November 2025 Board of Health Meeting - 2025 Q3 Strategic Plan Progress Report Auxiliary Report

November 2025 Board of Health Meeting - 2025 Q3 Strategic Plan Progress Report Auxiliary Report

Meeting Date

November 2025 Board of Health Meeting

Meeting Document Type

Auxiliary Report

2025 Q3 Strategic Plan Progress Report

2025 Q3 Strategic Plan Progress Report

WINDSOR-ESSEX COUNTY

HEALTH UNIT

DEPARTMENT OF PLANNING AND STRATEGIC INITIATIVES

2025 Q3 WECHU Strategic Plan Progress - At a Glance

	Partnerships Advancing meaningful partnerships that focus on health equity and priority populations.	2024 Q4	2025 Q1	2025 Q2	2025 Q3
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 Q4	2025 Q1	2025 Q2	2025 Q3
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	Progress being made towards achieving objective	Objective met or is on track	Objective met or is on track	Objective met or is on track
2.5	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 Q4	2025 Q1	2025 Q2	2025 Q3
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	Q3 UPDATE
1.1 Increase collaborations to support equitable long-term approaches to addressing local public health needs.	Increase the total number of collaborations.	Continued collaborations through the Primary Care Public Health Partnership Table, strengthening coordination between the health unit and primary care partners. Maintained regular engagement with municipal CAOs to review Board of Health resolutions on key public health priorities and to reinforce ongoing municipal support for public health initiatives.
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	No new actions to report this quarter; however, partners have been identified for 100% of emerging public health issues.
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	Q3 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 EDI Committee has reviewed the recommendations that came as a result of the staff census and is developing plans and timelines to address them.
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.	All existing managers have completed the Leadership Training Series, while new managers have been registered as part of their onboarding process.
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 continues to guide efforts toward a structured and formalized system for measuring and reporting progress on programs and services, while identifying opportunities for improvement. The Q2 indicator report was finalized and shared with the leadership team. This report provides an overview of departmental results, highlights key findings, and outlines opportunities for improvement to inform program planning. Departments will be reviewing their Q2 data in depth, assessing program performance, and identifying areas where adjustments can strengthen effectiveness and outcomes.
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 Q3, the Leadership Team engaged staff through multiple communication channels including: • Supported and encouraged WECHU staff presence at the Windsor Pride Fest Parade. • Announcing the appointment of the new Chief Nursing Officer. • Weekly and timely updates on ongoing building renovation and improvements, and how staff will be impacted by the work being completed.
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	Q3 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 continues to advance with two advisory committees now active. The 2SLGBTQI+ Youth Advisory Committee has finalized a set of interventions co-developed with WECHU staff, which are scheduled for implementation in 2026. The Substance Use Peer Advisory Committee has been successfully formed, orientation has been completed, and regular meetings are now 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 organizational priority setting exercise, designed to systematically assess program requirements, needs, and impacts, has been completed. Programs have been scored, and the results were used 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 Q3, communication items focused on a variety of seasonal items including the prevention of vector-borne illness, food safety tips, summer physical activity ideas, and measles prevention for summer camps. Beach water testing concluded at the end of August. The testing season spanned a total 14 weeks and included weekly emails and social media posts. Additionally, seven heat alerts were issued for the Windsor-Essex County region. On a weekly basis, information was shared with the public on ways to prevent heat-related illness. Monthly health promotion content included mental health, Immunization of School Pupils Act, and Sexually Transmitted Infections prevention.
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.

List of links present in page

https://www.wechu.org/board-health-meeting-agendas-and-minutes/november-2025-board-health-meeting-2025-q3-strategic-plan
https://www.wechu.org/board-meetings/november-2025-board-health-meeting