̨Íåswag

We want CH&W at ̨Íåswag to become known as the destination for the development of healthcare professionals, regionally, nationally and internationally.

Objective 1: Continue to build a reputation of excellence.

• Strategy 1: Enhance the excellence of existing resources, program curriculum and degrees, offering programs unsurpassed by any other institution in terms of quality education.
• Strategy 2: Demand the highest admittance standards, academic integrity, licensure pass rates, and graduation rates
• Strategy 3: Invest in the development of faculty through meaningful faculty recruitment, ongoing faculty support, incentives for continued scholarly development, and offering competitive faculty salaries.

Objective 2: Grow and enhance the brand and recognition of CH&W through effective marketing, partnerships and academic excellence.

• Strategy 1: Promote the accomplishments of students and faculty.
• Strategy 2: Partner with high schools, colleges, counselors, employers and industry experts to recruit high quality, diverse student populations.
• Strategy 3: Build relationships with the community by becoming a premier resource for community education and professional development through means of hosting conferences, continuing education seminars and symposiums.
• Strategy 4: Invest in CH&W’s message through targeted advertising and publicity.

Enrich the student experience by attracting the best students and faculty, from all backgrounds, ethnicities, thought perspectives and experiences.

Objective 1: Provide meaningful support to diversity development.

• Strategy 1: Ensure CH&W is reflective of the diversity within the current health care workforce.
• Strategy 2: Maintain highest academic standards in order to enhance the reputation and attract the nation’s brightest students and faculty beyond the immediate geographic region.
• Strategy 3: Provide focused emphasis on recruiting for diversity of thought, perspective, ethnicities and backgrounds (of students, faculty and staff).

Objective 2: Foster a culture of diversity within CH&W.

• Strategy 1: Provide support services that meet the needs of a diverse population.
• Strategy 2: Identify a liaison within CH&W to champion and emphasize the importance of diversity.
• Strategy 3: Proactively advertise and promote (internally and externally) the importance of diversity to enhance credibility and our reputation of excellence.
• Strategy 4: Become a leader and model for diversity and inclusion best practices.

Assess and grow current resources (time, space, faculty, staff, training, research and funding) to ensure a strong foundation for growth, while projecting and developing resources for the future.

Objective 1: Analyze current operations and identify the optimal resources necessary to ensure students are educated in best practices

• Strategy 1: Provide innovative opportunities for hands-on learning such as a simulation hospital and virtual relationships with community and professional partners.
• Strategy 2: Invest in teaching resources such as clinical space, online classes, computer labs and access points.
• Strategy 3: Identify ways to empower students to achieve success, and in turn, provide the world with an exceptionally prepared workforce.

Objective 2: Identify corporate, community and health care industry partners to enhance and grow opportunities for learning.

• Strategy 1: Be recognized as a community resource, practicing the scholarship of engagement to help solve problems and find solutions in health care.
• Strategy 2: Take advantage of ̨Íåswag’s multiple campuses and locations to embed CH&W in the community to elicit community support and partnerships.
• Strategy 3: Build and develop relationships with potential donors and funding sources, both public and private.

Become a leader in purposeful curriculum development by proactively engaging in ongoing evaluation of industry needs and providing trained professionals to meet those trending demands.

Objective 1: Encourage college-wide involvement to assess, research and guide decisions to grow meaningful degree programs.

• Strategy 1: Ensure adequate resources are in place to allow for additional degree offerings.
• Strategy 2: Identify the ideal geographic location for each degree program so as to attract the most competitive student population possible.
• Strategy 3: Assess trends in degree offerings from other competitive colleges and universities.
• Strategy 4: Partner with the community, industry leaders, corporations and providers to continuously identify workforce needs that can guide curriculum development / program offerings.

Objective 2: Build a strong foundation for dynamic program growth while ensuring that current programs remain competitive and desirable, by providing rigorous curriculum and review.

• Strategy 1: Continually assess existing degree programs for appropriateness, rigor, validity and resources.
• Strategy 2: Explore, develop and implement creative and innovative ways to capitalize on existing curriculum, expand degree offerings, form partnerships, or create certificate programs that prepare exceptional professionals in an efficient and effective manner.
• Strategy 3: Ensure a team-based, collaborative approach to learning that mirrors the evolving profession of health care.

Enhance the College’s scholarly endeavors and research capacity in support of (1) growing healthy communities through designing best practices in prevention and treatment, (2) enhancing economic development through developing an astute and highly, skilled, health care professional, (3) developing novel therapeutic innovations that solve critical health issues faced by our people and (4) transfer new understanding of human disease and impairments that affect our people to everyday clinical practice.

Objective 1: Enhance scholarly capacity and productivity of college faculty.

• Strategy 1: Ensure that faculty and students develop practical knowledge which is relevant through regular practice in their specialized health care field
• Strategy 2: Secure strategic partnerships for student and faculty research.
• Strategy 3: Provide release time for faculty to conduct research and collaborate with students
• Strategy 4: Educate current faculty and students on industry trends, grant writing and acquisition, intellectual property development, and ongoing research review requirements.
• Strategy 5: Secure funding to enhance research facilities and to hire and engage graduate assistants
• Strategy 6: Recruit exceptional faculty with high potential to secure funding and to conduct high impact and meaningful engaged and translational scholarship

Objective 2: Develop and strengthen strategic alliances to support faculty scholarly agendas, community outreach and engagement and economic development and opportunities for our region.

• Strategy 1: Work with community stakeholders to identify needs and faculty expertise to solve everyday issues.
• Strategy 2: Identify and support innovative applications with strong potential for solving community problems
• Strategy 3: Facilitate innovation and discovery through access to proof-of-concept and prototyping equipment and facilities and intellectual property experts

Objective 3: Enhance knowledge exchange with our local, clinical and professional communities.

• Strategy 1: Encourage faculty to disseminate and exchange knowledge through peer-reviewed publications and in other innovative ways to support faculty development, outreach to the community and access to faculty expertise.
• Strategy 2: Enhance the learning environment for students by creating an interprofessional culture of academic development and research.
• Strategy 3: Prepare future scholars by actively engaging students in research projects and research grant programs to gain tangible working knowledge and experience.
• Strategy 4: Cultivate a scholarly culture that supports faculty work, increases visibility of our faculty scholars and access to their expertise by our external stakeholders.