Change Management Strategy
Put together an effective change management strategy which includes both clinical and none clinical staff within the hospital, and make sure this is provided at all levels of the hospital. To guarantee the success and effectiveness of the EPR, executive leaders, management, providers and clinical staff are all key players who need to be engaged. It is imperative for defined roles and responsibilities for both during and after implementation. For me, a team of engaged staff and IT support embracing the change is an incredibly critical aspect.
One of the other vital factors which always gives me great hope when hearing about a new EPR deployment is the clear identification of executive sponsorship. When there is a clear involvement and interest from the leadership team, this helps everyone move through the change process and ensures a consistent message to your staff. Leadership not being on board with the change usually leads to other staff being reluctant to support it.
Clarifying clear front-line staff and providers to head up the change is imperative. Front-line staff and providers are the critical influencers of the hospital’s staff and should instantly recognise roadblocks and identify potential sticking points before they come to fruition. They are the ‘all-seeing eye’ when it comes to assessing adoption.
You must integrate with your clinical IT roadmap. While all this change is happening in a trust, you have to expect that optimisation will be an ongoing need and efforts will still be needed after the go-live. This usually means existing technologies will be replaced regularly and new enhancements and opportunities to develop initial designs will be realised. Planning optimisation resources on the roadmap and budgeting will ensure resources are available to support existing technologies, while new required functionalities are being implemented.
Last but not least, put in place highly trained staff to execute the methodology. Frankly, success depends on having the right people in place, well-organised and efficient staff; not only inside your trust but also having a quality team on hand with in-depth experience in EPR system implementation, optimisation and adoption. Involving capable professionals to assist with your efforts and develop the trust’s staff on delivering a repeatable, proven methodology will ensure you are in a place to satisfy your clinicians and providers, serve your patients, and meet regulatory standards.
To summarise, the overall success is based on the people you have delivering your EPR system implementation. You must intentionally manage the cultural, behavioural and organisational changes that need to happen to make the EPR fully functional and gain the intended value.
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