Initial Goal: Build systems to promote efficiency, support managing workload, and streamline administrative tasks

Tactics:

• Pilot clinical optimization programs like AMA’s GROSS intervention
• Clarify role expectations across sites and positions
• Implement ambient AI to reduce clinical administrative burden
• Expand support systems including training for staff, researchers, and trainees navigating external grant-based funding in an evolving research landscape
• Launch local team quiet weeks, where and when possible, to reduce meeting burden

Key Partners: Centralized Services, Innovation Core, IT, UW Medicine local and senior leadership, UW Medicine HR, and SoM HR

Initial Goal: Develop communication and leadership skills among leaders across all organizational roles

Tactics:

• Close the loop on requests and feedback by supporting leadership responsiveness
• Support new training programs and role clarity for local-level leaders
• Prioritize systems of feedback that ensure safe consideration of employee feedback
• Partner with the UW Medicine Enterprise Learning Leaders and UW Medicine Organization Development and Training, Office of Research and Graduate Education, Office of Faculty Affairs, and Office of Healthcare Equity to provide training opportunities
• Continue offering UW Medicine leadership panel discussions on emergent topics to improve culture and engagement
• Centralize leadership communications via the Vitals intranet and other forms of regular, inclusive information sharing

Key Partners: UW Medicine Enterprise Learning, UW Medicine Organization Development and Training, Communications, Office of Research and Graduate Education, Office of Healthcare Equity, UW Medicine Leadership, and Office of Faculty Affairs

Initial Goal: Expand access to leadership and skill-building opportunities

Tactics:

• Coordinate with Office of Faculty Affairs, Office of Research and Graduate Education, UW Medicine Enterprise Learning and UW Medicine Organization Development and Training to provide professional development opportunities
• Promote accessible resources like LinkedIn Learning
• Support the creation and growth of local-level mentorship programs

Key Partners: Office of Healthcare Equity, Office of Faculty Affairs, UW Medicine Enterprise Learning and UW Medicine Organization Development and Training, and Departmental leaders

Initial Goal: Improve access to care and utilization of services, time off, and leave

Tactics:

• Increase access to healthcare appointments at UW Medicine for employees and families
• Enhance lactation support and integrate it into workflows
• Partner with Work/Life to improve childcare and housing services for employees.
• Develop sustainable time-off and leave practices for all employees and establish EPIC in-basket and service coverage guidelines
• Support and implement work identified by the Enterprise Learning team

Key Partners: Enterprise Learning, Mandatory Education, Work/Life, The Whole U, and IT

Initial Goal: Promote psychological safety and innovative workplace violence reduction trainings across UW Medicine

Tactics:

• Support continuous improvement and implementation of best practices for mitigating workplace violence and develop aftercare systems
• Develop psychological safety training with OHCE, Research Mentor Education Program and CLIME for our varied work and learning environments
• Partner with OHCE on inter-provider professionalism and incivility resources
• Support education and training across our system to improve workplace violence prevention

Key Partners: Office of Healthcare Equity, Center for Learning in Innovation in Medical Education (CLIME), Graduate Medical Education, Office of Research and Graduate Education, UW Medicine Public Safety and Security Services, Alieu Ann in the role of Chief Security Officer, Health System leaders – including CMOs and CNOs, UW Police Department, and SafeCampus

Initial Goal: Strengthen system-wide identity and connection

Tactics:

• Expand peer support programs
• Continue providing well-being grants to teams across the system
• Collaborate with The Whole U to promote system-wide well-being
• Launch a Well-Being content campaign in partnership with the Vitals team
• Guide system-wide discussions about the limitations and benefits of remote, hybrid, and in-person work

Key Partners: Office of Healthcare Equity, Office of Faculty Affairs, Office of Research and Graduate Education, The Whole U, and Communications, Healthsystem leaders including CMOs and CNOs