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The need for effective training of first‐line supervisors is well established. Well‐trained supervision is essential to our future as a country. A fundamental step in developing effective training is to develop a jobs needs assessment. In order to develop an effective needs assessment, it is necessary to know what the tasks are of supervisors. This study aims to develop a task list with a rating for job importance. It also aims to provide suggestions for training.

The study used the Delphi survey process methodology. An initial survey instrument was developed and pilot tested. The survey was modified and used for three Delphi rounds. A fourth round was initiated to triangulate the results.

The result of the panel was a task list of 49 tasks, with an importance to their job rating range from 1.9 to 3.7, based on 0 to 4. Using a Pareto concept of reviewing the top 20 percent or top ten tasks as sorted for importance to the job, seven of the top ten tasks were most closely related to interpersonal relationships.

This study provides suggestions for the type of courses needed for an effective supervisory training curriculum.

Few studies evaluate supervisory tasks from the supervisor's perspective. This study is unique in that it directly surveys supervisors as to their job tasks and the importance of the tasks to their job. The training recommendations focus on areas that supervisors could immediately apply to their jobs.

Describes a project undertaken to study the communication preferences of primary care physicians (PCPs) when they interact with Community Care Access Centres (called CCACs; they provide a brokering role coordinating community providers of health services). Specifically, examines how information technology can be utilized to enhance communication between these two types of health care providers. At present, physician notification of client admission to a CCAC is done inconsistently and often, due to confidentiality issues, only the client name and other notification data are faxed to the family practitioner. With a majority of the referrals originating directly from hospitals, CCACs wish to improve this communication link with PCPs in order to enhance the coordination of client care as well as the management of their clients’ health outcomes.

Food fraud as intentional deception for economic gain relies on a low-tech food value chain, that applies a ‘paper-and-pencil approach’, unable to provide reliable and trusted data about food products, accompanied processes/activities and actors involved. Such approach has created the information asymmetry that leads to erosion of stakeholders and consumers trust, which in turn discourages cooperation within the food chain by damaging its ability to decrease uncertainty and capability to provide authentic, nutritional, accessible and affordable food for all. Lack of holistic approach, focus on stand-alone measures, lack of proactive measures and undermined role of customers have been major factors behind weaknesses of current anti-fraud measures system. Thus, the process of strong and fast digitalisation enabled by the new emerging technology called Industry 4.0 is a way to provide a shift from food fraud detection to efficient prevention. Therefore, the objective of this chapter is to shed light on current challenges and opportunities associated with Industry 4.0 technology enablers' guardian role in food fraud prevention with the hope to inform future researchers, experts and decision-makers about opportunities opened up by transforming to new cyber-physical-social ecosystem, or better to say ‘self-thinking’ food value chain whose foundations are already under development. The systematic literature network analysis is applied to fulfil the stated objective. Digitalisation and Industry 4.0 can be used to develop a system that is cost effective and ensures data integrity and prevents tampering and single point failure through offering fault tolerance, immutability, trust, transparency and full traceability of the stored transaction records to all agri-food value chain partners. In addition, such approach lays a foundation for adopting new business models, strengthening food chain resilience, sustainability and innovation capacity.