| Initiative Title | Add Crystal Run as a new clinical site |
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| Submitted in Previous Year(s) | No |
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| Critical Information, Notes, Justification, Rationale | Crystal Run Healthcare is a large private medical practice serving the area. The diagnostic imaging director reached out with excitement to offer their services and register as a clinical site for not only X-ray students, but other modalities as well like Computed Tomography for example. This organization hires many of our graduates and this relationship would be extremely beneficial on various levels for both parties involved. With multiple locations to send students and new modern technology the students will flourish at these sites which would be an extension of current hospital rotations or assignments.
A contract was recently submitted to the organization and a meeting is scheduled between the two parties. If the agreement is met the program needs to pay the accrediting body the Joint Review Committee on Education in Radiologic Technology to register them as a new site. The cost of this to accreditation is $ 250.00 |
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| Consequences of this initiative not being funded | Students will miss out on a great learning opportunity and ability to build relationships with a major healthcare employer in the area. Crystal run will not have the opportunity to "work" with students they could potentially hire in the future. |
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| Department Goals | Add Crystal Run Healthcare as a clinical site for student rotations. |
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| Programs | AAS Rad Tech |
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| Locations | Main Campus |
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| Estimated Completion Date | 01/16/2018 |
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| Will this initiative span multiple budget years? | No |
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| Importance | Medium |
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| Funding Source | Operating Budget |
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| Created | 11/16/2017 11:38 pm |
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| Updated | 11/17/2017 3:16 pm |
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Institutional Goals
| Goal |
How will the initiative support this institutional goal? |
- COLLEGE GOALS as of 2011
- 3. To establish public and private partnerships and provide programs and services that support and serve our county’s educational, economic, civic and cultural needs.
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Although Crystal Run Healthcare could not be used as a primary facility to send students it can serve as an important offsite learning opportunity for our students to rotate through and support their learning activities. The healthcare practice and college can have a lasting partnership to better our students and support them with employment opportunities upon completion as well. |
- STRATEGIC PLAN 2015-2020
- PRIORITY I: Awareness and Access: We will raise the visibility of the College and communicate the value of a SUNY Orange education through enhanced outreach efforts and educational opportunities
- c: Expand the visibility of the College’s excellent programs and services through strategic marketing efforts.
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One may not think of a student/practice partnership as being a marketing effort, however students at public and private practices are certainly a great way to spread the word of our wonderful health care programs. Patients always engage students and ask what they are going to school for, where, how long the program is and for other information. |
- STRATEGIC PLAN 2015-2020
- PRIORITY III: Collaboration and Communication: We will develop connections between internal and external constituents and advance mutually beneficial partnerships. We will promote a culture of trust, respect, and collective responsibility.
- a: Foster stronger connections among academic programs, business, & industry to increase applied learning opportunities for students.
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Naturally forming a relationship with this private healthcare practice giant in the area "fosters" strong connections between our diagnostic imaging program and their organization. From what I understand the Med Lab program already rotates students through crystal run's facilities. |
- STRATEGIC PLAN 2015-2020
- PRIORITY III: Collaboration and Communication: We will develop connections between internal and external constituents and advance mutually beneficial partnerships. We will promote a culture of trust, respect, and collective responsibility.
- b: Optimize enrollment through partnerships with area high schools, civic organizations, and businesses.
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Again this partnership would be a great connection between the internal program of diagnostic imaging and external crystal run healthcare which would be mutually beneficial to both parties. It also promotes a culture of respect and collective responsibility through caring for patients at yet another health care facility in the Hudson Valley region. |
- ACADEMIC MASTER PLAN 2016-2020
- Programming
- Objective #4: Design learning opportunities that acknowledge and support the diverse and transitional nature of students’ educational paths.
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The connection with Crystal Run will serve as an important pathway for post graduates to learn CT and MRI when those programs are up and running in the our department. |
Action Steps
| Action Step |
Responsible Party |
Order |
| Design contract between DI and Crystal Run Healthcare |
DI chair and clinical coordinator |
1 |
| Ensure agreement between parties and schedule students accordingly for clinical |
DI chair and clinical coordinator |
2 |
Expected Outcomes
| Outcome |
Order |
| Increased experience for students through additional "off site" rotation |
1 |
| Build lasting relationship with large private practice in the local area |
2 |
| Increase graduate employment opportunities by direct relationship |
3 |
| Offer students a diverse experience by working with more technologists and on different equipment |
4 |
Assessment Methods
| Method |
Description |
Other Method |
Responsible Party |
| Certification or Licensure Exam |
These standardized tests are developed by outside, professional organization to assess general knowledge in a discipline. |
|
DI department |
| Interviews |
The students (or other participants) are able during an interview to share their direct experiences, attitudes and beliefs. Interviews can be either structured or unstructured. |
|
Contact already made and interest expressed by director at crystal run |
Resources
| INITIAL YEAR COST: |
$250.00 |
| RECURRING COST: |
$0.00 |
Equipment
| Need |
Cost (Initial/Recurring) |
Supporting Departments |
| TOTAL: |
$0.00 / $0.00 |
|
Facility
| Need |
Cost (Initial/Recurring) |
Supporting Departments |
| TOTAL: |
$0.00 / $0.00 |
|
Supply
| Need |
Cost (Initial/Recurring) |
Supporting Departments |
| TOTAL: |
$0.00 / $0.00 |
|
Staffing
| Need |
Cost (Initial/Recurring) |
Supporting Departments |
| TOTAL: |
$0.00 / $0.00 |
|
Training
| Need |
Cost (Initial/Recurring) |
Supporting Departments |
| TOTAL: |
$0.00 / $0.00 |
|
Marketing
| Need |
Cost (Initial/Recurring) |
Supporting Departments |
| TOTAL: |
$0.00 / $0.00 |
|
Other
| Need |
Cost (Initial/Recurring) |
Supporting Departments |
| JRCERT fee for adding a clinical site |
$250.00
|
|
| TOTAL: |
$250.00 / $0.00 |
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Prioritization
This is initiative is ready for prioritization.
Assessment
| Date | Department Name | Status | Cost to Date | Funding Source | |
| No results found. |