SCIMP Conference 2009 PASSIONATE ABOUT PROTOCOLS Marion Easton, Whitefriars Surgery, Perth. ©

Workshop Objectives Have an understanding of: Leadership and management in a procedure based culture The difference between a Policy; Procedure, Protocol and Guideline How to develop effective Policies; Procedures and Protocols Factors which affect the success of their implementation The steps for successful their implementation in Primary Care

PASSION To have a strong feeling or emotion tied to something.

PASSION A PASSIONATE TEAM: They all love what they do, which means that no matter what obstacles surface, they will push through because they believe in themselves and their cause. A PASSIONATE TEAM: They all love what they do, which means that no matter what obstacles surface, they will push through because they believe in themselves and their cause.

WHY I AM PASSIONATE ? Valued them at different new stages in my careers Required by: Quality Awards, QOF, Contractual, Legislation Confusion about what they are and how we produce them Perceptions of their value New climate looking for and sharing best practice How can we be assured of their validity?

WHY I AM PASSIONATE? INFORMATION AND KNOWLEDGE MANAGEMENT Recognise that my role requires specific knowledge and skills. How do I find out what I need to know and where do I find what I need to know. How can we reduce the information overload, and manage individuals workoverload Become a way of doing which the whole team values - not a chore and just box ticking.

Tick which statements describe your experience within your present workplace? WORK SHEET Page 5

TRIBAL versus A PROCEDURE-BASED CULTURE Tribal Culture Handout by Dr JR Dew Alabama University

CULTURE Page 4 “THE WAY WE DO THINGS HERE” How the Policies, Procedures and Protocols can determine the type of culture. Underpin the safety, health and success of the organisation Provide stability to cope with the organisation’s climate

PROTOCOLS etc No Protocols → knowledge is power → Top heavy and unstable He underpins the safety, health and success of the organisation What if Protocol was: Weak? Couldn’t be trusted? Abused? Ignored? Not respected? Non existent? Not utilised? Not developed properly? Not kept up to date with the times? What if he: Couldn’t be challenged? Couldn’t be relied on?

DRIVERS AND RISKS Shared values and beliefs Alignment within the practice culture People often learn or are reminded, how to perform a task through procedures Increase skills and knowledge Capture knowledge Safe guarding against Statutory and Contractual breach Quality, environmental, and health and safety problems Moral and ethical Financial security

SIGNIFICANT EVENT ANALYSIS Failure to follow practice procedure The practice procedure needed reviewed or There was no formalised procedure. Managing risk – how safe are your systems? Page 29

LEADERSHIP & MANAGEMENT POLICIES, PROCEDURE AND PROTOCOLS Learn from the people Plan with the people Begin with what they have Build on what they know Of the best leaders When the task is accomplished The people all remark We have done it ourselves Lao Tzu

LEADERSHIP & MANAGEMENT POLICIES, PROCEDURE AND PROTOCOLS MANAGEMENT: Head and the Hands LEADERSHIP: Heart, Head and the Hands

POLICIES, PROCEDURES, PROTOCOLS, AND GUIDELINES PAGE 6 Often discussed and used as if they are the same There are important distinctions between them.

POLICY Page 13

PROCEDURE

PROTOCOL

DEVELOPING THE PP&PS Written versus unwritten – Page 8 There is a real danger in creating a policy or procedure for everything: People ignore them. When to write or rewrite -Page 10 How to write and present- Page 15

PLANNING A POLICY AND PROCEDURE REMEMBER LEADERSHIP AND MANAGEMENT The Planning Template on Page 22 The notes and resources on Page 23 onwards – change management; facilitation; decision making; motivational etc…… skills

INFORMATION AND KNOWLEDGE MANAGEMENT Step 8 - Page 27 Capture Knowledge Manage information Make it accessible

What is it about the PPPPPPPPs? P olicies P rotocols and P rocedures (OK… Guidelines) P rior P roper P lanning P revents P retty- P oor P erformance

DEVELOPMENT OF THE “LEARNING ORGANISATION ” Consider: developing further understanding and skills Learn about relevant tools and techniques Relevant resources and systems