Standards for Canadian organizations

2020 Edition

Administration and Management (CP-AM) 4: Community and Provider Engagement

The public authority/agency fosters a culture of community responsiveness by:
  1. conducting public outreach and education;
  2. engaging a diverse group of stakeholders in collaborative, purposeful, and ongoing partnership; and
  3. incorporating recommendations from collaborative efforts into its organizational decision-making related to regulatory processes, risk management, quality improvement, and long-term planning activities.
2020 Edition

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Purpose

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.  
Examples: Stakeholders can include, but are not limited to: the courts, legal system, and law-enforcement officials; individuals and families; internal staff; community-based agencies including mental health, substance use, and domestic violence service providers; provincial and local governments; advocacy and professional organizations; health care providers; educators; representatives from communities of faith; business community representatives; other public agencies and providers; contracted providers; and the media.
Self-Study EvidenceOn-Site EvidenceOn-Site Activities
  • Summary of public outreach and education activities
  • List of stakeholder groups/entities
  • Assessment of existing and potential community partners
  • Community and provider engagement plan
  • Stakeholder advisory group bios
  • Communications plan and/or procedures for responding to critical incidents
  • Community Demographic Profile
  • Informational materials available in communities served 
  • Documentation of: 
    1. Collaboration with stakeholders (e.g. meeting minutes, agenda, correspondence, etc.)
    2. Decisions made and/or actions taken in response to stakeholder feedback (e.g. progress/data reports) 
  • Training curricula and materials for:
    1. Stakeholder training, as applicable 
    2. Staff training related to engaging and collaborating with consumers 
    3. Consumer training and/or other supports to facilitate their active involvement 
  • Stakeholder advisory group meeting minutes 
  • Communications plan/procedures training curricula and materials 
  • Documentation tracking staff completion of training on the communications plan/procedures for responding to critical incidents
  • Interviews may include:
    1. Agency leadership
    2. Management and program field personnel
    3. Communication/public information personnel
    4. Individuals and families served
    5. Stakeholders
    6. Contractors
    7. Stakeholder advisory group chair and members

CP-AM 4.01

The public authority/agency’s public outreach and education activities include:
  1. regularly providing the public with clear, timely, and accurate information about its mission, programs, activities, service recipients, and finances;
  2. informing the public of the positive impact its programs are having on the community and its residents;  and
  3. fostering a positive relationships with the local media.
Examples: Ongoing communication with the public and the media provides an opportunity for the public authority/agency to communicate information on its initiatives, policy and advocacy efforts, proactive problem solving efforts, and stories of success.  This cultivates a working relationship with the media and builds public awareness of the positive work being done by the public authority/agency, which can mobilize public support for policy issues or changes that impact the public authority/agency’s work. 

CP-AM 4.02

The public authority/agency assesses its existing relationships with key community partners, both existing and potential, and develops an assessment-based community and provider engagement plan that:
  1. outlines community and provider engagement goals and strategies for achieving them;
  2. allocates sufficient resources to support community and provider engagement initiatives; 
  3. establishes centralized oversight and coordination when the public authority/agency has partners in different communities or jurisdictions; and
  4. includes mechanisms for monitoring progress towards meeting engagement goals.

Interpretation

Community and provider engagement goals should be incorporated into the public authority/agency’s long-term plan (CP-AM 3.02).
Examples: Various structures may be in place to sustain community and provider engagement and the model(s) chosen will vary based on the public authority/agency’s community partnership goals. Examples of mechanisms to facilitate community and provider engagement include, but are not limited to:
  1. work groups;
  2. advisory boards;
  3. decision-making boards;
  4. memoranda of understanding;
  5. systems of care;
  6. quality improvement structures;
  7. collaborative contract monitoring procedures;
  8. long-term planning structures; and
  9. case-level service delivery teams.

CP-AM 4.03

The public authority/agency communicates and collaborates with stakeholders by:
  1. establishing a shared purpose and goals for partnership;
  2. setting clear guidelines for participation including defined roles, resource expectations, rules of engagement, and dispute resolution;
  3. identifying and addressing the needs of participating stakeholders, including  training resources;
  4. documenting all important decisions; and 
  5. developing clear mechanisms for frequent, ongoing, two-way communication.

CP-AM 4.04

The public authority/agency encourages active consumer participation in advisory activities by:
  1. partnering with local consumer or advocacy groups to reach consumers and encourage their involvement;
  2. training staff on strategies for partnering with consumers in advisory activities;
  3. developing outreach and informational materials that target consumers and provide them with information necessary to make an informed decision about participating;
  4. creating an environment that welcomes consumers and values their voice; and
  5. offering trauma-informed training and mentorship to consumers participating in advisory activities.

CP-AM 4.05

The public authority/agency fosters community responsiveness by establishing and maintaining a stakeholder advisory group or groups that include representatives of:
  1. relevant community groups;
  2. consumers;
  3. families;
  4. service providers;
  5. advocates; and 
  6. others with an interest in the success of the public authority/agency at achieving its mission or purpose.

CP-AM 4.06

The public authority/agency:
  1. incorporates recommendations of advisory groups and collaborative efforts into its risk management, quality improvement, and long-term planning activities; and 
  2. periodically reports back to its partners on decisions made and actions taken.

CP-AM 4.07

Personnel receive training on the communications plan and/or procedures for responding to critical incidents, including position-specific communication guidelines for responding to inquiries from the media and the public.