Strategic Plan
As a school of medicine and public health, we have a distinctive responsibility to lead with clarity, partnership and purpose for the benefit of Wisconsin, our nation and beyond.
Forward Together, Healthier Together
The University of Wisconsin School of Medicine and Public Health’s Strategic Plan sets an ambitious course for our next era of impact. It defines how we will work in deeper partnership with UW Health and UW–Madison to strengthen Wisconsin’s health ecosystem, elevate our national leadership, and improve lives across our state and beyond. Grounded in our unique identity as a school of medicine and public health, this plan is about more than growth. It is about expanding the role we play to create healthy people and healthy communities in Wisconsin, the nation, and throughout the globe.
Nita Ahuja, Dean of the School of Medicine and Public Health
Our Strategic Priorities
We seek to realize our potential as a nationally distinguished, forward-looking institution that brings together medicine, public health, education, research and community partnership to deliver measurable impact at scale.
PRIORITY ONE
Innovation and Discovery Through Research
Leverage collaboration and strategic investments to transform innovation and discovery in ways that improve health for all.
PRIORITY TWO
Academic Excellence, Student and Trainee Experience
Prepare and equip students and trainees in every academic setting to build successful careers that creatively address challenges in health.
PRIORITY THREE
Patient Care Innovation
Partner with UW Health to grow the clinical investments, capacity, and infrastructure needed to lead the transformation of health care.
PRIORITY FOUR
Community Engagement and Social Impact
Invest in sustainable initiatives that deepen trust and partnership to improve the health of communities across Wisconsin and beyond.
PRIORITY ENABLER ONE
Partnerships and Collaborations
Unlock our full potential to impact society by restructuring our internal capacity to scale and accelerate partnerships.
PRIORITY ENABLER TWO
Attracting and Developing Exceptional Faculty and Staff
Invest in our people by aligning the support and resources needed to attract the best and nurture growth for all faculty and staff.
PRIORITY ENABLER THREE
Financial Sustainability and Capital for Investment
Diversify and grow sources of philanthropy and revenue to enhance our impact across our education, research, and clinical missions.