Shared resources and learning

Wound Care
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About this toolkit

2.
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Getting to grips with the standard

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Getting people on board

4.
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Taking stock and planning

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Putting the standard into practice

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Shared resources and learning

Shared resources and learning

In this section you will find a collection of our key resources from this toolkit as well as other support that we have available through our member and partner networks.

Working collaboratively

Our aim is to develop our resources with your input and feedback so we can create a mutual learning space which allows you to communicate with other professionals who are embarking on their own change project. 

Whether you are in the process of implementing our standard, or you are reading this to find out more about whether this is right for your organisation, we want hear from you.

Resources in this toolkit

Key resources from the individual toolkit sections in one quick view list.

Getting to grips with the standard

 

Getting people on board

Taking stock and planning

Putting the standard into practice

Other resources

The resources below are available on the FutureNHS website, which requires a login to access. Registration is free, and you can sign up easily.

Clinical resources for the three areas of wound care. 

 

future.nhs.uk – Improving wound care – A repository of clinical recommendations, resources, including resources for patients, events and recordings from the National Wound Care Strategy Programme, commissioned by NHS England.

 

Other resources  

 

Education for patients and carers  

 

NHS England Transformation Directorate resources

Sharing learning

Evidence suggests that people learn best through information sharing with their peers and this is how change can really work. Our aim is to create a shared learning space where we can compare experiences, ask questions and share resources.

We are inviting you to complete our short feedback form so we can find out more about how your change management or implementation project is going. We also encourage you to get in touch if you are yet to implement this standard and want to hear from other implementers about their experiences or have a specific question for our support team.


Support available

Contact our support desk

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If you have a question for PRSB you can contact our support desk. Your request will be logged in our system and the support team will contact you within 24 hours.

Our team have palliative and end of life care project-specific knowledge with access to experts from our professional members.

Find out more

Standards Partnership Scheme

Partnership Scheme for Suppliers

Our Standards Partnership Scheme offers services to suppliers and providers who would like to receive support on getting their systems ready for implementing our standards.

Suppliers and providers can access bespoke, hands-on support and workshops to implement the standard, gap analysis and conformance services from our expert team. Find out more and contact us to discuss your requirements.  

Find out more

PRSB Professional Network

The Professional Network is for health and care professionals with an interest in standards and the digital agenda and people involved in digital transformation. 

As a member you can share learning, provide advice and raise queries and concerns around issues related to standards and  implementation.

Find out more

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Shared resources and learning
Resources in this toolkit
Other resources
Sharing learning
Support available

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.

Read More

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.

Read More

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.

Read More

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.”