Cura Systems, Dom Portal and Nourish Care adopt PRSB standards to enable better care planning

We are pleased to announce that three more system suppliers have become conformant with the About Me and Personalised Care and Support Plan Standards.  

Adopting both standards will allow Cura Systems to foster a more positive, tailored health and care experience, facilitate more informed decisions and ultimately, lead to better outcomes for service users.  

Similarly, Dom Portal believes that their achievement will reinforce efficient recording of service users’ care preferences and enhance collaboration among health and social care professionals, increasing continuity of care. 

The Personalised Care and Support Plan Standard is Nourish Care’s third PRSB standard conformance, making them our most conformant partner. This new milestone will help continue their vision that truly personalised care comes from centring all care sectors, disciplines and systems around the person – and this starts with ensuring we standardise the way we capture information.  

18 solutions are now conformant with the Personalised Care and Support Plan Standard and another 10 in progress of conformance, ensuring tens of thousands of services users can now record the information they feel is most important to them to inform decisions about their health and care. These conformances mark a huge step forward in accelerating data quality improvements and integrating digital health and care records with care users and professionals feeling the greatest benefit. 

Charmaine Chong, Managing Director at Cura Systems, said: “Achieving the PRSB Quality Mark conformance for About Me Standard and conformance with the Personalised Care and Support Planning v2.0 signifies Cura’s unwavering commitment to empowering seamless person-centred care and equipping service providers with the tools to deliver the highest standards of care through standardised data.  

“While the conformance process required dedicated development effort, Cura found the process, in particular guidance from the PRSB team, very helpful in cutting down development time.” 

Prashant Goud, Director of Services at Dom Portal, said: “The PRSB standard establishes consistency in data capturing and sharing, which is key for personalised and collaborative care delivery.   

“The conformance assessment process is efficiently structured. Clear guidelines for the necessary data standards are provided, making it easy for our developers to adhere to them. We were able to finalise development and testing within a single sprint cycle, spanning two weeks.” 

Carrie Taylor, Clinical Lead and Safety Officer at Nourish Care, said: “The team at PRSB were such a great support. They provided their time on video calls, reviewed and responded to our emails with questions and queries and most importantly really collaborated with us. They took feedback from us as well as helping us achieve compliance – ensuring that we really felt valued and supported as a quality partner.” 

Lorraine Foley, CEO at the PRSB, commented: “Huge congratulations to Cura Systems, Dom Portal and Nourish Care for achieving their conformances, which will undoubtedly help bridge the gap between healthcare and social care and lead to delivering more integrated, holistic care for service users.” 

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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.”