# CWHC Town Hall
*February 2023*
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Une traduction en français par Google est ici:
https://hackmd.io/@djoly/hoteldeville
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## Outline
- Results of discussions
- Draft list of priorities for feedback
- Discussion
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## Methods
- Visited all 6 regional centres and National Office
- Spoke to folks 1:1 or in groups
- Took notes, paraphrasing discussion
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## Methods
- Transcribed notes
- Reviewed for common key words and concepts for each question
- Enumerated frequencies of each common concept
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# Results
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**Summary stats from discussions**
<font size="6">
| Role | Number |
| --- | --- |
| Diagnostics / Pathology | 25 |
| Students / Residents | 6 |
| Communications | 2 |
| Epidemiology | 2 |
| External partner | 10+ |
| IT | 2 |
| Program management / coordination | 16 |
| *Total* | *63+* |
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## Challenges
- What are the biggest challenges for the CWHC?
- What are the root causes of these challenges?
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<font size="5">
| Challenges | N | Proportion |
| -------------------------- |:------:|:----------:|
| Funding | 24 | 64.9% |
| Staff/Resources | 21 | 56.8% |
| Cohesion/Unity | 18 | 48.6% |
| Communication/transparency | 11 | 29.7% |
| Database | 11 | 29.7% |
| Purpose/Vision | 6 | 16.2% |
| Equity | 3 | 8.1% |
| Governance | 3 | 8.1% |
| Coverage | 2 | 5.4% |
| Profile/Identity | 3 | 8.1% |
| Indigenous | 1 | 2.7% |
</font>
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## Opportunities
- What are the most promising opportunities for the CWHC?
- What do we need to do to take advantage of these opportunities?
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<font size="5">
| Opportunities | N | Proportion |
| --------------------------- |:---:|:----------:|
| Team / Community / Students | 18 | 51.4% |
| National Leadership | 13 | 37.1% |
| Profile / Identity | 8 | 22.9% |
| Network | 5 | 14.3% |
| Policy | 4 | 11.4% |
| Cohesion/Unity | 3 | 8.6% |
| PCAWH | 3 | 8.6% |
| Climate Change / One Health | 3 | 8.6% |
| Communication | 2 | 5.7% |
| WHIP | 2 | 5.7% |
| Deans Council | 1 | 2.9% |
| Governance | 1 | 2.9% |
</font>
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**If you were CEO of the CWHC, what would be your focus?**
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<font size="5">
| CEO | Num | Proportion |
| ---------------------------- |:---:|:----------:|
| Funding | 13 | 40.6% |
| Profile / Messaging | 11 | 34.4% |
| Communication / transparency | 10 | 31.3% |
| Cohesion / Unity | 6 | 18.8% |
| Culture | 4 | 12.5% |
| Strategy / vision | 4 | 12.5% |
| Database / WHIP | 3 | 9.4% |
| Collaboration | 2 | 6.3% |
| Governance | 2 | 6.3% |
| Indigenous | 2 | 6.3% |
| Advocacy / Policy | 1 | 3.1% |
| Equity | 1 | 3.1% |
</font>
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## Draft List of Priorities
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## Internal Priorities
1. WHIP
1. Governance
1. Culture
1. Indigenous reconciliation and engagement
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## *1. WHIP*
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## *2. Governance*
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---
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## Governance Model
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### *2. Governance to do list*
- Establish CWHC as a Centre on Campus
- Establish Board of Directors
- ToR for Advisory and Engagement Council
- Establish Stakeholder Council
- ToR for CEO
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### CWHC is a Centre on U of S Campus
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### *2. Governance to do list*
- ~~Establish CWHC as a Centre on Campus~~
- Establish Board of Directors
- ToR for Advisory and Engagement Council
- Establish Stakeholder Council
- ToR for CEO
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### *3. Culture*
1. Vision
1. Communication / Transparency
1. Cohesion / Unity
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### *Vision*
Why is a vision important?
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### *Vision*
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### *3. Culture*
1. Vision
1. Communication / Transparency
1. Cohesion / Unity
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### *4. Indigenous Reconciliation and Engagement*
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## External Priorities
1. Funding
1. Profile / National Leadership
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## Discussion
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https://hackmd.io/@djoly
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