SCIMP Conference 2009

PASSIONATE ABOUT PROTOCOLS

Marion Easton, Whitefriars Surgery, Perth. ©

Workshop ObjectivesHave 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.

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 CULTURETribal 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 etcNo 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 RISKSShared values and beliefsAlignment within the practice culturePeople often learn or are reminded, how to perform a

task through proceduresIncrease skills and knowledgeCapture knowledgeSafe guarding against Statutory and Contractual breachQuality, environmental, and health and safety problems Moral and ethicalFinancial security

SIGNIFICANT EVENT ANALYSISFailure 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 peoplePlan with the peopleBegin with what they haveBuild on what they know

Of the best leadersWhen the task is accomplishedThe people all remarkWe 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 6Often discussed and used as if they are the

same

There are important distinctions between them.

POLICY Page 13

PROCEDURE

PROTOCOL

DEVELOPING THE PP&PSWritten 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?

Policies Protocols and Procedures (OK… Guidelines)

Prior Proper Planning Prevents Pretty-Poor

Performance

Consider: developing further understanding and

skills Learn about relevant tools and

techniquesRelevant resources and systems