September – December 2017

  • Assessed local resources, expertise, optimal timing, budgeting and opportunities for undertaking the strategic plan.

January 2018

  • Established steering committee to guide and organize process.
  • Assessed the current state of the College of Medicine – Phoenix with an external market assessment and internal appraisal.

February 2018

  • Held targeted interviews with 55 leaders and stakeholders to gain insights into priorities, goals and opportunities with our primary academic medical center partner (Banner – University Medical Center Phoenix), the University of Arizona Health Sciences (Colleges of Nursing, Public Health, Pharmacy and Medicine – Tucson), University of Arizona, as well as other clinical teaching affiliates.

March 2018

  • Completed a collaborative design session with the project steering committee members and extended academic leadership to discuss the strategic planning findings from stakeholders.
  • Identified high-level capabilities, gaps and required investments.

April 2018

  • Refined mission and vision of the College of Medicine – Phoenix and articulated preliminary strategic goals and associated outcomes.
  • Surveyed all faculty and staff for broad, additional input.
  • Discussed mission, vision and strategy with faculty and staff during a Dean's Hour meeting.

May – July 2018

  • Refined the strategic vision, goals and associated outcomes in steering committee and Dean's Executive Leadership Committee meetings.
  • Developed high-level implementation and communication plan, which began with sharing the executive summary with affiliates, faculty, students and staff to gather additional feedback and elevate engagement.

August – October 2018

  • Designated leads for each strategic initiative and sub-initiative.
  • Socialized the language of the strategic plan and gathered key stakeholders to complete a formal assessment of the strategic plan and developed a time-specific work plan with associated outcome measures.

November 2018 – April 2019

  • Convened bi-weekly steering committee meetings in which initiatives and sub-initiatives were refined, teams were established and owners were defined.

May – July 2019

  • Finalized strategic plan and published on website.
  • Completed charters, milestones and implementation timelines submitted to steering committee by initiative and sub-initiative owners.
  • Prioritized initiatives and sub-initiatives and developed an implementation schedule.

August 2019 – January 2020

  • Charters reviewed by steering committee and feedback provided to owners and teams.
  • Implementation of initiatives and sub-initiatives begins.

January 2020 – August 2021

  • Steering Committee prioritization exercise.
  • Mid-course re-prioritization due to COVID-19 pandemic limitations.
  • Mission critical initiatives defined, prioritized and implemented.

September 2021

October 2021 – October 2022

  • Ongoing implementation progress followed.
  • Re-prioritization evaluated by Steering Committee on regular basis.

November 2022 – July 2024

  • Evaluate completion of strategic plan initiatives.
  • Develop and disseminate final report.