Nate Wade is the Senior Director of Strategic Initiatives at Arizona State University’s College of Health Solutions (CHS). With progressive leadership roles spanning fifteen years in higher education at three R1 institutions, Nate has committed himself to the advancement of social outcomes as well as academic disciplines in STEM, health, and healthcare. Nate’s portfolio includes multiple college-wide strategic initiatives and special projects related to student success, academic planning, and project management. He enjoys fast-paced, high-energy environments that encourage creative solutions for real-world problems.
Nate is committed to student success, and he has facilitated increases in student enrollment, retention, and graduation outcomes, created innovative approaches to academic and pre-health advising, and built pre-college/pipeline, bridge, and residential college programs. Within the area of academic planning, Nate has increased undergraduate and graduate degree offerings, expanded programs to multiple campuses (including online), and used data to identify unmet market needs to inform program planning decisions. To accomplish his goals, Nate leverages his knowledge and expertise, brining additional project management skills including strategic planning, quantitative data analysis, market research, website development, grant writing, marketing and communications, and relationship development with alumni and community partners.
He is dedicated to the health and well-being of the communities he serves and has extensive experience in disaster relief, emergency management, and student crisis management. Nate currently co-leads COVID-19 Initiatives for his college where he helped to organize and facilitate the ASU National COVID-19 Diagnostics Summit. Nate received Voluntary Organizations Active in Disaster (VOAD) training which prepared him to lead volunteer relief efforts following natural disasters including F-5 tornadoes and hurricanes. While working at Louisiana State University (LSU) during Hurricane Katrina, he was committed to helping displaced individuals alongside clinicians at the largest triage center and acute care field hospital in U.S. history. At the University of Alabama at Birmingham (UAB), Nate served as a member of the university-wide CARE Team which helped find solutions for students experiencing academic, social, and crisis situations including mental health concerns.
Nate values and commits himself to diversity, inclusion, and equity. Seven years ago, he co-founded the Summer Health Institute at ASU which is an introduction to health careers for high school students – many of whom are first-generation, come from low-income households, or are underrepresented or underserved. Nate also co-created two large-scale diversity programs while at UAB which were nominated for the UAB President’s Diversity Award. He served on the gender/equity subcommittee for the UAB Athletics Advisory Committee and also served on the Diversity Committee for LSU Housing. Currently, Nate serves on the Committee for Diversity and Inclusion for the Western Association for the Health Professions (WAAHP).
Nate’s dissertation explored three topics: 1) proactive policymaking for genomic privacy, piracy, and property, 2) socio-technical futures of our lifespan, and 3) is health care a public value? His thesis explored the medicolegal system and reporting of death in the United States with a particular emphasis on quantitative data collection and analysis of a system transitioning from a coroner to a medical examiner system in Jefferson County, Alabama.
Wade, N.L. (2019). Is Health Care a Public Value? International Journal of Public Administration.
Wade, N.L. (2019). Measuring, Manipulating, and Predicting Student Success: A Ten-Year Assessment of Carnegie R1 Doctoral Universities from 2004-2013. Journal of College Student Retention: Research, Theory & Practice. 21(1), 119-141.
Essary, A.C. & Wade, N.L. (2016). An Innovative Program in the Science of Health Care Delivery: Workforce Diversity in the Business of Health. Journal of Allied Health. 45(2), 21-25.