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|Question 1: |
|Background: Quandong Community Health Service (QCHS) provides a comprehensive range of services in the regional area in which it is |
|located. Clients/consumers who require counselling services might be referred by health care practitioners or might self refer to the |
|Service. QCHS currently operates on a service model that includes clients coming to an initial counselling appointment where the |
|rostered intake counselling practitioner assesses the client’s needs and may make a referral to either the general counselling service or|
|specialist counselling teams within QCHS. Currently there is a 3 months wait for clients to come for the intake assessment appointment. |
|This waiting time has been steadily increasing over the last 12 months. Clients then have a further wait of 4 to 9 months until they are|
|able to have their arranged counselling appointment – although clients with urgent problems are seen by Service staff as a priority. |
|Financial resources are finite and while QCHS will receive workforce cost CPI (consumer price increase) increases each year, increases in|
|staffing positions are not anticipated for QCHS. QCHS needs to make some strategic decisions about client access, models of care |
|delivery and its operations. |
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|Question: Discuss the importance of organisational theory (OT) on decisions that Quandong