Clair is leading the benefits realisation work for UCLHospital’s implementation of the electronic health records system.
Clair’s background is in materials chemistry research and she was also on the Policy & Strategy strand of the NHS Graduate Management Training Scheme. I am absolutely fascinated with detail, theory and love complex problems.
Clair is absolutely fascinated with detail, theory and love complex problems. What particularly interests Clair is the interaction between people, technology, systems and organisations.
Problem: UCLH uses a best-of-breed approach with a paper-based medical records resulting in a fragmented and labourious error-prone system. Staff spend time focusing on fixing the system rather than on value-added work. A new electronic health records system (EHRS) has been procured as a solution to this problem. I am making sure we are clear on what the benefits are and problem-solve barriers to realising them. There are many barriers to adoption at UCLH especially because we are a large organisation serving people with complex health needs.
Solution: The EHRS will replace most of the clinical and management systems. Benefits realisation management should help UCLH adopt the EHRS by focusing on the end goals, holding them to account, and clarifying the steps needed for change.
Scale of the project: Benefits of the EHRS span quality, safety and clinical improvement, efficiency, and research. It goes live in all 5 main UCLH sites on 31 March 2019. There are over 8,800 staff. Every year, they see over 1 million patients, 140,000 through A&E, with over £1 billion turnover. They treat complex patients – over half the income is from specialised commissioning.
Desired impact: The end outcomes of benefits realisation is to improve the quality of healthcare by improving patient experience, increasing clinical effectiveness and providing safer care. The project will ensure effective communication with patients and partners, free staff from menial work, embed safer pathways, perform world-leading research, and become sustainable.
Progress to date: UCLH has been designing, testing, and training, essentially, getting ready for go-live. Clair has engaged with staff and used the business case to draw up a benefits register, started setting up the project management office, metrics and governance structure. Clair is also supporting the development of other functions such as aligning our improvement culture with the management of the EHRS.