May 2018 Board Meeting - 2018 Q1 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.

Corporate marketing and communications plan still to be developed. Policies and procedures are being updated and developed to address organizational branding across media channels.

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.

Community engagement plan still to be developed. 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.

Employee engagement strategy implementation begins at the start of Q2. Measurements associated with internal communication will be generated as a result of these activities. Activities include: team meeting discussion question on intranet, new web-based all staff meeting, engagement survey with section on internal communication measures.

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.

Development of the partnership tool is still in progress. The tool is in the final stages of development and is currently being revised.

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 objective 2.2. The PSI department is working to refine the way in which internal partnerships are identified 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 are underway, including: maintaining the risk registry and mitigation plans, continuing to improve our planning approach for 2019, developing corporate quality improvement plans, and creating standard procedure for the meeting AODA requirements.

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

Working with leads from LT, the risk registry has been significantly updated through the PSI department. All high risks, and many moderate risks, have identified “actions required” to be implemented moving forward. The risk registry will soon include Key Risk Indicators (KRI’s), each with a reporting schedule. An information report was provided to the Board of Health in April 2018 to apprise them of these updates.

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.

Employee engagement strategy implementation begins in Q2.

4.1 Establish organizational supports for client-centered service strategies.

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

Data collection and analysis of internal client experience survey has continued, with quarterly reporting now for the IT and Facilities Departments. The research protocol for the external facing department client experience survey has been renewed until 2021 through the University of Windsor’s Research Ethics Board. Client experience in other departments is yet to be planned out.

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.

The Public Policy Toolkit and Guidance Document is complete. It will be launched in Q2 with training provided for staff and management. There were two activities focused on healthy public policy completed in Q1 under the Chronic Disease Prevention 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, and 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.

100% of the population health assessment requirements (7), the research, knowledge, exchange, and communication requirements (3) are being addressed by at least one work plan identified in the 2018 planning process. Moving forward, the SPC may consider incorporating the achievement of ASP objectives and indicators related to these requirements into the goal for this objective.

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.

A corporate health equity strategy was developed and presented to LT. Once implemented, progress towards achieving the goal of the health equity strategy will demonstrate evidence of programs and services using health equity approaches. In addition, the 3 health equity-focused planning tools will be evaluated and a summary report prepared by the end of Q2.