Q&A

-define clearly their client groups, including patients, residents, families, the community, as well as staff, physicians, students and volunteers
-leverage the shared goal of quality health care service as the foundation of all decisions and relationships
-identify clients’ needs and issues
-provide appropriate services based on clients’ needs
-gather input and feedback from clients regarding their satisfaction and changing needs
-use knowledge gained from client feedback to make decisions
-develop and implement client satisfaction improvement processes

-attract and retain an excellent executive group which demonstrates and models teamwork
-facilitate coaching and cooperation among diverse groups and perspectives
-engage stakeholders to work together productively and harmoniously
-support the development of capable teams throughout the organization with clear terms of reference
-delegate authority to teams commensurate with their responsibility
-recognize and reward teams which achieve their goals and objectives

The answer is b. The organization is well positioned to provide primary prevention programs in partnership with other agencies. Many now have community development departments, health promotion staff, etc., that extends their role beyond “secondary prevention” clinics

-scan the environment for emerging trends and ideas related to their area of service
-maintain awareness of good practice and new developments in service delivery
-look toward the broad perspective of issues and challenges, and envision future scenarios
-develop insight into the broad strategic direction of health and social care within the scope of their responsibility
-other related answers

1. reviewing environmental trends
2. collecting information on the determinants of health
3. reviewing feedback from clients and the community on its services
4. working with the community to identify priority needs

-ensuring that appropriate knowledge can be accessed and made available to decision-makers
-creating ways to gather information from various levels throughout the organization and use the input to improve quality of decision-making
-encouraging open exchange of information and evidence
-using knowledge and evidence to make decisions
-building research capacity in the organization (or in partnership with others) so that knowledge can be documented and accessed for others to use when appropriate.

The process begins with identifying the various sources of information across the organization. The info coming in from these sources serves as the basis for identifying opportunities for improvement. Sometimes a quick fix is all that is needed to address the issue; however, many times it will be necessary to establish indicators of performance, monitor performance, make the improvements, communicate to the stakeholders and sustain the improvements through regular monitoring.

-Being conscious of their own values, principles, assumptions, strengths and limitations
-Being conscious of their own emotions and feelings
-Being aware of their personal triggers
-Being attuned to their personal style and its impact on the organization, colleagues, and other stakeholders
-Actively seeking feedback from others regarding their behaviour, style, strengths, and areas for improvement

– Demographics
– Socio-economic level of community
– Geographic location
– Education level
– Housing
– Employment
– Recreation

1. Content
2. Context
3. Actors
4. Process

F: All of the above

An Organogram

Name three of the following:
1. Death
2. Disability
3. Retirement
4. Migration

UNFPA

Negative attitudes

First expired – first out (FEFO)