Change and Transformation in the Public Sector
The University Hospitals of Derby and Burton (UHDB) NHS Foundation Trust engaged PwC to streamline its clinical and operational processes in preparation for implementing a new Electronic Patient Records (EPR) system, addressing legacy differences and enhancing collaboration across its sites to ultimately improve patient care and operational efficiency.
Electronic patient records (EPR) have the potential to radically improve the efficiency and effectiveness of the NHS, by streamlining processes, reducing data entry effort and minimising manual workarounds. With faster access to patient information, clinical staff will then have more time to focus on patient care.
The University Hospitals of Derby and Burton (UHDB) NHS Foundation Trust has been gearing up to implement its new EPR system, alongside Chesterfield Royal Hospital. However, there remained significant legacy differences between the three hospitals, and the two trusts – in clinical and operational processes, and in culture. Moreover, the systems landscape was complex and disparate, which could impede implementation of the ‘Nervecentre’ EPR system and prevent the hospitals realising its full benefit.
UHDB therefore set out to understand the variety of its processes and ways of working, in order to align them as common practices across all its sites, and enable it to implement EPR effectively. PwC was engaged to help the Trust prepare for this transformation, and worked with the client as one team from the outset. Open and honest conversations enabled both parties to share skills, gain nuanced insights and co-create the programme’s workstreams.
Initially, in the Business Analysis phase, the firm worked closely with Trust staff to identify process owners, facilitate discovery workshops and map existing workflows, across the three hospitals and two trusts. This analysis identified the key pain points and differences in ways of working between the hospitals, and between their legacy systems and the target Nervecentre implementation. Using this knowledge, PwC proposed a consolidated set of practices and systems, and conducted a Change Impact Assessment, to quantify the scale of transformation and identify its training and support needs.
The second phase involved developing a Change and Engagement Plan, to ease the transition for both Trusts. At its heart was a compelling programme vision, developed in collaboration with clinical and non-clinical staff, which helped energise the organisation and turn the existing business case into an employee-centred case for change. With clear objectives and personas, the Plan articulated the “what’s in it for me” personal and professional effects of change for key staff groups.
Based on the Change Impact Assessment and personas from Change and Engagement Plan, PwC developed a communications toolkit, including key messages, benefits and engagement methods. The firm also established a dedicated Change Network, by identifying and upskilling designated Change Champions to sustain engagement through the transformation. These initiatives equipped and empowered the Trust to continue managing its transformation independently, once PwC’s support ended.
The programme represented a crucial stage in transforming the Trust and preparing it to become an integrated and streamlined organisation, in which clinical and operational processes will be aligned and ready to incorporate the new EPR system, and people feel part of the change journey. This move will enable the Trust to meet its vision of delivering exceptional patient care, and give clinicians the tech power to excel in their roles
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