Royal Papworth becomes the first ever to be rated "outstanding" across all 5 categories by England's Care Quality Commission (CQC). Having recently implemented DXC’s Lorenzo PAS, Clinicals and Medication Management in 7 months, the new levels of digital capability have been instrumental in supporting these care achievements.   

See Papworth’s video overview of their Lorenzo journey.  

Royal Papworth Hospital NHS Foundation Trust, a leading heart and lung hospital in Cambridgeshire, England, faced the daunting task of adopting a new electronic patient records (EPR) system during a move to a new state-of-the-art facility on the Cambridge biomedical campus.

It was going to be a lot of successive changes, says Chief Information Officer Andrew Raynes, who is also director of digital at Royal Papworth. But executives at the hospital knew the system was necessary because it would serve as a cornerstone for the organisation’s digital transformation strategy.

Digital technology is critical to informing clinical decision-making, optimizing resource utilisation and providing information to management about how well the hospital and its patients are doing, Raynes says. In fact, to crystalise the importance of the organisation’s efforts, Royal Papworth adopted the slogan, “World-beating care through digital,” as the title of its digital strategy.

The hospital, which has around 2,000 staff, is the United Kingdom’s leading cardiothoracic centre and provides regional services for cardiology and for cancer. It also provides national services for transplantation, sleep disorders and pulmonary hypertension, says Chris Johnson, a cystic fibrosis consultant and the hospital’s chief medical information officer (CMIO). Royal Papworth performed the first successful heart transplant in the United Kingdom and the world’s first successful heart, lung and liver transplant.

Johnson says the need for an electronic patient records system stems from an affliction that most hospitals struggle with: Royal Papworth had a mix of digital systems but still used paper for many processes. In many cases, IT systems were simply replacing paper with electronic paper rather than actually improving the workflow.

The hospital needed to go digital, Johnson says, because it wanted to provide better, safer care for patients while delivering operational efficiencies. The first order of business was shifting to real-time systems and driving home the message to the staff that the “use of digital systems is as key to delivering care to patients as actually administering the medicines,” he says.

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Posted on behalf of NZHIT Member DXC