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Vision and Goals of the Framework

  • Content last reviewed: January 2015

Our Vision

Engagement that strengthens relationships with new and existing stakeholders and supports actions that achieve better outcomes in the workplace

Goal 1: Strengthen Engagement Experience

Improve the engagement experience for both existing and new stakeholders, as well as the ministry

Strengthening the engagement experience requires all engagement activities to have a clearly understood purpose, and for the right methods and techniques to be used to achieve the aims of each engagement. The forms of engagement used need to be considerate of stakeholder preferences and resource constraints, and there needs to be transparency and openness throughout.

Wherever possible, consultations on highly-significant issues should provide stakeholders with multiple opportunities to provide comment at: the conceptual stage, once proposals are more fully developed, and during implementation planning. In addition to strengthening traditional consultation processes, the ministry should seek to collaborate with stakeholders in policy and program development more often and more effectively.

Goal 2: Expand the Reach of Engagement

Encourage participation by underrepresented groups and ensure engagement keeps pace with changes in Ontario’s workplaces

Ontario’s workplaces are constantly changing. To keep pace with changes in Ontario’s workplaces, such as demographic and sectoral shifts, the ministry needs to be continually monitoring who we engage with and proactively seek to ensure all impacted stakeholders and relevant experts are provided with an opportunity to inform the decision-making process.

This includes remaining vigilant in identifying underrepresented stakeholder groups. For example, both small businesses and vulnerable workers have unique needs, issues and priorities that need to be considered in the development and implementation of policies, programs and services.

Goal 3: Improve Engagement Responsiveness

Better convert stakeholder intelligence gained through engagement into action

The ministry’s policy and program development, operational practices and service delivery all benefit from being directly informed and impacted by stakeholder advice. Improving responsiveness requires the ministry to be more effective at converting stakeholder input and knowledge into action. The timing and structure of engagement, along with internal follow-up and decision-making processes, all need to be designed in a way that facilitates greater responsiveness to stakeholder advice. Improving responsiveness also includes closing the feedback loop with stakeholders more effectively; where final outcomes do not reflect stakeholder input, the ministry should address why this is the case.

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