Electronic Patient Record Transformation

Over 20% of healthcare organisations in the UK are still using paper records, risking inefficiencies that can cause crucial details to be missed and information to be misinterpreted, resulting in patient and staff safety incidents.

Implementing an effective EPR system can improve access to health and services, enhance quality and safety of care, and help the system become more efficient. Through an eco-system approach, we can provide comprehensive end-to-end support that is tailored to the needs of healthcare organisations and draws from experience, expertise and our network.

Why have an EPR?

NHS England are aiming for all integrated care systems (ICSs) and their NHS trusts to have core digital capabilities, including Electronic Patient Records (EPR), in place by March 2025.

Patients, as well as health and care staff across the country, should benefit from personalised, easier to access, digitally- enabled health and care. The Government priorities to level up the digital and data provision across the health and social care sector is key to the delivery of safer care through timely decisions. Digital transformation is at the heart of health and care reforms and should be instrumental in embedding the technologies and processes. There are currently 28 Trusts without an EPR, and 90 Trusts require EPR optimisation.

Clinical Decision Support

Use clinical decision support to enable optimised patient- specific treatment plans via notifications, alerts, and the ability to trend patient data

Patient Outcomes

Better patient outcomes that can be measured and monitored, such as fewer adverse events, or fewer duplicate tests

Health Information Exchange

Facilitate health information exchange between and among other care providers and levels of the health care system, such as moving a patient from one hospital to another and across departments/clinics seamlessly

Patient Safety

Enhance patient safety and improve patient experience through faster access to care resulting in lower wait times for DI tests and lab results

Standardisation

Standardisation of care with leading practices embedded, such as through standardising the medication reconciliation process across the region to improve how clinicians work

Streamlined Workflow

Streamline the clinical workflow, so patients only have to tell their story once, rather than repeat it to separate clinicians/ departments

Key EPR challenges

Based on our experience and expertise, we see the following areas as the critical challenges to a successful EPR deployment.

Training often happens too late which can lead to clinical risk when users have already adopted the system
Training needs to be blended and digital means should be a consideration. Staff are very time pressured, learn in different ways and need an agile approach
Staff are time pressured and learn in individual ways, so an agile approach is needed

Need for a clinically-led steering group for input and decision making and create a network of change champions to help embrace the cultural change across the organisation
Minimal alignment/ coordination between design teams and Change Management
Standardisation discussions have not taken place prior to the build of the EPR which may inhibit clinical workflows

HR recruitment challenges for finding the necessary skills for team, readiness owners, qualified trainers, super users, and at-the- elbow support for go-live
Lack of skillset and experience to carry out the change in system effectively
Organisation is unsupportive around prioritisation of project requirements against operational demands
Formal processes are not in place to support project management

Trusts that don't engage widely on strategy and make decisions within the ICT/reporting function are likely to miss details and not realise until go-live
Technical and infrastructure do not support upgraded/ new platform, with minimal data acceptance criteria in place
System(s) integration requirements are not well understood

Lack of testing function capacity to trial the new system prior to integration
Procurement delays impact availability of required equipment to support functional testing

Your EPR journey

An ecosystem approach to your transformation journey

Programme Proposal

Creating the foundations for success through executive alignment, stakeholder mapping, community engagements, and to build the case for change.

*Timings are indicative

Optimise

Enable the executive team to implement a culture of continuous improvement, ensure benefits are being recorded, and handover service to monitoring provider.

*Timings are indicative

Prepare

Continue to build stakeholder communications and move into a state of operational change management to implement the system.

*Timings are indicative

Go Live

We will support you through the go-live stage and will move the organisation into a business as usual (BAU) state.

*Timings are indicative

Develop

Using the foundations created together, we will start building and testing the applications and clinical workflows to enable future-state testing. You will also start training your workforce and develop the benefits interlocked to the EPR programme.

*Timings are indicative

Our alliance

By offering a fully comprehensive end-to-end consultancy as a strategic partner, our alliance makes it possible to turn your EPR journey into sustainable transformation delivering real benefits, improving outcomes for both patients and frontline staff. KPMG’s role in the alliance is to provide EPR business case support, change management, system optimisation, training and quality review expertise. As an alliance, we have an ecosystem approach that can provide comprehensive end-to-end support that is tailored to the needs of healthcare organisations by drawing from experience, expertise and our network. We will provide healthcare organisations an end-to-end service to ensure that their transformation journey is successfully adopted.

Apira’s role in the alliance is to provide clinical leadership and change management support, as well as EPR business case, procurement and deployment expertise.

Aire Logic’s role in the alliance is to provide quality review and guidance, enterprise solutions and technical architecture, data migration, engineering and clinical coding expertise.

If you are interested in joining the alliance as a strategic partner, please reach out to us via the contact form at the bottom of the page.

Our offer

KPMG has a designated health team working across the NHS, giving us an unparalleled reach, equipping us to tackle some of the largest problems for our clients. We are delivering 100+ live engagements in setting up strategy aligned to national policy and local strategy, ensuring change in governance, process, people, and technology programmes are sustained.

From our experiences, we recognise the best value for your EPR programme investment comes from taking an ecosystem approach to meet your needs. By offering comprehensive support as a strategic provider, we can to turn your EPR journey into sustainable transformation delivering real benefits, improving outcomes for patients and experience for frontline staff.

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Our support

The KPMG leadership team has over 450 years of experience within the NHS. By combining the skills and domain knowledge of an industry leading consultancy, we are uniquely placed to support your NHS Trust throughout EPR selection, deployment, digital transformation and optimisation. Unlocking the benefits of technology to improve health outcomes.

We are also a strategic provider for over 18 NHS Trusts focusing on continuous quality improvement (CQI).

If you don't have the in-house capacity to write a business case, design a strategy, develop software, architect a solution, or seamlessly migrate data, we can help you successfully deploy an EPR through our socially-driven and flexible services.

Our support offers a low-risk way to ramp up your EPR capability, increasing the speed at which your Trust can deliver against your strategy and release better outcomes for your patients.

We provide direct value to over 100 NHS clients through having healthcare at our core, UK-based expertise, and commitment to your programme until benefits are realised.

We are the 2^nd largest training provider in Europe, having provided over 7m hours of learning to over 200 organisations. We have over 400 UK-based change and learning specialities.