Developing an effective person centred complaints resolution culture and process

Contents

Acknowledgements

Foreword

Introduction

Chapter 1

1.1 Quality Human Service

1.2 Department's Quality and Safety Framework

Chapter 2

2.1 Relationship between a Complaints Resolution Process and Quality Human Service

Chapter 3 - Delivering Quality Human Services through continuous improvement and building a learning culture

3.1 Culture is more than compliance

3.2 What is organisational culture?

3.3 Quality Culture

3.4 Person-centred Culture

3.5 Understanding the Existing Culture

3.6 Principles of effective cultural change

3.7 Use of appreciative inquiry approach to complaints

Chapter 4 - The experience of people with a disability and complaint resolution processes

Chapter 5 - What you need to consider in having an effective process for resolving complaints

5.1 State Legislative and Contractual Requirements and Context

5.2 International and Australian Standards of Complaint Handling

Chapter 6 - Role of Boards of Management

6.1 Roles of Boards of Management

Chapter 7 - Key Elements to an Effective Person-centred Complaints Resolution Proces

7.1 How to organise Effective Complaints Resolution Process

7.2 Key Principles that inform effective Complaints Resolution Processes

7.3 Importance of a three tiered Complaints Resolution Process

7.4 Indicators of an effective Complaints Resolution Process

7.5 Complaints Policy and Procedures

7.6 Features of Effective Responses to Complaints

Chapter 8 - Use of Person-centred Thinking Tools to Resolve Complaints

8.1 Important to and Important for

8.2 Mindful Learning:  What is working/not working?

8.3 Four plus one questions

8.4 Defining Roles and Responsibilities - the Doughnut Sort

References


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