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Strategic Priorities

Addressing Our Region’s Biggest Health Challenges.

Refocus and Renew

Patient Care Without Compromise

Time to Regroup

The WBT© Foundation Three-Year Strategic Plan, 2021-2023, represents a true milestone; the first time a single plan has been created with a common mission, vision, values and strategic goals. Thanks to that plan – and to the effort of those who have worked hard to execute it – we are getting ready to have a long list of accomplishments to celebrate. In it, we’ve seen significant changes in the patient care environment. At the same time, changes in our local and regional markets have altered longstanding relationships and increased competition among patient care organizations.

With all the change already in the air and with a great deal more headed our way in the next few years, we recently brought together key leaders and stakeholders and charged them with updating the plan. The basic idea is simple:

  • Keep the priorities that still make sense
  • Recalibrate based on what we’ve accomplished and how the environment has changed; especially in the midst of COVID-19
  • Add new goals and initiatives to reflect today’s new reality

Areas of Funding: What stays the same?

All four of the original focus areas or giving programs (e.g. Smart EfficientCost©, TakeAction©, Seniors Growforth©, and SpringIt© Forward) are still part of this new plan. Additionally, expressed initiatives, such as the Heart of Hope Retreat and other craddled programs have been refocused and continue to remain high priority in the fundamental growth of the WBT© Foundation.

All of this is why Strategic planning in patient care is critical for healthcare organizations to succeed. Understanding how the WBT© Foundation operates is the key to creating an effective strategic plan for the entire MyWBTHealth© Network system to succeed. Sometimes one just needs to look at the hierarchy of an organization to know where projects rise and fall.

Areas of Funding: What is Different?

Advancing the well-being of the patients of North Texas and beyond is giving us valuable new tools, and the impetus to accelerate our progress toward this ambitious plan. Major new initiatives, such as the Caring-Teers© Initiative, the Community Education Flip©, and the MyWBT©Health Network Initiative are already underway — including the major expansion of the Hearts Hope Retreat© Initiative, which is making community health awareness more vital than it ever was.

The Three-year Aim and Vision

As we have boosted patient care reform to gain momentum, one of the most compelling frameworks to emerge from the national scene for us is our Three-Year aim and vision of:

  • Better patient care for individuals
  • Better health and wellness preventative measures for local communities and
  • Lower costs through process improvement, innovations and initiatives

As a framework, the Three-year aim and vision encompasses all our strategic priorities:quality, patient care loyalty, continuum of health care and community service. Through this plan, we also address four (4) operational support pathways that are necessary for all these strategic commitments to successfully work.


  • Joint planning in areas such as community strategy, facilities planning, patient care program development and educational integration.
  • Resource Counselors establish a process to create and disseminate patient care guidelines and protocols.
  • Service standards for patient care deployed across all facility settings.
  • WBT© Foundation and facility employee policies and training programs implemented systemwide.
  • Key new departments, such as Information Systems and Quality, Safety and Innovation integrated under a single WBT© senior leader.
  • New entities, such as the Patient Care Simulation Program, established from the beginning as integrated WBT© Foundation health endeavors.

Quality Distinction

  • Revitalize WBT© Foundation Quality Council with significant faculty physician participation and implement a Quality Council scorecard to monitor facility or business organizational performance and prepare for value-based purchasing.
  • Establish the FlowNetwork© system to provide a common set of performance improvement tools and resources for the entire MyWBTHealth© Network system.
  • Gain approval as one of the top US patient care financial medical assistance health centers; enabling alignment of physician certification needs and incentives with patient care organizational improvement goals.
  • Support focused work to improve performance on CMS Core Measures, as well as on several key measures.

Patient Family Experiences

  • Focus first on patient care settings and on the implementation of systemwide service standards and clearly communicated metrics to gauge progress.
  • Obtain physician-level patient satisfaction data, boosting physician engagement on improving the patient and family experience.
  • Continue implementation of the WBT© Foundation interdisciplinary approach of patient care that has laid the foundation for patient- and family care in inpatient settings.
  • Initial training of the WBT© Foundation Caring-Teers© volunteers in patient and family care throughout the three-year aim. This helps to spread awareness and change culture, patient and family participation in decision making about recruitment, construction projects, educational programs and business planning.

Patient Care

  • Implement patient care health maintenance protocols and electronic health record functionality to improve overall screening rates.
  • Continue MyWBTHealth© Network system optimization to maximize the benefits of a fully implemented electronic health record.
  • Launch Clinical Microsystems program offering frontline patient care teams with performance improvement tools and skills to provide team-based care, do continuous process improvement and rapidly create and adopt new initiatives and workflows.
  • Engage patients through educational-level patient and family advisory to participate in future planning improvements.
  • Begin implementing a standardized model of patient care that lays the foundation for volunteers to excel as patient-centered individuals with an increased role in care management and complex case management.
  • Prepare for new payment models and portals, restructuring patient care compensation to a facility-based model that encourages optimizing care for the local community.

Source: WBT Report Guidelines


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