Key takeaways
Early engagement helps shape better contracts
Commissioners should clarify key terms before tendering
Unclear terms may deter potential bidders
Onerous clauses can reduce supplier interest and competition
Well-managed negotiations reduce future risks
Clear contract structure supports smoother implementation
Following the release of “Contractual negotiations: pitfalls and tips”, we now focus on “Implementation: pitfalls and tips” which is the next topic of challenges for Trusts procuring EPR systems which we are focusing on in this suite of articles.
Implementation: pitfalls and tips
There are various implementation pitfalls that a commissioner and supplier may face which include poor resource allocation, planning and organisational readiness.
Key issues for consideration are as follows:
Resource allocation: it is important that both organisations, prior to commencing the implementation of an EPR system, undertake a detailed resource planning and allocation process. This is one of the most common pitfalls if not addressed prior to commencing the implementation plan as this may ultimately result in delays to the “go-live” of the system, which result in penalties being payable by either the commissioner or the supplier depending on who is at fault for the delay. The right people with the right skills in the right roles need to be appointed which may come from both internal and external resources and geared up for the job at hand.
Implementation planning: this is all to do with careful planning and aligning multiple workstreams to run harmoniously as part of the implementation process. The commissioner will need to understand how its current workflows run and, with the support of the supplier, how they will transition into the new EPR system.
The planning should also go one step further to incorporate activities that have been suggested as crucial to a successful EPR implementation, including end-to-end testing and a continuous programme of training for Trust personnel. Commissioners should take care to ensure that the implementation plan always has an effective way to hold their supplier to account if things go wrong, and to keep the project on track.
Organisational readiness: ideally commissioners should undertake a thorough assessment to ensure it understands the current state of its infrastructure, capabilities and culture across its estate in order to identify the strength and weakness in these areas so that, if any necessary improvements are required, these can be actioned prior to the implementation process commencing.
More and more commissioners are approaching us at the earlier stages of these projects, prior to undertaking pre-market engagement and commencing full procurement procedures in order to try better to manage and mitigate against the impacts of these risks and pitfalls arising.
If you have any specific questions or want to discuss any matters highlighted in this article, please contact Christiana Demetriou or Mark Fitzgibbon to find out more.
