
OUR STRATEGIC PLAN:
Building the Next Frontier
In October 2024, Frontier Nursing University (FNU) initiated a comprehensive and collaborative strategic planning process designed to advance its mission and vision in innovative and impactful ways. Building upon a legacy established over the past century, FNU is uniquely positioned to address the evolving needs of students nationwide as they prepare to serve their home communities as advanced practice nurses and certified nurse-midwives.
Frontier Nursing University Strategic Planning Group
The Strategic Plan for 2030 will be a five-year plan to optimize the success of students, faculty, and staff. It will be developed through eight distinct phases. Three strategic priority pillars have been identified, with corresponding work groups composed of representatives from across the institution. This planning initiative invites the FNU community to envision and shape a bold and transformative “Next Frontier.”
MISSION
Our mission is to provide a high-quality education that prepares nurses to become competent, entrepreneurial, ethical and compassionate nurse-midwives and nurse practitioners to work with all people, with an emphasis on rural and underserved communities.
VISION
Our vision is to transform the health and well-being of individuals, families, and populations, and to promote healthcare equity by increasing access to highly skilled nurse-midwives and advanced practice nurses.
Building the Next Frontier
Forward Thinking
We will be innovative and recognized as a leading university for graduate nursing.
Operational Excellence and Efficiency
We will incorporate policies, procedures, and systems which serve as an effective infrastructure to support the university’s mission.
Committed to the Success of all Faculty and Staff
We will maintain an intentional focus on faculty and staff development, recognizing that their growth fuels student success.
Unparalleled in the Quality of Curriculum and Clinical Experiences
We will fully prepare students to provide care in their home communities to meet the complex needs of individuals, families, and populations.
Student Ready
We will be student ready and will offer seamless support services to promote the success of all students, from recruitment through completion.
F
Forward Thinking
We will be innovative and recognized as a leading university for graduate nursing.
O
Operationally Excellent
We will incorporate policies, procedures, and systems which serve as an effective infrastructure to support the university’s mission.
C
Committed to the Success of all Faculty and Staff
We will maintain an intentional focus on faculty and staff development, recognizing that their growth fuels student success.
U
Unparalleled in the Quality of Curriculum and Clinical Experiences
We will fully prepare students to provide care in their home communities to meet the complex needs of individuals, families, and populations.
S
Student Ready
We will be student ready and will offer seamless support services to promote the success of all students, from recruitment through completion.

Building the Next Frontier
Forward Thinking
We will be innovative and recognized as a leading university for graduate nursing.
Operational Excellence and Efficiency
We will incorporate policies, procedures, and systems which serve as an effective infrastructure to support the university’s mission.
Committed to the Success of all Faculty and Staff
We will maintain an intentional focus on faculty and staff development, recognizing that their growth fuels student success.
Unparalleled in the Quality of Curriculum and Clinical Experiences
We will fully prepare students to provide care in their home communities to meet the complex needs of individuals, families, and populations.
Student-Ready
We will be student-ready and will offer seamless support services to promote the success of all students, from recruitment through completion.
Frontier Nursing University students on campus.
WHY PILLARS?
A university’s strategic pillars are its areas of strength and core activities. These pillars will guide us in shaping our strategies and initiatives and should assist us in our priority setting for this cycle of our strategic planning. Finally, these pillars will provide an intentional framework for the university, guiding our decisions and resource allocation to achieve our mission and vision.
PLANNING PHASES
Phase I: October 2024-January 2025
- Held strategic planning brainstorming session during October 2024 Board of Directors meeting
- Conducted strategic planning retreat with consultant to explore priorities and perform SWOT (Strengths, Weakness, Opportunities, Threats) analyses
- Submitted strategic planning outline, mission, vision, pillars, and university-level goals for approval at January 2025 Board of Directors meeting
Phase II: February-March 2025
- Ratified revised mission and vision through shared governance
- Collected faculty, staff, and unit leader feedback via surveys
- Analyzed survey responses and identified common themes
- Shared survey themes with faculty, staff, and Board of Directors during spring meetings
Phase III: March-April 2025
- Identified lead facilitators for strategic planning process
- Formed Steering Committee with cabinet members and faculty/staff/student co-leaders
- Appointed leaders to focus on each of the three pillars (Pillar I: Academic & Clinical Excellence, Pillar II: Student Success,
& Pillar III: Institutional Efficiency, Sustainability, and Growth) and formed faculty/staff committees
Phase IV: May-July 2025
- Committees finalized draft recommendations for goals and metrics within each pillar
- Steering Committee to review and analyze the submitted goals and metrics from each pillar team
- Finalization of overarching goals and metrics
Phase V: August-September 2025
- Steering Committee analyzed goals for each Pillar to complete a gap analysis and refined university-level goals
- Unit leaders from across the institution began to establish high-level priorities aligning with the strategic plan
- Board of Directors reviewed and contributed to the Phase V version of the university-level strategic plan
Phase VI: October–November 2025
- Unit leaders, in consultation with their President’s Cabinet members, to develop annual work plans for 2026 in alignment with the strategic plan
Phase VII: December 2025
- Steering Committee to finalize Frontier 2030 strategic plan
Phase VIII: January 2026
- Frontier 2030 strategic plan to be presented to FNU Board of Directors
FREQUENTLY ASKED QUESTIONS
Click the arrows before each question to expand and view the answer.






















Carrie Belin is an experienced board-certified Family Nurse Practitioner and a graduate of the Johns Hopkins DNP program, Johns Hopkins Bloomberg School of Public Health, Georgetown University School of Nursing, and Johns Hopkins School of Nursing. She has also completed fellowships at Georgetown and the University of California Irvine.
Angie has been a full-scope midwife since 2009. She has experience in various birth settings including home, hospital, and birth centers. She is committed to integrating the midwifery model of care in the US. She completed her master’s degree in nurse-midwifery at Frontier Nursing University (FNU) and her Doctorate at Johns Hopkins University. She currently serves as the midwifery clinical faculty at FNU. Angie is motivated by the desire to improve the quality of healthcare and has led quality improvement projects on skin-to-skin implementation, labor induction, and improving transfer of care practices between hospital and community midwives. In 2017, she created a short film on skin-to-skin called 










Justin C. Daily, BSN, RN, has ten years of experience in nursing. At the start of his nursing career, Justin worked as a floor nurse on the oncology floor at St. Francis. He then spent two years as the Director of Nursing in a small rural Kansas hospital before returning to St. Francis and the oncology unit. He has been in his current position as the Chemo Nurse Educator for the past four years. He earned an Associate in Nurse from Hutchinson Community College and a Bachelor of Science in Nursing from Bethel College.
Brandy Jackson serves as the Director of Undergraduate Nursing Programs and Assistant Educator at Wichita State University and Co-Director of Access in Nursing. Brandy is a seasoned educator with over 15 years of experience. Before entering academia, Brandy served in Hospital-based leadership and Critical Care Staff nurse roles. Brandy is passionate about equity in nursing education with a focus on individuals with disabilities. Her current research interests include accommodations of nursing students with disabilities in clinical learning environments and breaking down barriers for historically unrepresented individuals to enter the nursing profession. Brandy is also actively engaged in Interprofessional Education development, creating IPE opportunities for faculty and students at Wichita State. Brandy is an active member of Wichita Women for Good and Soroptimist, with the goal to empower women and girls. Brandy is a TeamSTEPPS master trainer. She received the DASIY Award for Extraordinary Nursing Faculty in 2019 at Wichita State University.
Dr. Sabrina Ali Jamal-Eddine is an Arab-disabled queer woman of color with a PhD in Nursing and an interdisciplinary certificate in Disability Ethics from the University of Illinois Chicago (UIC). Dr. Jamal-Eddine’s doctoral research explored spoken word poetry as a form of critical narrative pedagogy to educate nursing students about disability, ableism, and disability justice. Dr. Jamal-Eddine now serves as a Postdoctoral Research Associate in UIC’s Department of Disability and Human Development and serves on the Board of Directors of the National Organization of Nurses with Disabilities (NOND). During her doctoral program, Sabrina served as a Summer Fellow at a residential National Endowment of the Humanities (NEH) Summer Institute at Arizona State University (2023), a summer fellow at Andrew W. Mellon’s National Humanities Without Walls program at University of Michigan (2022), a Summer Research Fellow at UC Berkeley’s Othering & Belonging Institute (2021), and an Illinois Leadership Education in Neurodevelopmental and related Disabilities (LEND) trainee (2019-2020).
Vanessa Cameron works for Vanderbilt University Medical Center in Nursing Education & Professional Development. She is also attending George Washington University and progressing towards a PhD in Nursing with an emphasis on ableism in nursing. After becoming disabled in April 2021, Vanessa’s worldview and perspective changed, and a recognition of the ableism present within healthcare and within the culture of nursing was apparent. She has been working since that time to provide educational foundations for nurses about disability and ableism, provide support for fellow disabled nursing colleagues, and advocate for the disabled community within healthcare settings to reduce disparities.
Dr. Lucinda Canty is a certified nurse-midwife, Associate Professor of Nursing, and Director of the Seedworks Health Equity in Nursing Program at the University of Massachusetts Amherst. She earned a bachelor’s degree in nursing from Columbia University, a master’s degree from Yale University, specializing in nurse-midwifery, and a PhD from the University of Connecticut. Dr. Canty has provided reproductive health care for over 29 years. Her research interests include the prevention of maternal mortality and severe maternal morbidity, reducing racial and ethnic health disparities in reproductive health, promoting diversity in nursing, and eliminating racism in nursing and midwifery.
Dr. Lisa Meeks is a distinguished scholar and leader whose unwavering commitment to inclusivity and excellence has significantly influenced the landscape of health professions education and accessibility. She is the founder and executive director of the DocsWithDisabilities Initiative and holds appointments as an Associate Professor in the Departments of Learning Health Sciences and Family Medicine at the University of Michigan.
Dr. Nikia Grayson, DNP, MSN, MPH, MA, CNM, FNP-C, FACNM (she/her) is a trailblazing force in reproductive justice, blending her expertise as a public health activist, anthropologist, and family nurse-midwife to champion the rights and health of underserved communities. Graduating with distinction from Howard University, Nikia holds a bachelor’s degree in communications and a master’s degree in public health. Her academic journey also led her to the University of Memphis, where she earned a master’s in medical anthropology, and the University of Tennessee, where she achieved both a master’s in nursing and a doctorate in nursing practice. Complementing her extensive education, she completed a post-master’s certificate in midwifery at Frontier Nursing University.









Dr. Tia Brown McNair is the Vice President in the Office of Diversity, Equity, and Student Success and Executive Director for the Truth, Racial Healing, and Transformation (TRHT) Campus Centers at the American Association of Colleges and Universities (AAC&U) in Washington, DC. She oversees both funded projects and AAC&U’s continuing programs on equity, inclusive excellence, high-impact practices, and student success. McNair directs AAC&U’s Summer Institutes on High-Impact Practices and Student Success, and TRHT Campus Centers and serves as the project director for several AAC&U initiatives, including the development of a TRHT-focused campus climate toolkit. She is the lead author of From Equity Talk to Equity Walk: Expanding Practitioner Knowledge for Racial Justice in Higher Education (January 2020) and Becoming a Student-Ready College: A New Culture of Leadership for Student Success (July 2016 and August 2022 Second edition).