Published: 08/08/2002, Volume II2, No. 5817 Page 5

Trust mergers have delayed service developments by as much as two-and-a-half years, a three-year study shows - even longer than the 18-month time-lag found two years after mergers.

Research into the effects of nine London trust mergers was published last week. It was carried out by a team from the London School of Hygiene and Tropical Medicine two years after the re-organisations. It highlights what Dr Naomi Fulop, senior lecturer in health service delivery and organisational research, described as a 'significant loss of managerial control, in which service developments were behind by about 18 months'.

But speaking to HSJ, Dr Fulop said findings from follow-up research carried out three years after merger shows 'fallout from the loss of managerial control in the first two years means continued delays in service development'.

'Even though in year three, they're regaining some control, There is still a knock-on effect. In some cases, I think we can say service development was delayed by two-and-a-half years.'

The research also shows management cost-savings are well below the estimated target of£500,000 a year - with average savings of£178,700 in the first year and£346,800 in the second.

The project ended before thirdyear figures were available.

NHS Confederation chief executive Gill Morgan said: 'Few people in the health service will be surprised that mergers lead to difficulty moving forward - everyone is focused on the structural change.'