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Strategic Plan

The University of Wisconsin-Eau Claire Center for Health Administration and Aging Services Excellence (CHAASE) was established in 2000 to serve the ever-changing health care needs of the upper Midwest. CHAASE supports the UW-Eau Claire health care administration program through financial and programming assistance.


To be a national leader focused on the profession of health administration and aging services.


CHAASE provides guidance and support to the education of tomorrow's leaders, and in partnership with the premier UW-Eau Claire Health Care Administration program serves as a bridge connecting academic programs to practitioners in the health administration and aging services field.


Goals encompass three broad areas: 1) Academic Quality, 2) National Presence and Partnerships, and 3) Fund Development.

Academic Quality

By academic year-end 2014-15
  • Establish good measures to use for the prioritized stakeholders.
  • Make exceptional progress with the self-study for NAB re-accreditation.
  • Pay attention to the broadening scope of the health services executive.
By year-end 2017
  • Utilize, improve and share established metrics with a broader public audience of stakeholders.
  • Continue to advance proactive curriculum and pedagogical changes to both raise the standard and stay abreast with the changing needs of the senior care administrative field.
  • Maintain both the quality and quantity of the program.
Key activities
  • Adopt an understanding of the key stakeholders who are interested in the quality of our program. An initial prioritization is as follows: 1) Prospective students/parents, 2) Current students, 3) Employers, 4) Graduates/alumni, 5) College of Business/UW-Eau Claire, and 6) Donors.
  • Develop a dashboard of metrics that are meaningful to key stakeholders that are measurable, obtainable, and usable.
  • Formalize a process to utilize baseline data to set the benchmark and future quality improvement efforts will be measured against this including admission/retention, assurance of learning outcomes and other data.
  • Conduct various survey(s).
  • Maintain/obtain NAB accreditation.

National Presence and Partnerships

By academic year-end 2014-15
  • Leverage and publicize existing university relationships with CHAASE.
  • Maintain and identify additional opportunities of partnership with various associations.
  • Develop and adopt a strong public relations program.
By year-end 2017
  • Establish CHAASE as a national resource for the development of senior care educational programs.
  • Maintain a high level of visibility with national activities that raise the standard with a focus on leveraging educational and association partnerships.
  • Advance national administrative and public policy influence with research and publications.
Key activities
  • Identify strategic partnerships with the following universities to promote influence priorities: University of Minnesota, University of Wisconsin–Madison, University of Pittsburgh, George Washington University, and other NAB accredited universities.
  • Connect with the following associations and agencies to identify complimentary, mutually beneficial and shared activities: NAB and ACHCA; AUPHA; LeadingAge and AHCA; State and national expressions; and NIC.
  • Produce an annual report supplemented with quarterly newsletters and social media expressions for both internal and external audiences.

Fund Development

By academic year-end 2014-15
  • Develop value propositions and giving programs for vendors and alumni.
  • Continue progress with key donor contacts.
  • Reach the 75% mark with the $2.5 million Call to Lead campaign.
By year-end 2017
  • Complete the Call to Lead campaign to support activities that help raise the standard for the profession.
  • Fund a CHAASE endowment fund.
  • Create an annual giving campaign to help sustain ongoing CHAASE and program activities.
Key activities
  • Continue efforts to connect with partnering organizations and other friends of the program.
  • Continue efforts to connect with individuals (alumni) who have the capacity to support CHAASE.
  • Complete the campaign's building relocation fundraising needs.
  • Begin efforts to reach alumni and vendors in a more organized and effective manner.

* A previous goal of growth has been achieved, and is now embedded within other areas of the plan to make sure that we continue to keep a level of program and CHAASE awareness going forward. 

Excellence. Our Measure. Our Motto. Our Goal.