November 2018 Board Meeting - 2018 Q3 Strategic Plan Progress Information Report

1.1. 60% of survey respondents are aware of the programs and services offered by the WECHU by 2021.

1.2 60% of survey respondents have seen or heard about the WECHU by 2021.

1.3 60% of survey respondents are satisfied with internal communication efforts in the WECHU by 2021.

2.1. 100% of program/service driven departments implement a formal feedback process with at least one external partnership by 2021.

2.2. At least 20% of activities in the operational plan identify formal internal partnerships by 2021.

3.1. A minimum of 2 organization-wide quality improvement activities will occur annually through to 2021.

3.2. 100% of the WECHU staff are trained in change management strategies by 2021.

3.3. 100% of corporate risks identified as high have mitigation strategies developed and implemented by 2021

3.4. 80% of the WECHU staff have a positive view of organizational culture by 2021.

4.1. 100% of departments collect corporate level client satisfaction data by 2021.

4.2. 100% of the Ontario Public Health Standards (OPHS) 2018 program areas have at least one activity focused on healthy public policy development by 2021.

4.3. 100% of the OPHS population health assessment requirements (7), the research, knowledge exchange, and communication requirements (3) and the related protocols are being addressed by 2021.

4.4. 100% of our programs and service departments have adopted a health equity approach to an activity by 2021.

1.1 Strengthen the community’s awareness of our programs and services by developing and implementing a corporate communications strategy.

60% of survey respondents are aware of the programs and services offered by the WECHU by 2021.

The marketing and communications plan is still to be developed. Five policies and procedures have been developed and are currently under review. The policies address elements of organizational branding across media channels. Work is being done to define the WECHU’s programs and services in order to build the marketing and communications plan.

1.2 Increase the WECHU’s visibility by developing and implementing a community engagement approach.

60% of survey respondents have seen or heard about the WECHU by 2021.

The community engagement plan is still to be developed. An enhanced focus on organizational branding has been implemented.

1.3 Improve communication within the WECHU by developing and implementing an internal communication strategy.

60% of survey respondents are satisfied with internal communication efforts in the WECHU by 2021.

The employee engagement strategy is currently being implemented. Measurements associated with internal communication will be generated in Q4

2.1 Increase the effectiveness of partnerships through formal feedback mechanisms.

100% of program/service driven departments implement a formal feedback process with at least one external partnership by 2021.

The partnership tool has been developed and finalized. Training for management and staff will begin in November.

2.2 Increase the number of internal partnerships.

At least 20% of activities in the operational plan identify formal internal partnerships by 2021.

19% of work plans included in the 2018 Operational Plan referenced internal partnerships.
The updated planning tool now includes more detail about internal partnerships for the 2019 planning cycle.

3.1 Improve performance by striving towards operational excellence and a focus on continuous quality improvement.

A minimum of 2 organization-wide quality improvement activities will occur annually through to 2021.

Four corporate level quality improvement activities have been identified for 2018 and progress for each is as follows:
1. The Risk Registry was updated with mitigation plans incorporated into the 2019 planning approach. 
2. The planning system has been updated to incorporate ministry requirements, and training has been provided to all teams. 
3. Background work on our quality improvement plan approach is in progress. 4. Proposals for potential approaches to maintain AODA adherence have been developed.

3.2 Increase our readiness to adapt to internal and external factors through effective change management practices.

100% of the WECHU staff are trained in change management strategies by 2021.

Exploring options related to ongoing change management training.

3.3 Enhance our understanding and monitoring efforts of identified corporate risks to embrace opportunities, create flexibility, and preserve organizational assets.

100% of corporate risks identified as high have mitigation strategies developed and implemented by 2021

A draft risk management template has been released by the MOHLTC regarding risk identification and mitigation strategies. Their template has the same columns as the WECHU’s internal template. Risk identification practices will continue as planned. Key risk indicators have not been developed as of yet.

3.4 Improve organizational culture through people development and employee engagement strategies.

80% of the WECHU staff have a positive view of organizational culture by 2021.

The employee engagement strategy is currently being implemented. Baseline measures for employee engagement are currently being collected. Measurements associated with employee engagement will be generated in Q4.

4.1 Establish organizational supports for client-centered service strategies.

100% of departments collect corporate level client satisfaction data by 2021.

New methods and technologies are being considered in order to offer health unit clients the opportunity to share their feedback. A survey on the health unit website continues to draw client satisfaction responses at the corporate level. 

4.2 Develop and implement a framework to support healthy public policy.

100% of the Ontario Public Health Standards (OPHS) 2018 program areas have at least one activity focused on healthy public policy development by 2021.

There were four activities focused on healthy public policy completed in Q3 under the Chronic Diseases and Well-being Standard, and the Substance Use and Injury Prevention Standard. There are activities focused on healthy public policy in progress under the Chronic Diseases Prevention and Well-being Standard, Substance Use and Injury Prevention Standard, and the Healthy Environments Standard.

4.3 Enhance local data collection efforts and analysis to support knowledge exchange both internally and externally.

100% of the OPHS population health assessment requirements (7), the research, knowledge exchange, and communication requirements (3) and the related protocols are being addressed by 2021.

The way in which this objective is measured and reported upon is currently under review.

4.4 Develop and implement protocols that ensure all programs and services are using a health equity approach.

100% of our programs and service departments have adopted a health equity approach to an activity by 2021.

100% of departments received a presentation for the launch of the corporate Health Equity Strategy. A narrated video of the presentation was prepared and posted to the intranet.
A 1.5-hour health equity education session was delivered to the Board of Health.
A Health Equity Strategy Communication Plan draft was completed and will be presented to the Leadership Team. 
A Health Equity Strategy Measurement and Reporting Plan is in development.