Issue - meetings

Report attached.

The report outlined that Barts Health NHS Trust, Lewisham and Greenwich NHS Trust, and Homerton University NHS Foundation Trust hospitals were working to develop a joint NHS pathology network in order to improve the quality, efficiency and sustainability of pathology services.

Ralph Coulbeck, Director of Strategy, Barts Health NHS Trust and Tracy Fletcher, Chief Executive, Homerton University Hospital NHS Trust introduced the report and explained that the proposed clinical model was based on the creation of a network of laboratories, centralising laboratory testing where clinically appropriate and reflected the changing needs of an ageing population and the emergency of new diagnostic tests and an increase in demand and potential benefits, to be reflected over time; this included improved quality, faster response time, reduced variation in standards, improved training opportunities for staff and increased strategic alignment between partners.

The Outline Business Case for the partnership had been approved by all three trust boards through November and December 2019 and work had commenced on the Full Business Case, due to be completed by end of March 2020.

Questioning outlined the following:

-       The proposed changes would best utilise available resources and experts in the field and each hospital site would be able to undertake urgent / fast turnaround testing where required.

-       The development of a network would not have a significant impact on the current organisation of clinical services or pathology services across the Barts Health hospitals. Barts is the proposed host for the network and the Royal London site is the proposed location for the ‘hub’ laboratory.

-       Each Trust would be able to specify a list of ‘Reserved Matters’ where a trust may wish to reserve a right of veto over partnership decisions and an example of such a matter was given as extending the partnership at a future date beyond the founding partners.

-       Further detail regarding potential staffing changes and performance monitoring of turnaround times would be included a part of the full business case and any potential savings over the four-year transition period would be reinvested among the three organisations.

-       The choice of provider organisations related to expressions of interest and did not preclude the likelihood of additional partnerships at a future date.

It was agreed that officers would continue to keep the Committees briefed on developments prior to the Final Business Case being completed.