Leadership,Mission Watch,

Inside UW Health,Mission Watch,One UW Health: A Plan for Integration

Post-Integration Operations

Post-Integration Operations - Inside UW Health, Mission Watch, One UW Health: A Plan for Integration


Will we continue to have different organizational names, for example: posting positions for UWMF or UWHC clinics?

Even without integration we recently merged all UW Health job postings on the uwhealth.org/careers site. Positions are posted by title and location. Because UWHC and UWMF will remain separate employers, the employing organization is noted in position descriptions.

Regardless of integration, we will continue to look for other opportunities to combine operations co-brand shared functions. Some differences in naming will continue because of external payer requirements but we want to continue to bring consistency in naming when and where we can, now and into the future.

Will patient billing be changed, or will there continue to be two separate bills, one for physicians and the other for the hospital?

Billing is unlikely to change immediately after we become integrated because of technological and legal requirements that are unrelated to integration. In the meantime, we want to find ways to make our billing practices less confusing for patients. For instance, we may be able to start by enclosing both bills in one envelope versus a separate mailing for each bill.

Will integration change waiting times for patients wanting to be seen by specialists?

We are working together to improve access in many specialties and will continue to focus on this issue, regardless of integration. We think being a single organization will enhance our ability to achieve improvements.

Does integration mean we will all use the same networks, Outlook, computer applications going forward?

Creating a consistent IT platform across the organization will continue to be an important goal regardless of integration, and integration will make it easier to achieve this goal.

What is the Dean's Tax that Dr. Golden referred to in the video?

The Dean’s Tax or Dean’s Fund is the common way people refer to the Medical School Development Fund (MSDF), which is financial support provided by UWMF to SMPH for its clinical and academic missions. These funds support our academic programs.

What do you mean by "pooling" resources? What resources will be pooled beyond revenue and cost? Will capital assets be pooled? Will ownership of capital assets be transferred from UWHC and UWMF to the new corporate entity UW Health?

Our greatest resource is our people. In an integrated organization, we will have the opportunity for peoples' skill sets to be used more broadly across UW Health. Everything currently owned and operated by UWMF and UWHC will fall under the oversight of the UW Hospitals and Clinics Authority Board.

How will joint ventures be handled where there are multiple UW Health entities, and non-UW Health entities involved (e.g., Madison Surgery Center)?

By design, current joint venture agreements will not need to change under the current proposal.

I’m not sure how this affects me in my role as a clinic medical assistant.

An integrated organization will be better equipped to face current and future health care challenges. Integration will allow us to remain a strong organization that offers employment and opportunity to everyone who works at UW Health.

Will administration be integrating? In some cases we have parallel vice president roles in both UWMF and UWHC.

Over time, there may be consolidation of some senior leadership positions and reorganization of duties to eliminate duplication.

How will the newly integrated organization operate?

Just as our employees and faculty members have been largely shielded from the inefficiencies of our current structure, a new operating structure won’t be associated with any dramatic changes in your daily work life. With a single system CEO, CMO and other administrative leaders, a single budget and a more streamlined structure of leaders and committees, we anticipate a clearer and more economical decision making process, a less complicated budgeting process in all areas, and more physician involvement in decision making in areas that will benefit from their clinical and administrative expertise. A new organization will allow us to move more quickly in completing the integrative efforts under way in ambulatory care, human resources, information technology and a host of other areas.

The plan calls for the creation of a Senior Leadership Council, the purpose of which is to create a leadership team consisting of administrators, department chairs and faculty members who will work closely with the CEO on a strategic and management portfolio that includes the organizational budget, regional affairs, clinical program operations and support of the academic mission. This Senior Leadership Council will, in turn, receive direct input from the Council of Chairs and Council of Faculty, groups whose roles and influence will be expanded from UWMF to the entire newly integrated organization.

In summary, we envision a more functional and efficient operating structure that will create an institutional environment that advances the capacity to support everyone’s work in patient care.

How do Chairs, Departments and faculty members fit in to this new organization?

As an academic health center, our patient care and population health goals should be achieved in a structure that takes full advantage of the academic and clinical expertise and leadership present in our organization. The chairs of our clinical departments have been involved in creating the principles and properties around which this organization will be built, and in the process, have become a group more connected to each other and our clinical delivery system. They have declared their support for an integrated organization and have helped define the ways in which it should function, including their continuous involvement in the strategic and operational life of the organization. The organizational design of the integrated UW Health will promote a healthy balance between individual department initiatives and organizational goals, with physician involvement at all levels and in all aspects of the clinical and academic missions.