Aspirico becomes a PRSB Partner to support health and care providers with comprehensive care planning

Aspirico, a supplier of a care planning software solution, iplanit, are looking to the PRSB to guide them through conformance with established standards to help their customers deliver high-quality care.

Our new Partner recognises the importance of our standards in ensuring the quality and interoperability of care records. They believe that the scheme will aid them in supporting their customers with comprehensive care planning and effective information sharing. This will enhance the ability of care providers to collaborate and provide personalised care.

They are planning to be assessed for conformance against the ‘About Me‘ and the Personalised Care and Support Plan Standard, which will help achieve their overarching goal.

Declan Kelly, CEO at Aspirico, said: “Aspirico are excited and proud to be a PRSB Partner and are fully committed to working with the PRSB in contributing to the improvement of care records across the care sector.

“The work we are doing with the PRSB in the area of data standards is fully in alignment with our determination and commitment to remain at the forefront of innovation and anticipating emerging market needs. This initiative is part of our accelerated investment in the iplanit framework in meeting the wider data sharing standards by working with the PRSB, the NHS and our amazing customers across the UK.”

Lorraine Foley, CEO at the PRSB, said: “Personalised care is only achievable if we are able to record people’s health and care information in a standardised, holistic way, which would inform their care plans and make sure that this information is shared with the right professionals, at the right time, throughout their life. System suppliers play an important role in making this a reality. I am pleased to see that Aspirico shares that mindset and is already planning to go through conformance process with our standards.”

With 72 system suppliers on board, we are heading towards the so-needed digital transformation in health and social care through helping create standardised, sharable, accessible care records. If you’re not already a PRSB Partner, join us on this journey to make an impact on the care delivery and outcomes. Find out more at https://theprsb.org/partnerscheme/. 

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Successful teams have the functional skills to lead a task, benefit from diversity, and are led in a way that creates time and space for reflection; the ability to take stock periodically, of the task and of the way in which the team is engaged in delivering it. Your stakeholder analysis [HYPERLINK] should help you assemble the most appropriate team and identify how the team interacts and relates to other stakeholders like sponsors, services users, etc.

The variation in the size, both in terms of population served and numbers of constituent organisations, and of complexity, between Integrated Care Systems, precludes the possibility of any prescriptive guidance on the way in which this team is assembled.

Engeström’s expansive learning cycle of learning actions explains how there are 7 stages of learning actions;

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.”