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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2019 Strategic Plan
Message from the President to Staff and Faculty


As we summarize our strategic plan for the next several years, 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 in our Annual Evaluative Report. 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, the Council on Occupational Education, the Accreditation Commission for Education in Nursing and the Florida State Authorization Reciprocity Agreement (FL-SARA). 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 an 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 in 2019? 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 students are our 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, enthusiasm, 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, high expectations, result in high esteem 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 decade 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 ANHO to excel. 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 and how you can make each of these 10 commandments a part of your life.

Most Sincerely and Devotedly,

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

MISSION STATEMENT


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.


PHILOSOPHY


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.


VISION STATEMENT


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




STRATEGIC PLAN INTRODUCTION



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.


FINANCE



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

    Financial Impact: $60,000


    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.

    Financial Impact: $33,000


    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.


DEVELOPMENT



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 – Goal of $25,000.00 per year
  2. Community Outreach
  3. Grant writing
  4. Establishing clinical training
  5. Engage in succession planning
  6. Achieve programmatic Nursing 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
    Financial Impact: $2000.00
  2. Community Outreach - Key personnel to have active participation in elite organizations such as
    Financial Impact: $1000.00
    Palm Healthcare Foundation      Council on Occupational Education
    Palm Beach County Directors of Nursing Assn. Career Source, Palm Beach County
    Florida Board of Nursing Alpha Beta Kappa
    National Honor Society Mental Health Association
    ACEN 
  3. Procure at least one grant per year to further the college’s mission
    Financial Impact: $2000.00
  4. Participation in Computerized Clinical Facility Matching System and Supplemental clinical training with Community Experiences that achieve purposeful/relevant experiences
    Financial Impact: $1000.00
  5. Identify and develop successors to be proficient in managing the school
    Annual Dues: $50000.00 per year
  6. 6.Meet Florida requirements for ADN Program programmatic Nursing Accreditation by 2019
    Annual Dues: $20000.00 per year


PHYSICAL PLANT/MEDIA RESOURCES



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
    Financial Impact: $320000.00
  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
      Financial Impact: $2000.00
    2. Parking – continue a satellite location for adequate parking as well as allow for growth of enrollment annually.
      Financial Impact: $5000.00
    3. Educational Resources – – Add more student computers in 2018 & 2019
      Financial Impact: $25000.00
      Expand server capability IN 2020
      Financial Impact: $25000.00
      Upgrade and replace one piece of Simulator equipment in 2020.
      Financial Impact: $30000.00
    4. Maintenance & Repair – Copier upgrade 2020.
      Financial Impact: $20000.00
      Re-carpet/shampoo, paint, and repair during each college closing annually.
      Financial Impact: $5000.00
      Daily/weekly repairs as needed
      Financial Impact: $4000.00
    5. Office and Advisement Space – Provide office privacy and conference area for advisement
      Financial Impact: $0.00
    6. Add another room of computers to keep up with the demand for online learning resources in 2020 and testing 2022
      Financial Impact: $25000.00
    7. Replace mannequin 2019
      Financial Impact: $3000.00
    8. Two new Scantron machines 2019
      Financial Impact: $20000.00


STUDENT POPULATION



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.
    Financial Impact: $3000.00.
    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.
    Financial Impact: $5000.00.
  3. Serve the working PCTs, Rehab Assistants, LPNs and other Healthcare Employees of Palm Beach County to advance their educational level.
    Financial Impact: $0.00.
  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.
    Financial Impact: $0.00.


EDUCATIONAL NEEDS



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.
    Financial Impact: $50.00/student.
  2. ATI/HESI threaded through out the curriculum.
    Financial Impact: $50.00/student.
  3. Employer expectations solicited
    Financial Impact: $50.00.
  4. To establish up to date learning resources available daily & update print resources. .
    Financial Impact: 100000.00.
  5. To provide for life skills, employment skills, decorum, and caring behaviors threaded throughout curriculum.
    Financial Impact: 0.00.
  6. To assure that student attendance at clinical practice meets state requirements.
    Financial Impact: 0.00.
  7. To provide private, individual, and caring Academic Advisement for students.
    Financial Impact: 0.00.
  8. Constant oversight of Friday curriculum, attendance, and feedback, etc.
    Financial Impact: 0.00.
  9. Provide more computers to meet the demand for on-line learning resources 2022
    Financial Impact: 25000.00.
  10. Pilot curriculum changes in order to meet completion and licensure benchmarks for all programs
    Financial Impact: 0.00.
  11. Utilization of Sim Lab and skill demonstration to assist in student learning and outcomes
    Financial Impact: 5000.00.


FACULTY



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.
    Financial Impact: 0.00.
  2. To meet programmatic accreditation standards
    Financial Impact: 10000.00.
  3. To evaluate classroom, clinical, and simulation faculty with corrective action plans as necessary
    Financial Impact: 0.00.
  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.
    Financial Impact: 0.00.
  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.
    Financial Impact: 2000.00.
  6. To evaluate curriculum following each cohort experience of success and progression.
    Financial Impact: 10000.00.


Academy for Nursing and Health Occupations
Faculty Development Goals

  1. Qualified faculty to meet established continuing education goals
    Financial Impact: 1500000.00.
  2. Improve faculty educational skills, in the areas of didactic communication, development and assessment, clinical and simulation
    Financial Impact: 1000.00.
  3. Identify sources of successful progression and measure results
    Financial Impact: 0.00.
  4. Explore evidence based literature to assist faculty with scholarly work
    Financial Impact: 3000.00
  5. Achieve student learning outcomes and program outcomes
    Financial Impact: 0.00


Faculty Development Schedule 2019


MonthTopic
April 15, 2019 3:00 pmFaculty Scholarly Presentations-ADN Division
June 10, 2019 3:00 pmFaculty Scholarly Presentations-ADN Division
August 26, 2019, 3:00 pmFaculty Scholarly Presentations-ADN Division
October 21, 2019, 3:00 pmFaculty Scholarly Presentations-ADN Division



COMMUNITY NEEDS



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. A.To use a variety of 25 or more clinical training sites thereby increasing educational and employment opportunities for graduates - Employee time 10 hours/week
      Financial Impact: $ 400.00/week
    2. To collaborate with local organizations that assist students/graduates to overcome barriers and become self-sufficient.Financial Impact: $ 0.00

  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
      Financial Impact: $500.00
    2. Utilize members of the healthcare community in an advisory capacity so as to keep current with industry needs
      Financial Impact: $1000.00
    3. To survey alumnae and employers’ satisfaction levels and needs.
      Financial Impact: $0.00
    4. To have a satisfaction rate of 85% or higher with employers and graduates.
      Financial Impact: $0.00

  3. 3.The above objectives will be met when the school reaches and continues to meet the following goals through 2025:
    1. Increase student enrollment at least 5% annually
      Financial Impact: $0.00
    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


COMMITMENT TO EXCELLENCE



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
      Financial Impact: $10000.00/year Travel
    2. Community Organizations – Career Source Palm Beach County, Long Term Care Directors of Nursing Association, YWCA, InJacobsShoes
      Financial Impact: $500.00/year
    3. Professional Associations – Florida Associate of Post Secondary Schools and Colleges, Florida Nurse Association, Sigma Theta Tau, FL Deans & Directors
      Financial Impact: $2000.00/year
  2. To maintain a current curriculum and resources that are not more than five years old. Print Resources
    Financial Impact: $2000.00/year
  3. To achieve the annual objectives that have been set.

    1. Practical Nursing Program Goals:
      Financial Impact: $0.00/year
      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
      4. Evaluate curriculum for skill alignment and credit vs. clock hour


    2. Associate of Science Degree in Nursing Program Goals:
      Financial Impact: $0.00/year
      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.
      6. Keep distance education active with proctored exams


    3. Health Occupations Program Goals:
      Financial Impact: $0.00/year
      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




EVALUATION



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. It is then posted on the web site for students and all constituents to access. Consideration is given to the following:
  • Mission Statement
  • Student progress
  • Student input
  • Program outcomes
  • Employer input/Alumnae 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 and Analyses
  • Curriculum review / Staying current

ACADEMY FOR NURSING AND HEALTH OCCUPATIONS
Accreditation Committees 2019


TOPICMEMBERS 
Conditions
C. Giambatista, Resource
M. Wilkinson, Chair
S. Adduci
S. McKinney
R. Werner
L. Gackenheimer
 
Standard #1
Mission
R.Werner, Chair
L. Gackenheimer
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
ADN
COE-Standard #2
ACEN 1-6

N. Asser, Chair
R. Werner
L. Gackenheimer
D. Morrison
S. Hamley
R. Ghassemi
K. Tyson
K. Gulledge
K. Gulledge
C. Leandre
L. Kanakry
M. Berneche
Cindy Giambatista
L. Patterson
PN
N. Asser, Chair
L. Kanakry
D. Macavinta
L. Gackenheimer
R. Werner
J. Rubin
E. Ortiz
M. Alma
M. Korow
D. Grotke
D. Macavinta
T. Parker
A. Gill
J. Alexandre
M. Vivanco
C. Williams
Standard #3
Outcomes
S. Adduci, Chair
J. Miller
L. Gackenheimer
N. Asser
M. Adduci
C. Giambatista
R. Werner
Standard #4
Strategic Planning
R. Werner, Chair
S. Adduci
L Gackenheimer
C. Giambatista
J. Miller
N. Asser
M. Adduci
Standard #5
Learning Resources
C. Giambatista, Resource
M. Wilkinson, Chair
J Werner
L. Gackenheimer
N. Asser
S. Adduci
E. Ortiz
L Gackenheimer
L. Kanakry
M. Korow
Standard #6
Physical Resources
C. Giambatista, Resource
M. Wilkinson, Chair
R. Werner
L. Gackenheimer
 
Standard #7
Financial Resources
S. Walling, Chair
C. Giambatista
L. Gackenheimer
N. Asser
R. Werner
S. Adduci
M. Wilkinson
Standard #8
Human Resources
R. Werner, Chair
L. Gackenheimer
S. Walling
C. Giambatista
Standard #9
Organizational Structure
R. Werner, Chair
S. Adduci
L. Gackenheimer
M. Wilkinson
C. Giambatista
Standard #10
Student Services &Activities
S. Adduci, Chair
J. Bymaster
L. Gackenheimer
A. Stiles
J. Miller
S. McKinney
C. Giambatista
R. Werner
L. Rodriguez
ACEN Accreditation/Self Study
N. Asser - Chair
L. Gackenheimer, Co-Chair
R. Werner
S. Adduci
M. Adduci
D. Morrison
S. Hamley
M. Berneche
C. Giambatista
M. Korow
K. Gulledge
C. Leandre
L. Kanakry

2019 INSTITUTIONAL GOALS


  1. Meet COE’s benchmarks for all standards
  2. Meet ACEN’s benchmarks for all standards.
  3. Meet Board of Nursing benchmarks for all programs
  4. Fiscal Stability maintained
  5. Satisfied students, alumnae and employers maintained
  6. Help struggling students develop an effective way to study / “study plan”


POLICY FOR THE STRATEGIC PLAN


Purpose/Scope of Services:Evaluation of Vital School Functions and Services in order to develop and utilize a Strategic Plan to guide excellence and continuous improvement for ANHOProcedure:
  1. Evaluation will be ongoing and formally compiled into an annual report summarizing Quality Assurance and Improvement;
Major Activities:
  1. The following areas will be evaluated by the indicated means and by the indicated school official


FunctionFunction Evaluative Measures and FrequencyFrequencyResponsible Person
Academic Achievement of Objectives and CurrencyStudent Grades
Monthly Progress Notes
Management Plans
Pass/Fail Rates for State Testing (CNA & NCLEX)
Weekly
Monthly
Monthly
Quarterly
Academic Dean
Asst Academic Dean
AttendanceAttendance Records
Management Plans
Weekly
Ongoing
Academic Dean
Asst Academic Dean
Clinical Achievement of Objectives and CurrencyAvailability
Utilization
Satisfaction
Each clinical assignmentAcademic Dean
Asst Academic Dean
RetentionReview StatisticsQuarterlyAcademic Dean
Asst Academic Dean
Employment/PlacementReview Placement Book
Offer Assistance and Guidance
30/90 day post-training completion
Analyze and correct reasons for non-placement
Evaluate, Correct, Repeat
Monthly
Monthly
Monthly
Monthly
Academic Dean
Asst Academic Dean
Dean of Student Services
Faculty DevelopmentParticipation in Continuing EducationMonthlyAcademic Dean
Student ActivitiesStudent Satisfaction Surveys
Insure Satisfactory Progress achieved by graduation
Alumnae/Employer Surveys
Quarterly
Bi-Annually

Ongoing
Academic Dean; Assistant Dean
Dean of Student Services
Health & SafetyReview, investigate and follow-up Incident and Accident reports
Summarize, evaluate, modify practice

Ongoing
Quarterly
Assistant Director
Staff Support and Telecommuni-cationsCheck documents for quality of copies, typographical errors, organization and filing systems
Check timeliness of jobs completed
Check phones answered by third ring
Check courtesy
Check accuracy of messages
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Dean of Student Services
Record RequestsCheck for release signature
Check for compliance with 48 hour turn-around
Ongoing
Ongoing
Dean of Student Services
Outreach/RecruitmentCheck Reports
Check follow-up and guidance sessions
Weekly
Ongoing
Dean of Student Services
  1. It will be the responsibility of the Executive Director to summarize the above reports and present them annually to the staff and faculty, the Advisory Council and the Board of Directors.
  2. After parties of interest analyze the Annual Evaluative Report, a Strategic Plan is developed to include the following categories: Finance, Development, Physical Plant/Media Resources, Student Populations, Educational Needs, Faculty, Community Needs, Commitment to Excellence, Evaluation, Table of Organization, Mission and Vision, Annual Accreditation and Committee Assignments


Evaluation of the Plan:
The Staff, Faculty, Advisory Council and Board of Directors use the results of the Annual Report to develop the Strategic Plan. Student input is taken into consideration also when it is revised, which is at least annually and more often as needed.

The Executive Director is responsible for coordinating the development of and sharing of the Strategic Plan.

Major Publications:
The Strategic Plan will be accessible on the school’s web site and will also be accessible in paper copy for Students, the Staff and Faculty, Advisory Council, and Board of Directors.

Constituents with which the Plan is shared:
StudentAdvisors
General Public Board of Directors
Staff & Faculty Affiliating Agencies

Budgetary Resources for each revisionEmployee time for collecting data, analyzing, and compilation
Financial Impact$ 8,000.00

Web Site Access
Financial Impact$1,000.00

Paper Publication
Financial Impact$1,000.00

TOTAL$10,000.00