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saint luke’s college of health sciences

vital signs

about saint luke’s college accreditation The B.S.N. program at Saint Luke’s College of Health Sciences is accredited by the Commission on Collegiate Nursing Education (CCNE). The B.S.N. program at Saint Luke’s College is fully approved by the Missouri State Board of Nursing and graduates are eligible to apply to the examination for licensure to become a Registered Nurse (R.N.). Saint Luke’s College of Health Sciences is accredited by The Higher Learning Commission (H.L.C.) of the North Central Association.

board of directors Leo Sweeney, B.A., D.T.M. (Chair) Carol Tinsman (Vice Chair) Kay Barnes, M.P.A., M.A. Daniel Bolen, J.D., LL.M; Raymond Courter, M.A. Jeremy Crow, M.B.A., P.M.P. Lynn Garza, M.S.N.F.N.P. Rosemary Graves, Ph.D. Debbie White, R.N., M.S.N., M.S.A., A.C.S.N.-B.C., N.E.A.-B.C. Jim Wilson


it is stating the obvious to note that health care is going through a time of dramatic change and turmoil. The pressures to reduce costs are intensifying at the same time that the population is aging and a growing number of individuals with chronic conditions have expanded access to health insurance. This will lead to increasing demands on healthcare professional and systems. Responding to these demands will be exacerbated by a growing shortage of educated health care workers including nurses, advanced practice nurses, primary care physicians, therapists, and imaging technicians. Saint Luke’s College is uniquely prepared to respond to these needs. For 110 years we’ve produced outstanding nurses. This report will detail why we remain a regional and national leader on every measure of success in nursing education: pass rates on the licensure exam, persistence to graduation, employment following graduation and low default rates on student loans. We intend to build on these successes as we move forward. The progress that we have achieved has been accomplished without asset transfers from the Hospital or Medicare Pass-through dollars. More importantly, we have achieved balanced budgets without shifting the burden to our students in the form of dramatic

tuition increases. In fact, we have the highest NCLEX pass rate in the State of Missouri and the lowest tuition in our region. Further, 100 percent of our students are employed within six months of graduation. Although we were forced to separately incorporate in 2010 by the accrediting agency, our bonds with the Saint Luke’s Health System have never been closer. This report to our alumni and friends tells the story. It is divided into two sections. The first tracks dramatic changes that have taken place at the College since 2010 organized around our four Decision Drivers: n Student Success n Student, Faculty and Staff Satisfaction n Financial Viability n Enrollment

Dr. Dean L. Hubbard president, saint luke’s college of health sciences

The second section looks to the future noting strategic objectives currently being implemented and opportunities requiring additional refinement and/or funding. We are confident that you will be pleased and proud as you read what Saint Luke’s College of Health Sciences has achieved. We continue to celebrate your support while we welcome your suggestions and questions.

core expenses per fte enrollment by function, fiscal year 2012 $2,056

student services



comparison group median $7,910


$7,412 $363

academic support


Our policy is to maximize resources on instruction and student service and to minimize administrative expenses. We lead our peers in each category.


institutional support

$4,145 $0










saint luke’s college of health sciences

mission statement Saint Luke’s College of Health Sciences is an educational leader serving exceptional students pursuing undergraduate and graduate degrees in health-related disciplines. As an independent institution of higher education closely affiliated with Saint Luke’s Hospital, the College seeks to prepare leaders to effectively meet health care needs in complex organizations and diverse social environments. A broad base of knowledge derived from general education studies is integrated into each program as a foundation for personal growth, professional education and practice. A stimulating academic environment, employing multiple modes of instructional delivery, supports a curriculum that enhances thinking, promotes high quality, safe, evidence-based practice, develops leadership potential, fosters a community service orientation, and encourages lifelong learning.

vision statement Saint Luke’s College of Health Sciences aspires to be a leading educational institution for preparing professionals in the healing arts. Further, we seek to continue our collaborative relationship with the region’s quality leader, Saint Luke’s Hospital and the Saint Luke’s Health System, thus affording our students leading-edge clinical educational opportunities. We envision growing to a combined enrollment of 500 students in multiple disciplines by 2016.

values n n n n n n


Accountability Integrity Knowledge Professionalism Excellence Respect

student success “the most recent graduates to take the nclex-rnŽ were the may 2013 class, 94 percent of whom passed on their first attempt, the highest percentage of any b.s.n. nursing program in missouri.�


there is universal agreement that the role of nurses in delivering health care will expand substantially in the coming years.

dr. JAMES HAUSCHILDT academic dean, saint luke’s college of health sciences

This expansion will be driven by at least the following factors: n Efforts to control costs n The inadequate number of primary care physicians and the unlikelihood that the supply coming out of medical schools will meet future demand n The aging population and the desire to keep the elderly at home for as long as possible n The looming retirement of a substantial portion of the current nursing population An additional stimulus for change is the trend regarding evidence the B.S.N. is becoming the threshold requirement for employment. Saint Luke’s College is committed to meeting the nursing educational needs of the Saint Luke’s Healthcare System and the Kansas City community. We admit only the top-performing students into our programs. Our basic goal is for our students to succeed academically through successfully passing the licensure NCLEX® exam as well as becoming practice-ready upon entering the workforce. Accreditation boards evaluate the quality of our programs by the number of students passing the NCLEX® on their first attempt. The most recent graduates to take the exam were the May 2013 class, 94 percent passed on their first attempt— the highest baccalaureate program in Missouri. In order to ensure that the College continues to lead in nursing education,


we’ve developed and implemented several critical educational innovations.

hybrid courses Starting fall 2012, faculty implemented hybrid teaching for all courses in the curriculum. In this learning environment, a blend of instructional methods is used to accommodate various learning styles and to prepare students for class with online assignments and tutorials. Because students are already introduced to the class material, the instructor can focus class sessions on a deeper level of learning from synthesis to evaluation through the use of discussions and applied examples.

academic service partnership The Academic Service Partnership is an innovative collaboration between the College and Saint Luke’s Health System. Tenets of this new clinical model include: n Deployment of nurse preceptors as clinical instructors n An apprenticeship learning environment where baccalaureate prepared staff nurses have an active, although reduced patient load n Low, 2:1 student/Clinical Instructor ratios n Faculty who serve as facilitators tracking overall learning outcomes This approach places students in active learning environments, focused on applied, contextual learning and clinical practice outcomes consistent with the baccalaureate nurse. Student nurses work with the same Clinical Instructor throughout the semester for consistency in teaching and learning. They are

integrated into the patient care team on the clinical unit in order to foster mutual accountability for patient care.

experiences which facilitate teamwork, patient safety, enhanced clinical reasoning, and professionalism. Simulation is an active teaching strategy that combines technology with traditional clinical learning experiences.

quality matters The national Quality Matters Program is a benchmark for course design and review which includes 41 specific standards regarding the design, development, and delivery of the courses. Our faculty apply these principles to all our courses – online or face-to-face, those using a hybrid methodology or in a clinical, skills or simulation setting.

Simulation experiences offer a safe, controlled learning environment for students to practice problem solving and psychomotor skills extensively with adult and pediatric high-fidelity manikins in various clinical contexts, prior to actual patient encounters.

student peer mentoring

The college is fortunate to have 100 percent of faculty trained using the model, several faculty specially trained as certified reviewers, and one is a Master Reviewer and National Facilitator.

Peer Mentors at Saint Luke’s College are senior students serving as personal and professional role models, selected through a competitive academic and faculty nomination process. Peer Mentors assist other students with challenging course content by reinforcing key concepts, themes, and successful study techniques. Topics include: time management, study and organizational skills, test and term paper/projects preparation, and setting goals. Additionally, student peer mentors provide other forms of social support such as friendship, networking, and aiding the student’s adjustment in the difficult transition to life as a nursing student.

simulation We have a state-of-the-art Simulation Center, featuring two fully simulated hospital rooms, one fully simulated birthing room, three control rooms, three debriefing rooms, and a 10-bed skills lab where students practice clinical skills. The Center is a setting in which students integrate concepts and theory with clinical skills through guided, standardized

saint luke’s college of health sciences pass rate of nclex-rn® 100%

national 97%

90% 89%








kansas missouri saint luke’s college


Saint Luke’s students have higher pass rates than their peers in Missouri on the NCLEX® examination. They also pass at percentages above the national average. At the same time, our tuition is lower than any of our peers in Missouri.

60% 50% 40% 30% 20% 10% 0% 2010





student, faculty & staff


“our goal is to sustain a campus environment where everybody – students, faculty and staff – begin each day excited about the opportunity to learn and improve every aspect of the college.”


saint luke’s college is deeply invested in its students, faculty and staff, and we actively pursue ways to gauge satisfaction. We want to know our strengths and to address our challenges. The data gathered helps to ensure resources are used efficiently and effectively and guide our decision making.

inventory allows us to identify high importance and high satisfaction areas as well as low satisfaction areas that are highly important. Various other quantitative and qualitative surveys are conducted throughout the year. For example, the President and Academic Dean regularly meet with student representatives and they also hold small group meetings with students, faculty and staff throughout the year.

One method used to gain insight on student satisfaction is through the Noel-Levitz Student Satisfaction Inventory which students complete yearly. This data enables the College to compare our results with others nationally and to observe longitude trends. Using the student satisfaction

saint luke’s college of health sciences student satisfaction on important rankings

executive assistant to the president / academic dean / director of institutional research





6 5.48

5.39 5.23










4.29 4.23


3.20 3


We systematically monitor student satisfaction in eight areas in order to identify opportunities for improvement. In addition to improving yearto-year on each of these measures we lead our peers.




0 registration


student fees

student services

parking spaces

quality class instruction

student experience

student services


saint luke’s college of health sciences



Vicki Bennett

jennifer blanchard

Cindy Bradley

Kathleen brewer

Laurie Brooks

Leslyn Brouillette

Daria Byrne

beth cita

Kim clabaugh

teresa denk-smajda

Deb Grandstaff

Jane hedrick

Lucy hood

Jackie kampmann

Karen komoroski

nancy krahl

Karen lea

Kay luft

vicki meek

Terra Merrick

deborah negus

Caroline olawaiye

lorraine rosenthal

megan ubben

Sharon White-lewis

financial viability “a major thrust of our strategic plan was to achieve balanced budgets that were not dependent upon asset transfers from the hospital or medicare.�


prior to saint luke’s college incorporating, saint luke’s hospital provided a $3 million subsidy for the nursing program, $1.5 million of which was reimbursed by Medicare. Subsequent to incorporation, Medicare ceased to subsidize the nursing program. Additionally, given the changes taking place in healthcare, it was clear that the System would no longer be able to provide the large annual subsidies that had undergirded the program since its founding in 1903. Marcia Ladage executive director of business operations and student services, saint luke’s college of health sciences

Consequently, a major thrust of our strategic plan was to achieve balanced

budgets that were not dependent upon asset transfers from the Hospital or Medicare. Accomplishing our financial goals meant growing enrollment while holding down operational costs. The results have been dramatic. Within three years we have been able to achieve a positive fund balance. The challenge now is to increase our scholarship funds to match our growth in enrollment.

revenue $6 million $5,570,061 $5 million

$4 million $3,291,237 $3 million

$2 million


$1 million $521,432 $0 2010 actuals


2011 actuals

2012 actuals

2013 actuals

The increase in revenue from 2010 to 2013 reflects the growth in our enrollment and has resulted in modest positive fund balances.

saint luke’s college of health sciences

2013 donors over $100,000 Cynthia Hilliard Charitable Remainder Trust Mr. and Mrs. Robert A. Kleist Mr. and Mrs. John Sherman

$50,000 - $99,000 Jeanine E. Koger Trust

$10,000 - $49,000 Brisley Phillips Scholarship Fund, Bank of America, trustee Mr. and Mrs. Gary L. Dunnivan SkillBuilders Fund

$1,000 - $9,999 Peter and Helen Debus The Elsevier Foundation Mrs. Martha Walker Hoffman Mr. and Mrs. Bill McAllister Candace and Charles McDowell Menorah Legacy Foundation Cappy and Peter Powell

under $999 Anonymous (7) Aberdeen Village Marian R. Anderson Ms. Nancy S. Arnold Mrs. Mary E. Ascher Mrs. Geribeth Auslander Ms. Susan Baker Mr. and Mrs. John A. Bard Mrs. Sleeta Ann Bartlett Mr. and Mrs. John D. Barto III Ms. Rebecca A. Basinger Ms. Sara R. BassettCarroll Betty L. Baxter Ruth A. Beach Mrs. Shirley A. Beaver Mrs. Marilyn A. Becker Mr. and Mrs. Doug Beckwith

Mrs. Leona K. Beezley Mrs. Susan K. Benoit Ms. Alice K. Bergfalk Mrs. Alberta Walker Beust Patty Finklang Beyer Mrs. Martha L. Blanton Mrs. Carol Hyatt Bolin Mrs. Linda A. Bolin Mrs. Breanne R. Bradley Mrs. Aeris Dee Breit Mrs. Leora M. Bremer Dr. M. Kathleen Brewer Ms. Anne M. Briginshaw Ms. Margaret T. Brinkman Beverly Stoneman Britton Mr. and Mrs. Robert Brooks Mrs. Barbara A. Brown Katherine Buccero Mr. and Mrs. Edward R. Bunker Cards ‘N Things Mrs. Ruth M. Carter Mrs. Cheryl L. Cavanaugh Darlene G. Chauvin Mrs. Jean E. Clark Mr. and Mrs. Jerry D. Clinton Ms. Teresa M. Coyne Miss Kayla E. Davies Ms. Mary Jo Day Ms. M. Charlene Dearing Wanda McCafferty Devers Joan McMillin Dick Mr. and Mrs. Kenneth Dickmann Dr. and Mrs. Paul G. Diederich Ms. Mary J. Dougherty Diane Dunford, R.N., M.A. Mr. and Mrs. Michael Dunnivan Mrs. Nancy Adams Dycus Mr. and Mrs. Jimmy L. Early David and Becky Eder Ms. Shirley A. Emmert Ms. Janessa P. Endaya Ms. Robin L. Evans Mr. and Mrs. Timothy J. Evans Sandra Evensen

Shirley Feasel Farnsworth Mrs. Phyllis S. Feaster Ms. Carolyn M. Fesmire First Friday Group from Overland Towers Sister Angela Fitzpatrick Cynthia Foskett Ms. Virginia A. Foster Ms. Amanda M. Fox Shari L. Freeland Mrs. Linda L. Garrison Barbara Sue George Ms. Nancy E. Gibson Mrs. Mary Susan Goodrich Mrs. Nila Hawley Graham Ms. Debra J. Grandstaff Linda E. Graves, R.N., M.S.N. Mr. Daniel G. Griffin Margaret Grimes Mrs. Margaret Guenther Marie E. Gundesen Mrs. Kristina M. Gurera Mrs. Beverly J. Haines Mrs. Francine Gillett Hanover Corrine A. Hansen Ms. Jeanne M. Hanson Kim Schroeder Harding Julie Harper Mrs. Patricia K. Harrison Ruth Tempel Hartwig Nancy and Larry Haynes Dr. Jane L. Hedrick Mrs. Angella D. Herrman Mrs. Peggy D. Hieronymus Sarah Beeks Higdon Dr. Judy Hileman Sirilak Hirschmann Ms. Carol A. Hite Shirley Leuenberger Holliday Lucy Hood Kathy Hughes Mrs. Dorothy L. Hunt Mrs. Janice K. Hurt Mrs. Marjorie M. Idol Ms. Frances G. Jeannin Mrs. Dorothy B. Jones Carol Karrle Kate’s Kids

Ms. Denise Keep Ms. Pamela Kellison Ms. Marian S. Keltner Connie Miles Kiburz Therese and Dennis King Pat Harms Klase Mrs. June L. Knaack Ms. Tonjia M. Kolanowski Judith L. Korneman Mary Lou Kotz Mr. and Mrs. Robert V. Krahl Fredrick and Emily Kreisler John and Carla Krostag Mrs. Joan K. Kuran Barbara J. Kurtz Mrs. Marcia E. Ladage Mrs. Esther H. Langhofer Ms. JoAnne Langton Brenda LaOrange Barbara Merrick Larison Joan Layman Ms. Karen Lea Ms. Roberta Lenahan Mrs. Janet L. Lepper Mrs. Anna M. Leuenberger Mr. and Mrs. Edward Lewis Lou Linville Mr. and Mrs. Stephen C. Luft Mrs. Sally D. Lundy Mrs. Virginia R. Maras Dr. Veta M. Massey Ms. Barbara J. Mathews Mrs. Kaeding McConaughey Mrs. Randalyn G. McDonnell Mr. and Mrs. Tom McFarland Ms. Paula J. Mendez Ms. Marietta Mershon Mrs. Connie Michael Ruth Woods Mielke Ms. Mary K. Miller Mrs. Dixie L. Mings Mr. Dean Moburg Mrs. Betty S. Moir Mr. and Mrs. Gary Moxley Dr. Sherry Mustapha Kathy Meisner Nickel Vonnie Rindt Niederwimmer Ms. Stephanie Nielsen

271 donors gave $561,502.86 Jean M. and John D. Ober Mrs. Jennifer T. O’Neill Joyce Kutz Orlowski Mrs. Noreen Mitchell Ott Anne Almdale Paris Mrs. Sandy Parke Janet Parks Ms. Rosa Parodi Joan Damon Penner Ginny Perez Lynda Perry Mrs. Lela C. Peterson Miss Rosa E. Phillips W. Alan and Gwynn Pirnie Mr. and Mrs. William C. Pivonka Ms. Ruth E. Polly Mrs. Donnealia Porta Phyllis Sherer Ray Jean Replogle Ms. Katherine M. Rhodes Mrs. Verna Rhodes Mary Jo and Martin Ricono Ms. Linda M. Robinett Mrs. Bertha J. Robinson Ms. Linda R. Ronsick Mrs. Norma J. Rose Mrs. Betty J. Russell Saint Luke’s Hospital Auxiliary Mrs. Joyce M. Salmon Barbara Saner Mr. and Mrs. James D. Satterfield Mr. and Mrs. Kenneth R. Saunders Mrs. Joy A. Scheunemann Mrs. Janet L. Schlegel Don and Carol Schmidt Mr. and Mrs. Kenneth L. Selby Donna Sexton Clinical Research Associate LLC Mr. and Mrs. Terry Sexton Judi Shaffer Peggy Noger Shaw Ms. Becky L. Shouse Mrs. Karen L. Shryock Mr. and Mrs. Donald Siegmund Mr. and Mrs. Allen R. Slater Ms. Cheryl D. Smith Claudette Smith Smith

Ms. Jacqueline N. Smith Mrs. Linda Follett Sours Nancy Sparks Ann M. Spears Mrs. August A. Spencer Ms. Gwendolyn M. Staab Mrs. Lawrence C. Stacy Mrs. Cynthia A. Stasevich Ms. Gloria Jean Summers Ms. Heather L. Taylor Louise Tharp Ms. Marvella S. Thomas Sue McAnaw Thompson Sue Thornton Mr. David Throndsen Ms. Ginene Tiberio Margy H. Toler Mrs. Virginia A. Torchia Mrs. Donna W. Upp Beverly van Zanten Mrs. Lindsay E. Vance Visitation Church Social Services Mrs. Angela L. Wadleigh Mr. and Mrs. Robert J. Wagner Tom and Starr Wagstaff Mrs. Nancy D. Wainwright Mrs. Jo Anne Waite Ms. Jan Elizabeth Warren Mrs. Dixie L. Wehmeyer West Braeside Homeowners Association Mrs. Janet M. White Ms. Jan H. Whitlow Patricia Wicke Mrs. Donna J. Wienberg Ms. Barbara J. Wilkison Mrs. Joan D. Willcott Ms. Mary Williams Mrs. Sally E. Wilson Mrs. Jennifer J. Wood Ms. Priscilla L. Woodliff Dick H. Woods Jr. Ms. Sophie Woodworth Mrs. Elizabeth A. Woolcott Ms. Jennifer Wright Mary Dunning Zabrosky


enrollment “our traditional b.s.n. program grew rapidly to 400 students.�


the college has grown enrollment five-fold while holding administrative costs relatively steady. Pursuing this strategy required a larger facility which the Saint Luke’s Health System funded. We will have as many as 400 applicants for every B.S.N. class of 96. That trend continues even though we now admit twice a year. As a result, our traditional B.S.N. and R.N. to B.S.N. programs grew rapidly to 388 students this spring. We have 59 graduate students and our total College enrollment is 447. We added R.N. to B.S.N. and R.N. to M.S.N. tracks for licensed nurses who had graduated from associate degree or diploma programs.

The master’s program is structured as “cohorts” – an adult-oriented learning model built on the principle that people tend to learn better in groups where they can incorporate previous experience and apply their learning in context. The learning experience is interactive setting the stage for a dynamic educational experience. The program is organized into three tracks: n

Adult-Gerontology Acute Care Nurse Practitioner n Nurse Educator n Nursing Informatics We also offer certificate programs in all three graduate track areas.

saint luke’s college of health sciences student enrollment

bsn program

msn program

500 60 400

25 356



15 263

director of enrollment management and human resources, saint luke’s college of health sciences

The B.S.N. program continues to be our core program providing the financial stability necessary so we could begin offering graduate programming.




josh richards




2009 fall

2010 fall

2011 fall

0 2012 spring

2012 fall

2013 spring

2013 fall


graduate programs “the world of health care is changing every day with new technologies, new laws and new challenges. our graduates are prepared with the knowledge, leadership skills and clinical reasoning to design and deliver care in a rapidly changing environment.�

18 16

saint luke’s college admitted 32 graduate students the first year of the program. After completing the core coursework, students enter one of three tracks: Adult-Gerontology Acute Care Nurse Practitioner, Nurse Educator, or Nursing Informatics.

dr. Kathleen brewer professor / director of graduate programs

The College also accepted students into the R.N. to M.S.N. program which includes a Bridge course designed to prepare students for graduate work. While completing the graduate level R.N. to M.S.N. Bridge course, students are concurrently enrolled in the graduate core courses and select their specialty track. “Our commitment is to prepare leaders and advanced practice clinicians to meet the healthcare needs of diverse individuals in a complex environment,” said Dr. M. Kathleen Brewer. As Director of the Graduate Programs, Brewer is committed to building College programs including a future Ph.D. program. “Our graduate program focuses on discovery, scholarship and practice that reflect societal needs for complex nursing services in a variety of settings,” said Brewer. The career outlook for the graduates continues to grow. As changes in healthcare are made across the nation, the need for advance-practice nursing

professionals increases in hospital settings, minute-clinic/urgent care centers, and in business and industry. Additionally, hospital-based nursing environments are expecting nurses to be more qualified educationally holding a minimum of a bachelor’s degree. For many nurses, their promotion might be dependent on having a master’s degree as well. This educational trend reinforces the need for highly qualified and educated professors in nursing colleges. With the current lack of doctorally prepared nurses to assume faculty roles, there exists a need to provide educational opportunities to nurses who wish to teach in colleges of nursing. For those educated in Nursing Informatics there are private industry, as well as hospital-based opportunities driven partly by federally mandated use of electronic medical records. “The world of healthcare is changing every day with new technologies, new laws, and new challenges. Our graduates are prepared with the knowledge, leadership skills and clinical reasoning to design and deliver care in a rapidly changing environment,” said Brewer.


where do we go from here? “we are constantly systematically tracking trends in our environment, looking for new opportunities, improving old initiatives and setting new objectives and stretch goals.�


shortly after incorporation in 2010, a strategic planning committee was appointed to develop a five-year plan for the institution. The final plan included: n Substantially growing undergraduate enrollment by admitting two classes per year instead of one n Instituting an R.N. to B.S.N. program to serve the needs of those in the region who had completed diploma or two-year programs n Applying to the Higher Learning Council Commission and the State of Missouri for approval to offer postbaccalaureate program n Becoming less dependent on Saint Luke’s Hospital for finances n Securing a new facility to accommodate growth Even though the time horizon for the plan’s completion was 2015, all of these goals were achieved by 2013. In keeping with our commitment to continuous improvement, planning is viewed as a continuous activity at Saint Luke’s College. In other words, our plan is never finished. We systematically track trends in our environment, looking for new opportunities, improving old initiatives and setting new objectives and stretch goals. Our active strategic objectives have been reviewed/refined by the Strategic Planning Committee, approved by the President’s Cabinet, the Board of Directors and the CEO of Saint Luke’s Hospital of Kansas City. Also listed are some initiatives that are still being researched and refined as possible future strategic objectives. Together they provide a picture of where the College

is heading. Of course, we welcome comments and suggestions along with new ideas to consider. 1. Grow enrollment in graduate programs by 300 students and level out B.S.N. enrollment to 400 students. We expect some of the graduate students will be based in rural settings and will join classes via Interactive Television. Additional growth will be dependent on our plans to launch a Ph.D. program. 2. Increase student body and employee diversity. 3. Explore opportunities aligned with our mission which position us to provide education to communities outside healthcare. 4. Develop workforce policies for faculty to transition into retirement. Provide release time for faculty and staff pursuing advanced education. 5. Expand facility expansion opportunities within the Westport area. 6. Develop Consortia partnerships where we can share programs and courses. During the College’s long history, we have maintained a singular, almost obsessive focus on producing outstanding nurses. To accomplish that objective outstanding faculty have been recruited and retained. Of our 26 faculty many are new hires, 15 percent have been here for over 20 years; 12 percent over 30 years. This strong core has enabled us to maintain a relentless focus on quality nursing education.


624 westport road kansas city, mo 64111 816-932-6710

Slchs annual report 2014 final  

Annual Report for Saint Luke's College of Health Sciences 2014

Slchs annual report 2014 final  

Annual Report for Saint Luke's College of Health Sciences 2014