In addition to the enterprise-wide strategic initiatives, clinical departments and centers were approved to continue with a number of departmental initiatives.
Progress
Anesthesia
Center for Perioperative Medicine
Will be implemented at the enterprise level.
Translational Pain Research
Chronic pain is a major issue for citizens of CT and the opioid epidemic is attacking the fabric of our communities. Discoveries create an opportunity for UConn Health to assume a national leadership role in these areas; commercialization of these discoveries could bring strong income to UConn Health. Referred to the Research Strategic Plan.
Acute and Chronic Pain
Will be implemented at the enterprise level.
Calhoun Cardiology Center
Build Structural Heart Program
Have a fully trained faculty member whose primary focus is to build and grow a contemporary structural heart program with initial focus on expanding existing Transcatheter Aortic Valve Replacement (TAVR), ASD/PFO closure programs, and adding Left Atrial Appendage Closure. Long-term goals will be additional mitral and tricuspid valve interventions. Support continuing work at department level.
Stabilize CT Surgery Program
Look to hire dedicated team, posted. Some implications to hospital PPP but work should continue with the goal of growth in volume that would support two providers is achievable.
Build CHF Program
Foundation in place with highly competent and independent APPs who see CHF patients in hospital and clinic, with transition of care between the two settings. Continue work at the department level.
Open Cardiac Rehab Program
Department believes that having a cardiac rehab program is a standard feature of most cardiology programs, even community hospitals, and we refer all our patients elsewhere. We have not been able to move forward due to inability to find space which must be proximal to physician offices. Can be done synergistically with Pulmonary, as they are also hoping to start a Pulmonary Rehab Program. This needs investigation, but generally supportive to look for space and revisit capital requirement, patient volume, and program ability to self-sustain.
General Cardiology Outreach Program
Hiring two providers to do outreach and build markets in Torrington, Canton, and Simsbury, with other expansions (Bristol) contingent on success and PPP. Department is encouraged to continue with filing of PTRs to the Faculty Hire Review Committee and appropriate.
Center on Aging (Geriatrics)
Add Frailty Index for All Epic Encounters While Establishing RFID-based Gait Velocity Measurement in Selected Clinics
Seen as ‘the sixth vital sign,’ this can fit in both the AI and Geriatric enterprise-wide goals. Needs Epic programming and collaboration with informatics.
Establish Reputation of High-Quality Care as an ‘Age-Friendly Hospital’
Could be positioned as ‘elite aging center.’ Fit with enterprise-wide goal, evaluate for actions after October conference about CMS efforts.
Geriatric Surgery Initiative
Also listed in Department of Surgery, supported at both department levels.
Longer Term
- Healthy Aging & Gerotherapeutic Clinic at South Road. Needs a business plan and likely integration with primary care plan.
- Increase clinical footprint in Storrs.
- Research opportunities in Geriatric Cardiology.
Dermatology
Expand General Dermatology Services
Support continuing at Department Level contingent of funding and process approval. Run approvals with Faculty Position Review committee as needed.
Engage in External Partnerships
Continue work underway and look for more opportunities to collaborate, such as the Starling Physicians – Mohs outreach agreement for Fall ’26.
Emergency Medicine
Space for EMTALA Care
Given capacity and volume, ER Leadership believes it will need 30 additional full-service patient care sites with space for staff (10,000 sq. ft.), support for radiology, pharmacy, care management. Estimated cost of $6M at 500/sq. ft. would require strategic funding plan and/or philanthropy. Hold any long-term study until impact of hospital PPP is known and impact of seven new non-acute bays in Fall, 2025 is clear.
Urgent Care
While looking at market expansion, better align Urgent Care service with primary care and orthopedic service lines. To improve referral capture rate. This issue is in-scope for review by the enterprise initiative - Unified Primary Care Plan.
Family Medicine
Formal Primary Care Strategy
Initiative proceeding at enterprise level as “Unified Primary Care Plan.” Department is included as part of multi-stakeholder working team. Items to discuss include developing programs to expand reach, ‘top of license scope’ and optimization ideas as well as recruitment pipeline rolls and retention.
Hire In-House Human Resources Talent Professional to Recruit Physicians to Improve Service and Save Expenses on Outside Recruiters
This initiative is being implemented and tracked through Project Thrive. HR anticipates hiring HR early CY 2026.
Hire Primary Care Informatics
Will fit as part of enterprise level discussion around AI Institute.
50th Anniversary Fundraising Opportunity
Ties to Philanthropy Plan, introductions made to development team as September kickoff and broader exploration including Grateful Patient program.
Expand Faculty and Residency
Should continue at department level, informed by Unified Primary Care Plan at the enterprise level. Department should bring forward recruitment requests for consideration as needs and resources are available.
Medicine
Engaging With/Development of FQHC
Have FQHC relationships to support hiring/placement of visa holder providers, additional outreach, and Medicaid access. This initiative should proceed both at the enterprise level as part of Unified Primary Care Plan and at the department level with long-term planning for the Burghdorf Clinic and discussions with the CHCACT sites around outreach and access issues.
Expansion of Critical Care Services
24/7 Intensivist is goal, steps in between. Understand intersection to surgery initiatives and growing criticality of patients around trauma. Should proceed at the department level in collaboration with Department of Surgery similar initiative and hospital leadership.
Restructuring of the Gastroenterology Services
Elevated to enterprise level initiative.
Expansion of Outpatient Clinic Offerings
UConn Health should engage in activities directed to expand the use of the outpatient facilities beyond weekdays and “standard business hours” to increase capacity while containing capital investments. This should be included in the Unified Primary Care Plan.
Comprehensive Diabetes Management
Establishing a comprehensive (pre-surgical optimization, inpatient management, and protected discharge) diabetes optimization program, UConn Health can improve the outcomes of patients living with diabetes undergoing surgery and reduce procedure cancellations. Generally, it needs more information from department to proceed, many of issues noted will be addressed by enterprise level group on CPM.
Neag Comprehensive Cancer Center
Melanoma Destination
Expand our scope of care to allow local patients with Stage IV melanoma receive more of their care here including clinical trials, cell therapy are possible in central CT. Build the Melanoma Research Institute at UConn Health with NIH and philanthropic funding. Work will continue at department level.
Bone Marrow Transplant and Other Cell Therapies
Create a regional destination of cell and gene therapy. Department is encouraged to continue work to gain FACT Accreditation and bring forward needed resources including hiring, creating of a local Apheresis team (build/buy analysis), development of a Stem Cell lab for processing and storage ($1M support request to foundation) and looking at third party reimbursement specialists and revenue systems.
Community Outreach and Engagement
Department is encouraged to continue to work in communities, education and screening as opportunities and budgeted funds allow.
Clinical Trials Office
Issues to address include improved Clinical Trials Management System (improve infrastructure and financial oversight). Management to study proposal request.
NCI Designation
A long-term goal, dependent on the success of the other listed initiatives (elevated as an enterprise-wide long-term goal).
Neurology
Attain Comprehensive Stroke Center Status
Support, next actions need to be articulated by department. Has implications for hospital partnerships and extension of tele stroke.
Outpatient Infusion
Elevated as part of enterprise-wide initiative.
Formalize Neuroscience Line/The Brain and Spine Institute
Continued discussion about how to move The Brain and Spine Institute forward with cross functional goals and leadership. Move beyond a marketing label and space sharing arrangement to a unified program leadership model designed to be the hub for a regional network of practice affiliates.
Build Out of Epilepsy Program for Regional Leadership
Support at department level the goal of a regionally marketable program and achieving Level 4 (surgical) certification by National Association of Epilepsy Centers (NAEC). Leadership should bring forward requests and recommendations as needed.
Build Out Neuromuscular Program for Regional Leadership
With an objective to leverage current faculty expertise and reputation to, within five years, gain statewide recognition as leader, department is encouraged to continue and bring forward requests and recommendations as needed.
Other Division Build Outs (Headache, Vascular, Movement Disorders, MS, and Neuro-Ophthalmology
Continue at department level. Continue to foster collaborations with existing and developing UConn Health centers as appropriate (such as the Comprehensive Pain Center, Center on Aging, etc.).
Neurosurgery
Comprehensive Pain Program
Support clinical excellence/growth/financial strength with a specialized comprehensive pain management program. Underway at Department level with Dr. Ghaly. Department to be part of enterprise-wide initiative examining need for Comprehensive Pain Program.
Faculty Retention and Growth
Retain current faculty and staff, hire two general neurosurgeons with any subspecialty interest within one year. Subsequently, in the following year, hire a general neurosurgeon, preferably with peripheral nerve expertise. General support, advised to bring forward to Faculty Position Review committee as timing and conditions are appropriate.
Create Medical Subspecialty Group
Partner with community providers when UMG cannot get timely patient and pre-op visits. Initiative on hold, pending outcome of PPP. Request should also inform UConn Health’s Unified Primary Care Plan and Center for Preoperative Medicine enterprise-wide initiatives.
Expansion of Surgical Sites
Gain access to OR in value alliance network hospitals within one year. Hold as ‘where’ would be best informed as hospital PPP takes shape.
Prioritize Community
Ongoing work on department proposals to create medical school rotation in neurosurgery, involve neurosurgery faculty in medical school curriculum, creation of neurosurgery fellowship programs, and continued community outreach.
Research Growth
Goal of establishing comprehensive and collaborative neurosciences research should be presented through Research Strategic Plan.
Finalize Designation of Neuromodulation Center of Excellence by State Statute
Explore potential federal initiatives to continue building this center.
Obstetrics & Gynecology
Expand Access to Maternity Care
Develop a new Women and Infant Unit to address care gaps: Working with management to formalize plan and budget, and engage UConn Foundation to help with philanthropy plan. May be informed by hospital public-private partnership (PPP) with implications to service configuration. Additional work supported at a department level includes, approaching outreach as a hub-and-spoke model, expanding OB/GYN satellite clinics in underserved regions, and continuing to grow high-risk outreach at independent hospitals.
Expand Reach of Surgical Services
Leverage MIGS and Gynecologic Oncology providers and reputation to develop network beyond Farmington campus. Begin clinics and cases at potential partner hospitals (Griffin, Sharon, Bristol ++) to expand network, decompress OR access at main campus while building tertiary volume at Farmington. Proceed, direction pending outcome of PPP with hospitals.
Address Maternal Health Disparities
Establish telehealth programs for rural and maternity care deserts and explore midwifery program for ‘small town’ options (create program budget) if allowed regulatorily. Create a collaborative Midwifery Practice and College of Nurse Midwifery. Develop training curricula for midwifery and doula programs. Launch a Doula Training and Certification Program to support diverse communities. Partner with community organizations such as the CPQCC and local maternal advocacy groups. to reduce racial disparities in maternal outcome. Support innovating thinking and approaches; needs more information around cost and next steps.
Explore Opportunities for a Comprehensive Interdisciplinary Center to Serve the Health Needs of Women in Mid-Life, Including Menopause
This work would be done in collaboration with internal medicine, endocrinology, and the Center for Aging. To fund this project, a large grant proposal was submitted to the Steven & Alexandra Cohen Foundation.
Orthopedics and Sports Medicine
Internal Efficiency Gains
Utilize Artificial Intelligence for management of assets, ORs (2-4 more cases/OR/month), IP beds (6+ new patients/bed/year), Infusion chairs, Ambulatory Schedules, Staff utilization. This should be included in the work of the enterprise-wide AI Institute Initiative.
Peri-Surgical Support
Create peri-surgical department for optimizing patients prior to surgery, including surgical scheduling, medical optimization, financial clearance. One of several departments to raise this idea, the Ortho Department is part of larger enterprise-wide initiative to develop this, with the Ortho Chair serving as co-chair of the workgroup.
Enhance Orthopedic Destination in Farmington
By renovating UConn Health Surgery Center surgical suites to accommodate all hospital outpatient procedures, including arthroplasty and spine. Held pending outcome of hospital PPP and space assessments.
Enhance Orthopedic Destination in Farmington
Expanding into the Administrative Services Building (~48k sq. ft.) for Peri-Surgery Department, additional clinic space, and dedicated Procedure Rooms. Create Orthopedic Urgent Care location, expand PT, create another home location for ISM. Related to #3, also held pending outcome of hospital PPP and space assessments.
Expand Presence at Connecticut Surgery Center
For increased volume of surgeries, excellent patient experience, and financial benefit to UConn Health. In progress at department level.
Community Development
Create regional ambulatory centers including Primary Care, Procedure Room, Orthopedic, and other specialty shared space, Physical Therapy, Urgent Care, Imaging, Lab. Referred to enterprise-level ‘Unified Primary Care Plan’ initiative.
Community Development
Partner with other community ASCs for performing surgery – This is included in enterprise-level initiatives around public-private partnerships.
Community Development
Institute for Sports Medicine (ISM) expansion to new markets that complement UConn Health locations. Includes funding for Athletic Trainers/Community Ambassadors, access for area schools, Bump & Bruises clinic (MSK walk-in), educational seminars, and partnership with UConn. In part relates to PPP and the PT partnership that is currently under discussion; also requires further input from the Department about how this need integrates with the Women’s Center for Motion and Performance. One plan for both programs.
Pathology and Lab Medicine
New Lab Tests
Department is encouraged to bring forward proposals that increase volume and fiscal performance as they arise and are considered a strategic priority. Work to insource testing and save on using outside labs can be prioritized if it can deliver Project Thrive impact. May have implications to PPP with hospitals and other partners.
New and Improved Blood Draw Stations That Are Accessible and Tied to UConn Health’s Other Services and Clinics
Proceed, and weave into enterprise-level Unified Primary Care Plan initiative.
Molecular Diagnostics Program
Department putting together a team of content experts, starting small. Focus on PCR-based testing and on a few select mutations BRAF, IDH1 and IDH2, cKIT, MYD88, BCR, ABL. Position lab for future expansion (NGS). Proceed – department-level work and resources currently.
Digital Pathology
General direction is that we should develop a high-level cost projection (needed equipment and storage) to inform further development as funds and natural replacement or renovation allows. Likely the top priority, AI will influence. Proceed, need more information but organization supportive of this direction.
Stop Reference Lab Leakage
Get needed IT changes to support capture, need to understand payor tier pricing. Could impact draw station longer term initiative with place and hours. Create year-over-year tracking report for progress visibility. Work to educate and change behavior before considering change in process. Should proceed and accelerate for Project Thrive impact.
Community
Cystic Fibrosis Testing: Continue to expand newborn screening algorithm used by UConn Health to include all births in Connecticut. Partnership with DPH to interface UConn Health and Connecticut Children’s Epic systems with newly acquired information system to simplify collection/reporting and follow-up for infants screened at UConn Health. This is a grant-funded initiative through DPH. Proceed at department level.
Community
Environmental Impact: Department should work with available resources on goals to reduce carbon footprint and waste management, to reduce energy usage, water, chemical use, and waste and adopt “green lab practices” while gaining energy cost savings. Proceed at department level.
Research
General support for the idea of forming department research committee to address weaknesses and brainstorm solutions, explore opportunities for funding (develop funding opportunities or grant mechanisms to facilitate research projects) Explore opportunities with industry, biotech, and pharma with a liaison. Needs to be considered in Research Strategic Plan.
Pharmacy
Compound and Sterile Pharmacy Capacity Expansion to Support Infusion Growth
Needed to open home or ambulatory infusion centers (AICs). On hold (though trailer solution at Exchange is largely approved); await transition of Home Program in-house (contingent of Epic build) and outcome of PPP around AICs. Plan to expand hospital chairs on CT6 is fast-tracked for Project Thrive; this does not require additional compounding but will put current facilities at max output.
Meds to Beds
Intend to align large-scale rollout with opening of UConn John Dempsey Hospital Retail Pharmacy, inclusive of after-hours pick-up lockers available to patients, caregivers (and staff). Goals include improved Press Ganey post-discharge scores, improved Transitions of Care pharmacist role and handoff to Discharge Clinic for patient expansion and retention, and to grow 340B qualified claims.
Retail Pharmacy
Open hub-spoke retail pharmacy footprint in UConn John Dempsey Hospital space by end of FY26. Central fill model to maintain 340B benefit via UHIPS, enhance efficiency and absorb volume of growth for Meds to Beds. Provide Medicare Part D exclusive vaccines. Opportunity for employee service support (e.g., flu, COVID, RSV) with ability to bill. Supported, accelerated for Project Thrive potential impact.
Start PBM
Long-term goal in support of lowering State employee benefit cost.
Warehouse Build-Out
Long-term home for UHPSI and other services once lease in the Exchange expires. Hold pending PPP, revising is Q1 26 once system scope and geography is better known.
Psychiatry
Esketamine Expansion
Proceed at department level to adjust hours of service to meet growing patient demand.
Psychotherapy Expansion
Proceed with initial hiring of two new LCSWs and two new Psychologists as part of three-year plan. Additional hiring contingent on full productivity and attainment of fiscal targets. Integrate with EAP using 50% of additional capacity to address unmet placement needs.
Opening Inpatient Geriatric Unit
Hold, revisit once hospital PPP is known.
Expansion of Outpatient Geriatric Psychiatry Services
Work in synch with enterprise-level geriatric initiative, impacts on infusion initiatives as well.
Expansion of Child Services
Hold pending successful completion of other initiatives, seek philanthropic funding as appropriate.
Radiology
Roll Out Gadolinium Switch
Continue department-level initiative underway.
Develop Brand of “AI Health Center”
Include as part of enterprise-wide AI Institute.
Automate the Communication of “Actionable Findings”
Continue at the department level, need follow-up discussion on the needed IT help and process.
Post-Processing 3-D Imaging Lab to Further Develop State-of-the-Art Imaging
Does not require additional/different MRI. Department continue and develop cost revenue analysis to further inform investment requests in additional people and equipment.
Increase PACS Staffing
Department-level work, submit hiring requests and benefit support documentation through review channels as appropriate.
Grow Public-Private-Partnership (UHI model)
Included in enterprise-level PPP initiatives.
Increase Radiologist Staffing
Department is encouraged to continue to bring hiring requests to position committees as needed, so turnaround times are maintained without burning out faculty. Ongoing.
Infrastructure: IR Suite / PET / MRI
Projects already included and underway as part of facility master and capital plan to upgrade existing radiology core. No additional action is needed.
Surgery
Optimize OR Utilization
Continuing effort from OR retreat. Supports multiple enterprise initiatives, including CPM and PPP. The surgeon-led ‘Right Case, Right Place’ work continues with reporting through the OR Advisory Committee.
Optimize Peri-Surgical Process
Part of the enterprise-level initiative, underway.
Geriatric Surgical Verification
Tied to enterprise-level initiative to leverage geriatric expertise. Work should continue at department level with creation of timeline and needed resources identified. Work ahead of expected CMS payment implications.
Acute Care Surgery
Generally supportive for work to continue at department level, needs to be informed and in synch with hospital leadership.
Optimize Quality and Reimbursement
Underway, measure impact through Department of Surgery Empowerment meetings.
Plastic Surgery Residency
Department brought forward timing and resources, organization is generally supportive. Should be reviewed one more time prior to next application submission deadline.