May 2025 Board of Health Meeting - 2025 Q1 Strategic Plan Progress Report Auxiliary Report | The Windsor-Essex County Health Unit

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Meeting Date

May 2025 Board of Health Meeting

Meeting Document Type

Auxiliary Report

2025 Q1 Strategic Plan Progress Report

2025 Q1 Strategic Plan Progress Report

WINDSOR-ESSEX COUNTY

HEALTH UNIT

DEPARTMENT OF PLANNING AND STRATEGIC INITIATIVES

2024 Q4 WECHU Strategic Plan Progress - At a Glance

	Partnerships Advancing meaningful partnerships that focus on health equity and priority populations.	2024 Q2	2024 Q3	2024 Q4	2025 Q5
1.1	Increase the number of collaborations	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
1.2	80% of emerging public health issues have partners	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
1.3	90% of partners serving priority populations satisfied with relationship with the WECHU	Progress being made towards achieving objective	Progress being made towards achieving objective	Progress being made towards achieving objective	Progress being made towards achieving objective

	Organizational Development Advancing operational excellence by increasing employee capacity and knowledge, and through continuous quality improvement efforts.	2024 Q2	2024 Q3	2024 Q4	2025 Q1
2.1	Equity, Diversity, and Inclusivity (ED&I) framework is developed and implemented by 2025	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
2.2	Leadership Training Series completed by all managers and succession planning	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
2.3	100% of departments have a developed CQI plan in place	Progress being made towards achieving objective	Objective met or is on track	Objective met or is on track	Objective met or is on track
2.4	Leadership Team direct engagement and communication with staff	Objective met or is on track	Objective met or is on track	Progress being made towards achieving objective	Objective met or is on track
2.5	Staff mental assessment score improves year over year	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track

	Effective Public Health Practice Advancing programs and services through evidence informed decision-making, effective planning, and evaluation.	2024 Q2	2024 Q3	2024 Q4	2025 Q1
3.1	50% of programs w/ integrated priority population steering group feedback into plans & implementation	Progress being made towards achieving objective	Objective met or is on track	Objective met or is on track	Objective met or is on track
3.2	100% of programs in cost-shared budget have been assessed for requirements, needs, and impacts	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
3.3	Bi-Monthly Corporate Content Marketing Plan is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
3.4	Epidemiological report on the incidental impacts of COVID-19	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track

Legend

Work needed towards objective
Progress being made towards achieving objective
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.	Re-visioned the partnership with the Primary Care Partnership to expand the collaboration beyond health promotion and to better integrate primary care perspectives. Collaboration in place with HDGH related to child/youth addiction, currently developing an event to engage with local service providers to enhance data and potential services. In addition, the Leadership Team approved a corporate proposal for enhancing formal partnerships with key stakeholders.
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: Food Insecurity Opioids Respiratory Illnesses School Aged Immunization - HPV STBBI Vector Borne Diseases	100% of emerging public health issues have identified partners. New partnerships for this quarter include: Measles – partnership with WECHC and Mobile Medical Support (MMS) to provide preventative vaccinations (for unimmunized individuals) for high-risk populations.
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.	Formal engagement with partners who serve priority populations is underway as part of the Priority Population Engagement Framework.

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 staff census took place in February and achieved a response rate of 80%. The ED&I committee has received a draft copy of the results and continues to work on identifying educational opportunities for all staff. The final report will be complete in Q2 and will be shared with staff.
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.	100% of applicable management staff have completed the Leadership Training Series. New managers will undergo the series as identified by their directors.
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.	The Departmental Quality Improvement and Performance Indicator Development Plan for 2025 includes a strategy to establish a structured and formalized system for measuring and reporting progress on programs and services while identifying opportunities for improvement. All program indicators for 2025 have been developed and will serve as a foundation for both external reporting to the Ministry and internal evaluation by the Board and leadership team.
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, LT engaged staff by: • Sharing information on local measles cases through email and online information sessions. • Communicating details about, and encouraging participation in, the first organization-wide census.
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.

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.	Implementation of the Priority Population Engagement Framework is on track with the initial priority population advisory group well underway. Development of an additional priority population advisory committee is also 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 2025 process of conducting an organizational priority setting exercise to systematically assess program requirements, needs, and impacts is in development.
3.3 Continue to support and advance public communication of local health data and information.	Bi-Monthly Corporate Content Marketing Plan is on track.	A main focus of public health messaging for the quarter was measles information. We worked directly with key partners by sharing fact sheets, supporting documents, social media content, and hosting a webinar for healthcare providers. Additionally, messaging around avian influenza was created and shared with key partners, as well as publicly via social media channels. Health promotion content consisted of mental health and physical activity promotion, substance use and harm reduction, tips to stay warm during cold weather, and notification of potassium iodine pill distribution events.
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.

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