Congratulations to Leapmind-iStaffRota, our latest Partner to achieve conformance!

Leapmind now conformant

 

We’re pleased to announce that our partner Leapmind-iStaffRota has achieved PRSB conformance against the Personalised Care and Support Plan (PCSP) and About Me standards. We spoke with CEO Andre Disso to mark the occasion and hear why this achievement is so important for their organisation.

What was your organisation looking to achieve by implementing these standards?
At Leapmind – iStaffRota, our goal has always been to ensure that the information captured and shared through our platform meets nationally recognised standards for quality, safety, and interoperability. By aligning with the PRSB Care Planning and About Me standards, we wanted to demonstrate our commitment to structured care recording that support better outcomes and continuity of care across the health and social care ecosystem. This achievement also reinforces the trust and confidence that care providers place in iStaffRota as a credible, standards-driven platform dedicated to improving care quality and transparency.

How did you find the conformance assessment process?
The assessment was thorough, constructive, and insightful. The PRSB team provided clear guidance and valuable feedback at each stage, which helped us refine how our system models and presents care information. It was a collaborative process that not only validated our technical design but also reinforced our focus on real-world usability for care providers.

How much change was required for you to achieve conformance?
While Leapmind – iStaffRota already followed a structured and comprehensive approach to care planning, we made targeted refinements to ensure full alignment with the PRSB data model. This included enhancing our care and support plan structures, reinforcing the cardinality between related sections, and improving the clarity of relationships between needs, goals, and actions. These enhancements have further strengthened our data consistency, and overall system integrity.

What are the tangible benefits of this achievement for your organisation and customers?
Achieving PRSB conformance gives our customers confidence that Leapmind – iStaffRota supports best practice and national standards for person-centred care. It also means greater assurance around data quality, auditability, and future interoperability with NHS systems. For our organisation, it validates years of development effort and positions us strongly for future integrations.

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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.”

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;