Getting people on board
People often believe that adopting standards for digital information sharing is about ‘getting the tech right’. In fact, getting people on board is a key element of successful standards adoption and the culture change required to make it happen. This part of the transformation initiative demands thorough attention and planning.
To effectively engage people, you should start by understanding their motivations. This includes understanding who you need to get on board and why, and how important their positive involvement will be to your success.Â
The case for change
Imagine a GP or hospital appointment where your needs, preferences, and goals take centre stage – that’s the essence of personalised care planning. It’s about providing a unique health and care plan that revolves around you, the person.
Personalised care planning is like tailoring a healthcare experience to fit an individual’s unique needs, all done collaboratively with all the health and care professionals involved in their care, whether it is at their GP, hospital clinic or care home.
What are the benefits?
Having a personalised care plan acknowledges their individuality. It empowers the person to be an active participant in decisions about their health and wellbeing – their voice matters.Â
This personalised approach isn’t just about clinical outcomes; it’s about encouraging better adherence to treatment plans and contributing to an overall sense of improved well-being.Â
A care plan, that is accessible to all involved in a person's care
A personalised care plan that’s shareable between health and care services ensures a seamless continuity of care, improving communication among professionals across different services.
It also gives people the tools to take charge of their health, encouraging better self-management. By recognising people as key contributors in their care planning, we make sure that the solutions truly matter in the context of their lives.Â
Bringing together health and social care during assessment also ensures a more streamlined experience, sparing individuals from repeatedly sharing their stories. The end result is a single, comprehensive care plan tailored just for the person.
The problem
What is the current situation?
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The solution
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A call to action
Implementation of the standard needs to be delivered as part of a wider change programme. Implementing standards is often viewed as a technical fix but in reality, it is part of a wider service change programme to improve the experience of the individual receiving care and those professionals providing care.
If this change programme is going to be successful everyone involved must understand the purpose of the change and what a successful conclusion might lead to. This works best when the change is framed in the form of a compelling narrative, that connects with people emotionally as well as intellectually. Local health and care systems need to assess the best approach to delivering this change and identify what will motivate clinicians to deliver the change and the benefits to be realised.Â
The section below ‘Creating a stakeholder map’ outlines in more detail who needs to be involved and how to get them onboard with the change programme.Â
Resources
- The NHS Long Term Plan
- Links go here
- Links go here
Briefing your staff
It is critical that your stakeholders are actively involved from the start and have the chance to influence and contribute to the task of implementing the standard.
These slides provide an outline to help you brief staff on the project, the rationale for doing it and how they will be involved. You can adapt them to reflect the specifics of your local situation.
Download the slide pack
Creating a stakeholder map
When starting your implementation project, you will need to identify all the stakeholders that need to be involved in your project. The most useful thing we know from developing the standard is who your key stakeholders are most likely to be and what they are most likely to be concerned about.Â
The list below identifies the main stakeholders that should be involved when delivering wound care management change projects.
- The health and care system clinical leads, including the organisation’s Chief Clinical Information Officer and Chief Digital and Information Officer.
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- The governance teams that support the implementation of new systems, clinical safety, and sharing of personal data
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- People that support programme and project delivery and will deliver the required change management programme
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- Most organisations will be members of the Integrated Care System’s (ICS) existing Wound Care Management Working/Strategy Group. If you have not yet involved this group, it is recommended you do so to reduce the burden of additional meetings on very busy clinical staff.Â
Here is an example list of key stakeholders you may want to include based on our research:
We also recommend using the RACI model – which identifies who needs to be responsible, accountable, consulted and informed.
Creating a commitment chart
Once your stakeholder list is complete, filling out a commitment chart can be a useful way to compare current levels of commitment to minimum levels needed from key players for effective implementation. Here is an example of a commitment chart that you might use.
You can follow the steps below to determine areas of support and resistance to the project:
- Identify the essential individuals or groups for the project’s success and list them as “key players” on the chart.
- Review the commitment rating system.
- Rate the minimum commitment needed from each key player by placing an “O” in the corresponding box.
- Evaluate the current commitment level by placing an “X” in the box that represents their current level.Â
- Discuss strategies like personal contact, emails, or recommended readings to achieve the minimum commitment level needed for the exercise.
You can then develop a strategy to move everyone to the desired state of commitment. Below is example list of barriers for specific groups and what could be done to engage these stakeholders and get them on board.Â
Write your business case
To assist with your implementation, you can download and personalise this example proforma business case which includes hints and tips on the benefits and gains which you can expect.
Each organisation will need to tailor to their own unique circumstances.
FAQs
In our standard and toolkit development, we gathered many questions and our FAQs have the answers. These FAQ’s will be added to as the standard is implemented widely across health and care systems.
The wound care information standard is not a replacement for existing standards, however it does standardise the information that should be recorded during a wound care episode.
This may require the implementation of a new clinical system (or the development of a template within an existing system) which could replace existing manual form of recording information.
The standard is one of a suite of information standards that are used in electronic health records.
Information standards are used to support the recording of data in a consistent way so that it can be made available whenever it is needed such as when the community nursing team visits, when we visit our GP, attend a hospital appointment or order medication from the pharmacy.
No, historic data does not need to be updated. Once the new standard is implemented, the new codes can be used but you will need to consider the impact of using the new codes on reporting e.g. for QOF or the National Diabetes Audits.
PRSB Standards Explained
Why we need standards to record our health and care information in a consistent way so that it can be made available whenever it is needed.
Making change happen
Transformation programmes need clear goals, the right leadership and engaged staff and stakeholders. Get started by reading our information on transformational change.
PRSB Support Available
If you have a question for PRSB, please contact our support team. We have an expert team who can help you find the answer, or direct you to the right place.