A More Integrated Model for Program Excellence
Health professions programs rarely face one challenge at a time.
Accreditation affects curriculum. Growth affects faculty capacity. New delivery models affect technology, assessment, clinical education, and operating structure. Program leaders are often managing all of these priorities while also navigating limited internal capacity, compressed timelines, and increasing pressure to improve enrollment, access, and financial sustainability.
Strelis Consulting & Advisory Services is designed around that reality.
Our model brings together specialized expertise, strategic guidance, and implementation support across three integrated service areas—Accreditation, Program Development & Excellence, and Growth & Modernization—with flexible engagement options that allow institutions to match support to the scope and duration of their needs.
Three Integrated Areas of Support
Accreditation
Strelis helps institutions strengthen accreditation readiness, reduce risk, and navigate complex milestones with profession-specific expertise.
The work can range from early strategy through formal review and response. For some institutions, that means preparing for candidacy, initial accreditation, or reaccreditation. For others, it may mean strengthening a self-study, preparing faculty and leadership for a site visit, responding to findings, or building stronger evidence and assessment systems before a problem emerges.
Typical support includes:
- Accreditation strategy, readiness assessments, and timeline planning
- Self-study development, evidence mapping, and independent review
- Mock site visits, faculty coaching, and site-visit preparation
- Corrective-action, response-report, and ongoing compliance support
The goal is not simply to prepare for the next accreditation event. It is to help institutions build the systems, evidence, and internal alignment that support continuous program quality.
Program Development & Excellence
Strelis works with institutions from early feasibility through program design, accreditation readiness, launch, and implementation.
New programs are rarely held back by a lack of ideas. More often, the challenge is coordinating the many decisions that have to work together: market demand, financial assumptions, curriculum, faculty, accreditation, clinical education, technology, and implementation.
Strelis helps leadership teams connect those decisions before they become separate workstreams. Engagements may include feasibility and financial modeling, curriculum and assessment design, faculty recruitment and development, accreditation-readiness planning, hybrid program development, clinical partnership strategy, and launch support.
The greatest value often comes from engaging early—before consequential decisions about staffing, curriculum, technology, and operating models are difficult or expensive to change.
Growth & Modernization
For established programs, Strelis helps leaders pursue growth and modernization while preserving academic quality, faculty authority, institutional ownership, and accreditation confidence.
Modernization can take many forms. One institution may be considering enrollment expansion; another may be evaluating a hybrid pathway, new campus, or new student market. Others may need to address faculty-capacity constraints, improve program economics, modernize curriculum and assessment, or strengthen clinical partnerships.
Strelis helps institutions determine what should change, what should remain, and what infrastructure must be in place before implementation begins. That may involve modernization roadmaps, financial and operating-model development, faculty-capacity planning, technology optimization, or implementation support.
Modernization is not simply a shift to hybrid or digital delivery. It is the coordinated redesign of the systems that allow a program to grow, adapt, and perform sustainably.
Three Integrated Areas of Support
Institutions do not all need the same type of consulting relationship. Strelis now offers three engagement models designed around urgency, scope, and duration.
Project-Based Consulting
Best for a defined, immediate need with clear deliverables and a natural completion point.
Some institutional challenges have a natural beginning and end. A self-study must be completed. A site visit is approaching. Leadership needs a feasibility study before deciding whether to launch a new program. A curriculum or assessment system requires focused redesign.
For these situations, Strelis provides a clearly scoped project with agreed deliverables, responsibilities, timeline, and fixed fee. The institution knows what work will be completed, what success looks like, and what the investment will be before the engagement begins.
Project-based work can address priorities such as accreditation readiness or remediation, self-study and independent reader support, mock site visits, feasibility and financial modeling, curriculum and assessment redesign, faculty development, or strategic planning.
This model works especially well when the problem is specific, the required expertise is clear, and the institution needs additional capacity to move the work forward.
Packaged Services
Best for institutions developing, launching, or modernizing a specific academic program.
Packaged Services combine Strelis consulting expertise with structured program-development support around common initiatives. The model is designed to reduce the time and complexity required to move a defined program priority forward while maintaining a clear understanding of scope, responsibilities, and deliverables.
Program Excellence Partnership
Best for institutions seeking continuity, accountability, and sustained strategic support across one or more programs.
The Program Excellence Partnership is a two-year consulting and advisory relationship that provides dedicated consulting capacity across all three Strelis service areas. It is designed for institutions that want to move beyond episodic problem-solving and establish a more proactive approach to accreditation, program performance, growth, and continuous improvement.
Each partnership begins with a strategic kickoff and roadmap, followed by quarterly executive reviews, flexible use of consulting capacity, support for priority initiatives, access to Strelis subject-matter experts, and annual recalibration as institutional priorities evolve.
Why the Model Matters
Consulting is often brought in at the moment something becomes urgent: an accreditation deadline is approaching, a program launch has fallen behind, an expansion initiative has exposed faculty-capacity constraints, or leadership needs specialized expertise that does not exist internally.
Those moments matter. But many of the most consequential program challenges begin much earlier.
A decision to increase enrollment, for example, may affect faculty workload, clinical education capacity, finances, accreditation, technology, and student support. A curriculum redesign may expose broader assessment or faculty-development needs. A new delivery model may require changes in governance and operations long before technology is selected.
That is why Strelis has built a consulting model that can support both discrete challenges and sustained institutional priorities.
Project-based consulting remains the right answer when the work has a defined scope and completion point. Packaged Services provide more structure for institutions developing or modernizing a specific program. And the Program Excellence Partnership creates continuity for institutions managing multiple priorities over time.
The common thread is access to a broader team of expertise. Instead of depending on one consultant to address every issue, Strelis can match the institution’s needs with specialists in accreditation, curriculum, assessment, faculty development, financial modeling, clinical education, hybrid learning, technology, and implementation.
That means the expertise can evolve as the work evolves.
An engagement may begin with accreditation planning and uncover an assessment-system need. A feasibility project may move into curriculum development and launch planning. A modernization strategy may reveal faculty-capacity or clinical-partnership constraints that must be addressed before expansion can proceed.
Strelis is designed for that reality: health professions programs operate as interconnected systems, and the consulting model should reflect that.
One Consulting Practice. Three Ways to Engage.
Whether an institution needs help solving one immediate challenge, developing or modernizing a specific program, or creating sustained progress across multiple priorities, the goal is the same:
Move complex priorities forward with greater clarity, confidence, and control.
Strelis Consulting & Advisory Services provides the specialized expertise, continuity, and implementation capacity to help health professions leaders strengthen programs today while preparing for what comes next.
Explore Strelis Consulting & Advisory Services or schedule a conversation about your institution’s priorities.
