Pathology Modernisation - conference sessions

Introduction, Dr Danielle Freedman, medical director, Luton and Dunstable Foundation Trust

• It is a timely moment to discuss pathology modernisation, especially as practice based commissioning of pathology services is beginning to be rolled out.

Keynote address, Dr Ian Barnes, national clinical pathology lead, Department of Health

• Pathology’s profile has been raised in recent years.
• The key drivers in modernising pathology services will be quality, patient safety, patient choice, value for money and world class commissioning.
• It will not be an easy journey ahead for pathology services, particularly as a result of the global financial crisis.
• Consolidation into small laboratory networks and specialist services as recommended by the Carter review will help to make financial savings.
• Future pathology transformation will be increasingly commissioner driven, with market forces having a major impact.
• Pathology professionals need to embed themselves into their clinical services and not just be seen as a support service.

Why consolidate?, Phil Hudson, managing director, Collinson Grant Healthcare

• Pathology professionals will not be able to avoid consolidation and the ensuing changes.
• The Carter review has drawn a line in the sand on future pathology models and stated a strong case for change and consolidation.
• Consolidation will improve quality and productivity, reduce costs and variations, plus facilitate the implementation of new technology.
• Consolidation has already started in the shape of foundation trusts looking to increase their market share, not to mention the impact of the private sector.
• PCTs will play a role in the commissioning of pathology services.
• PCTs will be looking for better deals, so services should expect a 10-20 per cent squeeze on finances.

Pathology deadly wastes, Lesley Wright, director, diagnostics, NHS Improvement

• Understand the impact of effective pathology services on the wider healthcare system to promote the value pathology can provide to the NHS as a whole.
• Quality in pathology is all about doing the right test, in the right place to meet the needs of the customer.
• The problem is not that there are bad people in healthcare, it is that we have good people working in bad systems. Waste only adds to laboratory costs and time.
• Pathology deadly wastes - delays in sample transportation, duplicate or unnecessary testing systems and poor workflow areas - must all be eliminated to improve quality and safety.
• Simple measures with small investments can often be introduced to reduce testing turnaround times, thereby reducing patient waiting times.
• Pathology professionals need to engage their users more by getting out of the laboratory to walk the patient pathways, thereby discovering new ways of improving their services.

World class commissioning of a modern pathology pathway, Professor Chris Price, clinical director, Cumbria and Lancashire Pathology Commissioning Network

• Commissioning pathology services creates tension for all involved, including GPs, PCTs and the laboratory.
• Laboratories should collaborate with PCTs, patients and clinicians to identify investment needs, deploy procurement skills and manage finances.
• Pathology services must keep sight of the needs of the local community.

Assessing the workforce implications of pathology modernisation, Professor Sue Hill, chief scientific officer, Department of Health

• The Modernising Scientific Careers programme was established in 2007 and is scheduled for implementation by 2012.
• It represents a new vision for healthcare science.
• Workforce planning, education and training are fundamental to the success of MSC.
• MSC will enable clinicians and scientists to work together to add value to the NHS over the years to come.

Preparing for changes in pathology assessment and accreditation systems, Paul Stennett MBE, chief executive, UKAS, and chief executive, CPA (UK) Ltd

• The UK Accreditation Services has purchased CPA (UK) Ltd and is therefore effectively under new ownership.
• The move came about following criticisms raised in the Carter report over CPA’s apparent lack of independence
• UKAS is a not for profit organisation and intends to manage CPA’s operations in the same way.
• Unlike CPA, UKAS does not write standards but assesses organisations to standards in accordance with ISO 17011.
• UKAS intends to respond to the criticisms and recommendations contained in Lord Carter’s report in cooperation with the representatives of the main professional bodies and the Departments of Health.
• UKAS will ensure all relevant stakeholders have considerable input into medical laboratory accreditation. To facilitate this UKAS will develop a clinical advisory committee to ensure the views of all key stakeholder associations are represented in the accreditation process.
• Proposed UKAS future developments include the development of CPA accreditation to ensure it gains international recognition and acceptance as ISO 15189, as well as greater investment in CPA’s infrastructure to improve service delivery, assessment consistency and create value for medical laboratories.

Barry Hill is a biomedical scientist.

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