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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
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.
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.
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