Final Comprehensive Workshop Summary

8/9/2019 Final Comprehensive Workshop Summary

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Workshop Summaries

R & R O f f i c e I C C D e l m a s 3 1 P o r t - a u - P r i n c e t e l e p h o n e : 3 0 5 9 0 9 6 7 7 4 w w w . i n t e r n a t i o n a l c h i l d c a r e . o r g

prepared by:

Victoria Jean-Louis

Melanie Y. Brierre

R&R Office ICC

STRATEGIC PLANNING FOR GCH RECONSTRUCTION

NOUVEAU GCH: MARCH 22 & 23

(NATIONAL STAFF REPRESENTATIVES)

Facilitator: Dr. Harry Geffrard

RECONSTRUCTION PLANNING: MARCH 26-27

(NATIONAL AND INTERNATIONAL STAFF REPRESENTATIVES)

Facilitator: Dr. John Yates

Introduction:


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STRATEGIC PLANNING OF GCH RECONSTRUCTION AND RELIEF EFFORTS

R & R O f f i c e I C C S t r a t e g i c P l a n n i n g o f G C H R e c o n s t r u c t i o n a n d R e l i e f E f f o r t s

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The effects of the Earthquake of January 12th 2010 have been astounding; over 14 billion dollars in

damages, more than 220,000 deaths, more than 500,000 displaced persons and more than 1 mil-

lion left homeless. Grace Childrens Hospital was not spared in this tragedy. The buildings which

housed the hospitals inpatient wards, outpatient clinics, laboratory and administration have all been

severely damaged. According to the recommendations of more than three professional engineering

firms, these structures must be demolished and reconstructed. In the meantime, hospital services

are being offered under tents in the yard.

By the 25th of January the International Board had appointed an International Director to, on one

hand, coordinate the preparation of a strategic plan for the New GCH, and on the other, help

mobilize funds to construct and equip the new hospital. Meanwhile, the ICC-USA Board had orga-

nized a Capital Campaign committee. What was lacking was a document outlining a clear vision

for the New GCH and its approximate cost projections. Over the course of the third week of

March, the Relief and Reconstruction team working out of its new office, began working to develop

a plan and quote for the construction of the new infrastructure.

Two groups were formed to facilitate the planning process: Group 1 consisting of the leadership

team of ICC-Haiti, along with representatives belonging to different levels of the hospitals admini-

stration and technical/ clinical service departments. Group 2 consisted of the leadership team of

ICC-Haiti and three members of the ICC-USA team.

Two Strategic Planning Workshops were held the week of the 22nd of March to initiate the strate-

gic planning of the reconstruction of the new GCH. This document summarizes the discus-

sions/outcomes of these workshops.

Hospital inpatient care set up under tents in the yard


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WORKSHOP 1: NOUVEAU GCH

Background: GCH infrastructure was severely damaged as a result of the earthquake. Services weredisrupted or suspended altogether. Strategic planning for reconstruction is required.

Objective: The purpose of the workshop was to obtain input from local GCH staff in the devel-opment of a strategic plan for the reconstruction of Grace Childrens Hospital. Each level of per-sonnel was represented by a member of their division.

Summary of Results: Through a two day series of discussions, the workshop achieved many of itsdesired outcomes. (See Annex A for a full summary of this workshop)These discussions led to thedefinition of an agreed upon collective vision for the new GCH. Six primary strategic axes wereidentified as necessary steps to achieve this vision and the major components/clinical services for

the new hospital were identified and a suggested layout for the new GCH was initiated.

The historical review of the past 42 years of GCHs existence led to the identification and analysis

of key values and strengths that have contributed to the success and reputable service that ICC isknown for. The success of this model underlined our discussions for the future hospital and its op-erations. In addition, by detailing the weaknesses recognized throughout, the group was able todevise ways to counter them and their adverse effects. The overall institutional culture of GCHprovided a foundation for the discussions and supported an open platform where voices and sen-

timents could be expressed freely. This atmosphere and context resulted in Group 1 arriving at acollective vision for the new GCH. They summarized what are seen to be GCHs currentStrengths, Weaknesses, Opportunities, and Threats (SWOT) and they defined the key strategicaxes that must be included in our plan in order for us to achieve this vision. These items are de-

tailed below.

GROUP VISION FOR THE NEW GCH:

GCH is a maternity and pediatrics hospital specialized in the research and management of HIV/AIDS and respiratory diseases, notably Tuberculosis. Its outpatient clinics, open to the public, re-spond to the medical needs of the population in its district.

SIX STRATEGIC AXES:

Participants found the following six strategic axes to be of greatest importance moving forward. It isbelieved that efforts to satisfy priorities and objectives in these five areas will ensure the accom-plishment of the dream.

1. Reconstruction of Hospital2. Equipment and Maintenance3. Continuing Education4. Human Resource Management5. Fundraising6. Partnerships with international and local training institutions


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DESIGN/ LAYOUT FOR THE NEW GCH:

It was felt that the new hospital should include the following clinical services/spaces:

Out Patient Clinic

Reception Waiting Room Patient Accounts Consultation Room

o Ophthalmologyo Pediatricso TB Clinico OBGYN Clinic

Pre Natal Midwifery Family Planning

o ARV/VCT Clinico Counselingo Dermatology Clinico ENT Clinico Family Planningo Triage

Inpatient (100 beds)

Neonatal Intensive Care Emergency Room TB Postpartum/Psychology Pediatrics Maternity

o Waiting Roomo Receptiono Delivery Roomo Operation Roomo Labor Roomo Recovery Roomo Gynecology Roomo Postpartum/Psychology Unit

Community Health Center

Training Room (designated for TBAs: traditional birth attendants) TBAs station (traditional birth attendants)

Offices/Work Stations


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Supervisor Health Agents Chief Community Health Officer Clinical Nurse Manager Training Supervisor

Laboratory and RadiologyPharmacyMedical RecordsAdministrationConference RoomResearch and Statistics Dept.Laundry RoomCafeteriaKitchenSchoolResidence (for students and people in training)Sterilization RoomMediation CenterGift ShopInformation Technology Department

FOLLOW UP ACTION;

Operations Plan to be drawn up by National Staff by April 15th.

Mme Arnaud, Ellen Palmer and Jeannine Hatt express their sympathies to the oldest member of

the GCH staff who was left homeless by the Earthquake.


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WORKSHOP 2: RECONSTRUCTION PLANNING

Background : The 26-27 of March 2010 Group 2 met to discuss the outcomes of the first work-shop held earlier that week and arrive at decisions concerning the vision statement and strategicchoices proposed by Group 1.

Objective : To combine the thoughts and concerns of Group 1 and Group 2 to contribute to abroad framework to be used over the next five years for the reconstruction and operational planof the new Grace Childrens Hospital.

Summary of Results : An agreed upon vision for the New GCH along with a list of new struc-tures was arrived at through use of a participatory process. It is believed that group participation ofthis sort will ensure the building of a hospital we all feel proud of. A first draft of the strategic plan-ning document is expected to be complete by the end of April.

On day one, participants reviewed points covered in Workshop 1 and provided insightful com-

mentary and recommendations. By way of introduction Dr. Geffrard made reference to three im-portant steps in the strategic planning process: 1) Harnessing the necessary technical expertise (ieengineers, architects, etc), 2) arriving at approximate cost projections and 3) planning for a sustain-able future. With regards to the first, participants agreed that a local engineering firm should workalong side the selected foreign engineering firm, or at the very least provide technical advice in theprocess of reconstruction. Tecina is a local firm which has participated in ground analysis construc-

tion with GCH in the past. (It was Tecina that oversaw the construction of the eye clinic buildingacross the street from the man campus) Given their familiarity with the terrain, it was decided that

their advice would be invaluable in the process of rebuilding. A meeting with Tecina representa-tives has been scheduled and is set for Thursday April 8, 2010.

It was agreed that cost projections are a critical next step in the rebuilding process as the CapitalCampaign will require these to mount a successful fundraising effort. When it comes to fundraising,it was also agreed that we will need cost estimates and then will need to raise funds not only for

the reconstruction but first for the demolition/site preparation, and then also for equip-ment/furnishings and lastly at least a year of running/operating costs if we intend to plan for a sus-

tainable future. To this end, the Capital Campaign, apart from fundraising for reconstruction, willhave a separate endowment fund designated for hospital maintenance and operations post con-struction.

As participants looked back over the past few decades of ICC work, Group 2 had a number ofimportant historical milestones/ observations to add to the list prepared by Group 1, most notably

the PEPFAR program, new HIV activities and establishment of the medical laboratory. Each is felt

to have contributed greatly to the evolution of GCH as an institution. The trend, historically, hasbeen a gradual expansion of services and as such, members warned against plans for rapid expan-sion of services/ program activity. Historical funding sources became the next point of discussion.Group members feel GCH has the credibility and longevity of funding sources to succeed in theproposed endeavors and has requested that National Directors draw up a list of these sources togive a better sense for where funding has come from in the past and who should be approachedfor support as we move forward. As we prepare to do fundraising we also need to gather sum-mary data about the total numbers served by the hospital through its various services over time.


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A number of clarifications were required as Group 2 reviewed the list of institutional values pre-pared by Group 1. More specifically, Group 2 wanted to know whether the values included on thelist were values being upheld by GCH as an institution or if they were the values we should aspire

towards more generally. Group 1 confirmed the latter and in fact mentioned that commitment to

certain values is on the decline. Members of both teams felt the exercise was important to rein-force the values listed. This discussion led into questions about GCHs current mission statement. Itwas confirmed that GCH does not have a mission statement endorsed officially by the organiza-

tion. Participants agreed to develop one to present to board members at the Annual Board Meet-ings at the end of April.

The following are the additions/ modifications set out by Group 2:

Institutional Strengths

1. PIMUD (Urban TB Initiative)2. TB/ AIDS Expertise3. Community Health

Institutional Weaknesses

1. Maternity Care2. Cost Recovery

External Threats

1. Increase in cost of living2. Hand-out mentality that seems to be developing post quake3. Conflicting Agendas on the part of donors4. Distortion of local market as a result of the post quake influx of International Aid

External Opportunities

1. Collaborations with other NGOs2. New services3. Equipment and maintenance4. Possibility of offering a residency training in Pediatrics

Additional Support Groups

1. UMCOR2. List of institutional/ denominational supporters( to be added with help from national of-

fices in the North)Concerned Parties

1. Local volunteers (ie 46,000 American citizens living in Haiti)


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rather than attempt to manage several institutional partnerships simultaneously. Specific ac-

tion points to achieve these goals are detailed below.

Generate a list of list of 10 potential institutional partnerso Some suggested partners:

Childrens Hospital of Los Angeles (senior member is Haitian) Global Health Program (Dr. Gwen Worm) University of Miami American Academy of Pediatrics

Complete application so that we are eligible as a VIM site to receive volunteers R&R Office is to communicate needs identified by GCH to ICC USA, ICC Canada

offices and other entities receiving volunteer requests

R&R Office in collaboration with GCH is to develop a public relations strategy toaccommodate and follow up with volunteer groups and other partners

R&R Office to facilitate the development of a selection process to respond to over-whelming response or desire to participate and volunteer with ICC in Haiti based

on needs of GCH and other established criteria

Dr. John Yates encouraged the group to consider some additional angles as we continue to moveforward with developing our vision for the new hospital. These included:

Historical themes that have shaped our past SWOTs including both an internal and external scan in the post earthquake context

He notes that throughout GCHs history a tension has always existed between preventative andcurative care; between institutional care and community based care. It was agreed that GCH mustcontinue to be a base for operating a strong community health outreach program; however it wasrecognized that in the post quake context it is far easier to rally support and funding for a hospitalproviding curative care to sick children over community based care programs.

In GCHs history there has always been a strategic focus on the treatment of TB and HIV. This hasallowed GCH to gain a reputation for its expertise in TB and HIV and develop a special identity asa respiratory hospital of excellence. This is a key point to consider in the planning for the recon-struction of GCH. Group members feel expanding GCHs reach/breadth of clinical services could

possibly be detrimental to GCHs special identity. None the less the members considered otherdisease processes that GCH could add to the focus that go along with HIV/AIDS and TB( ie Hepa-

titis).

Discussion/Questions Raised

Many of the themes and questions noted below were raised as points to consider in the planningprocess. Some were discussed thoroughly and many more were noted as guiding notions to con-


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sider and subjects for further discussion. The group was asked to determine if these questions arerelevant, what of these pieces of information are currently available to GCH and what needs to bedone to gather additional information to enrich/inform our planning effort.

Nationalization vs a blended team of expatriates and Haitianso

Has ICC missed out on opportunities for working together as a result of na-tionalization of GCH staff?o Local staff responded that there had never been a policy adopted to ex-

clude foreigners from joining GCH staff. The situation in Haiti simply grewless accommodating and appealing to foreigners

Current and future health priorities in Haitio National Child Health Strategy

Who are the major players in the delivery of child health services, who are theyworking with, what are they doing?

What are the gaps in health care of children, what roles does ICC have in reducingthese gaps?

Human health resources in child health (training needs, resources etc) What training is going on? Who is being trained and who is doing the training, etc?

What are the training gaps and how can ICC help to fill this gap? Haitian Pediatric Association what are their plans? What advice would they have

for GCH? Child health research in Haiti? Is it being done? Who is doing it? What are the re-

search priorities? What should be the research focus: malnutrition, What could wecontribute? (ie in the areas of childhood, malnutrition, pediatric TB and TB/HIV, etc)

Internal Scan:

It was noted that an internal scan is critical to the planning process. The following are to be evalu-ated in the coming weeks:

Current annual budget Current revenue sources Percentage/amount derived from patient fees Current staff profile/ H.R. costs Number of beds/ bed occupancy rate/ average length of stay Current clinical services/ average patients served per day/ number of staff

belonging to each SWOTs Infrastructure pre and post earthquakeFollow-up:

As follow up to discussions a list of concerns and specific questions were raised. Some discussion

was raised around the details surrounding the demolition process. A major question was how

quickly the current buildings can be demolished. In response, the national staff revealed that they

had already been given a quote for the costs of demolition and preparation of land by a local engi-


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neering firm. There have also been a number of possible benevolent demolition offers that have

been made by groups such as BWB (Builders Without Borders), UMCOR, and HATCH.

While planning for the demolition of the old buildings, adequate transitional housing must also be

provided for patient care and administrative activities. It is critical to move forward in these deci-

sions as costs for temporary support for the damaged buildings are accumulating. Support beamsfor the existing damaged building cost $6,000 HTD every three weeks. Suggestions to address this

problem included using the space available behind the Ophthalmology Clinic to set up temporary

housing structures during the rebuilding process. In order to move forward with this option,

measures will have to be taken to ensure patients and care services are relocated (including radiol-

ogy, laboratory and pharmacy services).

Following these discussions, the major areas and stages of reconstruction following this workshop

were laid out as follows

Demolition/Land Preparation Transition Strategy

o Suggestion: start with a focus on outpatient care versus in patient care Lay out of design and space Will require input of the engineers

o Suggestion: Include the input of an architect with experience in earth-quake prone areas (ie California) and who is familiar with anti-seismicbuilding codes

Principles of designo Suggestion: one story with the possibility of others in the future

Reconstruction planning to facilitate the Capital Campaigno Suggestion: submit completed comprehensive plan to Capital Campaign

Committee keeping in mind it may be necessary to build in stages

Action Plan:

The plan laid out identified the next steps in the planning for reconstruction.

Partner with local engineering firm to gain important insight into the localconstruction context (Tecina)

Solicit the input of experts in the design of Childrens Hospitals Locate property deed Distribution of tasks

o It was decided that the R&R team along with GCH management will de-termine who will be responsible for which aspects of the internal andexternal scans mentioned above.

The discussions concluded with an exchange of ideas concerning lines of decision making as we

move forward. This should be discussed at the upcoming board meetings.


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Where does the final decision making power lie?o Group agreed that decision making process would be far too cumber-

some if all four boards are required to sign off on decisions related to

reconstruction. It was suggested that perhaps each board designate one

or two people to act as spokespeople on a kind of reconstructioncommittee

o In the absence of the Haitian board perhaps a member of the R&Rteam along with one of GCH hospital administrators can serve as repre-

sentatives on the committee

o It was also suggested that a provisional advisory committee be selectedto represent the Haitian board on the reconstruction committee.

The day ended with a tour of the hospital grounds to permit workshop participants the chance to

visualize the available physical space for rebuilding. Participants were then invited to visit the newR&R Office.

From Left to Right: Victoria Jean-Louis, Dr. Ray Aller, Dr. Jeannine Hatt, Mr. Hoverlow, Mme Jocylene Arnaud, Dr. Marie Excel-

lent, Dr. Harry Geffrard, Mrs. Ellen Palmer, Dr. Frdrick Vilm, Melanie Y. Brierre, Dr. Rudy Magloire, Dr. John Yates


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M E E T I N G S U M M A R Y R E P O R T

D e l m a s 3 1 G r a c e C h i l d r e n s H o s p i t a l P . A . P , H a i t i * t e l e p h o n e : 3 7 0 1 - 3 2 0 9 * w w w . i n t e r n a t i o n a l c h i l d c a r e . o r g

ANNEX A

NOUVEAU GCH

MARCH 22 - 23 2010

FACILATATOR: DR. HARRY GEFFRARD

Grace Childrens Hospital

Port-au-Prince, Hati

Prepared by:

Victoria Jean-Louis

Melanie Yates

Relief and Reconstruction Office of ICC


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Workshop Summaries

k

Background

ThepurposeoftheworkshopwastoobtaininputfromlocalGCHstaffwiththepurposeofcontributing

towardsthedevelopmentofastrategicplanforthereconstructionofGraceChildrensHospital.Each

levelofpersonnelwasrepresentedbyamemberoftheirdivision.

Thekeyissuesthatemergedduringtheworkshoparepresentedinthefollowingsummary.Theagenda

andlistofparticipantscanbefoundbelow.

Objective:Creatingabroadframeworktobeusedoverthenextfiveyearsforthereconstructionand

operationalplanofthenewGraceChildrensHospital.

SummaryofResults:Throughatwodayseriesofdiscussions,theworkshopachievedmanyofitsde

siredoutcomes.Thesediscussionsledtothedefinitionofanagreeduponcollectivevisionforthenew

GCH.Sixprimarystrategicaxestowardsachievingthevisionwereidentified.

HistoricalContext:ThehistoricalcontextofGraceChildrenshospitalwasreviewedtoguidethediscussionsfortheplan

ningofthefutureGCH.Thedreamofthefirstvisionarieswasrevisitedtoensurethattheprocesscon

formstothehospitalsfoundingmission.Withinthiscontext,participantsidentifiedthevalues,mission

andobjectives,whichhaveensuredthecontinuedsuccessandexistenceofGCHoverthepast42years.

Inidentifyingtheinstitutionalstrengthsandweaknessesaswellasexternalthreatsandopportunities,

strategiesweredevisedtopromoteourexistingstrengthsandcorrectourweaknesses.Additionally,by

recognizingtheoutlyingthreats,measurestomitigateagainstthepossiblenegativerepercussionswere

integratedintotheplanningprocess.Theexistingopportunitieswerenotedtomaximizetheirpotential

benefitstotheproject.

HistoricallythedecisionmakingprocessundertakenbyICChasbeenoneofcollaborationandcollective

thought.Thispracticeguidedthediscussionsandplanningthroughouttheworkshop.Theguidingnotion

wasthatmanygroupswouldcontributetothiseffortundertheumbrellaofourfoundingmission.

InstitutionalValues:

Arethebasicprinciplesthataregeneralandapplicabletoeveryone.Iftheyareuniformandequaltoall,

thenitcreatesasenseofidentityandcommonsenseofpurpose.

Dedicationo Fosteredbyaworkenvironment,whichboastspositiveinterrelationsamong

coworkersandsupervisors,appropriateworkspaceandoverallsensethatthe

workofeachindividualisavaluedpartofthewhole.

Regularityofremuneration


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o WhilethereareminorexceptionsinthecaseofemergenciesthereisaregularityofpaythatisinherenttotheinstitutionalcultureofGCH.

BrotherlyLove Credibility

o AssociatedwithGCHasaninstitutionanditsserviceso Employeehonestyandexpertisedevelopsinstitutionalcredibility

Punctuality/Regularity Availability

o Thisvaluewasnotedespeciallyaftertheearthquakewhenstaffmadethemselvesavailableinthedaysfollowingwhennooneexpectedthattheywould.

InformalValues

Respectfordivisionoftasks/responsibilitieso Promotesaccountabilityo Facilitatesfunctionalhierarchyo Employeecommitmentsufferswhenleadersfailtoupholdtheresponsibilities

associatedwiththeirroles

Recognizingtheroleofthestateandlocalcultureo GCHhasheldacertaindegreeofrespectforthestate.Wehavetriedtointer

venewiththematoursideratherthanimposingourselvesinHaitianddisre

gardingthestateandlocalculturealltogether.

Strengths:Refertotheinternalstrengthsofthehospitalrelatedtoitsoperationandperformance.

QualifiedStaff GreenSpace Hospitalconvenientlysituated TBexpertise Diversityoffundingsources Gooddivisionofrolesandresponsibilities ExistenceofOphthalmologyclinic OriginalityandefficiencyofPIMUD Successfulpartnershipmodelswiththeprivateandpublicsectors Accessibilityofhealthservices Affordabilityofhealthservices Notorietyintheprovisionofservices Qualityofhealthservices Seniorityofstaff

Weaknesses:Refertointernalstructures,operationsandpoliciesthathavebeenidentifiedasperform

ingatasubstandardlevelatGCH

1. Insufficientpersonnel2. Crampedphysicalspace3. Insufficientfunding4. Lackofemergencyservices


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o Noneonatalserviceso Nointensivecareunit

5. Lackofpediatricsubspecialties6. Lackofopportunitiesforupwardmobility7. Noncompetitivesalaries8. Absenceofpayrollvouchers9. Extendedwaittimeforcertainservices

Threats:RefertofactorsintheexternalcontextofGCHwiththepotentialtonegativelyeffectitsopera

tionandsuccess.Particularattentionwaspaidtothenewthreatsemergingsincetheearthquakeof

January12th.

1. IncreasedPoliticalinstabilityandinsecurity2. Intensifiedsocialandeconomicstrain3. Freehealthservicesbeingofferedcurrently4. Massexodusofpopulationtothecountryside5. Duplicityofreliefefforts6. Increaseddependenceondonors7. Conflictingdemands/agendasofdonors8. Earthquakeaftershocks

Opportunities:Refertothecircumstances/relationshipswithpotentialtofurthertheagendaofthere

buildingproject.

Interestdemonstratedbyotherdonorsa. FoodforthePoor,DirectReliefInternationalandOMCORhaveexpressedinter

estinthisproject Postdisastercontextfavorsfundingforrebuilding GoodrelationshipwithMSPP CredibilityofICC/TrustofDonors

SupportGroupsRefertogroupsthatlendfinancial,moral,institutionalandothertypesofsupportto

GCH.

MinistryofPublicHealth UNICEF OMS MSH CDC,USAIDfunder CIDA AOPS CFTC Localdonors(institutions/individuals) InternationalICCU.S.,Canada,andD.R.


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ConcernedParties:RefertogroupsthathaveavestedinterestinICC,GCHandtheservicesprovided.

Patients Personnel/Staff Donors GovernmenthealthstructureMSPP Concurrentinstitutions Boardsastheyhavepartialresponsibilityfortheresults

Thehistoricalreviewofthepast42yearsofGCHsexistenceledtotheidentificationandanalysisofkey

valuesandstrengthsthathavecontributedtothesuccessandreputableservicethatICCisknownfor.

Thesuccessofthismodelunderlinedourdiscussionsforthefuturehospitalanditsoperations.Inaddi

tion,bydetailingtheweaknessesrecognizedthroughout,thegroupwasabletodevisewaystocounter

themandtheiradverseeffects.TheoverallinstitutionalcultureofGCHprovidedafoundationforthe

discussionsandsupportedanopenplatformwherevoicesandsentimentscouldbeexpressedfreely.ThisatmosphereandcontextresultedinthecollectivevisionforthenewGCHandastrategicaxesplan

ofactiontoachievethisvision.Theseitemsaredetailedbelow.

GROUPVISIONFORTHENEWGCH:


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Participantsfoundthefollowingsixstrategicaxestobeofgreatestimportancemovingforward.Itisbe

lievedthateffortstosatisfyprioritiesandobjectivesinthesefiveareaswillensuretheaccomplishment

ofthedream.

DESIGN/LAYOUTFORTHENEWGCH:

OutPatientClinico Receptiono WaitingRoomo PatientAccountso ConsultationRoom

1. Pediatrics2. TBClinic3. OBGYNClinic

a.PreNatalb.Midwiferyc.FamilyPlanning

4. PrenatalClinic5. ARV/VCTClinic6. Counseling7. DermatologyClinic8. ORLClinic9. FamilyPlanning

VisionofGCH

ReconstructionofHospital

EquipmentandMaintenance

ContinuedEducation

HumanResourceManagement

Fundraising

Partnershipswithinternationalandlocaltraininginstitutions


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10. Triage

CommunityHealthCenteroConferenceroom

oNursesStation

Offices1. Supervisor2. HealthAgents3. ChiefCommunityHealthOfficer4. HeadNurse5. TrainingSupervisor

LaboratoryandRadiology Pharmacy Archives Administration ConferenceRoom ResearchandStatisticsDept. LaundryRoom Cafeteria Kitchen School Residence Postpartum/PsychologyUnit SterilizationRoom Hospitalization

o Pediatrics(100beds)o Neonatalo IntensiveCareo EmergencyRoomo TBo Postpartum/Psychologyo Pediatrics

1. Maternitya.

WaitingRoomb. Receptionc. DeliveryRoomd. OperationRoome. LaborRoomf. RecoveryRoomg. GynecologyRoom


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Workshop Summaries

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FollowupAction:

OperationsplantobedrawnupbyNationalStaffbyApril15th.

LISTOFPARTICIPANTS:

Employee Position YearsofService

GladysLaPierre RegionalCoordina

tor

2years

EstherP.Cheril Resp.S.G. 13years

SabineCharles Physician 13months

MarieLinaExcellent Physician 3years

WitchelleCelestinD. Nurse 5years

LoubensGabriel Accountant 3years

JacsnineT.BienAime AssistantStatistician12years

MarieMartheMerisierP.L. Nurse 8years

AdelaideNicolas TechRespSAD 4years

GladysDuchatellier Pediatrician 3months

JocelyneArnoux Nurse 15years

YiroseLestin Nurse 4years

RitzaEugene Physician 5years

FredericVilme Physician 15years

PatrickHyppolite Accountant 5years

MarieCarmelleAllot Nurse 12years

ProuHoverlaw Adm.Dir. 1year

LouisPhilippeRoche Physician,OBGYN 1month

MargentineSaintPrard ASSRESH 2years

MauriceFilsMainville TechnicalDirector 1year

Final Comprehensive Workshop Summary

Documents