Framing digital healthcare programmes correctly can help them to secure buy-in from across the organisation and ensure their long-term success and impact.
Jennifer Dunne outlines the steps you can take to ensure your EPR programme is much more than just a digital record system.
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In the healthcare sector, the terminology and branding of initiatives can significantly impact their success. This is particularly true with the implementation of electronic patient record (EPR) solutions.
While these systems are fundamentally transformative, referring to them simply as “EPR programmes” is a misnomer that can undermine their potential. Instead, it is crucial to recognise EPR solutions as enablers of clinical and operational processes, policies, pathways, and workflows. By understanding the broader scope and purpose of these programmes, healthcare organisations can foster better adoption and effectiveness.
The role of EPR solutions as enablers
EPR systems are more than just digital records; they are integral tools that enhance clinical and operational efficiency. These solutions streamline patient data management, improve the accuracy of medical records, and facilitate seamless communication among healthcare providers. However, the true value of EPR systems lies in their ability to support and optimise existing clinical and operational processes.
For instance, EPR solutions can improve patient care pathways by ensuring that all relevant information is readily available to healthcare professionals at the point of care. This enables more informed decision-making, reduces the risk of errors, and enhances the overall quality of care. Similarly, operational processes such as appointment scheduling, resource allocation, and billing can be significantly streamlined, leading to increased efficiency and reduced costs.
Clinical and operational leadership: ensuring buy-in and success
To ensure the successful implementation of EPR solutions, it is imperative that these programmes are led by clinical and operational leaders rather than IT specialists. The reason for this is twofold: first, clinical and operational leaders have a deep understanding of the workflows and processes that EPR solutions aim to enhance; second, their leadership ensures greater buy-in from all eventual users of the system.
When an EPR programme is led by a Medical Director, Chief Operating Officer, or similar clinical and operational leaders, it signals to the entire organisation that the initiative is focused on improving patient care and operational efficiency rather than just implementing new technology. This helps to build trust and acceptance among healthcare professionals, who are more likely to adopt and effectively use the system when they see it as a tool designed to support their work rather than an IT mandate.
Branding the programme: differentiating from digital or IT initiatives
One effective strategy to differentiate EPR initiatives from typical digital or IT programmes is through strategic branding. By giving the programme a unique name that reflects its clinical and operational focus, healthcare organisations can further emphasise the purpose and goals of the initiative. For example, instead of calling it the “EPR programme,” it could be branded as the “Patient Care Optimisation Initiative” or the “Clinical Excellence Programme.”
This branding approach serves several purposes. First, it clearly communicates that the programme is about improving patient care and operational processes, not just implementing a new technology system. Second, it helps to build a sense of ownership and pride among the staff, who can see themselves as active participants in a transformative initiative. Third, it can help to mitigate resistance to change by framing the programme in a positive and meaningful context.
Why the CIO should not lead EPR programmes
While the expertise of Chief Information Officers (CIOs) is invaluable in the implementation of any technological solution, EPR programmes should not be led by CIOs. The rationale behind this is simple: the primary goals of EPR initiatives are clinical and operational, not technological. A CIO’s perspective, while essential in terms of ensuring the technical robustness and integration of the system, may not fully encompass the nuanced requirements of clinical workflows and patient care processes.
When a Medical Director or Chief Operating Officer leads the programme, the focus remains firmly on clinical outcomes and operational improvements. This leadership ensures that the EPR solution is tailored to meet the specific needs of healthcare providers and aligns with the overall strategic goals of the organisation. The CIO should, of course, play a critical supporting role, providing the necessary technical expertise and ensuring that the system is secure, reliable, and user-friendly.
EPRs are more than digital records
The success of EPR solutions hinges on recognising them as enablers of clinical and operational processes rather than merely digital records. By ensuring that these programmes are clinically and operationally led, healthcare organisations can foster greater buy-in and more effective use of the system. Strategic branding can further differentiate these initiatives from standard IT programmes, highlighting their true purpose and value. Ultimately, the leadership of Medical Directors or Chief Operating Officers, supported by CIOs, is essential to harness the full potential of EPR solutions and drive meaningful improvements in patient care and operational efficiency.
Get in touch
To discuss how we can help you to define, procure and implement an EPR system, contact Matthew Roberts on matthew@ethicalhealthcare.org.uk.