HomeCCHL Leadership Organization Evaluation Form (Trial)

CCHL Leadership Organization Evaluation Form (Trial)

Share
on Facebook (opens in a new tab)
on Twitter (opens in a new tab)
on Linkedin (opens in a new tab)
via email

CCHL Leadership Organization Evaluation Tool

Step 1 of 7 - Step 1

14%

This field is hidden when viewing the form

Section 1: Responses

1.0 Organizational True North: Purpose, Vision, Heart, Mission, Values, and Strategic Plan

Check all that apply

1.1 Have an explicit organizational purpose, vision, mission, and values (True North elements), which are communicated internally and externally(Required)

Have organizational versions

Each department has their own unique versions that align to those of the organization

Each team has their own unique versions that align to those of the organization

Not yet

1.2 Ensure that a people- and community-centred approach is at the heart of the care and/or programs and services they provide and is embedded in their culture.(Required)

Reinforced at the organizational level

Reinforced at the departmental level

Reinforced at the team/unit level

Not yet

1.3 Have an organizational ethics framework and staff code of conduct to which they are held accountable(Required)

Endorsed by executives

Endorsed by all positional leaders

Endorsed by all people

Not yet

1.4 Have an organizational strategic plan, which is communicated internally and externally(Required)

Have organizational versions

Each department/area has identified their specific collective contributions and accountabilities to strategic priorities

Each team has identified their specific collective contributions and accountabilities to strategic priorities

Not yet

1.5 Ensure that processes for major decisions regarding strategic priorities, governance, policies and procedures, operations, funding, resource allocation, technology, etc. are data-informed and align to the True North(Required)

All major organizational decisions

All major departmental decisions

All major team decisions

Not yet

2.0 Organizational Community Development: People- and Community-Centered

Check all that apply

2.1 Embed whole-person care and wellness for staff and physicians (if applicable) in the organizational culture, with supports available(Required)

Yes, it has been embedded in the organizational culture and supports are available

Staff perceptions of the effectiveness of these supports are evaluated and results are shared internally

Not yet

2.2 Have an official people plan/strategy, including workforce planning and a talent optimization, talent management and retention strategy(Required)

Yes, organizational

Each department regularly reviews their talent optimization situation

Not yet

2.3 Embed staff, physician (if applicable), patients, and clients, etc. physical, psychological, and cultural safety in the organizational culture(Required)

Yes, organizational

Not yet

2.4 Have an equity, diversity, and inclusion (EDI) strategy(Required)

Organizational strategy

The EDI strategy is embedded in the people plan

The EDI strategy is embedded in the people plan, and includes official targets of diversity representation for key roles, proportionate to the local community and staff populations, and report data regularly

Not yet

2.5 Have an Indigenous cultural safety strategy that is co-created with First Nations, Inuit, and Métis representatives(Required)

Organizational strategy

The strategy is embedded in the people plan

The strategy is distinctions based

Not yet

2.6 Have a staff and physician (if applicable) engagement strategy, conduct regular organization-wide assessments, and report results internally(Required)

Yes, organizational

Designate a team to review the results and create/deliver on an action plan

Not yet

2.7 Have open channels of communication that enable staff to provide suggestions to supervisors and to senior leaders, which are responded to dependably(Required)

Yes, organizational

Not yet

2.8 Develop a sense of community and belonging within the organization, along with a unique identity, through organizational community-building events and ways to connect interpersonally(Required)

Yes, organizational

Not yet

2.9 Have an official environmental sustainability and stewardship strategy, which is reviewed regularly and revised accordingly(Required)

Endorsed by executives

Endorsed by all positional leaders

Endorsed by all people

Not yet

2.10 Communicate through various channels, stories of success and learning to celebrate the people and the process(Required)

At the organizational level

At the departmental level

At the team level

Not yet

3.0 Organizational Leadership Structure and Integration

Check all that apply

3.1 Have an organizational governance structure with positional leaders who have individual accountabilities(Required)

Yes, organizational

Not yet

3.2 Have a culture whereby leaders distribute leadership through shared accountabilities and a coach approach(Required)

Actioned by executive leaders

Actioned by all positional leaders

All people have shared accountabilities

Not yet

3.3 Have adopted a leadership model and capability framework, such as LEADS in a Caring Environment, as the common leadership language and embed it in talent optimization(Required)

Yes, organizational

Not yet

3.4 Have an official talent optimization framework, which includes recruiting, onboarding, motivation (engagement, rewards, and retention), performance management, development, and succession planning. The framework prioritizes expertise, EDI, and Indigeneity, and is aligned to the leadership model(Required)

Yes, organizational

Not yet

3.5 Regularly assess the current state of organizational leadership integration across levels of leadership, particularly in talent optimization functions, and identify priority needs and gaps in groups, programming, and resources (a blueprint)(Required)

Yes, organizational

Not yet

3.6 Have an official leadership integration strategy that outlines progressive priority steps for further integration and development (a roadmap)(Required)

Yes, organizational

Not yet

3.7 Have an official talent optimization strategy, which includes embedding the leadership model in talent optimization(Required)

Integrated for executive leaders

Integrated for all positional leaders

Integrated for all people

Not yet

3.8 Have a guiding committee with representatives from all levels and key areas who actively endorse and lead the process of leadership integration(Required)

Yes, organizational

Not yet

3.9 Embed leadership explicitly in role descriptions which include everyday leadership (continuous QI) and leading QI, educational, and/or strategic initiatives. It is recommended to also consider situational (e.g., coverage, emergencies, etc.) and elective (e.g., service, committees, etc.) roles.(Required)

For executives

For all positional leaders

For all people

Not yet

3.10 Have designated internal Organizational Development specialist/s (whether FT/PT), responsible for leadership integration and talent optimization(Required)

At least one

A number proportionate to the number of staff/sites/programs

Not yet

3.11 Have an official change leadership framework and support infrastructure (“The System”) to guide people through the process of leading initiatives successfully(Required)

For executives

For all positional leaders

For all people

Not yet

3.12 Have a formal, evidence-informed evaluation strategy for training and development programs(Required)

Yes, organizational

Applied to all major organizational events

Not yet

4.0 Performance Systems and Shared Accountability

Check all that apply

Organizational (Department, Team/Unit)

4.1 Have defined organizational standards of performance excellence, which are measured regularly and include cost-effectiveness(Required)

For the organization

Each department/area has their own defined standards

Each team/unit has their own defined standards

Not yet

4.2 Designate explicit performance outcomes to share internally and externally, along with comparisons to relevant data (e.g., past scores, national or departmental averages), and review regularly(Required)

For the organization

Each department/area has their own identified outcomes

Each team/unit has their own identified outcomes

Not yet

4.3 Regularly re-evaluate the extent to which programs, services, work arrangements (such as meetings), and formats are successfully achieving their intended purposes optimally and cost-effectively. Based on this review, decide which should be prioritized, modified, discontinued, or outsourced(Required)

Decided at the organizational level

Decided at the departmental level

Decided at the team level

Not yet

4.4 Regularly review and strive to optimize the efficiency and cost-effectiveness of their organizational performance, processes, and services, potentially through automation and new technologies(Required)

Reviews conducted regarding organizational optimization

Reviews conducted regarding departmental optimization

Reviews conducted regarding team optimization

Not yet

4.5 Regularly consider/re-evaluate partnerships with community and other external partners, including in other sectors, to deliver services to optimize their quality, efficiency, cost effectiveness, and coordination(Required)

Reviews conducted regarding organizational optimization

Reviews conducted regarding departmental optimization

Reviews conducted regarding team optimization

Not yet

4.6 Regularly engage and gather feedback from patients, families, communities, external partners, and other affected parties (stakeholders) and share results internally and externally(Required)

Feedback gathered by the organization

Feedback gathered by each department

Feedback gathered by each team

Not yet

4.7 Have an affected parties engagement framework involving staff, patients, clients, families, community and external partner representatives, and others and incorporate their input selectively in key decisions, strategies, risk assessments, policy and procedure creation and revisions, and organizational performance reviews(Required)

Affected parties included in major organizational initiatives

Affected parties included in major departmental/site initiatives

Affected parties included in major team/unit initiatives

Not yet

Person

4.8 Have co-created role descriptions, performance standards and metrics (objectives and key results (OKRs) or key performance indicators (KPIs)), and accountabilities for each person’s core duties(Required)

For executives

For all positional leaders

For all staff and physicians

Not yet

4.9 Have co-created accountabilities and performance OKRs/KPIs at the peer (e.g., peer accountability partners), team, departmental, organizational levels, beginning with executives(Required)

For executives

For all positional leaders

For all staff and physicians

Not yet

4.10 Have co-created accountabilities and performance OKRs/KPIs for developing others(Required)

For executives

For all positional leaders

For all staff and physicians

Not yet

4.11 Take a results-based approach to work, including offering maximum appropriate flexibility regarding work arrangements and autonomy to make decisions(Required)

For executives

For all positional leaders

For all staff and physicians

Not yet

4.12 Conduct regular formal performance reviews/dialogues based on their the co-created OKRs/KPIs (core and leadership) and their learning, leadership, and development plans (LLDPs)(Required)

For executives

For all positional leaders

For all staff and physicians

Not yet

4.13 Provide structured performance management to support substandard performance(Required)

For executives

For all positional leaders

For all staff and physicians

Not yet

5.0 Core and Leadership Learning and Development

Check all that apply

5.1 Have individual learning, leadership, and development plans (LLDPs), career pathways, and succession plans for all people to support focus, growth, and accountability(Required)

For executives

For all positional leaders

For all staff and physicians (if applicable)

Not yet

5.2 Provide training and development for core duties, including having dedicated time, resources, and/or funds allocated(Required)

For executives

For all positional leaders

For all staff and physicians (if applicable)

Not yet

5.3 Provide training and development in leadership, aligned to the leadership model. Topics may include agency and creative problem-solving for daily leadership (QI), leading initiatives, and peer coaching(Required)

For executives

For all positional leaders

For all staff and physicians (if applicable)

Not yet

5.4 Provide positional leaders with specific leadership training and development as supervisors in the True North Leadership context(Required)

For executives

For all positional leaders

Not yet

5.5 Provide all teams with training and development, potentially including:(Required)

principles of high-functioning teams, and
creating and sustaining psychologically safe, equitable, and inclusive cultures of innovation, learning, and leadership.

For the executive team

For leaders in each department

For all teams

Not yet

5.6 Provide large-scale engagement/training/development for all people(Required)

For the whole organization

For each department

For each team

Not yet

6.0 Organizational Culture: Systems Thinking, Agility, and Emergency-Preparedness

Check all that apply

6.1 Regularly conduct environmental scans and data forecasting to assess trends within the local and broader system, as well as potential implications, and strategize accordingly(Required)

At the organizational level

Involving all positional leaders

Involving all staff and physicians (if applicable)

Not yet

6.2 Are agile and adaptive and are prepared to quickly adjust to changing circumstances with a clear sense of high-level guiding principles and non-negotiables(Required)

Executives are prepared

All positional leaders are prepared

All staff and physicians (if applicable) are prepared

Not yet

6.3 Are contingency- and emergency-prepared with plans, resources, and personnel in place, including a designated incident leadership team(Required)

Executives are prepared and an incident leadership team is in place

All positional leaders are prepared

All staff and physicians (if applicable) are prepared

Not yet

6.4 Advise government and decision-making bodies to influence policy, funding decisions, and resource allocation(Required)

Executive team (with communications support)

Not yet

6.5 Share pertinent information with partner organizations, the local community, public health, and the general public through mainstream and/or social media(Required)

Led by executive and communications teams

Not yet

6.6 Coordinate emergency response with first responders, partner organizations, including public health, and the community(Required)

Executives and an incident leadership team are prepared and coordinate response

All positional leaders are prepared and coordinate response

Not yet

7.0 Organizational Culture: Continuous Evolution, Experimentation, Improvement, Innovation, and Learning

Check all that apply

7.1 Have a safe culture that expects, encourages, nurtures, and celebrates research, experimentation, innovation, and learning, centered on mutual trust(Required)

Led and cultivated by executives

Actively supported by all positional leaders

Actively supported by all staff and physicians (if applicable)

Not yet

7.2 Have a framework or provide reliable guidance for cost, benefit, risk, and tradeoff projections and analyses to support data-informed experimentation(Required)

Led and cultivated by executives

Actively supported by all positional leaders

Actively supported by all staff and physicians (if applicable)

Not yet

7.3 Have a culture of innovation that involves an expectation that failures will occur and places an emphasis on the learning that results(Required)

Led and cultivated by executives

Actively supported by all positional leaders

Actively supported by all staff and physicians (if applicable)

Not yet

7.4 Have experimentation and learning embedded as OKRs/KPIs in role descriptions, performance evaluations, conversations, and LLDPs(Required)

For executives

For all positional leaders

For all staff and physicians (if applicable)

Not yet

This field is hidden when viewing the form

Section 2: Results

This field is hidden when viewing the form

1.0 Organizational True North: Purpose, Vision, Heart, Mission, Values, and Strategic Plan

This field is hidden when viewing the form

1.1 Have an explicit organizational purpose, vision, mission, and values (True North elements), which are communicated internally and externally

Level 1

Level 2

Level 3

This field is hidden when viewing the form

1.2 Ensure that a people- and community-centred approach is at the heart of the care and/or programs and services they provide and is embedded in their culture.

Level 1

Level 2

Level 3

This field is hidden when viewing the form

1.3 Have an organizational ethics framework and staff code of conduct to which they are held accountable

Level 1

Level 2

Level 3

This field is hidden when viewing the form

1.3 Have an organizational strategic plan, which is communicated internally and externally

Level 1

Level 2

Level 3

This field is hidden when viewing the form

1.4 Ensure that processes for major decisions regarding strategic priorities, governance, policies and procedures, operations, funding, resource allocation, technology, etc. are data-informed and align to the True North

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.0 Organizational Community Development: people- and community-centered

This field is hidden when viewing the form

2.1 Embed whole-person care and wellness for staff and physicians (if applicable) in the organizational culture, with supports available

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.2 Have an official people plan/strategy, including workforce planning and a talent optimization, talent management and retention strategy

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.3 Embed staff, physician (if applicable), patients, and clients, etc. physical, psychological, and cultural safety in the organizational culture

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.4 Have an equity, diversity, and inclusion (EDI) strategy

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.5 Have an Indigenous cultural safety strategy that is co-created with First Nations, Inuit, and Métis representatives

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.6 Have a staff and physician (if applicable) engagement strategy, conduct regular organization-wide assessments, and report results internally

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.7 Have open channels of communication that enable staff to provide suggestions to supervisors and to senior leaders, which are responded to dependably

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.8 Develop a sense of community and belonging within the organization, along with a unique identity, through organizational community-building events and ways to connect interpersonally

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.9 Have an official environmental sustainability and stewardship strategy, which is reviewed regularly and revised accordingly

Level 1

Level 2

Level 3

This field is hidden when viewing the form

2.10 Communicate through various channels, stories of success and learning to celebrate the people and the process

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.0 Organizational Leadership Structure and Integration

This field is hidden when viewing the form

3.1 Have an organizational governance structure with positional leaders who have individual accountabilities

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.2 Have a culture whereby leaders distribute leadership through shared accountabilities and a coach approach

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.3 Have adopted a leadership model and capability framework, such as LEADS in a Caring Environment, as the common leadership language and embed it in talent optimization

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.6 Have an official leadership integration strategy that outlines progressive priority steps for further integration and development (a roadmap)

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.7 Have an official talent optimization strategy, which includes embedding the leadership model in talent optimization

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.8 Have a guiding committee with representatives from all levels and key areas who actively endorse and lead the process of leadership integration

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.10 Have designated internal Organizational Development specialist/s (whether FT/PT), responsible for leadership integration and talent optimization

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.11 Have an official change leadership framework and support infrastructure (“The System”) to guide people through the process of leading initiatives successfully

Level 1

Level 2

Level 3

This field is hidden when viewing the form

3.12 Have a formal, evidence-informed evaluation strategy for training and development programs

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.0 Performance Systems and Shared Accountability

This field is hidden when viewing the form

Organizational (Department, Team/Unit)

This field is hidden when viewing the form

4.1 Have defined organizational standards of performance excellence, which are measured regularly and include cost-effectiveness

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.2 Designate explicit performance outcomes to share internally and externally, along with comparisons to relevant data (e.g., past scores, national or departmental averages), and review regularly

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.4 Regularly review and strive to optimize the efficiency and cost-effectiveness of their organizational performance, processes, and services, potentially through automation and new technologies

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.6 Regularly engage and gather feedback from patients, families, communities, external partners, and other affected parties (stakeholders) and share results internally and externally

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Person

This field is hidden when viewing the form

4.8 Have co-created role descriptions, performance standards and metrics (objectives and key results (OKRs) or key performance indicators (KPIs)), and accountabilities for each person’s core duties

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.9 Have co-created accountabilities and performance OKRs/KPIs at the peer (e.g., peer accountability partners), team, departmental, organizational levels, beginning with executives

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.10 Have co-created accountabilities and performance OKRs/KPIs for developing others

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.11 Take a results-based approach to work, including offering maximum appropriate flexibility regarding work arrangements and autonomy to make decisions

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.12 Conduct regular formal performance reviews/dialogues based on their the co-created OKRs/KPIs (core and leadership) and their learning, leadership, and development plans (LLDPs)

Level 1

Level 2

Level 3

This field is hidden when viewing the form

4.13 Provide structured performance management to support substandard performance

Level 1

Level 2

Level 3

This field is hidden when viewing the form

5.0 Core and Leadership Learning and Development

This field is hidden when viewing the form

5.1 Have individual learning, leadership, and development plans (LLDPs), career pathways, and succession plans for all people to support focus, growth, and accountability

Level 1

Level 2

Level 3

This field is hidden when viewing the form

5.2 Provide training and development for core duties, including having dedicated time, resources, and/or funds allocated

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Level 1

Level 2

Level 3

This field is hidden when viewing the form

5.4 Provide positional leaders with specific leadership training and development as supervisors in the True North Leadership context

Level 1

Level 2

Level 3

This field is hidden when viewing the form

5.5 Provide all teams with training and development, potentially including:

principles of high-functioning teams, and
creating and sustaining psychologically safe, equitable, and inclusive cultures of innovation, learning, and leadership.

Level 1

Level 2

Level 3

This field is hidden when viewing the form

5.6 Provide large-scale engagement/training/development for all people

Level 1

Level 2

Level 3

This field is hidden when viewing the form

6.0 Organizational Culture: Systems Thinking, Agility, and Emergency-Preparedness

This field is hidden when viewing the form

6.1 Regularly conduct environmental scans and data forecasting to assess trends within the local and broader system, as well as potential implications, and strategize accordingly

Level 1

Level 2

Level 3

This field is hidden when viewing the form

6.2 Are agile and adaptive and are prepared to quickly adjust to changing circumstances with a clear sense of high-level guiding principles and non-negotiables

Level 1

Level 2

Level 3

This field is hidden when viewing the form

6.3 Are contingency- and emergency-prepared with plans, resources, and personnel in place, including a designated incident leadership team

Level 1

Level 2

Level 3

This field is hidden when viewing the form

6.4 Advise government and decision-making bodies to influence policy, funding decisions, and resource allocation

Level 1

Level 2

Level 3

This field is hidden when viewing the form

6.5 Share pertinent information with partner organizations, the local community, public health, and the general public through mainstream and/or social media

Level 1

Level 2

Level 3

This field is hidden when viewing the form

6.6 Coordinate emergency response with first responders, partner organizations, including public health, and the community

Level 1

Level 2

Level 3

This field is hidden when viewing the form

7.0 Organizational Culture: Continuous Evolution, Experimentation, Improvement, Innovation, and Learning

This field is hidden when viewing the form

7.1 Have a safe culture that expects, encourages, nurtures, and celebrates research, experimentation, innovation, and learning, centered on mutual trust

Level 1

Level 2

Level 3

This field is hidden when viewing the form

7.2 Have a framework or provide reliable guidance for cost, benefit, risk, and tradeoff projections and analyses to support data-informed experimentation

Level 1

Level 2

Level 3

This field is hidden when viewing the form

7.3 Have a culture of innovation that involves an expectation that failures will occur and places an emphasis on the learning that results

Level 1

Level 2

Level 3

This field is hidden when viewing the form

7.4 Have experimentation and learning embedded as OKRs/KPIs in role descriptions, performance evaluations, conversations, and LLDPs

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Section 3: Summary

This field is hidden when viewing the form

Score by Level

Level 1

Level 2

Level 3

This field is hidden when viewing the form

Percentage by Level

Level 1

Level 2

Level 3