Type of Change
Possible artefacts and evidence to develop ahead of a stocktake
Rationale
Policy
In-house training and briefing materials
To understand what training and briefing styles are liked by staff
Previous Staff briefings
To capture what you think you’ve told people already and the extent to which this has been understood
Existing strategies that connect to the PCSP standard implementation.
To understand how PCSP standard implementation connects with other strategies, for example IT, data governance, HR and workforce development, change management etc. If the connection is a firm dependency this is an opportunity to understand the extent to which stakeholders are aware of or relate to the different strategies.
Practice
Patient journeys/user cases.
Clinical scenarios provide authentic and engaging entry points for conversations with those who give and receive health and social care. This is discussed in more detail in the section on using clinical scenarios for training and engagement.
Pathway and process diagrams relating to providing a mental health care plan.
During the workshops participants will be invited to share examples of pathway and process diagrams already in place – you may want to give participants advance notice so they can prepare materials they would like to share, or you may prefer to use workshop time to develop pathway diagrams collaboratively. Pre-prepared materials will privilege those with time and opportunity to prepare and can stifle contributions from others; collaborative models may reveal previously unknown insights about practices and processes. People, individually and as teams, might also develop new diagrams inspired by those used during the workshop, for example new scenarios, instructions for accessing information systems, redacted or template letters, reports.etc.
Statements from stakeholders in ICS implementation teams on the problems that arise for them during the current process of generating a care plan.
This sort of intelligence can be used by simulation experts to better understand what success looks like from the perspective of each stakeholder. Once simulations have been developed they can be used as stimulus material in subsequent rounds of workshops or used by data architects and system developers to improve the care planning infrastructure. There is more information about how this type of simulation can be used to support your PCSP standard implementation in the folder of accompanying resources.
• A set of example clinical scenarios that can be applied to the PCSP standard.

• Data from ICS implementation teams about the current process of generating a care plan.
From these inputs simulation experts are able to determine aspects such as: how a process is triggered; what tasks are performed in the process; who performs the tasks; where, if any, did problems occur in the process etc. Once these variables are known, we can simulate care pathways based upon the examples. There is more information about how this type of simulation can be used to support your PCSP standard implementation in the folder of accompanying resources.
Culture
• Statements from stakeholders in ICSs on the problems that arise for them during the current process of generating a care plan.

• These statements should define the type of stakeholder, motivation for being involved, and what success looks like to them.
This will help to understand what success looks like from the perspective of each stakeholder.
Statements about workplace cultures and values.
This will help understand the intangible barriers and enablers to successful implementation.
Technology
• Datasets, data models and screenshots of information pertaining to the current care plan process.

• Glossaries / reports.

• API and digital messages between different systems.
This information is used to determine the data items used in simulations. The requested information justifies why the pathways contain each touchpoint and shows how they are relevant to the simulation/scope.