Strategic Plan 2009-2014

The 2009-2014 Strategic Plan document (PDF) represents the Goals and Strategies for the Wisconsin State Laboratory of Hygiene (WSLH) as established by its Board in February 2009 to guide the direction and
management of the WSLH. You may also read the 2009-2014 Strategic Plan Goals and Strategies below.

The WSLH Board is continually refining the State Lab's strategic plan and would appreciate your comments and opinions. Please Talk to Us and let us know your opinions, suggestions and thoughts about the WSLH Strategic Plan.

Goals

Goal #1 Business Process Improvement:
By June 2014 the WSLH will have identified, standardized and unified WSLH-wide business processes and
have implemented supporting business procedures, policy and technology in order to efficiently carry out
our enterprise mission.

Goal #2 Laboratory Excellence:
By June 2014 the WSLH will have secured an enterprise position of laboratory excellence with leadership
within the state and national public health laboratory community and scientific partnerships within the University of Wisconsin-Madison.

Goal #3 Financial Viability:
By June 2014 ensure the financial viability of WSLH by generating sufficient annual net revenue in order to
sustain and grow the physical, technological and human capital of the lab required for our mission and to
attain Board-determined reserve requirements.

Goal #4 Workforce Development:
By June 2014 WSLH will have implemented an internal workforce development plan to ensure continued
laboratory workforce excellence and leadership succession.

Goal #5 Informatics:
By 2013 WSLH will have developed an integrated IT infrastructure for the central support of WSLH labs
and common business processes with industry standard technology.

Goals and Strategies

Goal #1 Business Process Improvement:
By June 2014 the WSLH will have identified, standardized and unified WSLH-wide business
processes and have implemented supporting business procedures, policy and technology in order to
efficiently carry out our enterprise mission.

• Strategy 1.1 Enterprise Business Process
  By January 2008 WSLH will have established and institutionalized a formal process improvement
  program for unified lab-wide enterprise business processes (EBP).
• Strategy 1.2 Process Improvement Study
  By January 2009 the WSLH productivity and business process review and analysis will have been
  completed in key laboratory, business line and support services.
• Strategy 1.3. Enterprise Business Process Recommendations Implemented
  By January 2010 major process improvement recommendations from that analysis will have been
  implemented.
• Strategy 1.4 Implementation of Process and Partnerships for New or Enhanced LIMS Systems
  By January 2011 procurement approvals and/or partnership agreements will have been executed by
  for acquisition of major IT support systems in compliance with University and State major IT project
  management procedures, acquisition requirements and within the boundaries of an approved capital
  budget for SFY11-12.

Goal #2 Laboratory Excellence:
By June 2014 the WSLH will have secured an enterprise position of laboratory excellence with
leadership within the state and national public health laboratory community and scientific
partnerships within the University of Wisconsin-Madison.

• Strategy 2.1 Laboratory Facilities- New Clinical Facility for Henry Mall
  By July 2014 WSLH will have acquired modern clinical facility capacity and adequacy either via a
  replacement laboratory on the Ag. Drive campus (proposed co-located facility with DATCP) or a
  renovation of its current clinical laboratory space needs at Henry Mall or other viable options to
  secured space sufficient for moderate growth over the next decade for its entire laboratory
  infrastructure.
• Strategy 2.2 Broaden Collaborative Role with UW as core laboratory in support of Translational
  Research
  By January 2012 WSLH will have established and implemented a University of Wisconsin collaborative strategy via agreements and partnerships with major schools and departments across the UW-Madison campus and UW System in promotion of translational research, campus and system use of WSLH as core lab facilities and collaborative research efforts.

Goal #3 Financial Viability:
By June 2014 ensure the financial viability of WSLH by generating sufficient annual net revenue in
order to sustain and grow the physical, technological and human capital of the lab required for our
mission and to attain Board-determined reserve requirements.

• Strategy 3.1 Strategic marketing and customer service
  By July 2009 WSLH Board will have established marketing policies and business guidelines that will
  allow WSLH managers to seek program revenue opportunities in national and international
  markets, product areas and business lines where it is appropriate and necessary as WSLH finds it
  essential to support the Wisconsin public health mission and public sector activities of WSLH with
  funds other than Wisconsin public sector funding.
• Strategy 3.2 Augmentation of Public Sector Funding for Support of WSLH Mission
  By July 2010 WSLH will have developed and have been approved by the WSLH Board strategic
  business policy and authority to guide its activities in use of public sector funds which are no longer
  sufficient to support WSLH mission and in generating alternative public sector funds. *
  *(1) provision of key government services and products to Wisconsin public sector,(2) provision of
  WSLH core academic services and products as part of the University of Wisconsin-Madison and (3)
  provision of essential public health and environmental services and products to Wisconsin private
  sector customers not available or affordable to them through the private lab sector.
• Strategy 3.3 Developing New Lines of Business for Support of WSLH Mission
  By July 2011 WSLH Board will provide WSLH management with guidance and administrative
  authority to allow WSLH to develop new lines of business and services to generate added
  revenue streams in order to provide financial viability to WSLH to help it carry out its mission.*
  *The focus will be on growth of national and international markets for high technology lab services,
  electronic commerce capabilities and product opportunities and a fiscal strategy so that this global
  business can be used to support WSLH public health mission in Wisconsin and used to supplement
  and complement remaining State resources to build and maintain first class public health laboratory
  capabilities and educational opportunities to benefit the citizens of Wisconsin.

Goal #4 Workforce Development:
By June 2014 WSLH will have implemented an internal workforce development plan to ensure
continued laboratory workforce excellence and leadership succession.

• Strategy 4.1 Enterprise Business Process (EBP) Review for Internal WSLH Workforce Development
  By July 2010 the WSLH will have identified using EBP process WSLH-wide work force development
  policies and processes and have created a plan for implemented centralized and standardized
  supporting programs, training, procedures, and technology in order to efficiently carry out our
  internal workforce mission.
• Strategy 4.2 WSLH Succession Planning through Organizational and Leadership Realignment
  By July 2009 WSLH Director will have defined an organizational leadership structure for WSLH at
  Director's enterprise, division and office levels to be implemented during strategic plan and
  developed a succession plan for organizational placement and recruitment of future leaders for
  WSLH at these levels.
• Strategy 4.3 WSLH External Partnerships Development to Assist in Wisconsin Laboratorian
  Workforce Development
  By July 2011 WSLH will have established long term external partnership with members of Wisconsin
  laboratory and laboratory science community to mutually support training program within funding
  limitations of enterprise and needs of partner organizations that will ensure that WSLH maintains a
  training leadership role in addressing workforce competency and adequacy needs of laboratory
  networks of Wisconsin.
• Strategy 4.4 WSLH commitment to University of Wisconsin-Madison teaching and training mission in support of state, national and international laboratory workforce development
  By July 2012 WSLH will have expanded its participation in University of Wisconsin-Madison teaching and training programs in a variety of departments and academic fields identified as key training grounds for
  future laboratory workforce needs.

Goal #5 Informatics:
By 2014 WSLH will have developed an integrated IT infrastructure for the central support of WSLH
labs and common business processes with industry standard technology.

• Strategy 5.1 Place IT tools and applications into the hands of WSLH staff
  By July 2010 DPHIS will provide IT tools to laboratory staff and managers to: 1) manage,
  maintain and query their own business data; 2) generate operational and everyday business reports,
  quality assurance monitoring and business data analysis; 3) conduct their own academic research,
  business trend analysis and budget development using program data; 4) define and manage
  business objectives and business rules for their systems and 5) conduct everyday operation of their
  systems in the lab or office without the need for IT DPHIS staff to engage in business line activities.
• Strategy 5.2 Establish Effective Electronic Laboratory Data Transfers
  By July 2011 DPHIS will support WSLH-wide electronic lab data extraction from our replacement
  and enhanced LIMS infrastructure and transfer and exchange of lab data with external customers.
• Strategy 5.3 LIMS Systems Replacement and Enhancement
  By July 2012 DPHIS will have implemented new or enhanced electronic laboratory (LIMS)
  system(s) to support our laboratory information needs within an integrated enterprise-wide business
  process framework.
• Strategy 5.4 E-Business Infrastructure
  By July 2013 WSLH managers will have established within WSLH the business rules and
  procedures, web and e-commerce infrastructure, billing and accounting systems and pricing,
  payment and product approval processes that will allow WSLH to maximize the regional, national
  and international marketing discretion provided by the Board within an electronic communication
  environment of Web-based commerce.