The NHS continues to invest heavily in new software as part of the digital transformation agenda. But unless the usability of these solutions improves significantly, user adoption levels will remain patchy, staff will create their own workarounds and, critically, many of the potential benefits in patient care will not be realised. Chris Lavender, Product Owner, and Stephen De Gabrielle, Product Manager, Epro, discuss why software usability should be an NHS priority.
Lacking relevance
Given the enormous pressures facing NHS clinicians, there is simply no time for irrelevant tasks or non-patient facing activity. Yet despite the enormous investment in technology, far too many individuals and organisations are struggling with inappropriate software that fails to support the specific needs of NHS clinicians. Add on the age of many of these systems, as well as the new pressures created by widespread structural change, from the creation of Integrated Care Systems to Trust mergers, and in far too many cases technology is undermining the day-to-day experience rather than empowering clinicians and enabling better care.
Why, for example, are clinicians compelled to fill in complex, time consuming information about patient treatment that is only relevant to the US billing model? Why are so few systems able to use touch screen technology, relying instead on old fashioned and time-consuming menu design that, moreover, take seconds to wake up and then demand multiple clicks to input even a simple patient update? And why do so many IT systems look to impose rigid workflows on a healthcare environment that differs across every Trust?
The NHS has embraced essential technology but far too few of these systems have either prioritised usability or been designed to meet the specific needs of the UK health system. The vast majority of systems are intended for private healthcare insurance – often with a strong US bias – making them a poor fit for services commissioned to meet the needs of the community. These software solutions are also dated, with the user interface often based on technology that can be decades out of date. And their monolithic nature means Trusts simply cannot risk the disruption associated with upgrades, especially given the enormous pressure facing clinical and administrative staff.
Patient first
The absolute bottom line, however, is that far too few software developers understand the needs of health care professionals focused on delivering excellent patient care. It is the patient, not the technology, that is their priority. As such, software must be flexibly designed to ensure it meets the needs of clinicians and patients first. It must support clinicians, not provide a barrier to delivering care.
Software that is developed specifically both for the NHS and to meet the day to day needs of clinicians can be a revelation for end users. From immediate – sub a tenth of a second – response to supporting actual workflows, rather than inflicting irrelevant and unworkable processes, software designed purposely for the NHS recognises the clinicians’ need to put the patient first.
With the right design, users reclaim time for patient care; the process works effectively, intuitively and efficiently. Solutions reflect the fact that every Trust has a different mix of services, meaning there is no single, uniform approach to service delivery. Flexible models will support existing workflow nuances, rather than imposing a rigid structure. And, critically, they will utilise the benefits of modern touch and mobile friendly design to further ease accessibility.
Conclusion
Creating intuitive and flexible software that is easy to understand and quick to use is not just a nice to have. Ensuring that the software supports existing workflows, however complex, is key to user engagement and system adoption. It empowers clinicians with swift access to vital information and the ability to undertake key tasks quickly and confidently – from dictating a letter to a GP about a patient to requesting a referral. Design that supports the needs of clinicians and can be understood with minimal training also ensures health care professionals can be immediately productive, reducing both the risk of delays in care and the demands on colleagues to explain the system.
Plus, with flexible workflows, a system can flex and shift in line with changes such as NHS organisational changes, such as Trust mergers. In tandem with proactive education, training and change management support, this flexibility ensures the system can support the different and evolving needs of workplaces across the NHS.
