Standards for Canadian organizations

2020 Edition

Administration and Management (CP-AM) 2: Implementing Public Authority/Agency-Wide Change

The public authority/agency ensures effective implementation of initiatives through sound leadership and strategic management of the change process that fosters support and emphasizes sustainability.
2020 Edition




Through sound administration and effective management, the public authority/agency achieves its mission and strategic goals; assures appropriate use of public resources for the public good; and remains responsive to the needs of the communities it serves.  
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
Self-Study EvidenceOn-Site EvidenceOn-Site Activities
  • ​​​​​​For the most recent agency-wide initiative:
    1. Project vision
    2. Completed readiness assessment 
    3. Implementation plan
    4. Evidence of actions taken to support plan implementation (e.g. meeting minutes, updated policy/procedures, reports, etc.)  
  • Documentation of collaboration with stakeholders 
  • ​​​​​​Interviews may include:
    1. Agency leadership
    2. Community stakeholders
    3. Agency field personnel
    4. Contracted providers

CP-AM 2.01

Prior to initiating an initiative, the leadership:
  1. identifies the needed change or identifies the purpose of a mandated change;
  2. works with relevant stakeholders to establish a shared project vision that aligns with the public authority/agency’s core values; and 
  3. assesses the public authority/agency's readiness and capacity for change including strengths, needs, and available resources at the system, organizational, and personnel level.
Examples: The readiness assessment may include an assessment of:
  1. the sociopolitical climate; 
  2. available funding; 
  3. administrative resources and processes (e.g., computer systems); 
  4. policy and procedure alignment with the desired change; 
  5. communication mechanisms for knowledge and information sharing; and 
  6. the knowledge-base, attitude, and workload of staff who will be responsible for carrying out the change. 
Examples: Relevant stakeholders can include, but are not limited to: staff at all levels, individuals and families served, community-based providers, contracted providers when applicable, and universities.

CP-AM 2.02

An assessment-based implementation plan promotes the sustainability of the initiative by:
  1. identifying financial, organizational, and human resource needs;
  2. establishing communication protocols for ongoing, two-way communication;
  3. developing, revising, or implementing policies and procedures in accordance with new ways of doing work;
  4. updating human resources and personnel development and supervision practices  to reflect the attitude, knowledge, and skill set needed to effectively implement new practices with fidelity; and
  5. outlining ongoing implementation monitoring activities.
Examples: Examples of methods for identifying needed resources include, but are not limited to, making recommendations to oversight entities regarding resource allocation; collecting and regularly reporting barriers to successful implementation to oversight entities; and developing partnerships with external stakeholders who can help to advance the public authority/agency’s implementation goals by advocating on its behalf with the community, funders, and other entities as needed.