Finalized Report 17nov2018 REVISED

Completed: November 19, 2018 Organizational Development
Internal Analysis Report

Informing the Strategic Planning Process
UAMS – Strategy Committee
OrganizationalDevelopement@uams.edu or 501.526-6494
Executive Summary
This report includes a collection and synthesis of data from a sample of 800 employees and community
stakeholders. The report is a tool to be used to provide insight in the current situation and future perspective
of UAMS which will inform the strategic planning for UAMS. This report is segregated into the five subtopics
below.
1. UAMS Organizational SWOT Analysis
2. Integrated Clinical Enterprise
3. Education – All of the Colleges
4. Northwest Arkansas Campus
5. Regional Programs
The framework used to approach this project includes a qualitative data collection, coding, and theming,
which is summarized in multiple SWOT analysis and recommendations for strategic and operational
implications. The framework also includes a quantitative data analysis that displays data in graphics. The data
reported for each subtopic includes SWOT Analysis and implications for strategic and operational implication.
Data Collections (Executive Interviews, Focus Groups, Town Halls, and

Frontline data collections)
Data Coding Analyzing Descriptive data
Collapsing Codes into Themes Survey of Analysis including graphs
SWOT per Tri-partite area

including Regional Programs
and Northwest Arkansas
Recommended Strategic and Operational Implications
Figure 1: Framework of this report

To validate the interview, focus group, town hall, and frontline data we cross verified the data with data
reported out from Premier Consultants and UAMS’ Risk Management Office.
Town Hall and Frontline Surveys

Over 500 front line employees were surveyed at UAMS from Oct 23, 2018 through November 9, 2018. Six
UAMS town hall meetings were conducted from Oct 25, 2018 to November 9, 2018 and over 200 participants
in the town hall meet contributed to the survey. Both groups were given similar surveys to complete. This is
quick summary of what we learned from feedback and the surveys.
Strengths: Brand recognition, education, employees, research and being the only Academic Medical
Institution in Arkansas
1
Weaknesses: ‘Siloed’ mentality, leadership, recruiting the best talent, communication, and salary issues
Opportunities: Digital medicine, online education, using social media in patient experience, using artificial
intelligence in patient care
Obstacles: Retention of good employees, living wages, rising health care cost
Why a patient would not choose UAMS for care: Access to care, reputation, facilities
Knowledge of the 2020 vision: 59.24% of town hall participants and 84.25% of frontline had little to no
knowledge of the 2020 vision
Legend
Please refer to the legend throughout the report. The legend includes two symbols use symbols of color to
represent items in the SWOT Analysis, and the symbols explains what they mean.
Legend Frequency f Risk Management
2
Contents
Executive Summary ................................................................................................................................................................. 1
UAMS Organizational SWOT Analysis ...................................................................................................................................... 4
Implication for Strategy – UAMS ......................................................................................................................................... 5
Integrated Clinical Enterprise (ICE) .......................................................................................................................................... 7
Implication for Strategy – ICE .............................................................................................................................................. 8
Education ................................................................................................................................................................................ 9
Implication for Strategy - Education .................................................................................................................................. 10
Research ................................................................................................................................................................................ 11
Implication for Strategy – Research................................................................................................................................... 12
Northwest Arkansas Campus................................................................................................................................................. 13
Implication for Strategy – NWA Campus ........................................................................................................................... 14
Regional Programs................................................................................................................................................................. 15
Implication for Strategy – Regional Programs ................................................................................................................... 16
References............................................................................................................................................................................. 17
Appendices ............................................................................................................................................................................ 18
Interview Guide ................................................................................................................................................................. 18
Data from Town Hall Meetings and Front Line Survey ...................................................................................................... 19
Organizational Development Team ....................................................................................................................................... 29
3
UAMS Organizational SWOT Analysis
 Lack of statewide research strategy

 Talented workforce f
 Only academic medical institution in the  Lack of coordinated research support to help researchers
f
recruit participants for studies
state
 Accountability to carry out the vision f
 Level 1 Trauma Center f
 Leadership’ strategy knowledge
 Partnerships (i.e. ACO Baptist Conway)
 Access to care
 Leadership Development Programs
 Healthcare operational efficiencies
 Specialty care f
 Financial issues f
 Cancer f
 Government relationships f
 Slow to make decisions
 Allocation of time dedicated to research
 Lack of integration of tripartite mission
Strengths  Adjust educational programs according to market demand
 Healthcare provider / employee burnout
 Employee engagement 26.4% engaged vs. 9.8% disengaged
 Pressure on clinical to subsidize rest of organization
 Difficult to recruit talent f
 Poor relationships with R.P. sponsoring parent hospitals
SWOT 

Poor succession planning – aging faculty and workforce
Lack of compensation equity
Analysis  Employee dev.
 Poor alignment between specialty and primary care
 Lack of innovation across 3 disciplines
 PCMH commitment and culture
 Philanthropy strategy
Weaknesses
 Growth in NWA f
 Increase R.P. footprint f  DO School f

 NIH / NCI destination  Healthcare reform
 Digital health f  Poor relationship with ACH
 Partner with other health systems to  Competition in primary care
deliver telehealth  Medicaid PCP referrals
 Increase ACO contractual relationships  Competition in academic programs
 Partnerships with private sector (i.e.  Resident recruiting
Walmart, JB Hunt, Tyson, and etc.) o Resident pool size doesn’t allow for diversity
 U of A Fayetteville sports medicine and  Payer mix issues (growing population of Medicare & Medicaid)
research programs  Growth of Urgent Care clinics
 State agencies – partnerships  Changing demographics in rural areas across the state
 CHP collaboration w/ R.P. (PA & OT
placements)
Opportunities Threats
4
Implication for Strategy – UAMS
SWOT Item Strategic Implications

Lack of statewide research Focus on national, state, and local healthcare disparities. Identify opportune focus; develop
strategy research teams across tripartite mission.
Integration of tripartite
mission
Weaknesses
Develop a tripartite mission integration team to align the mission.

Develop and resource the Office of Strategy Management. Its primary purpose is to facilitate
Accountability to carry out strategic planning for the organization, manage the strategy, and train leaders on strategic
the vision thought and planning.
Healthcare burnout and Develop strategies to mitigate physician and resident burnout.
employee engagement
Poor succession planning –
aging faculty and workforce Develop middle-level shinning stars program to succeed retiring faculty, staff, and
administration.
Philanthropy strategy Use strategic plan to determine the Office of Advancement’s strategy. The strategy must
support the tripartite mission.
Partner with U of A Fayetteville and private sector to grow footprint in NWA. Have a
Growth in NWA presence in NWA beyond Fayetteville.
Establish 8 new sites by 2029 and fully staff facilities. Partner with existing and new
parenting health systems in rural regions. Create an exclusive contractual agreement with
sponsoring hospital that protects our interest against DO school and potential new entrants.
Increase R.P footprint Study population shrinkage and avoid investing in area.
NIH / NCI destination Support protected time for research.
Opportunities
Increase ACO contractual

relationships Create additional ACO partnerships with health systems across the state.
Partnerships w/ private
sector (i.e. Walmart, JB Partner with private sector to expand reach into rural areas of Arkansas. Sponsor a
Hunt, Tyson, and etc.) community and use the tripartite mission to manage the healthcare needs of the
community. Continue sponsoring communities in SEA.
U of A Fayetteville sports Grow bioinformatics and sports medicine programs. Bioinformatics combines biology,
medicine and research computer science, information engineering, mathematics and statistics to analyze and
programs interpret biological data. Bioinformatics analyzing complex biological data such as genetic
codes. Leverage educational and research agenda.
Use medical technologies – the procedures, drugs, equipment, and processes to drive
advance population health and to reduce the cost of care per capita. Partner with the
Digital Health private sector to assist in developing a Wi-Fi infrastructure in rural locations.
Study the trend of the most demanding patients to identify potential disruptions.
Demanding patients are the most engaged patients in their care. Disruptive providers study
DO School them and find gaps in the market. Work with parenting hospital in rural regions to develop
exclusive contracts to protect UAMS’ interest.
Study healthcare consumerism to mitigate its potential threat. Patients are becoming
healthcare consumers and seek higher value in care. They are willing to travel to other
Threats
countries and states and pay for higher quality. Higher value refer to lower cost for the same
Healthcare Reform quality; higher quality for the same cost.
Medicaid PCP Referrals Create a bridge across multiple health systems to coordinate care for patients.
Target millennials and Arkansans without designated primary care physician to be a part of
UAMS’s health system. Approximately 50% of Americans do not have a designated primary
care physician. These patients do not have a medical home so they flip from urgent care to
Payer Mix urgent care clinics. Partner with the private sector to help create jobs to increase private
5
insurance payers. Mitigate medical tourism. Wealthy patients who pay out of pocket leaving
the country for their healthcare needs. This is a disruptive trend.
Growth of Urgent Care them and find gaps in the market. Recent gaps led to ambulatory surgical and retail clinics.
Clinics Use digital health model to mitigate the threat of Urgent Care entering our market.
6
Integrated Clinical Enterprise (ICE)
 Level 1 Trauma Center f  Accountability to carry out the vision f
 Talented workforce f  Leadership’ strategy knowledge

 Educator of healthcare providers f  Access to care
 Economic engine  Campus appearance / facility issues
 Only academic medical institution in the  Healthcare operational efficiencies
state f
 Leadership dev. Program  Slow to make decisions
f  Allocation of time dedicated to research f
 Specialty care
 Cancer f  Integration of tripartite mission
 Healthcare provider / employee burnout f
Strengths  Employee engagement 26.4% engaged vs. 9.8% disengaged
 Poor succession planning – aging faculty and workforce
 Lack of compensation equity f
 Employee development
SWOT  Lack of innovation across 3 disciplines
Analysis  Philanthropy strategy
Weaknesses
 Growth in NWA f  Healthcare reform

f  Poor relationship w/ Children’s
 Increase R.P. footprint
 Competition in primary care
 Digital health f
 Medicaid PCP referrals
 Partner w/ other health systems to deliver
 Payer mix issues (growing population of Medicare & Medicaid)
telehealth
 Growth of Urgent Care clinics
 Increase ACO contractual relationships
 Partnerships w/ private sector (i.e.
Walmart, JB Hunt, Tyson, and etc.)
 U of A Fayetteville sports medicine and
research programs
 State agencies – partnerships
 Home health management
 Value-based care – bundled payment
model
Threats
Opportunity
7
Implication for Strategy – ICE

mission
employee engagement
administration.
Opportunities
urgent care clinics. Partner with the private sector to help create jobs to increase private
Payer Mix the country for their healthcare needs. This is a disruptive trend.
8
Education
 Talented workforce f  Accountability to carry out the vision f

 Only academic medical institution in the  Leadership’ strategy knowledge
state f  Digital technology for education
 Partnerships (i.e. ACO Baptist Conway)  Campus appearance / facility issues
 Leadership dev. Program  Trade off of none competitive programs
 Adjust educational programs according to market demand
 Allocation of time dedicated to research Integration of tripartite
mission
Strengths  Healthcare provider / employee burnout f
 Lack of compensation equity f
 Employee dev.
SWOT  Lack of innovation across 3 disciplines
Analysis  Philanthropy strategy
Weaknesses
 Growth in NWA f  DO School f

 Increase R.P. footprint f  Healthcare reform
 Poor relationship w/ Children’s
 Competition in academic programs
 Resident recruiting
telehealth
o Resident pool so small doesn’t allow for diversity
 Changing demographics in rural areas across the state
 Online education
 Community colleges
research programs
placements)
Threats
Opportunity
9
Implication for Strategy - Education

mission
employee engagement
administration.
Opportunities
Keep up with the market regarding competitive, low-cost educational methods such as
Threats
Online education
hybrid courses, on line and live facilitation via video conferencing/classrooms.
Community college Partner with community colleges to offset some of the high costs of affordable healthcare
education
10
Research
 Talented workforce f  Lack of statewide research strategy

 Only academic medical institution in the
state f  Leadership’ strategy knowledge
 Partnerships (i.e. ACO Baptist Conway)  Access to care
 Leadership dev. Program  Campus appearance / facility issues
f
 Research
 Cancer f

 Allocation of time dedicated to research f
 Integration of tripartite mission
Strengths  Healthcare provider / employee burnout f

 Lack of coordinated research support to help researchers
recruit participants for studies
 Lack of compensation equity
SWOT  Employee dev.
Analysis  Lack of innovation across 3 disciplines
Weaknesses
 Growth in NWA f  Healthcare reform

 Increase R.P. footprint
 NIH / NCI destination f
telehealth
research programs
Opportunity Threats
11
Implication for Strategy – Research

Weaknesses
mission
employee engagement
administration.
Opportunities
12
Northwest Arkansas Campus
 Lack of statewide research strategy
 Talented workforce f  Lack of coordinated research support to help researchers
 Only academic medical institution in the recruit participants for studies
state f
 Leadership’ strategy knowledge
 Access to care
 Leadership dev. Program
 Cancer f
 Allocation of time dedicated to research f
Strengths
SWOT  Lack of compensation equity f
Weaknesses
 Growth in NWA f  DO School f

 Increase R.P. footprint f  Healthcare reform
 NIH / NCI destination
 Competition in primary care
 Medicaid PCP referrals
 Competition in academic programs
telehealth
 Resident recruiting
 Increase ACO contractual relationships
o Resident pool so small doesn’t allow for diversity
 Payer mix issues (growing population of Medicare & Medicaid)
 Growth of Urgent Care clinics
research programs
l )
Opportunity Threats
13
Implication for Strategy – NWA Campus

Weaknesses
mission
employee engagement
administration.

Opportunities
Threats
14
Regional Programs
 Talented workforce f  Lack of statewide research strategy

 Only academic medical institution in the  Accountability to carry out the vision f
state f  Leadership’ strategy knowledge
 Access to care
 Campus appearance / facility issues
 Leadership dev. Program
 Cancer f

Strengths  Allocation of time dedicated to research f

SWOT 

Poor succession planning – aging faculty and workforce
Lack of compensation equity
Weaknesses
 Increase R.P. footprint f  DO School f

 Digital health f  Healthcare reform
 Partner w/ other health systems to deliver  Competition in primary care
telehealth  Medicaid PCP referrals
 Partnerships w/ private sector (i.e.  Competition in academic programs
Walmart, JB Hunt, Tyson, and etc.)  Resident recruiting
 State agencies – partnerships o Resident pool so small doesn’t allow for diversity
 CHP collaboration w/ R.P. (PA & OT  Payer mix issues (growing population of Medicare & Medicaid)
placements)  Growth of Urgent Care clinics
 Home health management  Changing demographics in rural areas across the state
 Use of community preceptors
Opportunity Threats
15
Implication for Strategy – Regional Programs

mission
employee engagement
administration.
Threats
16
References
17
Appendices
Interview Guide
What are UAMS’ strengths?
What are UAMS’ weaknesses?
What innovative opportunities might move UAMS forward?
What are the threats or obstacles that UAMS faces?
What is your view of an ideal academic health system for Arkansas in the future? How does UAMS differ?
Describe what UAMS should look like in 2029?
What capabilities do we currently have will help us attain this ideal?
What capabilities do we need?
How well does UAMS develop talent? How could we do this better?
Pertaining to the Vision 2020, what goals, objectives, and initiatives did we accomplish? Please provide examples.
How do we ensure individuals understand their role in the organization?
How can we improve how we can implement the 2029 strategy?
How do you feel our current resources will help us carry out our strategy?
Who are our stakeholders?
What existing and new stakeholder groups should we be serving?
Is there a population that hasn’t been identified that UAMS should serve?
As an organization, what should UAMS not be offering?
What makes UAMS unique that gives us a competitive advantage?
In which of our current opportunities should we be placing the greatest emphasis?
Relative to the ideal state you described earlier, what financial concerns do you have?
What would financial success look like for UAMS?
What do you want the public to know about UAMS?
Is there anything that we didn’t ask that we should have?
What core values are going to guide UAMS employee behavior regarding the Vision 2029?
18
Data from Town Hall Meetings and Front Line Survey
Which executive leader at UAMS is a
member of the Jake Brakes band?
CHANCELLOR CAM PATTERSON 74.71%
DR. JEFF RISINGER 14.71%
DR. TURNAGE 6.47%
DR. STEPHANIE GARDNER 4.12%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This question is meant to be an ice breaker to get people involved while simultaneously acting as an orientation for
participants to the software we used to collect data. This gives us an opportunity to make sure the survey system is
capturing data and working properly. This question was only asked in town hall meetings.
Why would a patient choose NOT to come to

UAMS for care?
ACCESS TO CARE 56.41%
IMAGE AND BRAND (REPUTATION) 24.10%
FACILITIES 16.41%
SCOPE OF SERVICES 3.08%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This question was only asked in town hall meetings.
19
Rate your knowledge of the Vision 2020.
EXTREMELY FAMILIAR 3.26%
VERY FAMILIAR 9.78%
MODERATELY FAMILIAR 27.72%
SLIGHTLY FAMILIAR 27.17%
NOT AT ALL FAMILIAR 32.07%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - Rate your knowledge of the

Vision 2020.
EXTREMELY FAMILIAR 2.63%
VERY FAMILIAR 8.69%
MODERATELY FAMILIAR 4.44%
SLIGHTLY FAMILIAR 34.55%
NOT AT ALL FAMILIAR 49.70%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Most employees have little to no knowledge of the vision 2020. The front line workers showed significantly less
knowledge of the previous 2020 vision.
20
I know how my work contributes to the
Vision 2020.
STRONGLY AGREE 13.37%
AGREE 34.22%
DISAGREE 28.88%
STRONGLY DISAGREE 23.53%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - I know how my work contributes

to the Vision 2020.
STRONGLY AGREE 6.51%
AGREE 32.74%
DISAGREE 36.69%
STRONGLY DISAGREE 24.06%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
The general pattern is the same between the town hall and front line survey. This will be a key consideration when
implementing the 2029 vision in the coming years.
21
What are the major strengths of UAMS?
BRAND RECOGNITION (CLINICAL, EDUCATION,
52.66%
RESEARCH)
EDUCATION AND TEACHING (RESIDENCY AND

31.38%
FELLOWSHIP PROGRAMS)
CLINICAL RESEARCH 6.38%
CARE MANAGEMENT AND COORDINATION (E.G.,

4.79%
CHRONIC DISEASE MANAGEMENT PROGRAMS)
REGIONAL PROGRAMS 4.79%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - What are the major strengths of

UAMS?
EDUCATION 68.90%
EMPLOYEES 65.55%
RESEARCH 63.19%
ONLY ACADEMIC MEDICAL INSTITUTION IN THE… 61.22%
CLINICAL 41.34%
COMPLEX CARE 50.20%
LEADERSHIP 28.94%
OTHER 4.92%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This question was asked two different ways. Town hall participants could only vote for one major strength while frontline
workers could choose several strengths. However, Town hall participant could send text responses as “other” strengths
not listed in the survey. Research, education, employees, and high quality patient care were the most listed text
responses.
22
What are the major weaknesses of UAMS?
SILOED MENTALITY 44.33%
LEADERSHIP 28.35%
RECRUITING THE BEST TALENT (I.E. FACULTY AND

12.37%
STAFF)
ACCESS TO CARE 10.82%
BRAND AWARENESS AND REPUTATION 4.12%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - What are the major weaknesses

of UAMS?
LEADERSHIP 57.48%
OTHER 29.92%
EMPLOYEES 21.85%
CLINICAL 16.93%
EDUCATION 9.06%
RESEARCH 5.12%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This question was also asked two different ways. Town hall participants could only vote for one major weakness while
frontline workers could choose several weaknesses. However, Town hall participant could send text responses as “other”
weaknesses not listed in the survey. Communication, leadership created bureaucracy and silos, salary issues, morale, and
low funding were the most listed text responses.
23
What innovative opportunities might move
UAMS forward?
DIGITAL HEALTH (I.E. POINT-OF-CARE DIAGNOSTICS
55.14%
AND BIOSENSORS AND TRACKING)
IMPROVING CARE WITH ARTIFICIAL INTELLIGENCE

17.84%
TECHNOLOGY
ONLINE EDUCATION 10.81%
BIOINFORMATICS 9.19%
LEVERAGING SOCIAL MEDIA TO IMPROVE PATIENT

7.03%
EXPERIENCE
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - What innovative opportunities

might move UAMS forward?
OTHER 20.08%
ONLINE EDUCATION 50.71%
ARTIFICIAL INTELLIGENCE 22.72%
LEVERAGING SOCIAL MEDIA TO IMPROVE PATIENT

32.25%
EXPERIENCE
DIGITAL MEDICINE TECHNOLOGOCAL

69.17%
ADVANCEMENTS
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This question was also asked two different ways. Town hall participants could only vote for one major innovative
opportunity while frontline workers could choose several innovative opportunities. However, Town hall participant could
send text responses as “other” innovative opportunities not listed in the survey. Use of Technology, telemedicine/digital
health, collaborations, research and training were the most listed text responses. *This questions provided the highest
amount of variety of responses.
24
Major obstacles that face UAMS
RETENTION OF GOOD EMPLOYEES 52.58%
LIVING WAGES 26.80%
HEALTHCARE RISING COST 10.82%
MEDICAL AND TECHNOLOGICAL ADVANCEMENT

5.67%
CHALLENGES
DIVERSITY AND INCLUSION 4.12%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - Major obstacles that face UAMS
RETENTION OF GOOD EMPLOYEES 84.58%
HEALTHCARE RISING COST 73.32%
LIVING WAGES 71.54%
MEDICAL AND TECHNOLOGICAL ADVANCEMENT

31.03%
CHALLENGES
DIVERSITY AND INCLUSION 22.53%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This question was also asked two different ways. Town hall participants could only vote for one major obstacles while
frontline workers could choose several obstacles. However, Town hall participant could send text responses as “other”
obstacles not listed in the survey. Funding was by far the leading response, leadership, communication, and issues of
changes (resistance, fatigue, fear of, etc.) were the most listed text responses. This question created a large variation of
responses also.
25
How can you help successfully implement
the Vision 2029?
ALIGNING DAILY ACTIVITIES TO THE VISION 2029 57.98%
BECOME A PART OF EMPLOYEE'S PERFORMANCE

16.49%
MANAGEMENT
INDIVIDUALLY RECOGNIZED FOR EFFORTS ACHIEVED 13.30%
COLLECTIVELY RECOGNIZED FOR EFFORTS ACHIEVED 12.23%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - How can you help successfully

implement the Vision 2029?
COLLECTIVELY RECOGNIZED FOR EFFORTS ACHIEVED 56.10%
ALIGNING DAILY ACTIVITIES TO THE VISION 2029 55.49%
INDIVIDUALLY RECOGNIZED FOR EFFORTS ACHIEVED 48.98%
BECOME A PART OF EMPLOYEE'S PERFORMANCE

41.46%
MANAGEMENT
OTHER 8.74%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This is an engagement question assessing how employees connect their work to the overall vision and mission of UAMS.
This question was also asked two different ways. Town hall participants could only vote for one major implementation
while frontline workers could choose several implementations. However, Town hall participant could send text responses
as “other” implementation not listed in the survey. Communication, listening, engagement, job alignment, participation,
and feedback were the most listed text responses.
26
Do you want to be informed about the
progress of the Vision 2029?
98.44%
PERCENT OF RESPONSE
1.56%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Yes No
Front Line - Do you want to be informed

about the progress of the Vision 2029?
87.01%
PERCENT OF RESPONSE
12.99%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Yes No
Here we see almost all employees want to be kept updated on the development of the Vision 2029. Those that attended
the town hall meeting showed a stronger desire to receive communication while some frontline workers showed a
disinterest in the development process but a strong majority still want to be informed about the process and results.
27
How do you want to be informed about the
progress of the Vision 2029?
EMAIL COMMUNICATION 50.00%
FACE-TO-FACE FROM MY MANAGER 25.00%
CHANCELLOR'S VIDEO MESSAGE 13.00%
UAMS ANNOUNCEMENT 10.00%
TEXT MESSAGE COMMUNICATION 2.00%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Front Line - How do you want to be informed

about the progress of the Vision 2029?
EMAIL COMMUNICATION 73.25%
UAMS ANNOUNCEMENT 47.31%
FACE-TO-FACE FROM MY MANAGER 29.94%
CHANCELLOR'S VIDEO MESSAGE 22.75%
TEXT MESSAGE COMMUNICATION 12.38%
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
This question was also asked two different ways. Town hall participants could only vote for one method of receiving
information while frontline workers could choose several methods of receiving information. Most employees favor emails
and face-to-face communication opportunities with their managers. This makes senses with the desire of job alignment
and opportunity for feedback with how employees see how they can implement the new Vision 2029.
28
Organizational Development Team
Becky Harwell Wes Alford Wes Alford, PhD

BWHarwell@uams.edu, WAAlford@uams.edu,
(501) 603-1315 (501) 526-6399
Tim Bullington, PhD Shelby Owens

TBullington@uams.edu, SOwens2@uams.edu,
(501) 526-7605 (501) 526-6494
Rhonda Partney-Wakelyn Lisa Wymer

RLPartneywakelyn@uams.edu, LLWymer@uams.edu ,
(501) 296-1837 (501) 526-4038
Organizational Development Team Offices are

Mario Wallace located in the Shorey Building,
MDWallace@uams.edu,
8th Floor, Room 23
(501) 526-6996
OrganizationalDevelopment@uams.edu,
(501) 526-6494
29

Finalized Report 17nov2018 REVISED

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Finalized Report 17nov2018 REVISED

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Completed: November 19, 2018 Organizational Development

Internal Analysis Report

UAMS – Strategy Committee

Data Collections (Executive Interviews, Focus Groups, Town Halls, and

Data Coding Analyzing Descriptive data

Collapsing Codes into Themes Survey of Analysis including graphs

SWOT per Tri-partite area

Recommended Strategic and Operational Implications

Figure 1: Framework of this report

Town Hall and Frontline Surveys

Legend Frequency f Risk Management

 Lack of statewide research strategy

 Increase R.P. footprint f  DO School f

SWOT Item Strategic Implications

Develop a tripartite mission integration team to align the mission.

Increase ACO contractual

 Level 1 Trauma Center f  Accountability to carry out the vision f

 Talented workforce f  Leadership’ strategy knowledge

 Growth in NWA f  Healthcare reform

SWOT Item Strategic Implications

 Talented workforce f  Accountability to carry out the vision f

 Growth in NWA f  DO School f

SWOT Item Strategic Implications

 Talented workforce f  Lack of statewide research strategy

 Slow to make decisions

 Integration of tripartite mission

Strengths  Healthcare provider / employee burnout f

 Growth in NWA f  Healthcare reform

SWOT Item Strategic Implications

 Growth in NWA f  DO School f

SWOT Item Strategic Implications

Increase ACO contractual

 Talented workforce f  Lack of statewide research strategy

 Slow to make decisions

 Integration of tripartite mission

 Increase R.P. footprint f  DO School f

SWOT Item Strategic Implications

What are UAMS’ strengths?

What are UAMS’ weaknesses?

What innovative opportunities might move UAMS forward?

What are the threats or obstacles that UAMS faces?

Describe what UAMS should look like in 2029?

What capabilities do we currently have will help us attain this ideal?

What capabilities do we need?

How do we ensure individuals understand their role in the organization?

How can we improve how we can implement the 2029 strategy?

Who are our stakeholders?

What existing and new stakeholder groups should we be serving?

As an organization, what should UAMS not be offering?

What makes UAMS unique that gives us a competitive advantage?

In which of our current opportunities should we be placing the greatest emphasis?

What would financial success look like for UAMS?

What do you want the public to know about UAMS?

Is there anything that we didn’t ask that we should have?

CHANCELLOR CAM PATTERSON 74.71%

DR. JEFF RISINGER 14.71%

DR. TURNAGE 6.47%

DR. STEPHANIE GARDNER 4.12%

Why would a patient choose NOT to come to

ACCESS TO CARE 56.41%

IMAGE AND BRAND (REPUTATION) 24.10%

SCOPE OF SERVICES 3.08%