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Cambridge and Peterborough NHS Foundation Trust 

CPFT was embarking on a significant project: rolling out a single electronic patient record (EPR) across the organisation to underpin all its clinical services. To help set themselves up for success, they asked Channel 3 to help assess their readiness for the transformation ahead.

Our client

Cambridgeshire and Peterborough NHS Foundation Trust (CPFT) provides a wide range of mental health, physical health, specialist, learning disability and neuro-rehabilitation community and hospital services to all age groups across a rapidly growing population. The Trust has c4,500 staff who serve a widely dispersed and mainly rural population.

The challenge

CPFT was embarking on a significant project: rolling out a single electronic patient record (EPR) across the organisation to underpin all its clinical services. From previous experience, the trust knew that rushing into implementation if the organisation wasn’t ready would lead to issues, delays and additional cost later during delivery of the programme. To help set themselves up for success, they asked Channel 3 to help assess their readiness for the transformation ahead.

The trust knew an EPR that is implemented effectively would be a powerful catalyst for change, improving communication, documentation and care. However, they also knew that getting implementation right wouldn’t just be an exercise in IT: it would be about engaging hearts and minds from ward to board; about transformation and not just implementation. Staff across the organisation would need to work differently and drive behavioural change from the ground up. 

With CPFT’s clinical systems split between a legacy system and the new electronic patient record, pressures were mounting. Working across two systems was creating avoidable administrative tasks, duplicated information and complicated processes. There was tremendous potential for a single patient record to alleviate the stress on the system, facilitate better patient care, standardise processes and make the best use of available resources. Recognising this, the trust wanted to consolidate its systems rapidly, in a structured way so that disruption to services was minimised.

What we did

Working in a blended team with the trust staff – and using an approach that puts clinical leadership at the forefront – we helped CPFT assess its readiness and build its plans for implementation success. 

We engaged with clinical and operational staff to build an evidence-based understanding of issues with the current systems and processes and the scale of behavioural changes that would be required to realise the benefits of the new one. Our analysis looked at four mission-critical criteria: 

Key lines of enquiry What we found
Strategic Readiness Were business, clinical, digital, estates and workforce strategies working towards a shared goal? The trust was strategically ready but needed to focus on governance and prioritise leadership capacity. 
Change and Transformation Readiness  Did the wider organisation understand and support the planned change in its clinical system? The trust was ready for change but needed to release clinical and operational capacity to support implementation.
Technical Readiness  Were the necessary technical foundations in place to deliver the change? The team were technically ready but needed a clear approach to data migration.
Programme Delivery Readiness  Did the workforce possess the necessary blend of skills and experience to support a complex transformation programme? The PMO was ready to embrace the programme, but there was a lot to do in a relatively short timeframe with limited internal capacity.

Our impact

By the end of the two months, CPFT understood the critical factors they needed to address and the next steps they needed to take in order to successfully move forward with a transformation programme rather than an IT implementation.

Staff across the organisation were empowered and ready for the next phase of the project, equipped with:

  • A checklist of critical actions to follow to minimise risk
  • A clear set of next steps processes to best exploit the new EPR and realise the benefits
  • A resource, governance and engagement plan for implementation.

Armed with this new digital arsenal, CPFT was ready to kickstart its digital transformation journey with confidence.

Channel 3 Consulting helped us understand the scale of the task facing us in switching to a single Electronic Patient Record and plan accordingly. As a result, we’ve been able to successfully engage with our teams and ensure those delivering care to patients have access to the information they need in a format that is easy to use, reliable and secure. Channel 3’s expertise in EPR procurement and implementation ensured the smooth-running of this project which is already delivering the outcomes we intended.

Scott Haldane, Director of Finance
Cambridge and Peterborough NHS Foundation Trust

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