Partner and
member events

Bringing people together to shape the future of health and care through standards

With 89 members and over 60 partners on board, the PRSB aims to bring health and care organisations and digital system suppliers together to enable knowledge exchange and collaboration.

Working with our unique networks of sector experts and professionals, we want to deliver better outcomes in health and social care through high-quality data and standards.

As a PRSB Member or Partner, you get exclusive access to our events revolving around some of the most important and trending topics in the digital health and care landscape, providing an opportunity to educate, inspire and share insights.

Over the coming months PRSB aims to host events about the following themes:

Social care

AI and standards

Outpatient workflows

PRSB conformance

Integrated care planning

End of life/palliative care

Person characteristics project

Personalised care

Share your insights What topics are important to you?

PRSB are always looking for ideas from partners about what themes and topics would be of interest, so please get in touch if you would like to add anything to the list.

Similarly, if you are a Member or a Partner who would like to take part in one of our discussion panels, or speak at an event, please get in touch with PRSB and we will endeavour to add this to our plans.

Who can attend an event?

Our events are exclusively for PRSB Members and Partners.

Not yet a Member or Partner?

For membership information, please contact info@theprsb.org.

For partnership enquiries, please contact partners@theprsb.org.

Past events:

Standards in Clinical AI:  Aligning Innovation with Patient Safety

PRSB was joined by an expert panel who shared their insights on the challenges and opportunities shaping clinical AI.

Ambient AI in Healthcare

PRSB was joined by guest speakers to explore why high-quality input data is a critical (and often overlooked) precondition for successful AI implementation in clinical and care settings.

Moving from illness to prevention

How can we move from illness to prevention? We hosted a lunchtime webinar about the role of data and the digitisation of illness prevention.

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.”