Your browser is unsupported

We recommend using the latest version of IE11, Edge, Chrome, Firefox or Safari.

The Implementation Phase

During the Planning Phase, the College of Medicine identified seven key areas to prioritize as immediate initiatives to pursue in year one of the strategic plan implementation. To oversee these initiatives and the implementation of all 10 strategies that comprise the strategic plan, the COM has developed a formal oversight structure. This governance structure is different than that of the planning phase and has been established to be inclusive of the key leaders who will be necessary to provide input and oversight in our implementation roll-out. The structure will also ensure that input is regularly being solicited by multiple groups, including the College Executive Committee.

Executive Planning Council Heading link

Strategic Plan Implementation

As per the above diagram, the implementation stage of the strategic planning process is being overseen by the Executive Planning Council. The Executive Planning Council is well-suited to provide guidance and oversight as it is comprised of the executive Dean and each of the regional deans along with the leads for each of the 10 strategy committees.

In order to keep the community informed and to solicit additional input, regular updates on the progress of the implementation are being provided to the college executive committee as well as other college leadership committees via the office of strategic initiatives, which is headed by the Assistant Dean for Strategic Initiatives and Planning, Vanessa Peoples.

Strategy Leads have been identified who will be responsible for ensuring each strategy’s successful implementation. Each Strategy Lead will chair a strategy working group which will drive the action planning for each strategy based on the output from the planning phase. These groups will be comprised of members from all campuses and will collaborate closely with additional functional representatives from each of the campuses to ensure appropriate integration of the strategic plan across campuses and eventually at the departments and division level within the campuses. The hard work is just beginning, but we are comfortable that we have a clear and unified direction in which to proceed.

Strategy Committee Members Heading link

Process FAQs Heading link

Implementation Process & Responsibilities: FAQs for Strategy Committee Chairs

Action Planning Heading link

Once each subcommittee has finalized its Key Activities, it is time to start building and monitoring the detailed action plans around each Key Activity. Ideally these plans will be developed in writing, agreed by the entire tactic subcommittee (when applicable), and submitted for approval to the strategy committee. If additional support is needed in the development of these plans, please don’t hesitate to reach out to the Assistant Dean for Strategic Planning.

Here is some additional guidance for beginning your action planning:

  • First, within the IMT (in the Strategy BOX folder) complete columns J through AH for each Key Activity.
  • Then, start building the detailed action plans around each Key Activity.

Please feel free to leverage this basic outline action planning format if useful in order to build action plans.

Strategy Metrics Heading link

Reference Article: https://hbr.org/2012/10/the-true-measures-of-success

Global Metrics Heading link

During the implementation process, we will further develop success metrics for each of our ten key strategies as well as the individual tactics within these strategies. The below is a list of the more general metrics which will likely indicate success of our strategic planning process as whole. These metrics were brainstormed with the oversight committees during the planning phase.

  • Student education satisfaction/engagement survey scores
  • Faculty and staff satisfaction/engagement survey scores
  • Number of student applications and yield rate among diverse candidates
  • Number of faculty/staff recruitments and yield rates among diverse candidates
  • Growth in gifts and endowments
  • Operating revenue and expense ratios (operating revenue per faculty FTE, expenses per total FTE, expenses per staff or faculty FTE, etc.)
  • U.S. News & World Report Rankings
    • U.S. News & World Report COM ranking
    • Number of ranked specialties
  • Research grant $/PI
  • Team- and center-based grants as a percentage of total grant funding
  • Access to care: average number of days to the third next available appointment (all types)
  • Average WRVUs per CFTE (all departments, divisions)
  • Social accountability