Tagtronics Care partner with the PRSB to deliver quality digital care records in the homecare sector

Helping care professionals navigate digital change successfully is key to enabling them to deliver efficient and effective services. Our new partner, Tagtronics Care, who supply software for homecare organisations, know that having the right information at the right time is important for professionals to fully reap the benefits of digitalisation – and this is why they decided to join the PRSB as a partner.

Tagtronics Care are excited to help improve the safety and quality of social care data with their solution. Helping deliver accurate and standardised data in real time to carers and their teams is fundamental to their mission and a crucial next step as they further the functionality of their software. They understand that standards help maintain a common language between systems, ensuring that the information is consistently shared between different professionals in different settings.

We are delighted that Tagtronics Care are currently in the process of achieving conformance with the About Me Standard and Personalised Care and Support Plan Standard and are looking forward to hearing what benefits it will bring to the care organisations that they are working with.

Mike Williams, CEO at Tagtronics Care, said: “Given the evolving nature of care and standards in the sector at present, our current priority is to help our customers navigate upcoming changes within the industry and ensure they’ve got the right data to deliver quality care. We believe that the values of the Standards Partnership Scheme align well with our mission.”

Lorraine Foley, CEO at the PRSB, added: “Standards are the front door to informed, effective decision-making in health and social care. It’s a pleasure to have system suppliers like Tagtronics Care on board, who understand the importance of this and share our values.”

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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.”