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Meeting Document Type: 
Information Report
2019 Q2 Strategic Plan Progress

WECHU Strategic Plan Progress - At a Glance

Communication and Awareness

Objective

2019 Q2

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

Progressing

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

Progressing

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

Progressing

Organizational Development

Objective

2019 Q2

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

Progressing

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

Progressing

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

Progressing

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

Progressing

Partnerships

Objective

2019 Q2

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

Progressing

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

Progressing

Evidence-based Public Health Practice

Objective

2019 Q2

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

Work Needed

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.

Progressing

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.

Progressing

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

Progressing

Communication and Awareness

OBJECTIVE

GOAL

Q2 UPDATE

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 Q2, 53% 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 into regional public health entities has halted the development of a formal marketing and communications strategy for the WECHU. The WECHU is working to strengthen specific marketing and communication tactics identified in the Community Needs Assessment.

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 Q2, 57% 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 a community engagement approach. We remain committed in 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 Q1, the Average Net Promoter Score for internal communications was 12.21. 

Redevelopment of the intranet is underway by the Communications department. Some internal communication efforts were disrupted in Q2 due to the work stoppage.

Partnerships

OBJECTIVE

GOAL

Q2 UPDATE

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.

E&E has developed a proposed process to track completed partnership evaluations and will be presenting it to the Leadership Team before implementing.

2.2 Increase the number of internal partnerships.

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

25% of work plans included in the 2019 Annual Service Plan referenced an internal partner. The PSI and E&E departments are working together to implement an internal partnership evaluation framework to gauge and report on the effectiveness of internal partnerships.

Organizational Development

OBJECTIVE

GOAL

Q2 UPDATE

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.

Substantial improvements have been implemented for the 2019 planning approach. While the implementation plan for Silver Level Accreditation has been deferred due to the proposed merger of public health units, a Corporate Quality Improvement plan is in development.

 

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.

The Professional Development Committee is formally exploring options to bring a variety of change management training to the WECHU. This training will be open to all staff, as a part of the 2019 PD committee supported events.

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

Corporate risks have been identified and corresponding reporting will be provided to the Ministry in Q3. Progress has been made on the 4 related risk mitigation work plans.  Of the 4 related plans, 2 of the plans were on target, and 2 were progressing but varied from the planned schedule due to human resource issues. 

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

A Net Promotor Score (Engagement) greater than 30

In Q2, the Net Promoter Score for engagement was 16.36. Some communication and engagement efforts were deferred during Q2 due to the work stoppage. Further effort in these areas will continue throughout the year.

Evidence-Based Public Health Practice

OBJECTIVE

GOAL

Q2 UPDATE

4.1 Establish organizational supports for client-centered service strategies.

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

This objective was on hold in Q2 due to staffing changes. However, plans for 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 4 activities focused on healthy public policy completed in Q2 under the Chronic Diseases Prevention and Well-Being 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 planning processes are being tracked and updated with the reflected OPHS standards.

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.

87% of programs have adopted a health equity approach.