Community Engagement Framework. A Guide to Effective Partnership Building

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Community Engagement Framework. A Guide to Effective Partnership Building"

Transcription

1 Engagement Framework A Guide to Effective Partnership Building

2 Table Of Contents Introduction Framework for Engagement... 3 What do We Mean by Engagement... 3 Who will be Involved Values of Engagement... 4 Guiding Principles... 5 Our Approach i. Identification of Engagement Opportunities... 6 ii. Selection of Engagement Strategies... 6 iii. Development of Engagement Plan iv. Implementation of Engagement Opportunities v. Monitoring & Evaluation of Engagement Opportunities... 7 Conclusion... 8 Appendicies Appendix A: Tools and Techniques for Engagement... 9 Appendix B: Mount Sinai Engagement Checklist Appendix C: Reference List... 12

3 Introduction Framework for Engagement What do We Mean by Engagement Mount Sinai Hospital was initially established in From the time its doors opened, the Hospital has worked collaboratively with external community partners to deliver high-quality health-care services to improve the health outcomes of our patients and their families. The main focus of the Hospital was to give back to the wider community by providing care for everyone. We continue to support our commitment by putting patients first. This original mandate is reflected in the mission that Mount Sinai Hospital adheres to today. Mount Sinai Hospital Mission Dedicated to discovering and delivering the best patient care, research and education with the heart and values true to our heritage. As one of Canada s pre-eminent patient care, research and academic health science centres, Mount Sinai Hospital has a well-earned reputation for excellence in the community and also beyond our borders. In support of enhancing the experiences of our patients, the CEO and Senior Leadership Team at Mount Sinai Hospital recognize the importance of engaging with the communities that we serve in order to more effectively meet their needs and improve their health outcomes. A Engagement Framework defines the means by which Mount Sinai Hospital will obtain input from the communities we serve. This will allow us to facilitate a more integrated response to better meet the needs of patients and their families. In addition to providing a mechanism for vital input towards the development of the strategic directions for the Hospital. Mount Sinai Hospital is committed to the development of a comprehensive approach to community engagement that will keep us connected to our patients and encourage their involvement in the delivery of our services. Mount Sinai Hospital s Engagement Framework outlines our goals and guiding principles for community engagement. It provides a recommended approach for ongoing consultation and dialogue with our communities and partner agencies to ensure active participation in the planning, implementation and evaluation of our programs and services. A variety of community engagement approaches will be used to engage our key external stakeholders. This Engagement Framework is viewed as a living document which will evolve and change over time. We encourage input from members of the communities we serve and our partners to help us to further refine it. At Mount Sinai Hospital, our understanding of Engagement is a communication process for working collaboratively with the communities that we serve and our partner organizations to address the health issues that affect our patients. Our definition of community is broad and not only includes individuals that reside in a specific geographical area; it also includes groups of individuals from a shared demographic group or identity, for example new immigrants, and groups who have a common interest and advocacy groups, for example psychiatric consumer survivors. Some examples of the community groups we serve at Mount Sinai Hospital are as follows: Youth Seniors Francophone population Aboriginal people People with disabilities New immigrants and refugees Diverse ethno-racial communities People who are homeless/under-housed People living with mental health issues and/or addictions People who are gay, lesbian, bisexual, transsexual, transgendered, two-spirited, queer, questioning and intersexed (LGBTTTQQI) Ongoing communication and dialogue with the communities we serve and our partners will allow for greater transparency, facilitate knowledge transfer and exchange, and support the identification of shared values, and programs that achieve our goals. 2 Engagement Framework: A Guide to Effective Partnership Building Engagement Framework: A Guide to Effective Partnership Building 3

4 Who will be Involved Values of Engagement Guiding Principles Mount Sinai Hospital provides services to a broad spectrum of community groups and collaborates with a wide range of partner agencies and service provider organizations to effectively deliver our programs and services. Mount Sinai Hospital is a large hospital and academic teaching and research facility. This means that community engagement approaches will be used by various departments and across health-care providers and disciplines to solicit input from our external stakeholders to enhance our patient- and family-centred services. Our external stakeholders will include: Patients and their families Members of the public and residents of the Greater Toronto and surrounding areas Partner organizations and health and social service provider organizations (e.g., Heath Centres, Care Access Centres, Long-Term Care facilities, clinics or private physicians, public health, government departments) -based non-profit organizations and groups (e.g., patient support groups, churches and other faith-based organizations, issue advocacy groups or coalitions, residents or ratepayers associations, trade unions) Schools and post-secondary institutions Private sector organizations Mount Sinai Hospital is committed to enhancing the experience of our patients by providing patient- and family-centred care. With this in mind, we have established values that support community engagement and align with our comprehensive Partnership Strategy (CPS). These partnership values are as follows: Embrace community development principles and practices Support enhanced community engagement Demonstrate community responsiveness Promote strategies that address the social determinants of health Embrace health promotion and prevention models of service delivery Our values support the Toronto Central Local Health Integration Network s (TCLHIN) process for community engagement. We embrace our shared responsibility to work with our community members and partner organizations to achieve high quality health care for all. The success of our community engagement goals is dependant on this continuous involvement and evidence-based practice. Mount Sinai Hospital has a long history of collaborating with our external stakeholders and is determined to continue this legacy through the creation of this Engagement Framework. To ensure high-quality collaboration and excellence in health service delivery, Mount Sinai Hospital has established guiding principles for community engagement which are as follows: Shared Values Mutual Trust and Respect Commitment Accountability Sharing of Power, Decision Making and Resources We will work with the community and partner organizations to mutually assess our shared values and develop and implement plans that prioritize the needs of our patients and families. We will work with our communities and partners to build trust and respect using methods appropriate to the groups we are working with. We value our patients and partners and will be respectful and inclusive when engaging with them. We are committed to working with our communities and partners to enhance the experience of the patients who come to Mount Sinai Hospital. We will approach community engagement in a timely and meaningful manner. We will openly solicit feedback on our community engagement approaches and properly evaluate our approaches to ensure that we are adhering to our goals. We will properly assess our community engagement approaches to determine the degree to which there is equitable sharing of power, decision making and resources. 4 Engagement Framework: A Guide to Effective Partnership Building Engagement Framework: A Guide to Effective Partnership Building 5

5 Our Approach Our community engagement approach will be adjusted to meet the needs of the specific communities that Mount Sinai Hospital is soliciting feedback from and will vary across departments. For the delivery of equitable health services, Mount Sinai Hospital continuously engages its community of diverse persons and entities when developing plans and setting priorities. To facilitate a collaborative and multi-faceted engagement approach, Mount Sinai Hospital s values and goals will be translated into action. This approach includes the following elements that are established below. Identification of Engagement Opportunities The identification of community engagement opportunities will occur through our community partner collaborations and consultations, and through research and assessment that includes the review of health service and capacity gaps, and health equity impact assessments. The latter is a flexible and practical assessment tool that can be used to identify potential health impacts (positive or negative) of a plan, policy or program on vulnerable or disadvantaged groups within the general population. Selection of Engagement Strategies Mount Sinai Hospital will use a continuum of community engagement methodologies. These will range from soliciting feedback from the community through broad based open forums, including focus groups to receiving feedback through highly structured mechanisms, such as the Hospital s Integration Advisory Committee (CIAC). The appropriate community engagement technique(s) will be determined based on predetermined goals and objectives. Appendix A describes a number of methodologies that may be used in each element of the continuum. The diagram below illustrates various levels of community engagement which ultimately are used to empower communities to participate in the decision-making process and supports them to identify their own issues, solutions, and actions towards addressing the issues that affect them. A Continuum of Levels of Engagement INFORM receives information and announcements CONSULT is consulted on final plans INVOLVE Organization gets advice on planning; feedback may change plan COLLABORATE shares decision-making EMPOWER identifies issues, solutions and actions Development of Engagement Plan The development of a community engagement plan includes the following components: The purpose of community engagement Who will be consulted Resources available (money, time and skills) The current environment in which the engagement is being carried out (political, social, cultural) Identification of service and program delivery gaps and/or initiatives in the health-care continuum Projected outcomes/impact The Mount Sinai Engagement Checklist (see Appendix B) can be used to guide your community engagement planning to ensure that all factors of the engagement are considered. Implementation of Engagement Mount Sinai Hospital s Partnership Policy provides a foundation for community engagement. Partnerships are guided towards its goals and, in turn, reinforce the guiding principles of Mount Sinai Hospital s Engagement Strategy. Monitoring & Evaluation of Engagement Mount Sinai Hospital will monitor and evaluate the outcomes of our community engagement activities. The Engagement Framework will be evaluated with the goal of refining our approaches and techniques. The following key considerations will be taken into account when evaluating outcomes: Participants have a clear understanding of the goals and objectives of the engagement, including the level and method; Participants are clear about the scope of the engagement and have a shared understanding of each others roles, responsibilities and authority; The engagement takes place when there is a real opportunity to influence the outcome; Sufficient resources (time, budget, technology, etc.) and expertise are invested to achieve success; Accessible opportunities are available that embrace the broad diversity of community interests; The process is responsive to the input and needs of participants; Relevant and credible information is gathered and distributed to participants in a timely manner and in a manner suitable to the intended audiences; and The communication leads to a mutual understanding of process and an understanding and acceptance Citizens Stakeholders Providers 6 Engagement Framework: A Guide to Effective Partnership Building Engagement Framework: A Guide to Effective Partnership Building 7

6 Conclusion Mount Sinai Hospital is committed to working with its patients, families and communities to ensure that our services are responsive, relevant and reflective of their needs. The Engagement Framework was developed to ensure that the Hospital has a well-articulated and documented approach to reaching out to patients, families and communities to receive vital feedback and input to help structure the services and programs we provide. Mount Sinai Hospital recognizes that community engagement is a dynamic process and our approaches will be modified as we receive feedback from our external stakeholders. We welcome and encourage feedback from our partners, patients and their families on how we can continually improve our community partnership approach and further strengthen our engagement strategies. 8 Engagement Framework: A Guide to Effective Partnership Building Appendices Appendix A: Tools and Techniques for Engagement Tool/ Technique When to Use Them Benefits/Risks Interactive Websites and Other Web-based Tools When you need to provide accessible, clear and appropriate information cost-effectively to a broad cross section of stakeholders and then collect easily to analyze responses for them. Websites can provide lots of information cost-effectively to those people with access to computers and the Internet. Websites can also include response forms that can be completed electronically and ed back to the sender for immediate analysis. Websites can also allow stakeholders to ask questions and receive answers with the question and answers accessible to all. Action Planning Event (i.e. forum or workshop) When you need to produce plans of action that are owned by those affected by them or who will implement them. Need to be structured, carefully planned and appropriately facilitated. Advertising/ Public Service Announcements When you need to reach a broad audience of people within a community. Can be expensive. Hard to target or monitor effectiveness. Can miss key groups. Advisory Committees/ Reference Groups When you need consistent input or advice over a period of time from people who have good local knowledge. Time consuming to recruit and establish. Need effective participants. Need a good facilitator and Terms of Reference. Need a sunset clause. Brochures and Printed Material When you need to have basic information on aspects of the project to hand or mail out. Expensive to produce. Need a distribution method to get them to the right people. Important to have any written material translated for particular groups in a project area, or an indication where interpreters can be accessed in a number of languages. Research When you need to strengthen the partnership with specific stakeholders to provide further insights into an issue or Framework. A team with participation from key stakeholders is required to share the responsibilities and outcomes of any research. Fact Sheets/ Information Sheets When you need to provide consistent accurate information on aspects of the project to stake holders. Written information needs to be clear, jargon free and illustrated where possible. Important to have any written material translated for particular groups in a project area, or an indication where interpreters can be accessed in a number of languages. Engagement Framework: A Guide to Effective Partnership Building 9

7 Appendices Tool/ Technique Focused Group Discussions When to Use Them When you need to generate discussion and insights on aspects of your projects. Benefits/Risks A skilled facilitator is needed to ensure outcomes are achieved. Timing and neutral venue are critical to ensure participation. Some reimbursement for travel may be needed. Appendix B: Mount Sinai Engagement Checklist This checklist can be used to assess if your community engagement approach achieves the minimum requirements for engagement. No. When to Use Them Yes No Requires Action 1 Who are the communities and individuals impacted and how? Media or Publicity When you need to disseminate clear and simple information within a community quickly. Relationships with journalists need to be established early so they understand the project. Media releases need to be structured with simple clear messages. 2 What are the purposes for engaging these communities? 3 In what timeframes and phases will engagement activities take place? Newsletters Open Houses Small Group Workshops When you need to keep people regularly informed about progress of a long-term project. When you need to present ideas or plans to a broad cross-section of stakeholders in an area to obtain responses in an informal way. When you need to generate discussion and insights on aspects of your projects from a known group of stakeholders. Newsletters can be printed and distributed by mail or letterboxing, electronically distributed by or posted on the Internet. Requires the establishment and maintenance of a stakeholder database. Requires good writing/design as well illustrations and photographs. Important to have any written material translated for particular groups in a project area, or an indication where interpreters can be accessed in a number of languages. Need well illustrated displays that convey accurate information. Need staff available to take questions, discuss ideas and gauge reactions. Can include a questionnaire to collect and analyze responses. Need to set a clear agenda and have a facilitator who can keep the group on track. May need to reimburse group members for travel and offer meals/refreshments if the workshop lasts longer than 2 hours. 4 How can you ensure individuals and communities can participate fully, i.e., do you need to work with a community to determine how to reduce barriers to engagement? 5 What techniques will be used to engage each group and community? 6 7 What ideas and issues were expressed by communities who were engaged and how will these ideas and issues be considered/responded to? What is the process for ongoing communications and feedback about how input was used and decisions made? 8 How will community engagement be evaluated? Questionnaires and Surveys When you need to obtain specific structured responses on specific issues to obtain quantitative measurable results. Less effective in obtaining responses to complex issues. Mail, telephone, web or face-to-face responses can be sought. Mail traditionally provides poor response rates. Important to have any written material translated for particular groups in a project area, or an indication where interpreters can be accessed in a number of languages. Written Submissions When you need to obtain detailed responses to a specific issue from a broad range of stakeholders. Can exclude stakeholders who do not have time, skills or resources to write submissions. Advertising for submissions needs to be broad based and not just in newspaper Public Notes. 10 Engagement Framework: A Guide to Effective Partnership Building Engagement Framework: A Guide to Effective Partnership Building 11

8 Appendices Appendix C: Reference List Association of Ontario Health Centres (AOHC) (2006). A Review of the Trends and Benefits of Engagment and Local Governance in Health Care. Toronto, Ontario: Association of Ontario Health Centres. South West LHIN Engagement Framework. Retrieved from Toronto Central LHIN (2011). Engagement in the Toronto Central LHIN: Creating a Common Strategy for the LHIN and Health Service Providers Toronto Central LHIN (2011). Engagement Guidelines. Retrieved from getinvolved.aspx World Health Organization (1986). Ottawa Charter for Health Promotion. Retrieved August 28, 2006 from 12 Engagement Framework: A Guide to Effective Partnership Building

9 600 University Avenue Toronto, Ontario, Canada M5G 1X5 t

Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services

Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services Health Consumers Queensland...your voice in health Developing a consumer and community engagement strategy:

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Recruiting for Diversity

Recruiting for Diversity GUIDE Creating and sustaining patient and family advisory councils Recruiting for Diversity Let s make our health system healthier WHO IS HEALTH QUALITY ONTARIO Health Quality Ontario is the provincial

More information

Strategic Plan 2014 2018

Strategic Plan 2014 2018 DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,

More information

COMMUNITY HEALTH CENTRES (CHCs) CHC Development - History

COMMUNITY HEALTH CENTRES (CHCs) CHC Development - History CHC Development - History Community Health Centres (CHCs) are a distinctive primary care delivery model in that they are governed by community boards, deliver programs and services within a population

More information

SALEM AREA ONE COMMUNITY INITIATIVE

SALEM AREA ONE COMMUNITY INITIATIVE SALEM AREA ONE COMMUNITY INITIATIVE Mission Statement To develop a safe, respectful, all-inclusive community through education, advocacy, and coordinated actions that include an effective response to prejudice

More information

Stakeholder Consultation Workbook

Stakeholder Consultation Workbook Stakeholder Consultation Workbook Table of contents Part I Background: Principles and Supporting Information 1. INTRODUCTION....................... 4 2. WHY?...............................5 2.1 Why bother

More information

Central Local Health Integration Network Communications Strategy

Central Local Health Integration Network Communications Strategy 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

More information

OPIRG Peterborough Coordinator (Full-Time) JOB POSTING

OPIRG Peterborough Coordinator (Full-Time) JOB POSTING OPIRG Peterborough Coordinator (Full-Time) JOB POSTING Ontario Public Interest Research Group Peterborough www.opirgpeterborough.ca Date of Notice: April 21, 2015 Start date: June, 2015 Location: Peterborough

More information

Standard 1: Provide Effective, Equitable, Understandable, and Respectful Quality Care and Services

Standard 1: Provide Effective, Equitable, Understandable, and Respectful Quality Care and Services Community Counseling Center of Central Florida, LLC P.O. Box 161585 Altamonte Springs, FL 32716-1585 W. 407.291.8009 F. 407.770-5503 www.ccccf.org CCCCF commits to embracing, implementing and practicing

More information

PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014

PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014 1 P a g e PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014 HIGHLIGHTS 1 Place Photo Here, 2 P a g e MOVING FORWARD: A COLLABORATIVE APPROACH INTRODUCTION Over the past year, the Local Health Integration Networks

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

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

Local Health Integration Network / Health Service Provider. Governance Resource and Toolkit for Voluntary Integration Initiatives

Local Health Integration Network / Health Service Provider. Governance Resource and Toolkit for Voluntary Integration Initiatives Local Health Integration Network / Health Service Provider Governance Resource and Toolkit for Voluntary Integration Initiatives December 15, 2008 Local Health Integration Network/ Health Service Provider

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

Health Consumers Council - Strategic Plan 2013-2015

Health Consumers Council - Strategic Plan 2013-2015 Health Consumers Council - Strategic Plan 2013-2015 Vision: Western Australian health consumers achieve the best possible outcomes from WA s public and private health services. HCC works to support the

More information

STRATEGIC PLAN 2013-2016. One Island health system supporting improved health for Islanders

STRATEGIC PLAN 2013-2016. One Island health system supporting improved health for Islanders STRATEGIC PLAN 2013-2016 One Island health system supporting improved health for Islanders 02 Message from the Board Chair 03 Executive Summary 04 Introduction 05 Performance & Accountability Framework

More information

STEP 4: DETERMINE HOW TO GET THE INFORMATION (COLLECT DATA)

STEP 4: DETERMINE HOW TO GET THE INFORMATION (COLLECT DATA) Performing a Community Assessment 29 STEP 4: DETERMINE HOW TO GET THE INFORMATION (COLLECT DATA) Now that you have identified what data is needed to answer your questions and have identified potential

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

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58 COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58 Stephanie Masun 2015 Table of Contents HVI COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN 2015...3 Summary... 3 HVI Community and Employer Partnership

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

Ontario Hospital Association Strategic Plan:

Ontario Hospital Association Strategic Plan: Ontario Hospital Association Strategic Plan: 2010 2013 Welcome to the Ontario Hospital Association (OHA) 2010 2013 Strategic Plan. During its 86-year history, the OHA has been at the very centre of health

More information

COMMUNICATION POLICY. Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK

COMMUNICATION POLICY. Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK COMMUNICATION POLICY Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK Communication policy 1. Purpose... 3 2. Goals... 3 3. Guiding principles... 3 4. Target groups... 4 5. Messages...

More information

Big Data for Patients (BD4P) Program Overview

Big Data for Patients (BD4P) Program Overview Big Data for Patients (BD4P) Program Overview [Updated August 5, 2015] Proposal: Big Data for Patients (BD4P) Training Program Page 1 Background The new and emerging field of data science ( Big Data )

More information

CONTENTS: YOUTH CONSULTATION TOOL KIT. INTRODUCTION pg 2

CONTENTS: YOUTH CONSULTATION TOOL KIT. INTRODUCTION pg 2 CONTENTS: YOUTH CONSULTATION TOOL KIT INTRODUCTION pg 2 PART 1: Consulting with young people pg 3 What is consultation with young people? pg 3 Why consult with young people? pg 3 Which young people should

More information

COMMON CORE OF LEADERSHIP EVALUATION RUBRIC Performance Expectation 1: Vision, Mission and Goals:

COMMON CORE OF LEADERSHIP EVALUATION RUBRIC Performance Expectation 1: Vision, Mission and Goals: COMMON CORE OF LEADERSHIP EVALUATION RUBRIC Performance Expectation 1: Vision, Mission and Goals: Education leader 1 ensure the success and achievement of all students by guiding the development and implementation

More information

The Role of the Patient/Consumer in Establishing a Dynamic Clinical Research Continuum:

The Role of the Patient/Consumer in Establishing a Dynamic Clinical Research Continuum: The National Working Group on Evidence-Based Health Care The Role of the Patient/Consumer in Establishing a Dynamic Clinical Research Continuum: Models of Patient/Consumer Inclusion August 2008 The Working

More information

Case Study: Population and Public Health Program of the BC Provincial Health Services Authority i

Case Study: Population and Public Health Program of the BC Provincial Health Services Authority i Case Study: Population and Public Health Program of the BC Provincial Health Services Authority i Wayne Foster and Christopher Wilson. Originally published in Illustrations in Public Health of a More Collaborative

More information

Consultation and Engagement Strategy

Consultation and Engagement Strategy Consultation and Engagement Strategy Contents: 1. Introduction 2 2. Purpose 3 3. Aims and Objectives 4 4. Key principles 5 5. Delivery of the Strategy 6 6. Action Plan 2011-12 7 Appendix 1 Understanding

More information

Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario

Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario Objectives 1 Provide an overview of the MOHLTC s proposal to strengthen patient

More information

MEDICAL OFFICER OF HEALTH AND CHIEF EXECUTIVE OFFICER PERFORMANCE APPRAISAL PROCEDURE

MEDICAL OFFICER OF HEALTH AND CHIEF EXECUTIVE OFFICER PERFORMANCE APPRAISAL PROCEDURE Middlesex-London Health Unit Policies & Procedures Policy Number: HR 5-050 Section: HR Policy 5-050 Sponsor: Governance Committee Page 1 of 29 Subject: Medical Officer of Health and CEO Performance Appraisal

More information

Kitchener Downtown Community Health Centre

Kitchener Downtown Community Health Centre Kitchener Downtown Community Health Centre Type of Policy: [ ] Administration (A) [ ] Client Services General (CG) [ ] Board of Directors (B) [ ] Client Services Programs (CP) [ ] Financial (F) [ ] Primary

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

Human Resources Department Strategic Plan

Human Resources Department Strategic Plan Human Resources Department Strategic Plan 2010-2014 Human Resources Department Table of Contents Executive Summary... 3 Strategic Context University of Regina Planning Framework... 4 Strategic Planning

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

Core Competencies for Public Health Professionals: Tier 2

Core Competencies for Public Health Professionals: Tier 2 Core Competencies for Public Health Professionals: Analytical/Assessment Skills (Mid Tier) 2 1B1. Describes factors impacting the health of a community (e.g., equity, income, education, environment) [formerly

More information

Northumberland, Tyne and Wear NHS Foundation Trust Communication strategy

Northumberland, Tyne and Wear NHS Foundation Trust Communication strategy Northumberland, Tyne and Wear NHS Foundation Trust Communication strategy Content 1. Introduction p3 2. Stakeholders p3 3. Communication objectives p4 4. Communication mechanisms p4 i Internal ii External

More information

Strategic Plan

Strategic Plan South East CCAC Strategic Plan 2011 2014 www.se.ccac-ont.ca Message from the South East CCAC CEO and Board Chair The South East Community Care Access Centre (South East CCAC) has undergone significant

More information

Communications Plan

Communications Plan 2015-16 Communications Plan Approved by SLT and OPS 9/30/2015 Page 2 Contents About Brockville General Hospital... 3 Executive Summary... 3 Stakeholders... 4 Communication Tools... 4 Corporate Publications...

More information

Ottawa Charter. Toolkit and Implementation Planning Guide

Ottawa Charter. Toolkit and Implementation Planning Guide Ottawa Charter Toolkit and Implementation Planning Guide Information required to support the Health Promotion Plan Introduction Priority Groups. Health Goal The aim of NCSP/BSA. Regional Community Profile

More information

Bridging Research and Clinical Practice: Key strategies to creating innovative addiction treatment services

Bridging Research and Clinical Practice: Key strategies to creating innovative addiction treatment services Bridging Research and Clinical Practice: Key strategies to creating innovative addiction treatment services Kim Corace, Ph.D., C. Psych Director, Research and Program Development Melanie Willows, B.Sc.

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

Sample Terms of Reference Contract

Sample Terms of Reference Contract Sample Terms of Reference Contract A Terms of Reference Contract is a kind of memo of understanding that you can use to guide the work of your CBR project. It is a document that should be co-created with

More information

Strengthening family and community engagement in student learning School Assessment Tool (Reflection Matrix)

Strengthening family and community engagement in student learning School Assessment Tool (Reflection Matrix) School Assessment Tool (Reflection Matrix) The purpose of the School Assessment Tool The School Assessment Tool has been developed to assist members of the community (students, parents, staff and community

More information

IAP2 Core Values Award Organization of the Year Application

IAP2 Core Values Award Organization of the Year Application IAP2 Core Values Award Organization of the Year Application Canadian Blood Services Lorna Tessier, Director, Public Relations PJ Vankoughnett-Olson, Manager, Public Relations 1800 Alta Vista Dr. Ottawa

More information

deas Improving & Driving Excellence Across Sectors

deas Improving & Driving Excellence Across Sectors ShareIDEAS: Health Care Quality Improvement (QI) Project Repository www.shareideas.ca www.ideasontario.ca Share on: ShareIDEAS Submission Guide Project Repository Reporting Framework IDEAS () has developed

More information

Community Partnerships Strategic Plan

Community Partnerships Strategic Plan Community Partnerships Strategic Plan Vision The Office of Community Partnerships (OCP), an office in the Chancellor s division of the University of North Carolina Wilmington (UNCW) will become a national

More information

USQ Employment Equity and Diversity Strategy Human Resources

USQ Employment Equity and Diversity Strategy Human Resources USQ Equity Diversity 2014-2017 1. Introduction Background The University of Southern Queensl seeks to ensure all its staff are culturally competent able to contribute to their full potential. Informed

More information

Patient and Public Involvement (PPI) Strategy

Patient and Public Involvement (PPI) Strategy Patient and Public Involvement (PPI) Strategy 2014-2017 1 Contents Executive Summary 3 1. Introduction 4 2. Why a Patient Experience and Involvement Strategy 4 3. Engagement and Experience The National

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

Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario

Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario Ministry of Health and Long-Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario Ontario Pharmacy Research Collaboration Summit January 20, 2016 Today s Objectives

More information

Program Competency & Learning Objectives Rubric (Student Version)

Program Competency & Learning Objectives Rubric (Student Version) Program Competency & Learning Objectives Rubric (Student Version) Program Competency #1 Prepare Community Data for Public Health Analyses and Assessments - Student 1A1. Identifies the health status of

More information

International Open Data Charter

International Open Data Charter International Open Data Charter September 2015 INTERNATIONAL OPEN DATA CHARTER Open data is digital data that is made available with the technical and legal characteristics necessary for it to be freely

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

TORONTO CALL TO ACTION. 2006-2015 Towards a decade of Human Resources in Health for the Americas

TORONTO CALL TO ACTION. 2006-2015 Towards a decade of Human Resources in Health for the Americas TORONTO CALL TO ACTION 2006-2015 Towards a decade of Human Resources in Health for the Americas Regional Meeting of the Observatory of Human Resources in Health 4-7 October, 2005 TOWARDS A DECADE OF HUMAN

More information

Approved by City Council, December 16 & 17, 1998 (Strategic Policies & Priorities Committee 1998, Report 26, Clause 5)

Approved by City Council, December 16 & 17, 1998 (Strategic Policies & Priorities Committee 1998, Report 26, Clause 5) City of Toronto Grants Policy Anti-Racism, Access and Equity Policy and Guidelines Applicable to Recipients of Grants from the City of Toronto and its agencies, boards and commissions. Approved by City

More information

Chief Executive Officer

Chief Executive Officer Position Specification Chief Executive Officer Massachusetts Health Data Consortium Waltham, MA May 2012 1 Massachusetts Health Data Consortium Chief Executive Officer The Opportunity The Massachusetts

More information

BUSINESS SECTOR STRATEGY:

BUSINESS SECTOR STRATEGY: BUSINESS SECTOR STRATEGY: MEDICAL TECHNOLOGY Created with: MEDEC - CANADA S MEDICAL TECHNOLOGY COMPANIES February 2011 Open for Business is Ontario s initiative to create faster, smarter and streamlined

More information

Community-Based Care. Accessibility of Care. Funding and Costs

Community-Based Care. Accessibility of Care. Funding and Costs Community-Based Care Community-based care was a topic for discussion in the Conversation on Health. The importance of addressing issues related to accessing and funding care at the community level, and

More information

Copeland Borough Council. Communications Strategy 2006/7

Copeland Borough Council. Communications Strategy 2006/7 Copeland Borough Council Communications Strategy 2006/7 CONTENTS Introduction: Why Communicate? - external communications - internal communications The Purpose; - what is a communications strategy? - what

More information

National PTA School of Excellence Tell Me More

National PTA School of Excellence Tell Me More National PTA School of Excellence Tell Me More TABLE OF CONTENTS 1. Learn About the National PTA School of Excellence Program... 3 PTA s National Standards for Family-School Partnerships... 4 Goals and

More information

Health Consumers Queensland...your voice in health. Consumer and Community Engagement Framework

Health Consumers Queensland...your voice in health. Consumer and Community Engagement Framework Health Consumers Queensland...your voice in health Consumer and Community Engagement Framework February 2012 Definitions In this Framework, Health Consumers Queensland utilises the following definitions

More information

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61 COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61 Stephanie Masun 2015 Table of Contents HVI COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN 2015...3 Summary...3 HVI Community and Employer Partnership

More information

MAKE. Guide to Employing Students Tips for making summer jobs work HISTORY. Preserve Manitoba s Past.

MAKE. Guide to Employing Students Tips for making summer jobs work HISTORY. Preserve Manitoba s Past. MAKE HISTORY. Preserve Manitoba s Past. Guide to Employing Students Tips for making summer jobs work What is this guide about? This guide will help non-profit community heritage organizations hire and

More information

Communications Strategy (Draft)

Communications Strategy (Draft) Communications Strategy (Draft) January 2011 March 2013 1 C O N T E N T S 1 Introduction 2 Vision, Values and Strategic Aims 3 Scope 4 Communications Principles 5 Branding and Corporate Identity 6 External

More information

JFK UNIVERSITY COMMUNITY COUNSELING CENTERS: A ROADMAP TO BUILDING ROBUST AND RESILIENT COUNSELING CENTERS

JFK UNIVERSITY COMMUNITY COUNSELING CENTERS: A ROADMAP TO BUILDING ROBUST AND RESILIENT COUNSELING CENTERS JFK UNIVERSITY COMMUNITY COUNSELING CENTERS: A ROADMAP TO BUILDING ROBUST AND RESILIENT COUNSELING CENTERS JFKU CCC 3-Year Strategic Plan EXECUTIVE SUMMARY With the publication of its Strategic Plan for

More information

Northwards Housing s Communications Strategy 2014-16

Northwards Housing s Communications Strategy 2014-16 Northwards Housing s Communications Strategy 2014-16 Executive Summary 1. The purpose of this strategy is to ensure a fully integrated approach to communications; one which is aligned with Northwards business

More information

Orange Unified School District

Orange Unified School District Orange Unified School District What s Best for our Students Comes First 1401 N. Handy St. Orange, CA 92867 714-628-4000 www.orangeusd.org TOP TEN CORE VALUES This we believe above all else that... 1. All

More information

Taking Action to Reduce Health Inequities: A Strategic Plan for Cultural Competence, Diversity and Social Inclusion at Capital Health

Taking Action to Reduce Health Inequities: A Strategic Plan for Cultural Competence, Diversity and Social Inclusion at Capital Health Taking Action to Reduce Health Inequities: A Strategic Plan for Cultural Competence, Diversity and Social Inclusion at Capital Health Capital Health s Response to Our Community 2011-15 Contents Table of

More information

Leadership, Governance and Management ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013

Leadership, Governance and Management ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013 QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Leadership, Governance and Management Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support

More information

Canadian Association of Perinatal and Women's Health Nurses STRATEGIC PLAN. Challenge, Opportunity and Focus

Canadian Association of Perinatal and Women's Health Nurses STRATEGIC PLAN. Challenge, Opportunity and Focus Canadian Association of Perinatal and Women's Health Nurses 2015-2018 STRATEGIC PLAN Challenge, Opportunity and Focus August 12, 2014 A. INTRODUCTION The Canadian Association of Perinatal and Women s

More information

October 15, 2010. Re: National Health Care Quality Strategy and Plan. Dear Dr. Wilson,

October 15, 2010. Re: National Health Care Quality Strategy and Plan. Dear Dr. Wilson, October 15, 2010 Dr. Nancy Wilson, R.N., M.D., M.P.H. Senior Advisor to the Director Agency for Healthcare Research and Quality (AHRQ) 540 Gaither Road Room 3216 Rockville, MD 20850 Re: National Health

More information

Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014

Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014 Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014 2 Corporate Communications Strategy 2011-2014 Contents Let s Talk, Councillor Sharon Taylor, Leader of Stevenage Borough

More information

Our Department will be nationally recognized for its innovation and impact in Family Medicine and Community Health

Our Department will be nationally recognized for its innovation and impact in Family Medicine and Community Health Department of Family Medicine and Community Health University of Massachusetts Medical School UMass Memorial Health Care Worcester, Massachusetts October, 2009 Our Vision: Our Department will be nationally

More information

A Roadmap to Clinical Integration: How to Successfully Transition to Value, While Still Operating in the Fee-for-Service World

A Roadmap to Clinical Integration: How to Successfully Transition to Value, While Still Operating in the Fee-for-Service World A Roadmap to Clinical Integration: How to Successfully Transition to Value, While Still Operating in the Fee-for-Service World In healthcare, transitions of care from one practice setting to another can

More information

Best Practices for Meaningful Consumer Input in New Health Care Delivery Models

Best Practices for Meaningful Consumer Input in New Health Care Delivery Models Best Practices for Meaningful Consumer Input in New Health Care Delivery Models Background Consumer engagement is important for the success of all models of health care delivery. Ensuring the presence

More information

Diversity Strategy Making the Most of Our Diversity

Diversity Strategy Making the Most of Our Diversity Diversity Strategy 2013-2016 Making the Most of Our Diversity Contents Foreword by the Permanent Secretary... 3 Executive Summary... 4 Introduction... 5 The Business Case for Equality, Diversity and Inclusion...

More information

Cultural Competency Plan

Cultural Competency Plan Cultural Competency Plan Table of Contents Cultural Competency Overview What is Cultural Competency? Linguistic Competence: Definition Alliance s Mission, Vision and Values Background and the Agency s

More information

INTRODUCTION DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY

INTRODUCTION DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY INTRODUCTION Communication is at the heart of everything we do. Not only is it key to strengthening links with local people, service users, partner organisations

More information

Challenges and Barriers: Race, Ethnicity, and Language (REL) Data Collection and Quality Reporting

Challenges and Barriers: Race, Ethnicity, and Language (REL) Data Collection and Quality Reporting Challenges and Barriers: Race, Ethnicity, and Language (REL) Data Collection and Quality Reporting May 28, 2014 Stratis Health, based in Bloomington, Minnesota, is a nonprofit organization that leads collaboration

More information

National CASA Association Seeks Chief Development Officer Location: Washington, D.C.

National CASA Association Seeks Chief Development Officer Location: Washington, D.C. National CASA Association Seeks Chief Development Officer Location: Washington, D.C. The National Court Appointed Special Advocate (CASA) Association fulfills society s most fundamental obligation by making

More information

Submission to the Tasmanian Government. Rethink Mental Health Project Discussion Paper

Submission to the Tasmanian Government. Rethink Mental Health Project Discussion Paper Submission to the Tasmanian Government Rethink Mental Health Project Discussion Paper February 2015 Alcohol, Tobacco and other Drugs Council of Tas Inc. (ATDC) www.atdc.org.au ABN: 91 912 070 942 Phone:

More information

Workplace Diversity Policy

Workplace Diversity Policy Workplace Diversity Policy Policy Owner: Human Resources Approval: Board of Directors First Approved: 2006 Effective Date: TBD Organizational Statement of Commitment Toronto Community Housing is committed

More information

INSTITUTE OF CORPORATE DIRECTORS CORPORATE GOVERNANCE GUIDELINES (INCLUDING THE MANDATE OF THE BOARD OF DIRECTORS)

INSTITUTE OF CORPORATE DIRECTORS CORPORATE GOVERNANCE GUIDELINES (INCLUDING THE MANDATE OF THE BOARD OF DIRECTORS) INSTITUTE OF CORPORATE DIRECTORS CORPORATE GOVERNANCE GUIDELINES (INCLUDING THE MANDATE OF THE BOARD OF DIRECTORS) Approved by the Board of Directors on September 20, 2012 INSTITUTE OF CORPORATE DIRECTORS

More information

REQUEST FOR PROPOSALS- FREQUENTLY ASKED QUESTIONS

REQUEST FOR PROPOSALS- FREQUENTLY ASKED QUESTIONS REQUEST FOR PROPOSALS- FREQUENTLY ASKED QUESTIONS This list of questions and answers is being provided as additional guidance to organizations that are considering responding to the North@Work RFPs. This

More information

Guide to Health Promotion and Disease Prevention

Guide to Health Promotion and Disease Prevention Family Health Teams Advancing Primary Health Care Guide to Health Promotion and Disease Prevention January 16, 2006 Table of Contents 3 Introduction 3 Purpose 3 Background 4 Developing Health Promotion

More information

Healthy People First: Opportunities and Risks in Health System Transformation in Ontario

Healthy People First: Opportunities and Risks in Health System Transformation in Ontario HL9.3 STAFF REPORT FOR ACTION Healthy People First: Opportunities and Risks in Health System Transformation in Ontario Date: January 11, 2016 To: From: Wards: Board of Health Medical Officer of Health

More information

A Voluntary Sector Commissioning Strategy for Hertfordshire

A Voluntary Sector Commissioning Strategy for Hertfordshire A Voluntary Sector Commissioning Strategy for Hertfordshire 2015-2019 East and North Hertfordshire Clinical Commissioning Group Herts Valleys Clinical Commissioning Group Introduction As commissioners

More information

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted.

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted. JOB DESCRIPTION Job Title: Membership and Events Manager Band: 7 Hours: 37.5 Location: Elms, Tatchbury Mount Accountable to: Head of Strategic Relationship Management 1. MAIN PURPOSE OF JOB The post holder

More information

The Toronto-Dominion Bank

The Toronto-Dominion Bank The Toronto-Dominion Bank CORPORATE GOVERNANCE GUIDELINES OBJECTIVE The Board of Directors and the management of The Toronto-Dominion Bank ( the Bank ) are committed to leadership in corporate governance.

More information

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 April 2013 Introduction The Australian Public Service (APS) is committed to supporting a culture of equity, inclusion and diversity

More information

Collaborative Patient Engagement: Mapping the Global Landscape

Collaborative Patient Engagement: Mapping the Global Landscape Collaborative Patient Engagement: Mapping the Global Landscape A first step in co-creating an action-orientated framework for patient engagement Participate in the landscape mapping project, share your

More information

Landlord/Tenant Rights- California Department of Consumer Affairs, A guide to residential tenants and landlords rights and responsibilities.

Landlord/Tenant Rights- California Department of Consumer Affairs, A guide to residential tenants and landlords rights and responsibilities. 2-1-1 San Diego- connects people with community, health and disaster services through a free, 24/7 stigma-free phone service and searchable online database. http://www.211sandiego.org/ California Advocates

More information

2015 ASHP STRATEGIC PLAN

2015 ASHP STRATEGIC PLAN 2015 ASHP STRATEGIC PLAN ASHP Vision ASHP s vision is that medication use will be optimal, safe, and effective for all people all of the time. ASHP Mission The mission of pharmacists is to help people

More information

CONSULTATION TOOLBOX >> A Guide to Undertaking Consultations

CONSULTATION TOOLBOX >> A Guide to Undertaking Consultations CONSULTATION TOOLBOX >> A Guide to Undertaking Consultations Consultation Toolbox >> A Guide to undertaking consultations March 2004 Published by: Fisheries and Oceans Canada Ottawa, Ontario K1A 0E6 Her

More information

Introduction and Invitation for Public Comment

Introduction and Invitation for Public Comment 2 of 22 Introduction and Invitation for Public Comment The Patient-Centered Outcomes Research Institute (PCORI) is an independent, non-profit health research organization. Its mission is to fund research

More information

Cultural Competency Plan Our Commitment to Our Health Plan Members

Cultural Competency Plan Our Commitment to Our Health Plan Members Cultural Competency Plan Our Commitment to Our Health Plan Members Page 1 Commitment is more than our company name. It is our commitment to our health plan members and the physicians and providers who

More information

Principal Selection Process. Office of Human Resources. October 2015

Principal Selection Process. Office of Human Resources. October 2015 Principal Selection Process Office of Human Resources October 2015 1 Strategic Goals 2 Principal Selection Process Overview Tier 4 Entry Plan Case Study Superintendent, Deputy Superintendent, Chief Schools

More information

Value Diversity! Committed to Inclusion PURPOSE OF THE DIVERSITY AND INCLUSION STRATEGY

Value Diversity! Committed to Inclusion PURPOSE OF THE DIVERSITY AND INCLUSION STRATEGY Value Diversity! Committed to Inclusion PURPOSE OF THE DIVERSITY AND INCLUSION STRATEGY The purpose of creating a Diversity and Inclusion Strategy is to create inclusive programs and services, served by

More information

HEALTH PROFESSIONALS ADVISORY COMMITTEE (HPAC) TERMS OF REFERENCE

HEALTH PROFESSIONALS ADVISORY COMMITTEE (HPAC) TERMS OF REFERENCE 975 Alloy Drive, Suite 201 Thunder Bay, ON P7B 5Z8 Tel: 807-684-9425 Fax: 807-684-9533 Toll Free: 1-866-907-5446 975, Alloy Drive, bureau 201 Thunder Bay, ON P7B 5Z8 Tél : 807-684-9425 Téléc : 807-684-9533

More information