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Strategic Planning

Advancing Healthcare Education: Expanding Access, Success, and Career Opportunities

As institutions around the country struggle to adapt, Labouré College of Healthcare has persevered. The institution has seen increasing enrollment as well as a promising 5-year financial trend.

This puts the College in an excellent position to undertake a new strategic plan and build for the future. The new strategic plan will align with the College's tradition of serving a diverse, adult, working student population with a vision of excellence, access, collaboration, and solution-focused education.  With this plan, the College seeks to fortify its position as the leading provider of healthcare education for this diverse, adult and so often underserved population in the greater Boston area and beyond.

Strategic Vision and Initiatives

The 2022-2027 Strategic Plan identifies six initiatives that reflect our mission and commitment.

We aspire to be a model of excellence, recognized for innovative and collaborative approaches to education for practice in the health sector. We are committed to preparing practitioners who reflect on and care for a diverse patient population, and to fostering interdisciplinary approaches to address complex issues within healthcare and society.

Our focus is on data-driven action, engagement with our stakeholders, responding to the needs of our diverse adult student body and the healthcare industry, providing professional support and advancement for faculty and staff, as well as making financially sound and agile decisions.

Below is a list of our six strategic agenda initiatives. A more detailed listing of initiatives is available through our Summary: Strategic Agenda 2022 - 2027, available for download below. 


Initiative 1: Enhance our visibility across all key audiences, emphasizing Labouré’s unique strengths and value as a high-quality provider of healthcare education for all learners.

Initiative 2: Expand and strengthen our campus culture to support student success.

Initiative 3: Diversify and grow an academic program portfolio to best meet the needs of our student population as well as the needs of the healthcare industry and build on and expand faculty and staff expertise to ensure learner success in these new areas. 

Initiative 4: Seek out and engage with diverse partnerships to reinforce our position as a regional leader in healthcare education.

Initiative 5: Create and sustain data-driven systems, policies, and procedures to inform campus planning, evaluation, management, and Board governance systems. 

Initiative 6: Ensure our long-term success through sustainable investment in infrastructure, technology, finances, and physical space.