2023 Q2 STRATEGIC PLAN PROGRESS REPORT
WINDSOR-ESSEX COUNTY
HEALTH UNIT
DEPARTMENT OF PLANNING AND STRATEGIC INITIATIVES
2023 Q2 WECHU Strategic Plan Progress - At a Glance
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Partnerships Advancing meaningful partnerships that focus on health equity and priority populations. |
2023 Q1 |
2023 Q2 |
2023 Q3 |
2023 Q4 |
| 1.1 | Increase the number of collaborations |
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Objective met or is on track |
Objective met or is on track |
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| 1.2 | 80 %f emerging public health issues have partners |
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Progress being made towards achieving objective |
Progress being made towards achieving objective |
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| 1.3 | 90%of partners serving priority populations satisfied with relationship with the WECHU |
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Progress being made towards achieving objective |
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. |
2023 Q1 |
2023 Q2 |
2023 Q3 |
2023 Q4 |
| 2.1 | Equity, Diversity, and Inclusivity (ED&I) framework is developed and implemented by 2025 |
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Objective met or is on track |
Objective met or is on track |
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| 2.2 | Leadership Training Series completed by all managers and succession planning |
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Objective met or is on track |
Objective met or is on track |
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| 2.3 | 100% of departments have a developed CQI plan in place |
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Progress being made towards achieving objective |
Progress being made towards achieving objective |
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| 2.4 | Leadership Team direct engagement and communication with staff |
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Objective met or is on track |
Progress being made towards achieving objective |
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| 2.5 | Staff mental assessment score improves year over year |
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Progress being made towards achieving objective |
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. |
2023 Q1 |
2023 Q2 |
2023 Q3 |
2023 Q4 |
| 3.1 | 50% of programs w/ integrated priority population steering group feedback into plans & implementation |
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Progress being made towards achieving objective |
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 |
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Work needed towards objective |
Objective met or is on track |
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| 3.3 | Bi-Monthly Corporate Content Marketing Plan is on track |
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Work needed towards objective |
Objective met or is on track |
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| 3.4 | Epidemiological report on the incidental impacts of COVID-19 |
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Objective met or is on track |
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 | Q3 UPDATE |
| 1.1 Increase collaborations to support equitable long-term approaches to addressing local public health needs. | Increase the total number of collaborations. |
Research projects with the University of Windsor to enhance access to safe supply options and local harm reduction. 11 new collaborators as support resources for Quit Smoking & Vaping Support Options in WEC. Promoting Preconception Health with Leamington’s Bridge Youth Centre. Facilitating Hepatis C testing with Street Health. Identifying IPAC needs and expanding outreach opportunities with the Mexican Consulate. Improving Oral Health through collaborations with the City of Windsor, Early ON Centres, Low German Working Group and Harrow Family Health Team. |
| 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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75% of public health issues have identified partners (6 out of 8). New partnerships for this quarter include: Partnership with the Mennonite Central Committee Ontario to educate staff on pertussis with a focus on the Low German (Plattdeutsch) population. Partnership with United Way/Centraide and Multicultural Council of WEC to address tuberculosis. |
| 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 | Q3 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 has been selected and the first meeting of members has been scheduled. |
| 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. | Exploring approaches and best practices to develop a Quality Improvement plan for corporate and departmental implementation. The plan will provide a framework for corporate and departmental quality improvement. |
| 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. | Continuing to explore opportunities to develop survey with a concrete plan expected to be complete by end of the year. |
EFFECTIVE PUBLIC HEALTH PRACTICE
| OBJECTIVE | GOAL | Q3 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. | Framework developed and pilot testing is planned before the end of the year. |
| 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 process in cooperation with Departmental Directors and Managers to systematically assess program requirements, needs, and impacts has been completed. |
| 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 campaigns focused on vector-borne illnesses (Fight the Bite), sexually transmitted infections (MPox and syphilis specifically), and healthy sleep tips. Additionally, weekly beach water testing results with the public via emails and social posts were shared. Other public health messaging included school readiness tips, mental health awareness, and physical activity. An article was also submitted an article to Biz X for the Parenting section of their magazine which provided information on the immunizations required for students to attend school, and how parents can keep their child’s immunization record up to date. |
| 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 |