Mission Watch,

Inside UW Health,Mission Watch,Strategic Plan

Strategic Plan Domains

Strategic Plan Domains - Inside UW Health, Mission Watch, Strategic Plan


To advance our new vision we identified 5 areas we call “domains” where we will focus our work. Each domain was selected because of its importance to our success:

Patient Experience: Exceed expectations for our patients and families

Strategies FY18 Initiatives
1. Excel at inpatient access
  • Establish and implement flow coordinator role for every shift at University Hospital.
  • Create and deploy a centralized access process for all patients transferring between University Hospital, UW Health at the American Center, and Meriter Hospital.
  • Optimize scheduling of elective surgeries at the most appropriate location in the Madison market.
2. Excel at ambulatory access
  • Coordinate scheduling and optimize templates. Actions include: select five specialty divisions; transfer provider template management to central template management group; design and implement coordinated scheduling for five specialty divisions; and establish roadmap and list of specialties to complete coordinated scheduling and template optimization in FY19.
  • Establish and grow Central Appointment Center infrastructure. Actions include: enable enhanced automated call distribution (ACD) within the Appointment Center; select workforce management and optimization software system for FY19; and hire key roles necessary to support expansion of appointment center to the five specialty divisions with coordinated scheduling.
  • Finalize contract for a provider scheduling software solution and develop an implementation timeline.


Population Health: Distinguished value for patients, payers and partners

Strategies FY18 Initiatives
1. Increase our health plan's competitiveness through enhanced service, quality and efficiency
  • Design guidelines to fulfill federal MACRA requirements and align incentives with payments.
  • Identify priority areas for long-term reduction in health plan costs that do not impact provider payments to UW Health.
2. Develop programmatic infrastructure for successful management of Medicare population
  • Consolidate population health care model programs under single management structure.
  • Establish and implement standards (including enrollment criteria, use of predictive models, workflows, enrollment duration, and program and staff productivity) for 1-3 programs that manage the care of populations with advanced illness.
  • Implement Hierarchical Condition Categories (HCC) Gap and Best Practice Advisory diagnoses documentation support tools in order to improve risk score accuracy and documentation in primary care clinics.
3. Right size distribution of clinical resources
  • Establish specific physician to APP ratio or define appropriate balance to meet clinical workforce needs in 3-5 specialties to inform FY19 budget planning.
  • Deploy telehealth capabilities: In FY18, launch Primary Care tele-visits for urgent conditions, focusing on Quartz and Medicare populations.


Distinctive Programs: Acclaimed clinical programs with national profile

Strategies FY18 Initiatives
1. Identify initial priority clinical program(s), develop business plans and execute
  • Establish thresholds and criteria for defining distinctive programs, to include potential signature research criteria, concierge model requirements and intake and care coordination infrastructure requirements.
  • Select 1-3 priority programs, apply the established criteria and create business plans.
2. Build the necessary intake and care coordination processes and infrastructure to be a preferred place to seek care
  • Clarify the role and organizational structure of service lines at UW Health.


Translational Research: Preferred partner to take innovation from discovery to the people we serve

Strategies FY18 Initiatives
1. Create a business model for translational clinical research in partnership with UW and UW-affiliate stakeholders
  • Develop a five-year plan for enhancement of translational research at UW Health, in collaboration with UW SMPH and community partners, and identity 1-3 priority initiatives to pursue beginning in FY19.
  • Develop a five-year plan that builds processes and structures that support business models for innovation at UW Health, in collaboration with UW SMPH and community partners, and identity 1-3 priority initiatives to pursue beginning in FY19.
  • Develop, implement and clearly communicate a comprehensive UW Health intellectual property policy.
2. Identify and pursue areas of signature research
  • Establish a definition of “signature research” and identify 1-3 key areas of signature research focus in collaboration with UWSMPH.


Geographic Reach: Smart growth to serve more communities

Strategies FY18 Initiatives
1. Develop and deploy market entry strategy
  • Develop a portfolio of partnership models for external markets. These will describe what we would expect from, and bring to, different partnerships, including the structural models.
  • Determine priority markets considering populations and geography. Prioritize markets according to their strategic value to UW Health and where UW Health can bring value to markets.
  • Define specific market entry tactics working in collaboration with academic departments. For the top five priority markets, identify the preferred structure, partner/no partner approach and complete a competitive impact analysis. Develop tactics for retracting from non-priority markets.