September 2018 Board Meeting - 2018 Q2 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.

Marketing and Communications plan still to be developed. 5 policies and procedures are developed and under review. They address elements of 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.

The employee engagement strategy is currently being implemented. Baseline measurements associated with internal communication will be generated in Q4.

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.

Partnership tool is developed and is currently under review. Piloting will be the next step.

2.2 Increase the number of internal partnerships.

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

The updated planning tool now includes more detail about internal partnerships 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.

The Risk Registry was updated with mitigation plans incorporated into the 2019 planning approach.

The planning system has been updated to incorporate ministry requirements, and training has been provided to all teams. Background work on our quality improvement plan approach is in progress.

Proposals for potential approaches to maintain AODA adherence have been developed.

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

The leadership team has continued to review the risk registry.

Key risk indicators, each with a reporting schedule, will be developed this year.

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.

The employee engagement strategy is currently being implemented. Baseline measures for employee engagement are currently being collected. Baseline measurements will be generated in Q4.

4.1 Establish organizational supports for client-centered service strategies.

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

Through Q2, existing client satisfaction efforts to collect and act on client satisfaction data continued to operate. This has involved one external-facing department and all internal facing departments. 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.

Management and staff received training on the WECHU’s Public Policy Toolkit and Guidance Document.

There were 6 activities focused on healthy public policy completed in Q2 under the Substance Use and Injury Prevention Standard, Chronic Diseases Prevention and Well-being Standard, and the 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, and the Infectious and Communicable Diseases Prevention and Control 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.

In the 2018 planning process, 100% of the population health assessment requirements (7), the research, knowledge, exchange, and communication requirements (3) were being addressed by at least one work plan. Moving forward, the way in which this objective is measured and reported is under review and 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.

The WECHU’s health equity strategy was approved by the Leadership Team, and presented to the Board of Health (BoH) as an information report. Strategy launch presentation and engagement sessions were completed with the Management Team and 86% of the departments to date.

A health equity-focused planning tools evaluation and summary report was completed. Recommended improvements to the tools and procedures are in the process of being implemented.

A health equity focused education session was provided to the BoH in Q3.