Leecare Solutions empowers care providers to deliver tailored care experience through standards conformance

More than 15 million people in the United Kingdom live with long-term conditions that require care and treatment1, and so it’s important that the provided care responds to their individual needs. Delivering personalised care is one of the elements of the NHS Long Term Plan – to make it ‘business as usual’. Ensuring information flows more easily between different services, to and from the individual themselves will help empower informed self-care and shared decision-making

Leecare Solutions, a software supplier for care of the elderly, has just become conformant with the PRSB’s Personalised Care and Support Plan Standard, meaning that their clients, including care providers, will be able to create and share digital care plans with people, their loved ones, and other professionals involved in their care pathway. In the past, multiple care plans would be created – with the PRSB’s standard, a single over-arching care plan can be shared digitally.

Person-centred care gives people more control and choice over their health by tailoring care to their needs, preferences and circumstances. In the research carried out by the Personalised Care Institute, nine out of ten people felt that person-centred care would help them manage their health issues more effectively2.

Caroline Lee, CEO at Leecare Solutions, said: “Leecare is thrilled to be empowering care providers to deliver exceptional and personalised support, through our innovative care management software and conformance with the Personalised Care and Support Plan Standard.”

Annick Guirate, UK General Manager at Leecare Solutions, said: “The conformance assessment process was well-structured, providing clear guidance on the steps required to achieve conformance. The support and assistance provided by Annette and Isabel were exceptional, making the process smooth and efficient.”

Lorraine Foley, CEO at the PRSB, added: “The transition to more personalised care cannot happen without digital efforts and ensuring that care plans fully reflect people’s needs – and our standard helps achieve this by making sure the right information is shared about the person’s care, whichever health or care setting they’re using. Conformant suppliers like Leecare Solutions help prove that the shift towards more person-centred approach is closer than we think and serve as a great example for other system suppliers to take the same route.”

1 https://www.nuffieldtrust.org.uk/resource/care-and-support-for-long-term-conditions

2 https://www.personalisedcareinstitute.org.uk/2021/09/15/pci-anniversary-start-your-personalised-care-learning-journey-as-new-data-shows-the-impact/

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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.”