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This story began last August 2017 when Dean Helitzer was tasked by President Michael Crow and Provost Mark Searle to lead a visioning process for the College of Health Solutions. There were several questions that the president and provost wanted the visioning process to address:
We were directed to accomplish this visioning process by December 1, 2017 to keep us on track toward implementing the new vision over the 2018-2019 academic year. After more than 40 meetings and input from almost 300 stakeholders, we were able to answer those questions: our unique identity is to be the translator and facilitator of scientific health-related discovery into practice. Our focus is to identify and implement solutions to the most pressing health problems of our state and our nation.
The President and the Provost applauded our initial vision and directed the Dean to lead the development of processes and procedures to take us from vision to design and then to implementation. The highlight of the Dean's meeting with President Crow and Provost Searle was that they said that what we were proposing was the most innovative college prototype they had ever seen.
We were humbly reminded that “the devil is in the details” and that we had to demonstrate that we understood the breadth and complexity of what we were trying to achieve. President Crow and Provost Searle told us that undertaking our proposal would be no small feat. Among other tasks, we had to recommend a budget, solidify a new and expanded structure, and develop new operational procedures. One hundred and twenty (120) committee and subcommittee meetings later, we did it! Our hard work and commitment to our new vision has enabled us to design the nuts and bolts of a new and functional College of Health Solutions.
In order to efficiently roll out our new structure over the next year, the Executive Visioning Team and College Leadership will be mapping out what will happen in the year ahead. Much work remains to be done. Processes that the committees developed in Phase II will be vetted and tested. We want to be able to maintain the integrity of the process we started in the fall: getting feedback from our stakeholders and incorporating that feedback into the next version. Input continues to be gathered from the leaders of the institution, from the President, the Provost, the Provost's deputies, our external (community) stakeholders, and the Deans, and faculty and staff who want to join with us to make a difference in health outcomes.