September 2025 Board of Health Meeting - 2025 Q2 Strategic Plan Progress Report Auxiliary Report | The Windsor-Essex County Health Unit

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Meeting Date

September 2025 Board of Health Meeting

Meeting Document Type

Auxiliary Report

2025 Q2 Strategic Plan Progress Report

2025 Q2 Strategic Plan Progress Report

WINDSOR-ESSEX COUNTY

HEALTH UNIT

DEPARTMENT OF PLANNING AND STRATEGIC INITIATIVES

2025 Q2 WECHU Strategic Plan Progress - At a Glance

	Partnerships Advancing meaningful partnerships that focus on health equity and priority populations.	2024 Q3	2024 Q4	2025 Q1	2025 Q2
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 Q3	2024 Q4	2025 Q1	2025 Q2
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	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
2.4	Leadership Team direct engagement and communication with staff	Objective met or is on track	Progress being made towards achieving objective	Objective met or is on track	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 Q3	2024 Q4	2025 Q1	2025 Q2
3.1	50% of programs w/ integrated priority population steering group feedback into plans & implementation	Objective met or is on track	Objective met or is on track	Objective met or is on track	Objective met or is on track
3.2	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	Q2 UPDATE
1.1 Increase collaborations to support equitable long-term approaches to addressing local public health needs.	Increase the total number of collaborations.	Continued to strengthen collaboration with municipal partners by meeting with city and county CAOs to share recent Board of Health resolutions calling for coordinated action on local public health issues such as food insecurity, immunization, gender-based violence, and infectious disease prevention.
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 a collaboration with the Windsor-Essex Catholic District School Board, Canadian Mental Health Association, Regional Children’s Centre, and Hôtel-Dieu Grace Healthcare to launch a school-based mobile mental health strategy as part of the Locally Driven Population Health Model (LDPHM).
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	Q2 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, conducted in February, achieved an 80% response rate. The ED&I Committee has received the final report which has been shared with the Board and will be shared with all staff. The Committee is reviewing the recommendations and will develop a plan to address each by the end of 2025 in consultation with the Leadership Team and the Human Resources department.
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 now been finalized by departments and data collection is underway for the Q1–Q2 period. This mid-year reporting will support the identification of opportunities for improvement and inform ongoing program planning.
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.	In Q2, the Leadership Team engaged all staff through multiple internal communication channels, including by: • Hosting a WEChat session focused on the staff census, the local measles outbreak, and office upgrades. • Distributing an all-staff strategic planning survey to gather input on organizational priorities and opportunities as part of the 2026–2030 strategic planning process. • Launching the new intranet which will serve as a central hub for collaboration and communication, enhancing connectivity across the organization.
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	Q2 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 progressing well, with two advisory committees now underway. The initial advisory group focused on 2SLGBTQI+ youth continues to meet regularly and has begun planning interventions aimed at reducing health inequities for this population. The second advisory committee is set to begin meeting in Q3.
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 organizational priority setting exercise, designed to systematically assess program requirements, needs, and impacts, has been completed. Programs have been scored, and the results have been shared with the Leadership Team to inform planning for 2026.
3.3 Continue to support and advance public communication of local health data and information.	Bi-Monthly Corporate Content Marketing Plan is on track.	Throughout Q2, the bulk of communication remained focused on measles – both prevention and public notification of potential exposure locations. Weekly beach water testing commenced at the end of May, as well as a daily predictive modeling project. Daily water sample results are loaded on the WECHU website, and weekly lab test results are communicated to the public via email campaigns, social media posts, and the WECHU website. Monthly health promotion content consisted of mental health, rabies awareness, sexually transmitted infection prevention, along with vision and oral health.
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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