Academy for Nursing and Health Occupations
A Private, Not-for-Profit, Licensed and Nationally Accredited College of Nursing

Where dreams of a Better Tomorrow Come True … Learn, Grow, Become …

Located at:
5154 Okeechobee Blvd
West Palm Beach, FL 33417
Phone: (561)683-1400
Fax: (561)683-6773
Email Us 

Lois M. Gackenheimer, PhD Ed, MSN, RN
Executive Director / President
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2018 Strategic Plan
Message from the President to Staff and Faculty

As we bring this wonderful 40th Anniversary Year of ANHO’s service to our community to a close, it is only fitting that we reflect on two things; 1. Our great accomplishments and 2. The mandates that will call us to action in the years to come.

Certainly we take pride in having met the accomplishments listed here in our Annual Evaluative Report. We set our goals high and as you read on, you’ll see that almost all of our goals were met and exceeded! You can take pride in the fact that we are in excellent standing with the US and FL Department of Education, Commission for Independent Education, the Florida Board of Nursing, and the Council on Occupational Education. This year we’ve made great candidacy strides for programmatic accreditation for our new Physical Therapist Assistant Program and for our Associate of Science Degree in Nursing Program. Last but not least, our general education division has been approved by the Florida State Authorization Reciprocity Agreement (FL-SARA) just this month, which will allow us to offer general education classes online to students who live in other states that also participate in this compact. All of these accomplishments could not have happened without the fine work of all of our faculty and staff. My deepest gratitude to each of you!

Looking forward we need to educate and develop ourselves to be able to sustain excellence for the decades ahead. Our environment is changing so quickly that it will take an exceptional commitment from every one of us. As you know, educational excellence and accountability is high on the National agenda and will continue to be in the next decade. The political climate is one where every dollar spent on education will have an expected return on investment. Understandably, why would a tax payer want to continue to pay for adult higher education if students can’t complete, attain licensure, and obtain employment? This issue is the essence of simplicity to a tax payer … produce or lose funding … produce or step aside and let those who can do so! Or worse yet, stop funding adult occupational education altogether! You might be thinking, what does that exceptional commitment from me entail? Can I give more than I already give? I would answer; it is a matter of working smarter rather than harder. It is a matter of you not working harder than your students. How will we reach this paradigm shift, starting in 2018 which is only a few days from now? We do it by embracing with zeal, the following 10 concepts or shall I call them commandments for staff and faculty?
  1. I must show passion for excellence every day in everything I do.
  2. I must take a personal interest in each student every day.
  3. I believe that the school is for the students. They are our product, they out most important asset.
  4. I can help students have a sense of belonging and importance.
  5. Through my mature and giving relationship, I will inspire students.
  6. I can have an understanding demeanor but not have my expectations of students be devoid of rigor, dependability, decorum, and deportment.
  7. If I use thoughtful reflection, I can model patience and understanding, yet can adapt to improvements constantly.
  8. I can give fore thought rather than after thought and abiding thought rather than sporadic thought to help students.
  9. I can help people learn through my enthusiasm, energy and love of learning.
  10. I can have unrelieved excitement every day in all aspects of my job, so that it is infectious to students.
At this point, you might be a non-believer, but I urge you to do the research and get on board ASAP if these 10 commandments are not resonating with you. You will find that research shows degradation of the human spirit results in deterioration and failure while the opposite results in flourishing. You will find that evidence shows that engagement in meaningless or low expectation situations leads to decrease in self-worth and effort while the reverse results in high esteem of capability and higher achievement. If you are still doubtful after educational research, I urge you to peruse Fortune 500 companies’ success strategies and notice how important their “branding” messages are and how employees who don’t exhibit the “branding principles” find themselves out of work. Why? Because it is the employees that influence people either positively or negatively. Simple, but true. If Fortune 500 companies don’t resonate with you, look to the National Educational Conferences for Health Care Administrators and notice the titles, “employees have the power to make or break good patient outcomes, the will to survive or give up.

I dare to say, no one reading this is a “nay-sayer”. We all believe in these concepts and commandments; therefore, you and I will make them our commitment to excellence and dedicate the next year to exemplifying these concepts.

As each of us do our part to fuel our passion, zeal, and enthusiasm, we will move closer and closer to the paradigm shift needed for students and us to excel in the next decade and beyond. Remember completion, licensure, and placement is our Return on Investment.

I am looking forward to the journey with each one of you. I hope you are too and will spend some thoughtful time embracing your unique contribution for 2018 and how you can make each of these 10 commandments your 10 commitments for this next year.


Dr. Lois M. Gackenheimer, RN
Executive Director / President


Find at least 10 different students each day and
  • Say something positive directly to them
  • Ask for opinions and value them even if you disagree
  • Show you care with interested active listening
  • Influence success by helping problem solve.  People appreciate meaningful change when they are committed
  • Clearly articulate even if you feel you’re repeating yourself. Just because you said it, doesn’t mean it was heard
  • Lead with Respect – That’s how you earn it
  • Use evidence to base each action and reaction establishing qualitative and quantitative measures to guide evaluation. Ask: As evidenced by what, when, where, why, how and how much?


To Teach - underprivileged, unemployed and underemployed men and women of Palm Beach County the knowledge, skills, and competencies needed to be employed in the Healthcare Profession.

Contributing Objectives:

  1. To network with existing available resources in order to assist students in completing their education, and in obtaining and retaining employment.
  2. To meet the employment needs of the Healthcare Community of Palm Beach County by contributing to a well-prepared workforce.
  3. To offer healthcare employees continuing educational opportunities for keeping knowledge, skills, and competencies current in order to retain employment.


Because the student has a dream,
                  We have a job to do.
Because the student will care for patients,
                  We must protect the public.
Because the student has a choice,
                  We must be all that we can be.
Because the student has responsibilities,
                  We must be considerate.
Because the student is unique,
                  We must be flexible.
Because the student has high expectations,
                  We must excel.
Because the student is the future of Health Care,
                  We must seek continuous improvement.

The Academy for Nursing and Health Occupations believes that any person willing to apply himself or herself can benefit from the education offered. Previous educational successes are not nearly as important as possessing a sincere desire to work and a commitment to help people who are sick, convalescing or dying. Love and compassion for one's fellow man, willingness to work hard, and an even temperament are essential and valued qualities in the Health Care profession and at the college. The belief that students can flourish and achieve anything they aspire to, given a caring, positive educational setting is the prevalent philosophy at the college and is the message behind ANHO's motto "Be all that you can be - Learn, Grow, Become."

The college has maintained the philosophy that in order to adequately prepare students and approve them as competent to deliver care, it is essential to observe their behavior, integrity, responsibility, dependability, and judgment over a prolonged period of time and during many hours of clinical practice in a variety of settings. Students begin and exit the program in groups, participate in community service projects, participate in student organizational activities, and participate in student government. An active volunteer program is also maintained. These activities are encouraged because the college maintains the philosophy that it is important for health care workers to have teamwork, organizational and leadership skills, as well as a commitment to serve the community.


Health Care Employers of Palm Beach County will look to the Academy for Nursing and Health Occupations as their preferred resource for employment and retention of their workforce and the residents of Palm Beach County will look to the Academy for Nursing and Health Occupations as their preferred source of health care education.

Core Values:    ◊ Integrity    ◊ Respect    ◊ Commitment    ◊ Accountability    ◊ Caring    ◊ Teamwork


The Academy for Nursing and Health Occupations prepares students for a healthcare career and, indeed, for life beyond. At a time when health care change is not only occurring more rapidly, more extensively and more substantively than ever before, respect for the individual, concern for others, responsibility and hard work continues to be themed through our pursuit of the intellectual and moral development of our students. In the face of these constant goals in a milieu of change, a strategic plan is required to help the Academy for Nursing and Health Occupation’s college community keep its aims for the future in view.

From its humble beginnings as a small one room, one program operation by volunteers, the Academy for Nursing and Health Occupations has grown in 37 years to affect the entire healthcare community of Palm Beach County. In that time, the administration, faculty, and staff have assessed, in an almost continual process, the college’s situation vis-à-vis its mission and the components of the school’s internal and external community. A “Long Range Plan” has continually been evaluated and revised.

The strategic plan represents a roadmap into the college’s future so that everyone will know where the college is heading and why, and with that knowledge all elements of the Academy for Nursing and Health Occupations’ community will work together with the greatest effectiveness.

As the strategic plan encompasses several years, the focus for consideration may change over time. Therefore, there will be periodic evaluations and revisions no less than on an annual basis.


GOAL: To continue to enhance financial stability to fulfill the mission of the college and to fulfill the goals of the overall strategic plan through 2025. Evaluate Annually

An institution such as a college needs financial resources and financial stability matched to its vision and mission. The college will maintain financial stability through prudent business practices, careful long-range financial planning, and increased Financial Aid funding in the face of decreased grant programs as evidence by achieving the following objectives.
  1. To obtain and access funding sources that will allow the above goal to be met, thus acquiring appropriate human resources, equipment, space, facilities, and supplies. Evaluate Annually

    1. Expand Title IV programs and student base so that grant funding remains below 30% of school’s revenue
    2. Establish scholarship program for those students with a funding gap prior to completion of the program
    3. Establish the college’s reserves to a level of 50% of the college’s Annual Operating Budget.
    4. Maintain investments to grow expansion fund

  2. To, at a minimum, break even at the close of each fiscal year with no debt and fully funding depreciation and maintaining a 1.5 composite ratio. Evaluate Annually.

    1. Expand enrollment in Programs to 5% above the prior year:
    2. Maintain completion rates of at least 75%
    3. Maintain placement rates of at least 85%
    4. Monthly evaluation of human resources, equipment and supplies to meet the college’s goals annually.


Goal: To develop resources to fulfill the mission of the college and to fulfill the goals of the overall strategic plan through 2025. Evaluate Annually.

Toward this end, the Academy for Nursing and Health Occupations will engage in activities related to the following categories: Annually through 2025
  1. Solicitation of contributions/fundraising
  2. Community Outreach
  3. Grant writing
  4. Establishing clinical training
  5. Engage in succession planning
  6. Achieve programmatic Nursing Accreditation
  7. Achieve programmatic Physical Therapist Assistant Accreditation

This development will be accomplished by establishing the following objectives which will be evaluated annually.
  1. Solicit contributions in order to have 50% of the amount of the operating budget in reserve
  2. Community Outreach - Key personnel to have active participation in elite organizations such as
    Palm Healthcare Foundation      Council on Occupational Education
    Palm Beach County Directors of Nursing Assn. Career Source, Palm Beach County
    Florida Board of Nursing CAPTE
    National Honor Society Mental Health Association
    ACEN Alpha Beta Kappa
  3. Procure at least one grant per year to further the college’s mission
  4. Participation in Computerized Clinical Facility Matching System and Supplemental clinical training with Community Experiences that achieve purposeful/relevant experiences
  5. Identify and develop successors to be proficient in managing the school
  6. Achieve programmatic Nursing Accreditation by 2019
  7. Achieve programmatic candidacy status for Physical Therapist Assistant Program by 2018 and full Accreditation in 2020.


Goal: It is extremely important to maintain the college’s physical plant in such a way as to continue to attract excellent faculty and students, as well as ensure that all users have the proper environment to fulfill their respective jobs and responsibilities in a safe, clean, and effective manner through 2025.

To achieve this goal the following objectives have been identified and will be evaluated annually
  1. To establish a long term secure lease
  2. To establish and maintain an environment conducive to learning and maintain the following including preventative maintenance measures for
    1. Lighting – Inside and outside lighting maintained with monthly preventative maintenance
    2. Parking – continue a satellite location for adequate parking as well as allow for growth of enrollment annually.
    3. Educational Resources – – Add more student computers in 2018
      Expand server capability
      Upgrade and replace one piece of Simulator equipment annually.
      Provide Fitness & Therapy equipment in 2018
    4. Maintenance & Repair – Copier upgrade annually.
      Re-carpet/shampoo, paint, and repair during each college closing annually.
      Daily/weekly repairs as needed
    5. Office and Advisement Space – Provide office privacy and conference area for advisement
    6. Add another room of computers to keep up with the demand for online learning resources and testing
    7. Replace mannequins 2018


Goal: To include diversity, and the entire Palm Beach County geographic area, with the goal of producing not only a successful student, but also a successful graduate, and employee through 2025.

To achieve this goal, the following objectives have been set and will be evaluated annually.
  1. Attract/recruit students from diverse cultural backgrounds who meet the elements of the college’s mission and admission criteria.
    1. Hispanic Latino students to be at least 10% of the college’s population
    2. Male students to be at least 10% of the college’s population
    3. Minority students to be at least 50% of the college’s population
  2. Attract/recruit students from a wide variety of geographic areas of Palm Beach County i.e. farming, urban, rural, township, unincorporated areas, including veterans. Advertise on local internet sites with banner ads.
  3. Serve the working PCTs, Rehab Assistants, LPNs and other Healthcare Employees of Palm Beach County to advance their educational level.
  4. Emphasize decorum & caring behaviors as a meaningful portion of preparation for a healthcare professional. This should encompass IPR skills, physical presentation, professional relationships, and following ANHO’s Code of Conduct and rules.


Goal: To provide classroom and clinical resources that will assist students of diverse needs and backgrounds to be successful annually through 2025.

To achieve this goal the following objectives have been set and will be evaluated annually. .
  1. Educational assessments will be used to identify resources that best provide students with opportunities to ensure successful entry into practice.
  2. Auditing ATI/HESI threaded through out the curriculum.
  3. Employer expectations solicited
  4. 4.To establish up to date learning resources available daily.
  5. To provide for life skills, employment skills, decorum, and caring behaviors threaded throughout curriculum.
  6. To assure that student attendance at clinical practice meets state requirements.
  7. To provide private, individual, and caring Academic Advisement for students.
  8. Constant oversight of Friday curriculum, attendance, and feedback, etc.
  9. Provide more computers to meet the demand for on-line learning resources
  10. Pilot curriculum changes in order to meet completion and licensure benchmarks for all programs
  11. Utilization of Sim Lab and skill demonstration to assist in student learning and outcomes


Goal: A student’s success is influenced greatly by the faculty. It is therefore incumbent on the institution to insure that it has qualified, motivated, knowledgeable involved and enthusiastic faculty in its employ. This is a requirement in order to achieve the goals of any educational endeavor, but most especially to achieve the goals of educating health care practitioners annually through 2025.

To achieve this goal the following objectives have been set and will be evaluated annually.
  1. To evaluate staffing levels and assignments monthly.
  2. To meet programmatic accreditation standards
  3. To evaluate classroom, clinical, and simulation faculty with corrective action plans as necessary
  4. To evaluate classroom, clinical, simulation, and online faculty teaching concepts - congruent with approved program curriculum adopted by faculty. Appropriate measures taken for non-compliance.
  5. To provide evidence of faculty development progress toward advanced degrees, scholarly work, and current evidence-based practice used as a basis for teaching and toward shoring up weaknesses.
  6. To evaluate curriculum following each cohort experience of success and progression.

Academy for Nursing and Health Occupations
Faculty Development Goals

  1. Qualified faculty to meet established continuing education goals
  2. Improve faculty educational skills, in the areas of didactic communication, development and assessment, clinical and simulation
  3. Identify sources of successful progression and measure results
  4. Explore evidence based literature to assist faculty with scholarly work
  5. Achieve student learning outcomes and program outcomes

Faculty Development Schedule 2017

April 16, 2018 3:00 pmFaculty Scholarly Presentations
June 11, 2018, 3:00 pmFaculty Scholarly Presentations
August 27, 2018, 3:00 pmFaculty Scholarly Presentations
October 15, 2018, 3:00 pmFaculty Scholarly Presentations


Goal: To meet the needs of the community by fulfilling the mission of the college and meeting the goals of the overall strategic plan annually through 2025.

To achieve this goal, the following objectives have been set and will be evaluated annually.
  1. To collaborate and partner with Community Healthcare Agencies.
    1. To use a variety of 25 or more clinical training sites thereby increasing educational and employment opportunities for graduates
    2. To collaborate with local organizations that assist students/graduates to overcome barriers and become self-sufficient.

  2. To stay abreast of new trends in the delivery of health services.
    1. Attend healthcare meetings and Association functions to ascertain latest trends and needs
    2. Utilize members of the healthcare community in an advisory capacity so as to keep current with industry needs
    3. To survey alumnae and employers’ satisfaction levels and needs.
    4. To have a satisfaction rate of 85% or higher with employers and graduates.

  3. To stay abreast of new trends in the delivery of health services.
    1. Increase student enrollment at least 5% annually
    2. Consistently obtain 85% placement rate as reported on COE Annual Report:
    3. Consistently obtain 85% licensure pass rate as reported on COE annual report:
    4. Continues to have a satisfactory rate of 85% or higher with employers, students, and graduates


Goal: To provide students and faculty with an environment of commitment to excellence annually and through 2025.

To achieve this goal, the following objectives have been set and will be evaluated annually.
  1. To remain current with issues that impact healthcare education and practice utilizing the following:
    1. Regulators and regulation - Commission for Independent Education, Council on Occupational Education, Florida Board of Nursing, US Department of Education, ACEN and CAPTE
    2. Community Organizations – Career Source Palm Beach County, Long Term Care Directors of Nursing Association, YWCA, InJacobsShoes
    3. Professional Associations – Florida Associate of Post Secondary Schools and Colleges, Florida Nurse Association, Sigma Theta Tau
  2. To maintain a current curriculum and resources that are not more than five years old.
  3. To achieve the annual objectives that have been set.

    1. Practical Nursing Program Goals:
      1. 75% or above completion rate within 150% of program
      2. 85% or above training placement including drops
      3. Meet or exceed the National Average Percentage for passing NCLEX-PN Exam

    2. Associate of Science Degree in Nursing Program Goals:
      1. Preparation for ACEN Accreditation Visit
      2. Staff familiar with Accreditation Standards
      3. 50% Completion within 150% of program length
      4. 85% training related placement
      5. Meet or exceed the National Average Percentage for passing NCLEX-RN Exam.

    3. Health Occupations Program Goals:
      1. To evaluate staffing levels and assignments monthly
      2. To demonstrate meeting faculty qualifications
      3. To evaluate classroom, clinical, and simulation
      4. To provide evidence of faculty development
      5. To evaluate curriculum following each cohort experience for 85% completion, 85% placement and 85% licensure pass rates

    4. Physical Therapist Assistant Program Goals:

      Short Term 2018-2019:
      1. Faculty will be members of at least one professional association
      2. Faculty will assess the program and take corrective action as necessary according to student needs, health care environment, and contemporary practice
      3. Achieve CAPTE accreditation

      1. At least 60% completion rate over a two year period
      2. 90% of completers obtain training related placement
      3. At least 85% satisfaction rating with program graduates in preparing them for employment
      4. At least 85% employer satisfaction rate
      5. At least 85% licensure pass rate averaged over two year period

      Long Term 2023-2025::
      1. Increase size and number of cohorts
      2. Increase faculty
      3. Re-Affirmation


Goal: To critically analyze and modify the strategic plan annually so as to maintain a college of excellence at all times annually through 2025.

Progress toward the achievement of the Strategic Plan will be evaluated throughout the year using several methods and data collection tools culminating in the Annual Executive Director’s Report. Input toward this summary is received from faculty, staff, students, and employers via Advisor Meetings, “All Staff” Meetings, Management Meetings, and ad hoc committees and focus groups.

Once the Annual Executive Director’s Report is drafted, it is reviewed with the Management Team, Advisors, Faculty and Staff as well as evaluated by the Board of Directors. Consideration is given to the following:
  • Mission Statement
  • Student progress
  • Student input
  • Program outcomes
  • Employer input
  • Financial, physical, and human resources
  • Instructional and media equipment and supplies
  • Faculty improvement/input
  • Incoming and outgoing student needs
  • Compliance with all regulations
  • Public and community relations/needs
  • Licensure pass rates
  • Accreditation status
  • Employment satisfaction
  • Results of Audits
  • Curriculum review / Staying current

Accreditation Committees 2018

C. Giambatista, Chair
S. Adduci
A. Koivunen
R. Werner
L. Gackenheimer
Standard #1
R.Werner, Chair
J. Werner
C. Giambatista
J. Miller
L. Gackenheimer
A. Stiles
Standard #2
Patient Care Technician
Dr. Adduci, Chair
R. Werner
C. Giambatista
L. Gackenheimer
B. Dortch
M. Gibmeyer
Rehab/Restorative Asst
Dr. Adduci, Chair
B. Dortch
R. Werner
L. Gackenheimer
C. Giambatista
M. Gibmeyer
COE-Standard #2
ACEN 1-6

N. Asser, Chair
R. Werner
L. Gackenheimer
M. Korow
A. Burdick
S. Hamley
R. Ghassemi
Cindy Giambatista
K. Gulledge
C. Leandre
D. Morrison
L. Kanakry
M. Berneche
C. Molina
T. Largey
N. Asser, Chair
L. Kanakry
D. Macavinta
L. Gackenheimer
R. Werner
J. Rubin
E. Ortiz
M. Alma
D. Grotke
D. Macavinta
T. Parker
A. Gill
J. Alexandre
M. Vivanco
C. Williams
COE-Standard #2

Dr. Adduci, Chair
Dr. West, Co-Chair
R. Werner
L. Gackenheimer
C. Giambatista
G. Chomko
Standard #3
S. Adduci, Chair
J. Miller
L. Gackenheimer
N. Asser
M. Adduci
C. Giambatista
R. Werner
Standard #4
Strategic Planning
R. Werner, Chair
S. Adduci
J. Werner
C. Giambatista
N. Asser
J. Miller
L Gackenheimer
M. Adduci
B. West
Standard #5
Learning Resources
C. Giambatista, Co-Chair
S. Adduci, Co-Chair
J Werner
N. Asser
E. Ortiz
J. Miller
L Gackenheimer
L. Kanakry
T. Largey
Standard #6
Physical Resources
J. Werner, Chair
R. Werner
L. Gackenheimer
C. Giambatista
Standard #7
Financial Resources
S. Walling, Chair
C. Giambatista
L. Gackenheimer
N. Asser
R. Werner
S. Adduci
J. Werner
Standard #8
Human Resources
R. Werner, Chair
L. Gackenheimer
S. Walling
C. Giambatista
J. Werner
Standard #9
Organizational Structure
R. Werner, Chair
S. Adduci
L. Gackenheimer
J. Werner
C. Giambatista
Standard #10
Student Services &Activities
S. Adduci, Chair
J. Werner
L. Gackenheimer
A. Stiles
J. Miller
S. Moesly
J. Bymaster
C. Giambatista
R. Werner
L. Rodriguez
A. Koivenen
ACEN Accreditation/Self Study
N. Asser - Chair
L. Gackenheimer, Co-Chair
R. Werner
S. Adduci
M. Adduci
D. Morrison
T. Largey
L. Kanakry
C. Giambatista
M. Korow
K. Gulledge
C. Leandre
S. Hamley
PhTA Accreditation/Self Study
Dr. Adduci – Chair
Dr. West – Co-Chair
L. Gackenheimer
C. Giambatista
G. Chomko
R. Werner
S. Adducci


  1. Begin Charter class of Physical Therapist Assistants
  2. Successful CAPTE site visit in January 2018 and penultimate semester site visit in 2019.
  3. Successful ACEN site visit March 2018
  4. ACEN approval for accreditation status – March 2018
  5. Acceptable COE completion, placement, and licensure rates for all programs in 2018
  6. Fiscal stability maintained
  7. Acceptable employer/alumnae surveys
  8. Increase clinical training sites for all programs
  9. Faculty Development in Educational foundations and strategies
  10. Increase completion, retention and licensure rates for all programs