The planning process utilized consumer-centered design concepts to align priorities at the intersection of UWM’s business goals, patient/consumer needs, and functional and technical capabilities. Consumer personas were developed to illustrate the needs of different population segments and compare how potential capabilities would meet these needs. The digital front door business plan included:

• Financial impact and return on investment.
• Visioning and consumer needs identification.
• Prioritized capabilities and three-year roadmap.
• Operational infrastructure and governance.
• Supporting technologies.

A digital front door applies virtual tools and data integration to facilitate seamless access and touch points throughout the patient care journey. The end goal was to facilitate an omnichannel approach that offers patients a choice in how they communicate with the health system and ensures equitable access for all patients.

A robust and integrated technology stack is required to support the functional capabilities that were prioritized and create seamless experiences. The core technology stack to facilitate these capabilities includes the following:

• EHR: Clinical record, scheduling, referrals, and messaging
• CRM: Consumer profile, knowledge base, data, and analytics
• Provider/location directory: Single source of truth
• Patient engagement platforms: Omnichannel solutions

ECG recommended a core EHR-first, but not EHR-only, approach to maximize existing investments, drive adoption, and improve sustainability. We collaborated with internal stakeholders to develop a three-year roadmap of key initiatives to realize the vision of seamless, consistent, and frictionless experiences for patients, families, referring providers, and care teams.