Performance Measurement Indicators for LHIN Community Engagement
The following is a set of indicators that each LHIN will report on annually through their annual report and on both ministry and LHIN websites.
(1) An annual LHIN community engagement strategy or plan (i.e. a method or series of activities leading to a specific goal or result) consistent with the Annual Community Engagement Strategy Worksheet publicly available and reviewed on an annual basis.
- The strategy document can stand alone or be combined with a LHIN’s annual communications plan document.
- The strategy document is aligned with IHSP priorities.
- The LHIN’s Annual Community Engagement Strategy document will be posted visibly on the LHIN’s website (i.e. linked from the home page). The LHIN will ensure the document is available to the public in alternate formats when requested in keeping with the LHIN’s Accessible Customer Service Policy.
- An internal annual review process will be clearly defined and documented to allow for evaluation and future improvement of the strategy.
- Performance against the plan will be reported in each LHIN’s Annual Report.
(2) The LHIN uses the community engagement guidelines to support project planning and decision making. Related Issues:
- The Guidelines for Community Engagement Toolkit, with attached templates are intended to provide LHINs with a consistent approach to community engagement for planning and documentation.
(3) Participant evaluation must be integrated into every community engagement plan and inform future engagement planning.
- Participant evaluation of community engagement processes is defined as opportunities for participants to provide feedback on:
- The appropriateness of the engagement technique (to the stated objectives of the session/meeting).
- Participant satisfaction with the engagement technique, location, timeframe etc.
- And suggestions on how to improve any of the above.
- Participant evaluation is intended to provide the LHIN with feedback on the chosen approach or process to community engagement.
- Is the evaluation process documented and tracked to allow for improved future engagement activities?
(4) Each LHIN will establish an evaluation committee including external reviewers to which it will submit its completed community engagement templates at least once within every three-year planning cycle. Existing committees that have non-LHIN representation can be leveraged for this purpose or an ad-hoc committee can be created exclusively for this purpose.
- The community engagement completed templates will be measured against the Guidelines for Community Engagement Toolkit documents provided and updated by the LHIN Community Engagement Network in consultation with the Ministry to ensure alignment and consistency with the guidelines, principles and best practices.
- The size and makeup of the committee, while at the discretion of the LHIN, should reflect the unique diversity of the LHIN’s community and provide a balance of LHIN representatives and non-LHIN members. Non-LHIN members are people who are not employees or board members of the LHIN.
- The committee can be ad-hoc (i.e. struck for this purpose alone on a time limited basis) or the LHIN may enlist the services of an existing committee where the requirements for diversity and balance will be met.
(5) The LHIN demonstrates how community engagement results have been tabled to LHIN decision-makers, including the Board for planning, funding and any decision-making process. Engagement can be rolled-up, where appropriate.
- LHINs will develop a feedback process to communicate results of community engagement activities to LHIN decision makers, including the Board.
- The LHIN can support with documentation where and when community engagement results were communicated to decision makers.