In this 6-part series, Richard Baylor, COO at St. Vincent’s Consulting and former Cerner (now Oracle) Executive, and Paul Charnley, Luminary Advisor and former NHS CIO of the Year, explore how to build strong EPR Vendor-Trust relationships. Building on our first article, Richard and Paul now focus on moving beyond contractual agreements to develop lasting partnerships.

Both perspectives converge on the significance of fostering partnerships that transcend mere contractual obligations. Richard stresses the need for sustained engagement and organisational connectivity within NHS Trusts to prevent relationships from becoming transient. He highlights the importance of differentiating between personal, professional, and organisational relationships. While personal relationships between key individuals can be crucial, long-term success depends on nurturing all three types of relationships. Relying too heavily on a few personalities can create challenges if key team members depart. Therefore, aligning corporate values during procurement ensures long-term compatibility and minimises potential conflicts. Richard emphasises the significance of proactive efforts and sustained involvement across all levels of the organisation, aiming to foster enduring connections that bolster mutual trust and collaboration, even amidst staff changes.

Paul highlights the value of building authentic relationships grounded in open communication and mutual support. He identifies shared values like integrity and patient-centred care as fundamental to establishing trust and fostering collaboration. Transparency and alignment on strategic objectives from the outset are crucial for nurturing resilient partnerships that can adapt and flourish in dynamic healthcare environments. Additionally, Paul advocates for EPR vendors to invest in supporting NHS Trusts beyond contractual obligations, citing long-term benefits derived from such proactive engagement.

Key Takeaways:

• Sustained Engagement: Focus on ongoing engagement and organisational connectivity to build lasting relationships that go beyond individual personalities and prevent transient connections.
• Nurture Multiple Relationship Levels: Cultivate personal, professional, and organisational relationships to ensure long-term success, reducing reliance on key individuals who may leave.
• Align Corporate Values: Align values during procurement to ensure long-term compatibility and avoid conflicts, helping to maintain strong relationships over time.
• Authentic Relationships: Build relationships based on open communication, shared values (e.g., integrity and patient care), and mutual support to foster collaboration and trust.
• Proactive Vendor Support: Vendors should invest in supporting NHS Trusts beyond contractual obligations, leading to stronger, more resilient partnerships.