Administration and Management (CP-AM) 4: Community and Provider Engagement
The public authority/agency fosters a culture of community responsiveness by:
conducting public outreach and education;
engaging a diverse group of stakeholders in collaborative, purposeful, and ongoing partnership; and
incorporating recommendations from collaborative efforts into its organizational decision-making related to regulatory processes, risk management, quality improvement, and long-term planning activities.
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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.
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
Collaboration with stakeholders (e.g. meeting minutes, agenda, correspondence, etc.)
Decisions made and/or actions taken in response to stakeholder feedback (e.g. progress/data reports)
Training curricula and materials for:
Stakeholder training, as applicable
Staff training related to engaging and collaborating with consumers
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:
Management and program field personnel
Communication/public information personnel
Individuals and families served
Stakeholder advisory group chair and members
The public authority/agency’s public outreach and education activities include:
regularly providing the public with clear, timely, and accurate information about its mission, programs, activities, service recipients, and finances;
informing the public of the positive impact its programs are having on the community and its residents; and
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.
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:
outlines community and provider engagement goals and strategies for achieving them;
allocates sufficient resources to support community and provider engagement initiatives;
establishes centralized oversight and coordination when the public authority/agency has partners in different communities or jurisdictions; and
includes mechanisms for monitoring progress towards meeting engagement goals.
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:
memoranda of understanding;
systems of care;
quality improvement structures;
collaborative contract monitoring procedures;
long-term planning structures; and
case-level service delivery teams.
The public authority/agency communicates and collaborates with stakeholders by:
establishing a shared purpose and goals for partnership;
setting clear guidelines for participation including defined roles, resource expectations, rules of engagement, and dispute resolution;
identifying and addressing the needs of participating stakeholders, including training resources;
documenting all important decisions; and
developing clear mechanisms for frequent, ongoing, two-way communication.
The public authority/agency encourages active consumer participation in advisory activities by:
partnering with local consumer or advocacy groups to reach consumers and encourage their involvement;
training staff on strategies for partnering with consumers in advisory activities;
developing outreach and informational materials that target consumers and provide them with information necessary to make an informed decision about participating;
creating an environment that welcomes consumers and values their voice; and
offering trauma-informed training and mentorship to consumers participating in advisory activities.
The public authority/agency fosters community responsiveness by establishing and maintaining a stakeholder advisory group or groups that include representatives of:
relevant community groups;
others with an interest in the success of the public authority/agency at achieving its mission or purpose.
The public authority/agency:
incorporates recommendations of advisory groups and collaborative efforts into its risk management, quality improvement, and long-term planning activities; and
periodically reports back to its partners on decisions made and actions taken.
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.