospitals or medical schools would both host and
lead. There may be the potential for involvement from a wider range of
organisations.
This AHSN model might typically grow from existing HIECs, benefitting from
existing inter-disciplinary ties. This model would have particularly strong links to
NHS Acute trusts. Universities would be vital partners, providing the link to
cutting-edge university health research and connections to other resources such
as particular industries.
An acute-led AHSN?
NHS providers/medical
schools
NHS
Universities Industry
commissioners
Community Local Other
services government groups
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15. The ideal AHSN?
The community-led model could be led and hosted by a local authority. This
model would be well placed to focus on prevention and care offered close to
home. There might also be additional emphasis placed on social welfare, mental
health and the charity sector compared to other models.
Universities would again be vital partners, providing the link to cutting-edge
university health research and links to other resources such as particular
industries.
A community-led AHSN?
Community
services
NHS Local Other
commissioners government groups
NHS
Industry Universities
providers
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16. The ideal AHSN?
Different models will have different strengths. The regions of England will have
unique relationships and population needs. A one-size-fits-all approach will not
be sufficient to take into account the diverse regional innovation landscapes, and
the model chosen will affect the success of the AHSN.
Discovery –
Acute-led Community-led
focused
GENERAL
Leading local work in the NHS on innovation
Ensuring curricula are up-to-date with innovations
←AHSN functions
Managing research participation and performance
IDENTIFICATION
Identifying and prioritising innovations
Delivering research with the NIHR clinical research networks
Pump priming innovation projects
Running innovation competitions
Delivering research with the NIHR clinical research networks
Monitoring innovation at each stage
Supporting industry research using NIHR model agreements
and processes
Running the Small Business Research Initiatives
Delivering research with the NIHR clinical research networks
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17. The ideal AHSN?
Different models will have different strengths.
Discovery –
Acute-led Community-led
focused
ADOPTION
Supporting the adoption of nationally designated
innovations
←AHSN functions
Accounting for adoption and implementation
SPREAD
Applying improvement science to NHS services
Supporting testing and commercialisation of ideas
Communicating with other AHSNs
Offering a single local governance framework
Supporting knowledge exchange networks
Advising on intellectual property
Supporting NHS procurement teams
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18. Application process and timescale
Interested organisations must engage with partners and submit an expression of
interest by 20 July 2012. In this application, AHSNs must lay out the membership
and participation model for the network, leaving just a few weeks for interested
parties to engage. If unsuccessful, there will be a second round closing on 28
February 2013. Yes
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19. Conclusion
Health research benefits from a multiplicity of drivers, settings, and collaborators
and draws from a wide range of sectors and disciplines. At the same time, this
diversity presents challenges for strategic oversight, knowledge exchange and
minimising duplication.
The scope, principles and planned outcomes of AHSNs are a reflection of this
picture. The rewards will be great but these new networks require careful
consideration. Their planned implementation represents a rapid change to the
health innovation landscape.
Health research is one of the most important contributions that universities
make to our society. AHSNs provide an opportunity to maximise the impact of
this research and universities are looking forward to playing an integral role in
the identification, adoption and spread of innovation.
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20. Conclusion
With just weeks to go before the initial application deadline, several questions
need to be answered:
Governance and formation:
• How should universities and partners approach one another regarding application
processing for AHSN designation?
• How should current local relationships be adapted in order to identify potential models
for future work within AHSNs?
• How can an AHSN maximise its contribution in an extensive regional network?
Metrics and disseminating information:
• What activities should an AHSN undertake to gather better information on new
innovation developments and their dissemination?
Monitoring progress and evaluation:
• How can a regional network work with others to define useful indictors of ‘successful’
innovation and dissemination?
Incentivising innovation and dissemination:
• How can universities work with partners to reward and encourage innovation and new
ways of working?
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21. Sources and links
DH 2012 ‘Academic Health Science Networks’
http://www.dh.gov.uk/health/files/2012/06/Academic-Health-Science-Networks-
21062012-gw-17626-PDF-229K.pdf
HESA 2012
BIS ‘International Comparative Performance of the UK Research Base’ 2011:
http://www.bis.gov.uk/assets/biscore/science/docs/i/11-p123-international-
comparative-performance-uk-research-base-2011
Saskatchewan AHSN http://www.saskhealthsciencesnetwork.usask.ca/about-
sahsn/documents.php
Toronto AHSN http://www.tahsn.ca/
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