2024 Q1 Strategic Plan Progress Report
WINDSOR-ESSEX COUNTY
HEALTH UNIT
DEPARTMENT OF PLANNING AND STRATEGIC INITIATIVES
2024 Q1 WECHU Strategic Plan Progress - At a Glance
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Partnerships Advancing meaningful partnerships that focus on health equity and priority populations. |
2024 Q1 |
2024 Q2 |
2024 Q3 |
2024 Q4 |
| 1.1 | Increase the number of collaborations |
Objective met or is on track |
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| 1.2 | 80 %f emerging public health issues have partners |
Objective met or is on track |
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| 1.3 | 90% of partners serving priority populations satisfied with relationship with the WECHU |
Progress being made towards achieving objective |
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Organizational Development Advancing operational excellence by increasing employee capacity and knowledge, and through continuous quality improvement efforts. |
2024 Q1 |
2024 Q2 |
2024 Q3 |
2024 Q4 |
| 2.1 | Equity, Diversity, and Inclusivity (ED&I) framework is developed and implemented by 2025 |
Objective met or is on track |
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| 2.2 | Leadership Training Series completed by all managers and succession planning |
Objective met or is on track |
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| 2.3 | 100% of departments have a developed CQI plan in place |
Progress being made towards achieving objective |
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| 2.4 | Leadership Team direct engagement and communication with staff |
Objective met or is on track |
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| 2.5 | Staff mental assessment score improves year over year |
Progress being made towards achieving objective |
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Effective Public Health Practice Advancing programs and services through evidence informed decision-making, effective planning, and evaluation. |
2024 Q1 |
2024 Q2 |
2024 Q3 |
2024 Q4 |
| 3.1 | 50% of programs w/ integrated priority population steering group feedback into plans & implementation |
Progress being made towards achieving objective |
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| 3.2 | 100% of programs in cost-shared budget have been assessed for requirements, needs, and impacts |
Objective met or is on track |
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| 3.3 | Bi-Monthly Corporate Content Marketing Plan is on track |
Objective met or is on track |
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| 3.4 | Epidemiological report on the incidental impacts of COVID-19 |
Objective met or is on track |
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Legend
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Work needed towards objective |
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Progress being made towards achieving objective |
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Objective met or is on track |
PARTNERSHIPS
| OBJECTIVE | GOAL | Q1 UPDATE |
| 1.1 Increase collaborations to support equitable long-term approaches to addressing local public health needs. | Increase the total number of collaborations. | The WECHU will collaborate with Connections Early Years Family Centre to implement Circle of Security, an evidence-based parenting program, throughout the year. |
| 1.2 Foster strategic partnerships that advance and support action plans on emerging public health issues that reflect and advance WECHU’s core valuesand priorities. |
80% of emerging public health issues have partners. Current emerging public health issues include:
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100% of public health issues have identified partners (6 out of 6). New partnerships for this quarter include: Naloxone kit distribution partnerships with CMHA’s Youth Wellness Hub and Safe Beds Program. |
| 1.3 Develop and enhance relationships with local priority population groups to address local health priorities. | 90% of partners serving priority populations satisfied with relationship with the WECHU. | Priority groups and their representatives will be mapped according to the workplans submitted for the 2024 Annual Service Plan (ASP). |
ORGANIZATIONAL DEVELOPMENT
| OBJECTIVE | GOAL | Q1 UPDATE |
| 2.1 Develop and implement a framework for embedding diversity, equity, and inclusive (ED&I) approaches across the organization. | Under the direction of the Human Resources Department, develop a singular overall ED&I framework for the organization and implement it by 2025. |
The ED&I committee held their first monthly meeting on February 27, 2024. Priorities and initiatives for the committee were discussed and a Terms of Reference was drafted. Members were sent two trainings to complete prior to the next meeting: Addressing Anti-Black Racism and 2SLGBTQ+ Inclusive Health Intro to Gender Diversity. Additionally, 4 members have enrolled in a one-month course offered by Ontario Health through the University of Windsor on The Fundamentals of Race and Anti-Black Racism which will begin in May. |
| 2.2 Establish a structure for leadership development to ensure continuity of programs and services, supportive environments, and operational excellence. | Completion of Leadership Training Series for all Managers and select staff. | Currently 100% of applicable management staff have completed the Leadership Training Series. Additional staff are being identified as candidates to enroll in this course. |
| 2.3 Incorporate continuous quality improvement (CQI) into organizational processes to ensure effective operations, resource management (human and physical), and adaptation to change. | 100% of programs in cost-shared budget have been assessed for requirements, needs, and impacts. | Draft Corporate Performance Management and Quality Improvement Plan which provides a framework for corporate and departmental quality improvement is complete. All departments have developed indicators for monitoring and reporting in 2024. |
| 2.4 Advance internal communications efforts to improve employee knowledge and transparency of organizational goals, objectives, and priorities. | Leadership Team directly engages all staff through various internal communication channels three(3) times per quarter. |
During this quarter we engaged staff on:
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| 2.5 Support employee mental health and well-being through effective and evidence informed strategies. | Improvement on staff mental health assessment scores. | The WECHU will continue to support the overall objective for this plan through the ongoing provision of support for staff mental and well-being. Starting in 2024, all management staff will complete mental health training. Other staff categories will initiate training throughout the year. |
EFFECTIVE PUBLIC HEALTH PRACTICE
| OBJECTIVE | GOAL | Q1 UPDATE |
| 3.1 Ensure the inclusion of priority populations in the planning, development, and implementation of programs. | 50% of programs w/ integrated priority population steering group feedback into plans & implementation. | Priority Population Engagement Framework has been developed and work to begin pilot testing engagement strategy underway. |
| 3.2 Evidence-based processes are embedded within the organization for planning, implementation, and evaluation to inform locally relevant programming. | 100% of programs in cost-shared budget have been assessed for requirements, needs, and impacts. | The process of conducting an organizational priority setting exercise to systematically assess program requirements, needs, and impacts was completed in 2023. The results were used to set organizational priorities, to determine resource allocations, and assisted in the program and intervention planning process. This process will continue in 2024. |
| 3.3 Continue to support and advance public communication of local health data and information. | Bi-Monthly Corporate Content Marketing Plan is on track. |
Key public health messages for the quarter included mental health and well-being, respiratory illness prevention, sexually transmitted infections, and sleep promotion. A campaign was completed to support the Immunization of School Pupils Act which included various communication methods such as emails, social media, and materials for the school boards to deliver directly to families. Messaging around the prevention of measles was disseminated to the public through emails and social media. Fact sheets and other resources were created and shared with key partners such as health care providers, hospitals, and school boards. Additionally, messaging around solar eclipse safety was produced and shared widely with the support of various community partners (i.e., school boards, municipalities, hospitals). |
| 3.4 Assessing and reporting on disproportionate health impacts related to COVID-19 and other key health indicators. | Complete the report on the Incidental Impacts of COVID-19. | Complete |