Development of Physiological Science (PS) Networks in the United Kingdom is guided by a 2023 strategic framework aimed at enhancing diagnostic services and patient care through collaboration and a systems approach. Objectives are to ensure standardised and quality-assured PS services, to enable timely access to diagnostic tests performed by appropriately skilled allied professions (AP) / healthcare scientists (HCS).

We sought to establish a focused PS Network (PSN) in four specialisms (audiology, cardiology, neurophysiology, respiratory) to bridge existing disease-specific network (DSN) gaps.

Initial development of the PSN followed a three-phase approach including mapping existing DSNs, identifying gaps, and establishing the PSN leadership and governance framework. Later developments comprised engagement with AP/HCS leaders and the co-production of a network workplan. Evaluation of the PSN consisted of two membership surveys, benchmarking network progression and alignment with national priorities against local criteria.

Pre-launch development between Oct’23 – Apr’24, included a gap analysis, engagement and governance arrangements. The gap analysis of the eight PS disciplines found five (63%) related DSNs which focused on broader disease pathways, with narrow scope on diagnostics, and limited AP/HCS representation. A regional review revealed active AP/HCS roles in six (75%) of the disciplines – excluding vision sciences and urodynamics. Engagement with local AP/HCS leaders noted their local alignment with regional / national priorities namely, clinical leadership, quality, digital connectivity, workforce development, innovation and raising the profile of PS. Based on the gap analysis and review of roles, a network workplan was created which included a breathlessness pathway, clinical triage protocols for cardiac diagnostics and streamlined echocardiography referral processes (Table 1). The PSN development was evaluated against five indicators: stakeholder mapping, information sharing, governance / leadership, collaboration, and branding. The PSN performed well in four areas (80%) but branding could be strengthened. Priorities were fully (100%) aligned with national objectives: PSN development, digital transformation, reducing waiting times and workforce. Two members’ surveys covering the four PSN disciplines and hospitals as well as national, regional, and local leadership. Positive feedback on content, structure engagement was noted as and key areas for focus were highlighted (Table 2).