December 2019 Board Meeting - 2019 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.

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.

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.

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.

In Q3, 70% of respondents to the 2019 Corporate External Client Experience Survey reported being somewhat to very familiar with Health Unit programs and services. 
The proposed merger of public health units has halted the development of a formal marketing and communications strategy for the Windsor-Essex County Health Unit. The WECHU is working to strengthen specific marketing and communication tactics identified in the Community Needs Assessment, i.e., email marketing.

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.

In Q3, 64% of respondents to the 2019 Corporate External Client Experience Survey reported having seen or heard about the WECHU in the last 3 months. The proposed merger of public health units has halted the development of a formal  community engagement approach. We remain committed to providing engaging content and client service to the community through our current media channels.

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

A Net Promoter Score (Internal Communications) greater than 30

In Q3, the Average Net Promoter Score for internal communications was 15.34.

Redevelopment of the intranet is underway by the Communications department. 

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 E&E department has developed and implemented a process to track and evaluate external partnerships. This process has been integrated into the 2020 planning process.

2.2 Increase the number of internal partnerships.

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

The E&E department has implemented a process to track and evaluate all internal partnerships, and incorporated the process into the 2020 planning process. 

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.

Improvements have been completed and were used in the 2019 planning approach. In consideration of the proposed merger of public health units (PHUs), work towards Silver Level Accreditation has been deferred, but preliminary work has been completed to develop a Continuous Quality Improvement framework that aligns with approaches being taken by other PHUs across Ontario.

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.

In Fall 2019, staff will be able to self-select to participate in professional development opportunities related to navigating change. Next steps related to meeting the goal for this strategic objective will be considered, with recommendations developed in 2020. 

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

Of the 15 total work plans developed to address corporate risks, 73% are on target or are complete. In total, 3 of the 4 mitigation work plans for the high (inherent) risks are on target or are complete. 

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

A Net Promotor Score (Engagement) greater than 30

In Q3, the Net Promoter Score for engagement was 5.56. Alterations to corporate communication and engagement efforts are in progress. Further effort in these areas will continue throughout the year.

4.1 Establish organizational supports for client-centered service strategies.

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

Aspects of this objective continue to be on hold in Q3 due to staffing changes. However, some client experience related corporate measurement approaches are in the process of implementation. Initial plans for thorough client experience measurement procedures will be developed in this calendar year.

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 6 activities focused on healthy public policy completed in Q3 under the Chronic Diseases Prevention and Well-Being Standard, Substance Use and Injury Prevention Standard, and Healthy Environments 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, the Healthy Environments Standard, School Health Standard and the Healthy Growth and Development 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.

Work plans created in M-Files through the 2020 planning process are being tracked and updated with the reflected OPHS standards. Review to be completed in Q4.

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.

89% of programs have adopted a health equity approach.