Paul Moore returns with the second of two articles. Here he explains how engagement from the outset and clear communication around what’s required makes for a smoother, more collaborative EPR journey.
At Sherwood Forest Hospitals NHS Foundation Trust, we are on a transformative journey with the implementation of an Electronic Patient Record (EPR) system. Everything and everyone will be impacted in some way, shape or form. EPR are set to change the way we all work, from clinicians to operational staff, finance, and facilities.
Involving everyone in the process
As the EPR will affect everyone, we’ve made it a priority to involve as many people as possible right from the start. We want to ensure that our staff are not only aware of the changes coming but are also actively involved. By being part of the design of this transformational new model of care (and the processes to deliver it), they will have ownership of the process and appreciate the many benefits that the EPR will bring to their daily work and patient care.
We’ve remained realistic about the challenges. We started the process two years before the EPR should be fully live. Although that’s an eternity for colleagues in high-pressure areas like A&E, we don’t want them to feel disconnected from a change that seems far off.
Finding the right time to engage and re-engage people has been crucial. Our “EPR in a Day” workshop, facilitated by Channel 3 Consulting, was instrumental in helping staff really “get” the scope and significance of what we’re trying to achieve. With projects of this scale, you need to commit to this kind of early and ongoing engagement to build energy and enthusiasm for the programme.
Understanding the scale of change
We conducted a comprehensive ‘current state’ assessment to give us the clarity needed to communicate the scale of the transition. As part of that activity, Channel 3 held one-to-one interviews with staff across the organisation, which have been invaluable in understanding their perspectives. Some of the feedback we’ve received highlights the frustrations with the current system, as well as optimism for a more integrated future:
“We have to open so many applications at one time to get a complete view of a patient’s history.”
“We need all information in one place, there is too much paper.”
“We have been trying to map this out for years.”
“This will help open further conversations on how to optimise workflows.”
This feedback has reinforced that there is a strong appetite for change within our organisation, which is powerful to tap into.
Keeping the Momentum
To feed this appetite, we need to keep people engaged throughout our EPR transformation. One important part of the process is identifying and delivering early wins.
Sustaining momentum in a relatively small trust like ours can be challenging. While people undoubtedly understand the importance and potential of EPR, they have a multitude of other pressures to deal with.
We’ve found it invaluable to have someone in from outside the organisation to bring the credibility and authority needed to help reinforce the importance of staying on track. In our case, that’s what Channel 3 has brought, built on their experience of delivering EPR programmes in many other parts of the country.
Key Learnings
- Honesty and clarity: Communicating the full scope of change helps set realistic expectations and prepare staff for what’s ahead.
- Early wins: Identifying and achieving early successes can help maintain momentum and keep everyone motivated.
- External expertise: Bringing in external experts can provide the necessary authority and experience to keep large-scale projects on track.
As we continue this journey, we are confident that the changes we’re implementing will not only transform how we work but will also lead to better patient care and outcomes across our trust.
Paul Moore is Deputy Chief Digital Information Officer and EPR Programme Director at Sherwood Forest Hospitals NHS Foundations Trust
