- ACADEMIC MASTER PLAN 2010-2015
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Since CAPE's training programs are developed in collaboration with, and with input from, the employers seeking them, course content is always current and relevant. Often, instructors are professionals from the industry who may be recruited as credit instructors and guest speakers, thus enhancing our credit and non-credit capacity. |
- ACADEMIC MASTER PLAN 2010-2015
- Curriculum Development
- Responding to industry standards
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Since CAPE's training programs are developed in collaboration with, and with input from, the employers seeking them, course content is always current and relevant. |
- ACADEMIC MASTER PLAN 2010-2015
- Curriculum Development
- Identifying new and emerging career and transfer opportunities and develop where practical corresponding curricula
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In the process of developing and implementing training programs in response to local employer needs, CAPE identifies emerging career opportunities that can be shared with Career Services and related academic departments to ensure that our curriculum remains relevant and current. |
- ACADEMIC MASTER PLAN 2010-2015
- Professional Development
- Fostering an atmosphere of collaboration (e.g. Interdisciplinary endeavors)
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The academic Health departments, CAPE and their students benefit from collaborations to offer programming to the local healthcare industry. Benefits include maintaining curriculum currency and valuable partnerships with local employers, and being 'in the loop' when it comes to preparing our students for the highly competitive job market. Student employment successes may continue to encourage more interdisciplinary endeavors. |
- ACADEMIC MASTER PLAN 2010-2015
- Curriculum Development
- Enhance connections and bridges between Academic Affairs and CAPE
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In collaboration with academic departments, CAPE has developed and implemented many valuable training programs for the healthcare industry, such as Assistive Technology with the OTA Dept. and Nuclear Medicine with the Diagnostic Imaging Dept. CAPE will continue to seek such opportunities to offer programs that benefit both departments, participants and employers. |
- ACADEMIC MASTER PLAN 2010-2015
- Collaboration and Partnerships
- Enhance connections with local industries
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By offering programs in response to training needs in local healthcare organizations, CAPE enhances the college's partnerships that already exist between the academic Health departments and the region's healthcare employers. CAPE will assist healthcare employees (some of whom are our graduates) in keeping their licensure current and their skills sharp. This allows them and their employers to remain competitive. |
- 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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Partnering with healthcare employers and possibly their unions would enable CAPE and the college's academic Health departments to be 'in the loop' regarding education and training needs in their industry. This would enable the college to be a valuable partner in the region's economic and workforce development. |
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By offering relevant and current education and training to the healthcare industry, one of the region's largest employers, CAPE helps the college to fulfill our mission: We are a community of learners dedicated to providing high-quality and accessible educational and enrichment opportunities that foster lifelong learning. |
- MIDDLESTATES STANDARDS
- 3. Institutional Resources
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By leveraging our partnership with local healthcare employers and their unions, CAPE is able to develop and implement current and relevant training programs with an expanded capacity. Many times, employers help to design and instruct programs that are then made available through CAPE to larger populations than just their own employees. |
- MIDDLESTATES STANDARDS
- 11. Educational Offerings
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By working closely with healthcare employers, CAPE can remain current regarding what knowledge and skills are required by the region's largest industry and can share this expertise with academic departments. |
- 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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As a result of successful partnerships with healthcare employers and unions, word of mouth will gain CAPE and the college additional opportunities to offer education and training to healthcare and other employers in the county. These partnerships will enhance the visibility and image of the college. |
- STRATEGIC PLAN 2015-2020
- PRIORITY II: Student Support and Success: We will support our students in achieving their educational and career goals.
- c: Increase student retention, completion, transfer, and employment readiness.
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In the process of developing and implementing training programs in response to local employer needs, CAPE identifies emerging career opportunities that can be shared with Career Services and related academic departments to ensure that our curriculum remains relevant and current and our students are well prepared with necessary skills and knowledge to be competitive in the job market. |
- 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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Since CAPE's training programs are developed in collaboration with, and with input from, the employers seeking them, course content is always current and relevant. Often, instructors are professionals from the industry who may be recruited as credit instructors and guest speakers, thus enhancing our credit and non-credit capacity. |
- 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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- 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.
- d: Strengthen the sense of community to improve the institutional climate and promote collegiality, civility, and mutual respect.
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