PRSB welcomes ECCO Solutions as a new partner

ECCO Solutions, an award-winning system for management, delivery, reporting and auditing of care, has become the latest PRSB partner.  

Accelerating the adoption of information standards across the care system is key to its mission. Accurate data can save lives, transforming care through the clarity that standards bring to information that supports care and helps information flow where it is needed for personalised care. This is where ECCO perceives the value of the PRSB partnership, along with creating effective relationships and collaborations in the sector, which contribute to better outcomes for care users.  

Being a PRSB partner will help ECCO Solutions demonstrate to its customers that they can use the company’s services with confidence to help them meet the needs of care professionals. The PRSB Standards Partnership Scheme helps system suppliers meet the operational and quality requirements of frontline services, always with the needs of the client at the centre.  

ECCO Solutions believes that sharing information for care between systems will be far more achievable with the adoption of PRSB standards across the sector, because they provide access to accurate, real-time data that promotes consistently high-quality care. 

The team is looking forward to working on achieving conformance against the Core Information Standard, Personalised Care and Support Plan Standard, and About Me.  

Jo Eaton, Customer Account Manager at ECCO Solutions, said: “We are delighted to begin our partnership with PRSB, and look forward to working together on achieving a Quality Mark for conformance against information standards to support our customers in achieving the highest quality of care and support.” 

Lorraine Foley, PRSB’s CEO, commented: “Improving the management and delivery of care and support services through digital solutions and information standards is the way forward. I am pleased to welcome ECCO Solutions as our latest partner and work with them to achieve their goals to transform care. It is wonderful to hear about the ECCO Solutions team’s enthusiasm for working towards conformance against our standards – PRSB’s assessors are looking forward to supporting ECCO Solutions in this endeavour.” 

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CHAT theory also explicitly addresses five areas which if addressed systematically will help overcome stakeholder differences in pursuit of the common goal:

1. Understanding the artefacts that characterise the group and its activity.
• The artefacts might be clinical settings or the forms and templates used to capture and share information. During the pilot we heard about hard copy Dialog response forms; locally generated templates for collating information from different systems; letters and emails to GPs; images, poems or other non-text artefacts that service users might want to include in their ‘about me’ or care plan.

2. Understanding the multi-views of the group. Such groups are always a community of multiple points of view, traditions and interests. 
• Different participants in the group will have different roles and will bring to the group and their roles their own histories, language, and ‘rules’. During our Stocktake preparations and workshops we worked with psychiatrists, mental health nurses, occupational therapists, social workers, transformation leads and voluntary sector representatives, all professions and interests with their own language, approaches professional ‘rules’ but united in their interest in care plans, care planning.

3. Activity systems (like the ICSs) take shape and get transformed over periods of time. ‘Historicity’ is a term coined to express how the group’s problems and potentials can only be understood against their own history. 

 

• ‘We’ve always done it this way’, ‘that didn’t work before’, ‘it’s always like this’, ‘it wasn’t always like this’, ‘they are changing things again’, are all typical statements that often frustrate those charged with overseeing change initiatives. Without addressing the experiences that lie behind such comments you risk repeating mistakes of the past, alienating your stakeholders or just not understanding the real starting point for your transformation project. This is particularly the case for the implementation of the PCSP standard, the success of which will be largely reliant on point-of-care practices and information protocols as well as having systems which are user friendly and appropriately configured.

4. The central role of contradictions as sources of change and development. Contradictions are not the same as problems or conflicts. Contradictions are historically accumulating structural tensions within and between activity systems. Collectively addressing contradictions in how policy, practice, culture and technology interact will empower teams to find genuinely novel solutions for apparently intractable challenges, like interoperability and shared care plan/planning. 

This links to the fifth principle that:

5. the possibility of expansive transformations in activity systems. As the contradictions of an activity system are aggravated, some individual participants begin to question and deviate from its established norms. In some cases, this escalates into collaborative envisioning and a deliberate collective change effort. “An expansive transformation is accomplished when the object and motive of the activity are re-conceptualised to embrace a radically wider horizon of possibilities than in the previous mode of the activity.”