VCare Systems the latest healthcare systems supplier to become a PRSB Standards Partner

The PRSB are delighted to announce VCare Systems as the latest organisation to join in our mission to accelerate the adoption and meaningful use of standards, by enrolling in our Standards Partnership Scheme.

With a vision to connect disparate healthcare systems through the power of integrated software, alignment with the scheme was a natural step in VCare Systems’ drive to change how primary healthcare works, joining the dots between pharmacies, care homes and healthcare providers.

The company has grown substantially since its foundation in 2015, currently supplying Remote Patient Monitoring (RPM), Electronic Medication Management (eMAR) and Patient Medication Record (PMR) solutions to over 20,000 active patients across more than 250 healthcare organisations.

Speaking about this new partnership, CEO Kalpesh Shah, said: “With interoperability critical to effective operations in a very complex environment, the implementation of standards is key and the PRSB has provided us with fresh perspectives on how to develop best of breed solutions.”

“We believe this partnership will help VCare Systems progress at greater pace, as we look to become more established in secondary care. The PRSB Standards Partnership Scheme brings suppliers across the health and care landscape closer together, enabling greater collaboration and the sharing of best practice, while building a more integrated community.”

With legacy systems that have been in service for as long as 40 years, Shah sees the scale of the task at hand as significant, but the intention of VCare Systems is to use available data to improve the effectiveness and efficiency of the UK healthcare system.

Research suggests that care home residents spend approximately two million days in hospital every year, and account for around 250,000 emergency hospital admissions. Of these, as many as 40% could be avoidable through the prevention of over-medication, which solutions such as Virtual Ward are designed to tackle.

But to ensure the right data is captured and interpreted correctly, these must work not only with the latest technology, but also be compatible with a multitude of systems that have been in use across the healthcare system for decades.

PRSB CEO, Lorraine Foley, commented: “We are thrilled to have VCare Systems join the Standards Partnership Scheme. Kalpesh and his team have a genuine desire to improve the lives of patients and avoid unnecessary treatment, and that the company recognises how standards are critical to achieving this is fantastic.”

“Through the solutions they are developing, VCare Systems seek to help reduce the risk of exposure to those more vulnerable, by administering medication and treatment out of hospitals where possible. I am excited by the prospect of our collaboration with VCare Systems to improve the lives of patients and deliver better care for all.”

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Personalised care and support planning for people with severe mental illness

A review of a sample of current care plans, and the way they have been developed, may be helpful in identifying the priorities for this improvement. The PRSB Implementation Guide provides more detailed explanations about each element of the plan, including advice on how the planning process might be best conducted.
These questions might form a checklist for current plans to be compared with. 

1. Does the plan include an About Me section in which the service user, in their own words, can indicate the information they want to be available about their lives, their values, their interests, and priorities, available for all those who may care for them?
2. Is the approach to developing a care plan patient centred and engaging, allowing plans to be based on patient priorities goals, and aspirations, along with the actions they plan to take and the support that they will receive?
3. Is there space for a “formulation” to be recorded in which the person receiving care and the professionals who provide it, share and record the personal meaning and the origins of the person’s difficulties?
4. Are relevant procedures and therapies recorded?
5. Where relevant, are one or more contingency plans included for anticipatable disruptions, exacerbations, or deterioration, and do they include advice on what to do and points of contact for those called upon to respond?
6. Where relevant are additional supporting plans incorporated, (an example being an “educational and health plan” for someone with a neurodevelopment disorder)
7. Is a version of the plan available to a service user (if they wish to have it) in a form and format that they can understand and find to be of value?
8. How is a version of the plan available to the GP and other key parts of the health and care system?

Work conducted by PRSB and partners recently has looked specifically at the suitability of this approach to the development and documentation of care and support plans for people with Severe Mental Illness. This resulted in an updated version of the standard (v1.4), for use by any service and for any group of service users, but with some modifications to ensure that it meets the needs of this community. The approach to a patient centred process of identifying goals, hopes, and values, and the support needed to achieve them, is fully compatible with and can be conducted using, specific tools in use in mental health, such as DIALOG, DIALOG+, and ReQoL, for example. 

Where analysis indicates the need for improvement in the content and process of personalised care and support planning for patients with Severe Mental Illness, specific improvement projects should be instituted to co-design with service users and their representatives, and the relevant staff groups, new approaches, and documentation that would be of value in delivering improvement. The toolkit includes a range of existing resources that could be used to engage in this improvement work, including signposting to relevant existing approaches informed by patient experience-based design.

Moving to a single holistic plan

A review of a sample of current care plans, and the way they have been developed, may be helpful in identifying the priorities for this improvement. The PRSB Implementation Guide provides A key development, consistent with national policy on support for Personalised Care across all health and care sectors, is the move towards an individual with complex needs having a single, integrated, care plan, rather than a series of plans developed by different parts of the health and social care system in isolation of one another. For a patient with severe mental illness, the related concerns and challenges might form a very prominent part of such an integrated plan; many will also have concurrent health challenges and needs. The intention is that the relevant services work together to plan and wrap support around the patient and their family in an integrated way, rather than as a series of sequential or disconnected encounters in which the service user or their friends and family have to adopt the role of the integrator.

A starting point would be to agree priority groups of service users who may already have more than one care plan because they need care from more than one part of the system of health and social care. This could be initiated by looking at service users registered with some sentinel practices or PCNs. Alternatively, the approach might focus initially on people with defined co-morbidity or risk that entails collaborative care with agencies beyond specialist mental health services.

The focus here is on the process of care planning and agreement on what should be shared, rather than solely on the technology used;

1. What is the process to agree which professional will initiate care planning and act as the “lead point of contact” for the service user?
2. Will initial plans be agreed with the service user in joint consultations or sequentially? Where and how will they be conducted?
3. What will be the process to agree the elements of the plans which should be available to professionals and potential authorised users beyond the immediate care teams, (A&E services, Ambulance Services, Social services, etc.) with the service user’s consent?
4. How will elements of the plan be updated following consultations in a way which is proportionate, to allow contact and progress notes to be maintained by the service conducting the consultation, whilst avoiding unnecessary work for partners in care if there is no significant change to the personalised care and support plan?
5. What are the implications for workload, logistics, and administration arising out of these decisions?

The answers to these questions and others will best be elicited through focused joint working, grounded in real, or at least realistic examples. This will entail process mapping, and co-design with a range of professionals, service users, and families. Resources from the toolkit and outputs from the Simulation element of this project will be valuable. Some organisations would adopt an approach such as a Rapid Process Improvement Workshop, planned over several weeks and conducted over a number of sequential days, to develop prototype ways of working that could be tested in the field.