Central Local Health Integration Network Communications Strategy

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Central Local Health Integration Network Communications Strategy"

Transcription

1 Central Local Health Integration Network Communications Strategy Any new organization or service needs to establish awareness for itself, promote understanding of its unique attributes, and forge connections of relevance with the stakeholders it strives to serve. Based on the En/Trust Model - Centre for Ethical Orientation. Submitted:

2 TABLE OF CONTENTS CENTRAL LHIN COMMUNICATIONS STRATEGY...1 A) OVERVIEW...1 B) PURPOSE...1 C) GOALS...2 D) CENTRAL LHIN COMMUNICATION PRINCIPLES...2 E) CONTEXT (ENVIRONMENTAL SCAN)...3 F) CENTRAL LHIN STAKEHOLDERS DEFINED...4 G) RECOMMENDED COMMUNICATIONS STRATEGIES...5 a) Concentrate on the Critical Few...5 b) Segment and Build Understanding of Stakeholders...6 c) Promote the IHSP and its Implementation...6 d) Use a Variety of Communications Vehicles to Reach Stakeholders...6 e) Implement a Media Relations Strategy...6 f) Establish a Communications Advisory Group...6 g) Establish a System for Effective Internal Communications (Staff and Board)...6 H) EVALUATING THE EFFECTIVENESS OF THE CENTRAL LHIN COMMUNICATIONS...7 I) NEXT STEPS...7

3 CENTRAL LHIN COMMUNICATIONS STRATEGY A) Overview Strategic communications goes beyond generating publicity. Strategic communications identifies specific messages and information, decides to whom you will convey them and why, determines how you will get that word out, then measures the results. In fact, awareness of an organization and its mandate is meaningless if the consumer perceives no value. Organizations can spend millions of dollars on advertising (i.e. raising awareness) and still fail in their mission if it is not valued. What this means is that Central LHIN communications is not about marketing and awareness levels. Rather, our strategic communications is about demonstrating the integrity of our Mission, Vision and Values. It is about identifying in our achievements what is meaningful to our communities, telling them about it and listening to how they respond to what they have heard. It is not about the message but about our actions as an organization. To be successful, then, we must first understand what is meaningful to our communities. We must listen to what our communities need and demonstrate our commitment to and understanding of those needs through our responses/actions that are within our ability to deliver. That is why communications and community engagement are integrally linked. One informs the other. Board involvement in stakeholder engagement activities is one way to demonstrate commitment and responsiveness to local communities. In order for Board members to be successful ambassadors connecting with communities, sharing information and returning with feedback they need to be supported by knowledgeable staff that can quickly see the big picture and are aware of the activities of the LHIN as a whole. This role as ambassador can add tremendous value to an effective communications strategy. Therefore, Board members and staff alike have a significant role to play in fostering credibility and demonstrating value in support of the Central LHIN s Strategic Plan. Internal information sharing regarding the activities within the organization will support the successful communication of activities and achievements outwardly, helping the Board achieve its ambassadorship role, and ultimately helping to attain overall communication goals. LHIN Board members have been appointed through orders-in-council based on their skills and track record as leaders within their communities. It is important for the public and stakeholders to get to know all the LHIN Board members, especially in the communities where they live and work. B) Purpose Because communications already takes place at every level of an organizations and so frequently, its importance is often taken for granted. A communications strategy, therefore, is an essential tool for integrating all the organization s activities into a communications context. Communications is part of all of the Central LHIN s activities, and is most closely related to and integrally linked with community engagement activities. However, communications is a core 1

4 business practice that stands alone, essential to achieving our organizational goals. It helps us to highlight synergies and shared opportunities in our various activities and programs so that we may use resources more effectively and strategically. In other words, it fosters familiarity with and knowledge about our audiences and from us for them and helps us to pinpoint and address issues proactively. It also helps us to understand our audiences better when we need to be reactive to issues. So at its core, the purpose of the Central LHIN Communications Strategy is: To encourage the sharing of ideas and information as well as stimulating support for and participation in the Central LHIN s Mission and Vision. It is clear that from an operational and communications perspective, the key factor to achieve this state of success is the establishment and sustenance of credibility, leading to trust. Every activity that contributes to this helps reinforce the value of the LHIN to the health care system. Honest, transparent, timely and balanced communications support this direction. The goals, principles and stakeholders outlined in this strategy mirror the Central LHIN Stakeholder Engagement Strategy, as the two core functions are by their nature, intertwined. C) Goals The Central LHIN has consulted with thousands of health service providers and members of the public as it developed its first Strategic Plan and Integrated Health Service Plan. Recognizing that a key overarching enabler for all its activities is communications, the Central LHIN has created its first Communications Strategy to: Deliver on the Central LHIN promise to listen respectfully to and communicate effectively with stakeholders Establish the LHIN as a valued source for information, expertise, management and most important as a catalyst for change Manage stakeholder expectations and build trust by providing balanced information and perspectives Stimulate and support ongoing community engagement and collaboration among service providers Build and maintain community confidence Demonstrate its value as an essential contributor to the health care system Develop strategies for leveraging opportunities and tackling barriers to change D) Central LHIN Communication Principles On an ongoing basis, the Central LHIN is committed to responsive communications and engagement with stakeholders that have a stake in, or will be affected by, its actions. The following principles, derived from the Central LHIN Stakeholder Engagement Strategy, will guide its work: Transparent The Central LHIN will communicate with stakeholders in an open process, with transparent purpose, goals, accountabilities, expectations and constraints. It will be open, honest and realistic about all its activities. 2

5 Timely The Central LHIN will communicate with stakeholders early and often, allowing sufficient time for meaningful dialogue, consultation and modification of its plans. Inclusive The Central LHIN will implement specific outreach initiatives to engage with and communicate to hard-to-reach and marginalized populations. It will reduce barriers to access caused by factors such as language, culture, geography and physical limitations. Appropriate The Central LHIN will utilize levels and methods of communications that suit the stakeholders and the goals of the communication. Accessible The Central LHIN will be accessible to provide clear and comprehensive information to stakeholders in order to facilitate their understanding of and involvement with planning and priority setting. Balanced The Central LHIN will provide balanced and thorough information to stakeholders. Forthright The Central LHIN will address issues directly, providing complete and straightforward information to all our stakeholders whenever possible. Collaborative The Central LHIN will work in partnership with our stakeholders to ensure information is relevant and meaningful to our respective audiences and addresses the needs of our communities. Responsive The Central LHIN will listen to issues raised by stakeholders and will work in partnership to find local solutions. Accountable The Central LHIN will monitor the effectiveness of these communications strategies according to the above principles as well as those in the Central LHIN Stakeholder Engagement Strategy. E) Context (Environmental Scan) In its first Strategic Plan and Integrated Health Service Plan, the Central LHIN has set the following strategic directions and will need to communicate them through words and actions: Creating a caring, collaborative environment Building community confidence Establishing local health system priorities Facilitating design of a continuum of care and support Developing Central LHIN s capacity to deliver its mission To foster a positive reputation related to its strategic directions, the Central LHIN will also need to communicate its: Value to the health care system and the public; and Credibility, openness, honesty, and transparency in all its activities. 3

6 Along with information derived from the above, an environmental scan was undertaken to develop the Communications Strategy. Interviews were conducted with Central LHIN Board members and staff as well as communications leads of health service providers. Several common themes emerged: The importance of reporting back on the IHSP The Integrated Health Service Plan (IHSP) was developed through the participation of numerous stakeholders, including providers and the public. In many respects, therefore, it is their plan and will need to be acknowledged as such. Now that the IHSP has been finalized, the LHIN needs to continue to communicate with those that helped develop it in order to maintain the momentum. The Central LHIN will need to discuss the plan, the choice of priorities, areas that have not been included and what that will mean. The Central LHIN will need to share information about system level planning that is underway and fast-tracked initiatives that are moving forward to signal that there is action on some fronts and to provide tangible examples of what the LHIN intends to do. It will also need to be honest about what it is not able to accomplish at this time and when, realistically, further goals may be achieved. The need to focus community engagement Given the size of its mandate and the scarcity of resources, the Central LHIN will need to focus its outreach and continue to expand health care partnerships and collaborate with networks that already exist. Health service providers have expressed their willingness to help the LHIN with this. As well, Board involvement in community outreach is essential. Appointed as leaders within their communities, LHIN Board members have a major role to play in building credibility with other Boards and the public. We also heard that having frequent, open, clear and consistent communications with key stakeholders will help the Central LHIN to plan, build support for and implement the changes that will create a coordinated and improved health system. Equally important as listening to the needs, issues and concerns of stakeholders is acknowledging and responding to those needs. The Central LHIN will need to foster realistic expectations by communicating not only what is achievable, but what is not within its ability to deliver regardless of the reasons. The scope and size of the Central LHIN mandate is substantive; harnessing solutions and resources from the field will be essential in fulfilling this mandate. LHIN Board members, staff and health service providers recognize that the only way the LHIN can achieve its communications goals is by devoting resources to communications and leveraging existing networks and partnerships. F) Central LHIN Stakeholders Defined The Central LHIN is committed to an inclusive Communications Strategy. All individuals, groups of individuals or organizations who will either be affected by LHIN activities or have the ability to affect LHIN activities are stakeholders. Not all stakeholders will necessarily be located within the Central LHIN geography. It is recognized that some health care consumers, services, existing networks and local partnerships will cross these boundaries. The Central LHIN communications process will be flexible and stakeholders will not be excluded from engagement based on their location. 4

7 The following table provides an overview of the many stakeholder groups with which the Central LHIN plans to communicate, along with a general description of each group and some illustrative examples where appropriate. Stakeholder Group Public Health Interest/Advocacy Groups Health Service Providers Health Care Professionals General Description with examples Those who live, work and/or receive services within the Central LHIN boundaries. The general public is the largest stakeholder group and must be involved in the communications process and stakeholder engagement. Members of the public have a strong desire to become involved in the health system and take responsibility for their own health and health decisions. Groups of individuals who have a vested interest in changes to the health system. Provider organizations/programs that will be funded directly by the Central LHIN. Physicians Health care professionals (non LHIN-funded) Unions Professional associations (local chapters) and networks Aboriginal Community leaders Outreach organizations (e.g., Native Friendship Centres) Reservation residents Francophone Francophone Various African communities Vietnamese Government and LHINs Provincial, regional and municipal government representatives Ministry of Health and Long-Term Care Other LHINs LHIN Advisory Groups and Committees Local Media Groups whose members have been recruited as key informants for LHIN activities and decision-making. As a conduit to and from the general public (requires a separate strategy) Local newspapers, radio, television G) Recommended Communications Strategies The following strategies are recommended, based on the research conducted and the strategy discussed above. In particular, for each of these recommendations, we will focus our efforts with motivated stakeholders working with the willing and, to a lesser degree, the public and special interest groups. a) Concentrate on the Critical Few Identifying and concentrating on the critical few will help manage and focus limited time and resources. At the same time, the Central LHIN will need to work on planting and nurturing seeds of interest with less engaged stakeholders and the public at large. 5

8 To assist us in reaching the critical few, we have identified the following stakeholder groups: 1. Health Service Providers. 2. Health Interest Groups. 3. The public (e.g., ethnocultural/faith/multilingual groups, business leaders, educators). b) Segment and Build Understanding of Stakeholders To build support of key constituents, it is essential to have an understanding of them and how they think. Who is supportive? Who is not? What are some of the barriers and bridges to change? This basic understanding of stakeholders is key to segmenting them, which is a starting point for issues management, and the development of targeted communications that will provide the information that they need. Once barriers and opportunities are identified, engagement strategies can be developed to promote understanding, address issues and support positive change. This will help to identify local champions identifying and equipping third-party leaders to speak about the LHINs. c) Promote the IHSP and its Implementation Stakeholders want to hear back from the LHIN about the IHSP and what it will mean for them. Stakeholders want to know what they can expect, how they can help, and how they can work in partnership with the LHIN to impact future directions and improvements. d) Use a Variety of Communications Vehicles to Reach Stakeholders Just informing people of an issue is not enough to build credibility. Health service provider staff and/or others will need to be reminded what LHINs are all about. The information will need to be repeated over and over. The Central LHIN will continue to use an integrated mix of communication vehicles to reach target stakeholders. e) Implement a Media Relations Strategy The Central LHIN has already started building relationships with local media through editorial board meetings. A more inclusive media relations strategy will be developed in support of the Communications Strategy. f) Establish a Communications Advisory Group Health Service Providers are willing to work with the Central LHIN to provide a two-way flow of information. This includes heads ups about issues and announcements, working in partnership to get information from and to stakeholders and developing strategies to improve communications across the LHIN. Many communicators are also part of other networks, presenting an opportunity to expand the communication network. g) Establish a System for Effective Internal Communications (Staff and Board) Board members and employees alike have a significant role to play in fostering credibility and value, and building an internal communications culture will contribute to an understanding of Central LHIN stakeholders, the sharing of new developments and best practices in the field and the ultimate success of the Central LHIN s Strategic Plan. 6

9 H) Evaluating the Effectiveness of the Central LHIN Communications Since communications is a key part of the Central LHIN mandate, it is important that the same rigour is applied to the communications activities as other initiatives. To achieve this thoroughness, the Central LHIN will evaluate the effectiveness of its communications using a variety of measurement tools: The Central LHIN will track Ministry polling that is conducted on a regular basis to note any increase in public awareness of LHINs generally, and GTA/905 specifically. This polling will also provide an excellent source of information on messaging that resonates with the public and areas of health care services delivery that are of greatest interest. A follow-up survey of health care communicators in the Central LHIN should be conducted further into our mandate to assess the perceived effectiveness of our communications strategy and collaterals. The LHIN will also track and scorecard media coverage on an ongoing basis to assess how the media view the LHIN and its activities. Both media hits and public impressions will be monitored. Tracking and maintaining statistics on public and stakeholder involvement in events such as engagement activities and Board meetings will allow us to monitor awareness and engagement of local publics. Monitoring of website usage, including hits, pages viewed and (if viable) time spent viewing pages will provide data for areas of public focus and interest. Equally important, the LHIN will be open to anecdotal feedback, questions and concerns from stakeholders to Central LHIN website, Board and staff, and letters to the editor of local newspapers that can be monitored through internal communications process, procedures and policies. I) Next Steps This Communications Strategy is integrally linked to the Central LHIN Mission, Vision and Values, and supports the implementation of the Strategic Plan and the Integrated Health Service Plan (IHSP). The Communications Strategy, like the IHSP, is a living, breathing and evolving plan that is dynamic and responsive. Action plans to support this strategy will therefore be developed on an ongoing basis as part of the implementation. It is also recommended that resources be put in place to support a dedicated Communications Lead, which will be essential to the successful execution of the strategy. 7

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

MSU LEAD (Leadership Excellence and Development) Competency Model

MSU LEAD (Leadership Excellence and Development) Competency Model Reference #1 MSU LEAD (Leadership Excellence and Development) Competency Model Leadership Behavior Categories (pages 2-4) A. Thinking strategically/visionary B. Leading change C. Communicating D. Building

More information

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer STRATEGIC PLAN FY 2016 FY 2018 Page Footer Office of Minority and Women Inclusion A Message from the Director, Office of Minority and Women Inclusion I am pleased to present the first Federal Housing Finance

More information

Community Engagement Framework. A Guide to Effective Partnership Building

Community Engagement Framework. A Guide to Effective Partnership Building Engagement Framework A Guide to Effective Partnership Building Table Of Contents Introduction.... 2 Framework for Engagement... 3 What do We Mean by Engagement... 3 Who will be Involved.... 4 Values of

More information

City of Guelph. Communications. A journey towards communications excellence.

City of Guelph. Communications. A journey towards communications excellence. City of Guelph Communications Plan A journey towards communications excellence. A common foundation; public relations defined Public relations is the strategic management of relationships between an organization

More information

THE BC FIRST NATIONS EDUCATION SYSTEM APRIL, 2013

THE BC FIRST NATIONS EDUCATION SYSTEM APRIL, 2013 THE BC FIRST NATIONS EDUCATION SYSTEM APRIL, 2013 INTRODUCTION The need to promote greater success for First Nations students is well- documented. There is a considerable gap between the achievement of

More information

DEFINITION OF PRACTICE. FOR MUNICIPAL MANAGEMENT (Core Leadership and Management Competencies)

DEFINITION OF PRACTICE. FOR MUNICIPAL MANAGEMENT (Core Leadership and Management Competencies) DEFINITION OF PRACTICE FOR MUNICIPAL (Core Leadership and Management Competencies) THE ESSENTIAL PRACTICES OF EFFECTIVE MUNICIPAL Figure A COMPETENCY SKILLS + KNOWLEDGE 1 STAFF PERFORMANCE Coaching/Mentoring,

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

DEFINITION OF PRACTICE FOR MUNICIPAL MANAGEMENT (Core Leadership and Management Competencies)

DEFINITION OF PRACTICE FOR MUNICIPAL MANAGEMENT (Core Leadership and Management Competencies) Background: DEFINITION OF PRACTICE FOR MUNICIPAL MANAGEMENT (Core Leadership and Management Competencies) This definition of practice outlines the core knowledge, skills and behaviours that are integral

More information

BUILDING COLLABORATION IN AND WITH THE NONPROFIT SECTOR

BUILDING COLLABORATION IN AND WITH THE NONPROFIT SECTOR BUILDING COLLABORATION IN AND WITH THE NONPROFIT SECTOR Prepared by Heather Graham Catherine Lang Linda Mollenhauer On behalf of the Ontario Nonprofit Network September 2010 Innovation Works: The Practice

More information

Local Health Integration Network SOUTH WEST CLINICAL QUALITY TABLE

Local Health Integration Network SOUTH WEST CLINICAL QUALITY TABLE Local Health Integration Network DRAFT Terms of Reference SOUTH WEST CLINICAL QUALITY TABLE Table of Contents 1. BACKGROUND/CONTEXT... 3 1.1. Purpose and Scope:... 3 1.2. Objectives... 3 1.3. Accountability...

More information

Core Competencies for Strategic Leaders In the BC Public Service

Core Competencies for Strategic Leaders In the BC Public Service Core Competencies for Strategic Leaders In the BC Public Service Brought to you by the BC Public Service Agency 1 Contents Core Competencies for All Strategic Leaders... 2 Core Competency Definitions...

More information

Component 4: Organizational Leadership & Governance

Component 4: Organizational Leadership & Governance Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community

More information

Aneurin Bevan Health Board. Draft Communications and Engagement Framework

Aneurin Bevan Health Board. Draft Communications and Engagement Framework Aneurin Bevan Health Board Draft Communications and Engagement Framework Working with you for a healthier community, Caring for you when you need us, Aiming for excellence in all that we do Author: Head

More information

PAINTER EXECUTIVE SEARCH

PAINTER EXECUTIVE SEARCH PAINTER EXECUTIVE SEARCH San Francisco Museum of Modern Art () Director of Marketing and Communications Position Description Painter Executive Search is supporting in their search for forward-thinking,

More information

Job Description. Director, Corporate Communications and Community Engagement

Job Description. Director, Corporate Communications and Community Engagement Job Description February 2014 JOB TITLE: REPORTS TO: JOBS REPORTING: DIVISION/DEPARTMENT: LOCATION: Director, Corporate Communications and Community Engagement Senior Director, Health System Performance

More information

Communications Strategy

Communications Strategy Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core

More information

*This is a sample only actual evaluations must completed and submitted in PeopleSoft*

*This is a sample only actual evaluations must completed and submitted in PeopleSoft* *This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today

More information

Perspectives. Employee voice. Releasing voice for sustainable business success

Perspectives. Employee voice. Releasing voice for sustainable business success Perspectives Employee voice Releasing voice for sustainable business success Empower, listen to, and act on employee voice through meaningful surveys to help kick start the UK economy. 2 Releasing voice

More information

STATEMENT OF VALUES AND CODE OF ETHICS

STATEMENT OF VALUES AND CODE OF ETHICS STATEMENT OF VALUES AND CODE OF ETHICS INTRODUCTION The Smithsonian Institution is a public trust whose mission is the increase and diffusion of knowledge. The Smithsonian was established by the United

More information

DRAFT. Using Leadership Competencies

DRAFT. Using Leadership Competencies DRAFT Using Leadership Competencies Tips and Tools for using Leadership Competencies in: Developing Position Qualifications / Selection & Interviewing Performance Management Professional Development Succession

More information

STRATEGIC AND OPERATIONAL PLAN

STRATEGIC AND OPERATIONAL PLAN STRATEGIC AND OPERATIONAL PLAN 2013-2015 2 3 Table of Contents Introduction Corporate Balanced Scorecard Revitalized... 5 Reorganizing Corporate Structure... 8 The Planning Process The Planning Process...

More information

Strategic Business and Operations Framework Understanding the Framework June 30, 2012

Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Table of Contents The Pathway to Success: The Strategic Business and Operations Framework... 3 What is the Strategic

More information

2013-2014 COMMUNICATIONS PLAN. Prepared by Communications Services. Golden, Colorado 80401

2013-2014 COMMUNICATIONS PLAN. Prepared by Communications Services. Golden, Colorado 80401 2013-2014 COMMUNICATIONS PLAN Prepared by Communications Services 1829 Denver West Page Drive, 1 Bldg 27 Golden, Colorado 80401 MISSION Jeffco Public Schools Communications Services exists to help the

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

EMERGENCY MANAGEMENT BRITISH COLUMBIA A STRATEGY TO ADVANCE SUPPORT FOR LOCAL AUTHORITY EMERGENCY MANAGEMENT PROGRAMS OCTOBER 14, 2015

EMERGENCY MANAGEMENT BRITISH COLUMBIA A STRATEGY TO ADVANCE SUPPORT FOR LOCAL AUTHORITY EMERGENCY MANAGEMENT PROGRAMS OCTOBER 14, 2015 EMERGENCY MANAGEMENT BRITISH COLUMBIA A STRATEGY TO ADVANCE SUPPORT FOR LOCAL AUTHORITY EMERGENCY MANAGEMENT PROGRAMS OCTOBER 14, 2015 1 MESSAGE FROM THE ASSISTANT DEPUTY MINISTER I am pleased to introduce

More information

MARKETING REPRESENTATIVE JOB COMPETENCY MODEL

MARKETING REPRESENTATIVE JOB COMPETENCY MODEL DRAFT MARKETING REPRESENTATIVE JOB COMPETENCY MODEL Developed by Workitect, Inc. For Corporation October, 2006 1 A. OVERVIEW OF THE COMPETENCIES BY CLUSTER I. Communication and Influence II. Task Management

More information

If you re ready to start planning strategically in your communications work, turn the page.

If you re ready to start planning strategically in your communications work, turn the page. You gotta have a plan. Strategic Communications Plan Template 301 W Northern Lights Blvd, Ste 400 Anchorage, AK 99503 907 297-2700 907 366-2700 (toll free in Alaska) 907 297-2770 (fax) www.rasmuson.org

More information

REPORT TO THE SCOTTISH AMBULANCE SERVICE BOARD COMMUNICATIONS STRATEGY. Report by Shirley Rogers, Director of Human Resources and Clinical Development

REPORT TO THE SCOTTISH AMBULANCE SERVICE BOARD COMMUNICATIONS STRATEGY. Report by Shirley Rogers, Director of Human Resources and Clinical Development REPORT TO THE SCOTTISH AMBULANCE SERVICE BOARD COMMUNICATIONS STRATEGY Report by Shirley Rogers, Director of Human Resources and Clinical Development ABSTRACT This paper summarises the key aims, objectives

More information

ORANGE COUNTY TRANSPORTATION AUTHORITY. Strategic Plan Briefing. PowerPoint

ORANGE COUNTY TRANSPORTATION AUTHORITY. Strategic Plan Briefing. PowerPoint ORANGE COUNTY TRANSPORTATION AUTHORITY Strategic Plan Briefing PowerPoint Strategic Planning Briefing February 14, 2011 STRATEGIC PLANNING FOR PERFORMANCE-BASED MANAGEMENT Briefing Overview Strategic Plan

More information

MARQUETTE PROTOCOL FOR CONDUCTING DEAN SEARCHES

MARQUETTE PROTOCOL FOR CONDUCTING DEAN SEARCHES MARQUETTE PROTOCOL FOR CONDUCTING DEAN SEARCHES College deans occupy positions of great responsibility, charged not only with representing their colleges and the university in many settings, but with providing

More information

Commission on English Language Program Accreditation 2016 2020 Strategic Plan

Commission on English Language Program Accreditation 2016 2020 Strategic Plan Commission on English Language Program Accreditation 2016 2020 Strategic Plan Executive Summary CEA operates under the discipline of a strategic plan to ensure that CEA s mission as a specialized accrediting

More information

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y YMCA of Northeast Avalon Strategic Plan 2012-2016 A View For Our Y Introduction Our View for the future of the Y is clear. We can influence healthy living and inspire a generation of young leaders who

More information

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 The University of Texas at San Antonio Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 Table of Contents Page 1. Introduction... 3 2. Business Affairs Mission, Vision and Core Values 3 3.

More information

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child

More information

UC Davis Career Compass Core Competencies Model

UC Davis Career Compass Core Competencies Model UC Davis Career Compass Core Competencies Model Core Competencies (1 through 10 are listed in alphabetical order and 11 is an additional core competency specifically for managers and supervisors) 1. Communication

More information

Strategic Plan for Marketing

Strategic Plan for Marketing Strategic Plan for Marketing Northeast Wisconsin Technical College Marketing Staff Sandy Duckett, Vice President of College Advancement Val Call, Director of Marketing and Creative Services Erica Plaza,

More information

Raise Your Voice, Raise Your Skills

Raise Your Voice, Raise Your Skills ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are

More information

Institutional Vision, Proposed Mandate Statement and Priority Objectives

Institutional Vision, Proposed Mandate Statement and Priority Objectives Ministry of Training, Colleges and Universities Institutional Vision, Proposed Mandate Statement and Priority Objectives A submission to begin the process of developing strategic mandate agreements (SMAs):

More information

Lancaster City School District Communications & Marketing Plan

Lancaster City School District Communications & Marketing Plan Lancaster City School District Communications & Marketing Plan COMMUNICATIONS & MARKETING PLAN VISION STATEMENT Lancaster City School District s goal is to make LCSD-TV self sufficient. This can be achieved

More information

CIAC CALL CENTER MANAGEMENT COMPETENCIES

CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC-Certified Operations Manager (CCOM) These competencies represent the knowledge, skill, and behavioral requirements for professionals pursuing certification

More information

Saskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy

Saskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy Saskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy Introduction This Communications and Engagement Strategy (Strategy) sets the communications and engagement framework

More information

City with a Voice STRATEGIC COMMUNICATION PLAN

City with a Voice STRATEGIC COMMUNICATION PLAN STRATEGIC COMMUNICATION PLAN Our City s Vision, Mission, Values Vision A growing, world-class community bringing talent, technology and a great northern lifestyle together. Mission We provide excellent

More information

diversity is working government organizations businesses non-profit organizations BC Hydro

diversity is working government organizations businesses non-profit organizations BC Hydro diversity is working SPARC BC s Diversity is Working project provides seventeen (17) case studies of Lower Mainland organizations that have taken steps to make their workplaces more welcoming and inclusive

More information

HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com

HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com COLLABORATION FOR A CHANGE (revised January 2002) Definitions, Decision-making models,

More information

Department Business Plan. Communications

Department Business Plan. Communications 2015-18 Department Business Plan Communications Strathcona County's communications needs are met by a network of communications, marketing and design professionals, residing both within a central or corporate

More information

Job Description. Financial Planning & Analysis Accountant

Job Description. Financial Planning & Analysis Accountant Job Description Financial Planning & Analysis Accountant Role Title Financial Planning & Analysis Accountant Reporting to Head of Financial Planning Role Purpose The purpose of this role is to provide

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

FNHA HUMAN RESOURCES AND ORGANIZATIONAL DEVELOPMENT YOUR HR PARTNER ELAINE WASS OCTOBER 2013 GATHERING WISDOM

FNHA HUMAN RESOURCES AND ORGANIZATIONAL DEVELOPMENT YOUR HR PARTNER ELAINE WASS OCTOBER 2013 GATHERING WISDOM FNHA HUMAN RESOURCES AND ORGANIZATIONAL DEVELOPMENT YOUR HR PARTNER ELAINE WASS OCTOBER 2013 GATHERING WISDOM Building the FNHA Our Vision Healthy, self-determining and vibrant, BC First Nations children,

More information

CADTH Annual Business Plan

CADTH Annual Business Plan CADTH 2016-2017 Annual Business Plan About CADTH CADTH is an independent, not-for-profit organization responsible for providing Canada s health care decision-makers with objective evidence to help make

More information

Generates new ideas and approaches to deal with changing market demands, technology and internal initiatives

Generates new ideas and approaches to deal with changing market demands, technology and internal initiatives Core Competencies Driving Results Communication / Trust Innovation / Adaptability Collaboration Leadership - Set direction Works Safely: demonstrates understanding / adherence to Raises safety concerns

More information

The Canadian Code for Volunteer Involvement: An Audit Tool

The Canadian Code for Volunteer Involvement: An Audit Tool The Canadian Code for Volunteer Involvement: An Audit Tool Acknowledgments Volunteer Canada gratefully acknowledges the author, Liz Weaver, for her work on the original document Volunteer Management Audit:

More information

TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK

TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK City of Saint John TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK (ADOPTED BY COMMON COUNCIL JUNE 2008) TABLE OF CONTENTS Project Overview Business Reasons for Project...1 Strategic Reference

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way AB Volvo, 405 08 Göteborg, Sweden Ref No 953810003, August 2009 The Volvo Way index Preface Our mission Customers first Customer focus Clear objectives Quality, safety, environmental care Continuous improvements

More information

Waikato Community Broadcasting Charitable Trust and Free FM Strategic Plan brief version

Waikato Community Broadcasting Charitable Trust and Free FM Strategic Plan brief version Waikato Community Broadcasting Charitable Trust and Free FM Strategic Plan 2013-2016 brief version July 2013 1.0 Introduction 2.0 Vision 3.0 Mission 4.0 Values 5.0 Brand Attributes 6.0 Commentary on SWOT

More information

CORPORATE SOCIAL RESPONSIBILITY (CSR) STRATEGY THE TATA POWER SOLAR SYSTEMS LTD

CORPORATE SOCIAL RESPONSIBILITY (CSR) STRATEGY THE TATA POWER SOLAR SYSTEMS LTD CORPORATE SOCIAL RESPONSIBILITY (CSR) STRATEGY THE TATA POWER SOLAR SYSTEMS LTD Page 1 Sustainability Strategy: Index 1.0 Guiding Philosophy to CSR 2.0 CSR Vision 3.0 CSR Mission 4.0 Strategic Approach

More information

Step One: Creating Your Inclusiveness Committee. Step Two: Training and Consultants. Step Three: Definitions and Case Statement.

Step One: Creating Your Inclusiveness Committee. Step Two: Training and Consultants. Step Three: Definitions and Case Statement. Module 15: Marketing and Community Relations Marketing and Community Relations Step One: Creating Your Inclusiveness Committee Step Two: Training and Consultants Step Three: Definitions and Case Statement

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

Job description HR Operations Manager

Job description HR Operations Manager Job description HR Operations Manager Main purpose of job The HR Operations Manager is responsible for the effective operational management and delivery of the HR Service Centre, recruitment, people management

More information

Alabama Standards for Instructional Leaders

Alabama Standards for Instructional Leaders Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Stakeholder Engagement Planning Overview

Stakeholder Engagement Planning Overview Stakeholder Engagement Planning Overview Welcome to the Stakeholder Engagement Planning Toolkit We have built a Toolkit a set of Steps, Actions and Tools to support our engagement efforts and to build

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change

Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change The Ontario Hospital Association (OHA) is pleased to present its 2013 2017* Strategic Plan. This plan will position the Association

More information

ILA Strategic Plan 2012 2017

ILA Strategic Plan 2012 2017 ILA Strategic Plan 2012 2017 If you practice, study, or teach leadership; If you seek a community of people who share your passion for leadership; We invite you to be a vital part of the continued growth

More information

A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care

A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care Lisa Montgomery, MHA, Executive Vice President Willette Burnham-Williams, Ph.D., Chief Diversity Officer MUSC Background

More information

Core Leadership Competencies

Core Leadership Competencies Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.

More information

Job description People and Organisational Development Business Partner (Operations)

Job description People and Organisational Development Business Partner (Operations) Job description People and Organisational Development Business Partner (Operations) Main purpose of job The purpose of the People and Organisational Development (POD) directorate is to ensure the Society

More information

Chief Administrative Officer (CAO) Performance Evaluation

Chief Administrative Officer (CAO) Performance Evaluation Chief Administrative Officer (CAO) Performance Evaluation General Function: Provides best advice to Council, and leads the municipal organization to carry out the direction of Council. Models consistent

More information

1.1 Identify Stakeholders

1.1 Identify Stakeholders Performing a Community Assessment 3 STEP 1: DEVELOP A COMMUNITY PARTNERSHIP Before conducting a community assessment, it is important to identify the key individual and organizational stakeholders, and

More information

Alumni, Forever UBC. The University of British Columbia Alumni Affairs. UBC Alumni Association Board Of Directors

Alumni, Forever UBC. The University of British Columbia Alumni Affairs. UBC Alumni Association Board Of Directors Alumni, Forever UBC Vision, Mission and October 2012 March 2017 The University of British Columbia 1 Vision, Mission and October 2012 March 2017 Introduction: VISION, MISSION AND STRATEGIC Goals As old

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

Leadership Profile Report

Leadership Profile Report Leadership Profile Report April 24, 2014 HYA Executive Search Division, ECRA Group, Inc. 847-318-0072 hya@ecragroup.com Introduction This report presents the findings of the Leadership Profile Assessment

More information

Using Global Adult Tobacco Survey (GATS) Data to Strengthen Tobacco Control Efforts: Guidance for Tobacco Control Advocates

Using Global Adult Tobacco Survey (GATS) Data to Strengthen Tobacco Control Efforts: Guidance for Tobacco Control Advocates Using Global Adult Tobacco Survey (GATS) Data to Strengthen Tobacco Control Efforts: Guidance for Tobacco Control Advocates February 2010 Partners Campaign for Tobacco Free Kids (CTFK) Centers for Disease

More information

Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation

Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 2015 State of the Internal Audit Profession Study Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 68% of companies have gone through or

More information

10.3.2 Objectives of the Public Relations Services in North America (USA and Canada).

10.3.2 Objectives of the Public Relations Services in North America (USA and Canada). THE COMPETITIVENESS AND ENTERPRISE DEVELOPMENT PROJECT (CEDP) TERMS OF REFERENCE FOR A PUBLIC RELATIONS FIRM TO REPRESENT UGANDA IN NORTH AMERICA (USA AND CANADA) 10.3.1 Project Background The Government

More information

BOARD ORIENTATION TRAINING PACKET

BOARD ORIENTATION TRAINING PACKET BOARD ORIENTATION TRAINING PACKET Group Norms/Ground Rules/Meeting Guidelines Begin and end on time. Come prepared. Each person participates. Treat others as an equals Regardless of how right you feel

More information

Strategic Communications Plan

Strategic Communications Plan GREATER ESSEX COUNTY DISTRICT SCHOOL BOARD Strategic Communications Plan Abstract This Communications Plan will guide the manner, style and range of communication within the Greater Essex County District

More information

Customer Service. 1 Good Practice Guide

Customer Service. 1 Good Practice Guide Customer Service 1 Good Practice Guide Contents Photography by OzShots Foreword 3 The application of this guide to employees in the public service 4 Core principles of customer service 4 Leading and modelling

More information

D123 Communications Plan DISTRICT 123 COMMUNICATIONS PLAN. Prepared by: Ben Grey Director of Technology and Communications

D123 Communications Plan DISTRICT 123 COMMUNICATIONS PLAN. Prepared by: Ben Grey Director of Technology and Communications DISTRICT 123 COMMUNICATIONS PLAN Prepared by: Ben Grey Director of Technology and Communications Presented to the Board of Education December 13, 2010 1 PURPOSE D123 Communications Plan The purpose of

More information

QUALITY ASSURANCE POLICY

QUALITY ASSURANCE POLICY QUALITY ASSURANCE POLICY ACADEMIC DEVELOPMENT & QUALITY ASSURANCE OFFICE ALPHA UNIVERSITY COLLEGE 1. BACKGROUND The Strategic Plan of 2003-2005 E.C of Alpha University s defines the direction Alpha University

More information

Adaptive Leadership Toolkit

Adaptive Leadership Toolkit Adaptive Leadership Toolkit Introduction Framed by our Pathways initiative and supported by an array of resources, APHSA envisions a health and human services field that is successfully driving a range

More information

The Diversity Life Cycle By Alden E. Habacon January 2015

The Diversity Life Cycle By Alden E. Habacon January 2015 By Alden E. Habacon January 2015 Overview is a framework that describes the interconnectedness between twelve groupings or stages of activity that organizations undertake to normalize diversity into its

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

Table of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6

Table of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6 1 Table of Contents Introduction 3 Strategic Alignment 4 Principles of Good Communication 5 Benefits of Good Communication 6 Audiences & Stakeholders 7 Key Themes 8 External Communication 9 Media 11 Reputation

More information

THE OPS LEADER-MANAGER COMPETENCY GUIDE 2010

THE OPS LEADER-MANAGER COMPETENCY GUIDE 2010 THE OPS LEADER-MANAGER COMPETENCY GUIDE 2010 Prepared by: Centre for Leadership and Learning HROntario Ministry of Government Services May 28, 2010 Table of Contents Context... 3 The OPS Leader-Manager

More information

Planning Matrix 2014/ 2015 Leadership Mandate: School Division Goals:

Planning Matrix 2014/ 2015 Leadership Mandate: School Division Goals: Planning Matrix 2014/ 2015 Leadership Mandate: School Division Goals: High Performing School Divisions I. Vision and Direction Setting Dimension 1: Focus on Student Learning Has developed a widely-shared

More information

NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS

NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS Every public school student will graduate from high school globally competitive for work and postsecondary education and prepared for life in the

More information

Strategic Guide to creating a World Class Customer Advisory Board Program

Strategic Guide to creating a World Class Customer Advisory Board Program Strategic Guide to creating a World Class Customer Advisory Board Program This paper is authored from CustomerAdvisoryBoard.org industry association research including the CAB Manager Industry Surveys,

More information

Corporate Governance Policy of Mitsubishi Tanabe Pharma Corporation

Corporate Governance Policy of Mitsubishi Tanabe Pharma Corporation Corporate Governance Policy of Mitsubishi Tanabe Pharma Corporation Chapter 1 Purpose The Mitsubishi Tanabe Pharma Group (hereinafter the Group ) has formulated a corporate philosophy of contributing to

More information

NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS

NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS Every public school student will graduate from high school globally competitive for work and postsecondary education and prepared for life in the

More information

Transforming the Work of the Board: Moving Toward Community-Driven Governance - Part 1 Thursday, December 15, 2005 - Judy Freiwirth, Psy.D.

Transforming the Work of the Board: Moving Toward Community-Driven Governance - Part 1 Thursday, December 15, 2005 - Judy Freiwirth, Psy.D. Nonprofit Boards and Governance Review Transforming the Work of the Board: Moving Toward Community-Driven Governance - Part 1 Thursday, December 15, 2005 - Judy Freiwirth, Psy.D. Written By Judy Freiwirth,

More information

Second Edition Strategic Technology Plan

Second Edition Strategic Technology Plan Second Edition 2016 Strategic Technology Plan TABLE OF CONTENTS Executive Summary 4 Introduction and Overview of Document 6 Case for Action 9 Why we need an STP 11 Without an STP 12 Purpose of an STP

More information

PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE

PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Please, place cellular phone & pagers on silent mode. Thank You! Module 1 Aligning Job Performance with the Strategic Plan Agenda 1. Performance

More information

NEA Leadership Competencies Guide

NEA Leadership Competencies Guide NEA Leadership Competencies Guide NEA Leadership Competencies Guide Table of Contents NEA Vision, Mission, and Values 5 Setting the context for leadership competencies 7 Leadership competency framework

More information

Corporate Business Plan 2008/09 2010/11

Corporate Business Plan 2008/09 2010/11 Legal Aid Alberta Corporate Business Plan 2008/09 2010/11 (June 2008) Page 2 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2008 was prepared under our direction in

More information

HRM Opinion Leaders: Big challenges in a changing world

HRM Opinion Leaders: Big challenges in a changing world HRM Opinion Leaders: Big challenges in a changing world Introduction Monizze has conducted several interviews of top HRM managers from various sectors, whether profit or not, in the course of 2012: Mobistar,

More information

Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009

Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009 Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009 The LHIN invited health service providers and other providers/partners from the LHIN to discuss

More information