Facilitator Handbook 2005 - PRIMIS

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PRIMIS Facilitator Handbook Data Analysis, Interpretation and Feedback The training also covers techniques for feeding data back to practices and other appropriate bodies, such as the PCT or employing organisation, and the steps to be taken in developing an action plan for tackling changes that need to be made. An important part of the training is the management of confidentiality issues. On completion of the training, facilitators will be able to submit further data to the PRIMIS Information Team and receive the analysed data back via the PRIMIS secure website. Learning Objectives The training will provide information facilitators with: • an understanding of how to download feedback and configure Rush • an understanding of Rush graph construction including the difference between morbidity, mortality, prevalence and incidence • an understanding of data quality issues that contribute to feedback results • an understanding of limitations and use of aggregated feedback data • an awareness of confidentiality issues relating to aggregated data • an awareness of additional methods, including clinical systems’ own search engines, to complement feedback. Further Reading PRIMIS Guidelines www.primis.nhs.uk/pages/download_template.asp?r=Guidelines_Sept01.pdf Training Plan - Links to other PRIMIS training Before attending the Data Analysis, Interpretation and Feedback module, facilitators should already have attended the following PRIMIS training modules: • Quality Data, Quality Outcomes • Clinical Coding • The MIQUEST Process Facilitators attending this training module would also find the following training modules of interest: • Facilitation Skills • Action Planning and Supporting Change • Information Governance • Path to Paperless • Primary Care Data Uses and Abuses 38 PRIMIS
Facilitation Skills PRIMIS Facilitator Handbook Facilitation Skills Background “Managers are under increasing pressure to implement major structural reform in the NHS as well as achieving demanding national performance targets. At the same time they are expected to deliver changes in the culture of NHS organisations - changes which some regard as fundamental if real improvements are to be sustained. “The political imperative to deliver rapid objective change can lead managers to adopt an increasingly authoritarian style. Such an approach may be effective in producing short term measurable change, but it is likely to bring managers into direct conflict with doctors who value their professional autonomy and resist current attempts to ‘manage’ their performance. Management styles that make doctors unhappy may adversely affect both the quality of care and patients’ satisfaction. “Tension exists between the performance management role of managers and their responsibilities to produce changes in the culture of the NHS. This tension is becoming increasingly important for managers who work in primary care trusts - relatively new organisations that are expected to lead the reform of the NHS.” Marshall et al. Managing change in the culture of general practice: qualitative case studies in primary care trusts. British Medical Journal. 2003; 327:599-602. Facilitated change is key to helping organisations meet the demands of the current NHS. The input of a facilitator can have a very positive effect in smoothing the transition from one way of working to another. The facilitator works, either formally or informally, with the practice team to create a climate of trust and confidence where barriers to change can be acknowledged, discussed and addressed. It is recognised that when most changes go wrong, it is because too little time is spent exploring the background and the context for change, and helping people recognise the imperative for change. An effective change programme tends to adopt certain key characteristics as outlined in the box on the right. The facilitator is there to ensure a productive group process, whether this is brainstorming new ideas or improving existing processes. The role of the facilitator is to help and support the group to work as a constructive and cohesive unit and to enable them to take ownership of the process and undertake the task to achieve the objectives. Characteristics of a successful change programme • A clear understanding of the context and external factors driving change • Recognition of the implications for the organisation resulting in the recognition that the status quo will not do • A well devised change plan which highlights the application of change and how it will be delivered • An opportunity to be engaged in the implementation PRIMIS 39
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Page 3: Contents Introduction 1 The PRIMIS
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Facilitator Handbook 2005 - PRIMIS

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