A Deal with DPC
A Different Approach to Public–Private Partnership

Three years ago, Pathology at the North Middlesex University Hospital NHS Trust, together with the Royal Free Hospital, successfully bid for a Pathology modernization grant. The grant, although most welcome, was not sufficient for the service reconfiguration we wished to undertake.

Our decision to enter into a partnership
We had decided early on to review the entire specimen processing pathway; not to do so would result in an automated poor process rather than an efficient process making best use of resources. There were as yet very few automated departments in the UK. We decided to utilize the experience of the companies involved and asked them to examine the laboratory processes and provide a solution.

After analysis, it became obvious that there was a funding gap between what we could afford and what we would like to implement. As no additional funding was available, the only option was a mutually beneficial partnership between the private companies and the Trust.

Benefits for the laboratory
The potential benefits of automation to Pathology and the Trust were obvious. It would release well-trained staff for additional important areas, including improving staff development opportunities, an area often neglected with increasing work pressure but essential to cut down on the expense of recruiting and training new staff. Encouraging good staff to stay is cost effective and good for morale. Good development also has benefits in productivity and clinical responsiveness. With the agenda for change looming, a stable workforce will be essential. Other areas that have been identified as requiring additional staff input are point-of-care testing and training, increasing the repertoire of tests that can be offered, and improving communication with clinical colleagues.

While the benefits for the Trust were clear, what could we offer the companies to provide them with an incentive to enter a partnership with us? Most contracts traditionally run for five to seven years. We were not just replacing equipment but reconfiguring the whole service. The tender cycle usually consists of two years implementing and becoming familiar with the new equipment, one year smooth running, one year thinking about replacement and a year out to tender again. This is not good use of management and staff time.

What we offered partnering companies
We chose to offer a 10-year deal with upgrades at seven years. This gave the manufacturers an income over a longer period so they could offer a better deal, and the laboratory more time running the service—a win/win prospect for both sides—all with a decrease in our previous test costs. We also offered to provide a European show site for their products and to help train any of their staff coming into diagnostics without a pathology background. As a show site we would receive visits from other healthcare scientists and relate our experience. We would also provide speakers for national and international conferences.

DPC's automation solution
DPC was an ideal partner for this concept. Two IMMULITE^® 2000 analyzers meant we could do all of our immunoassays on the one instrument type, saving on training and reagents. DPC's Sample Management System (SMS) provided a genuine, flexible walk-away option. This also allowed ready access to samples, fitting with the process redesign. The partnership also meant updating of technology when it appears on the market. An additional benefit for the Trust was DPC's heavy investment in the fabric of the laboratory. We now have a modern, state-of-the-art facility.

A mutually beneficial arrangement
Both the Trust and the companies have realized the benefits each desired. The staff can now engage in value-added activities, meet fellow professionals from across Europe and share good practice. Education and training have also received support. The technology has removed the stress from the system.

Visits to our site have helped other laboratories choose in favor of DPC. We have competitive prices and excellent service with higher quality for the patient.

This partnership has led to significantly more investment being put into the site at no cost to the Trust. We do not worry about making profit for a commercial partner, which would be the case if we had gone with a private laboratory. We are able to develop the service with DPC for the benefit of the patient, in line with the founding principles of the Trust.

How can we judge the effectiveness of this approach? We have just won the Laboratory News Laboratory of the Year award!

Editor's note: The award was announced in a supplement to the December 2003 issue of Laboratory News.