Strategic Priorities

Addressing Our Region’s Biggest Health Challenges.

Refocus and Renew

Patient Care Without Compromise

strategy priority

strategy priority

Time to Regroup

The WBT© Foundation Three-Year Strategic Plan, 2020-2023, 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, expressd initiatives, such as the Heart of Hope Retreat, and other craddled initiatives 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 FlowNetwork© care system to succeed. Sometimes one just needs to look at the hierarchy of an organization to know where projects rise and fall.

What's Different

Advancing the well-being of the people of North Texas and beyond. Now patient care reform is giving us valuable new tools and the impetus to accelerate our progress toward this ambitious goal. Major new initiatives, such as the Heart of Hope Retreat, and other major expansions are already underway, making community health more vital than it ever was. It is rapidly becoming an important priority of the patient care movement.

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 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 it encompasses all our strategic priorities: quality, the patient care experience, the entire continuum of health care and all the communities we serve. Through Strategic Priorities Plan, we also address the operational integration that support all these strategic commitments.



  • 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

quality distinctionquality distinction

  • Revitalized 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.
  • Established the FlowNetwork© system to provide a common set of performance improvement tools and resources for the entire patient care platform.
  • Gain approval as one of the top US patient care medical financial 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

service excellenceservice excellence

To reflect a new focus on expanding these operational modes across all WBT© Foundation, the name of this goal is under name change determiniation. Stay tuned.

  • 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 more than 300 WBT© Foundation Volunteers in patient- and family care throughout the three-year aim, helping to spread awareness and change culture, and patient and family participation in decision making about recruitment, construction projects, educational programs and business planning.

Patient Care

patient carepatient care

  • Implement patient care health maintenance protocols and electronic health record functionality to improve overall screening rates.
  • Continued FlowNetwork© 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.
  • To prepare for new payment models, restructured patient care compensation to a facility-based model that encourages optimizing care for communities.

Clinical Priorities

clinical prioritiesclinical priorities

To reflect a new focus on expanding these operational modes across all WBT© Foundation, the name of this goal is under name change determiniation. Stay tuned.

  • In April 2023, opening the WBT© Foundation Digestive Health Center; under a single roof. With a “lean” operating model and a collaborative interdisciplinary focus, WBT© offers convenient, coordinated patient care in a welcoming, easy-to-relax setting.
  • Opening in 2022, the WBT© Foundation will consolidate some current services, offer more alternate locations for others, and add an important new focus on health, wellness and preventive care.

Academic Environment

academic environmentacademic environment

  • Develop and implement a set of common performance standards based on WBT© Foundation’s values. The standards apply to all staff and board trustees, and form the basis for performance evaluations.
  • Create a business plan for WBT© Wellness Options, leading to increased offerings and greater participation across all facilities, patient care patients and medical professionals.
  • Establish WBT© Foundation company-wide employee policies and joint planning of recognition events, such as those for Facility & Staff Appreciation Week, WBT© Health veterans and WBT© community service award winners.
  • Implement a common learning management system so WBT© Foundation staff and faculty have one place to go for on-line education.
  • Implement an on-line service to help WBT© Foundation staff connect to resources for patient- and family care needs.

Community Strategy

community strategycommunity strategy

To reflect a new focus on expanding these operational modes across all WBT© Foundation, the name of this goal is under name change determiniation. Stay tuned.

  • Form a community strategy group to support enterprise-wide planning and ensure physician engagement with patient care.
  • Advance a North Texas strategy through affiliation with Baylor Scott & White Health System.
  • Create a centrally accessible and robust resource to provide service line and clinical departmental decision makers with market data for business planning.
Copyright © 2009-2021. The WBT© Foundation. All rights reserved.
The WBT Foundation is tax exempt as a recognized 501(c)(3) Charitable Organization ⋅ Tax ID #84-2626301