2020 Annual Report - Rocky Mountain University of Health Professions by Rocky Mountain University of Health Professions

Staying the Course MISSION FULFILLMENT THROUGH THE PANDEMIC

ANNUAL REPORT & FACTBOOK l 2020

2020 dr. richard p. nielsen founding president & ceo

dr. michelle webb vice president of institutional effectiveness

dr. sandy pennington senior advisor to the president

dr. emily dykstra director of institutional research and effectiveness

mr. tyler anderson senior director of university marketing & communications

ms. stephanie bentley university marketing & communications manager

ms. mckinsey kaanapu graphic designer , brand manager

ms. madison gallini graphic designer

mr. tanner grenko university videographer & photographer

Contents 2

Message From the President

Strengthening Our Mission & Core Values

Mission, Vision, & Core Themes Constituent Evaluation Core Values Stayed the Course During the Pandemic

5 Fulfilling the University Mission 2020 Mission Fulfillment Overview 7 Receiving Reaffirmation of Accreditation RMUoHP Receives NWCCU Reaffirmation of Accreditation 9

Strategic Planning for Our Future

2019-2023 Comprehensive Strategic Plan Progress

11 Updating Governance & Positions Governance Updates

Dr. Jessica Egbert Leaves RMUoHP After Nearly Two Decades of Service Dr. Cameron Martin Joins RMUoHP Dr. Michelle Webb Expands Her Influence Over Institutional Effectiveness

14 Analyzing 2020 Facts & Data

2020 Data Overview Alumni Data University Marketing & Communication Strategies Alumni Relations

17 Facilitating a Healthy, Safe, & Quality Educational Experience

Student Affairs: Supporting Dimensions of Health & Wellness The Impact of COVID-19 on the Educational Delivery Model Demonstrating Excellence in Online Teaching & Learning Virtual Alumni Engagement New Academic Programming Master of Science in Clinical Mental Health Counseling & Master of Science in School Counseling Master of Science in Athletic Training Practice Optometry Occupational Therapy Emergency Nurse Practitioner Certificate Program Certificates & Continuing Education

21 Service in Action for Our Community During the Pandemic: Shining a Spotlight on the Center for Communication Disorders

and the Community Rehabilitation Clinic Students Gain Telehealth & Teletherapy Experience RMUoHP Matches CARES Act Funds

25 Advancing Inclusion for University Members

Advancing Diversity, Equity, & Inclusion: Fostering Respect & Understanding through Virtual Connections & More ElevateHER Initiative Creating the UWHEN-RMU Chapter

Next Steps

28 Charting Our Course for the Future

Message

FROM THE PRESIDENT familiar with online delivery of course content. Fortunately, RMUoHP’s instructional and institutional technology supported faculty to make this shift seamlessly. While such a disruption could prompt lower instructor evaluations, at RMUoHP, we found that average mean scores for student evaluation exceeded those pre-COVID-19 outcomes.

nce again, the University’s Annual Report is a testament to commitment, passion, and an unwavering focus on students. Our Rocky Mountain University of Health Professions (RMUoHP) family demonstrated that they work together in finding solutions to pandemic challenges while creating an inspiring work environment. COVID-19 wreaked havoc with human life, the economy, our healthcare system, and work-life balance in 2020. The pandemic forced our RMUoHP family and millions of people worldwide to transition to remote work following workfrom-home mandates. Work deadlines loomed and technology enabled constant connection and the lines between one’s job, home, recreation, personal selfcare, and family become more and more blurred with each passing day. Although the pandemic brought unprecedented challenges, the RMUoHP family rose to the occasion and stayed the course. Shifts in the mode of teaching required some of our faculty to quickly become

Our technology department provided laptops for home use; instructional technology provided just-in-time tips to strengthen one’s skills in supporting student success in the transition to online learning. Webinars and Zoom conferences allowed suggestions on how we can do even more work in a work-from-home environment. The balance between completion of clinical requirements and on-site laboratory training for our students and the imperative to keep our students safe mounted additional workload and stress on faculty and staff. Role expectations changed as academic facilities transitioned into screening and testing sites and served not only the academic and laboratory training of onsite students but ensured that COVID-19 transmission was minimized. Program enrollments exceeded projections and the steadfast commitments by faculty and staff have been laudable as they have supported student success. Faculty and staff put forth second-mile efforts to ensure student safety and wellness amidst the global pandemic. This commitment to our core values was never more evident, and I have never been prouder.

workday ending—ends later. Technology that enabled constant connection places all our devices conveniently right at our fingertips and threatens balance in our lives as we are confronted with answering one more email, taking that quick phone call, or trying to finish just one more report before going to bed. For those with school-age children, the pandemic altered school routines and forced parents and other caregivers to juggle work demands with the needs of the family. For many, including me, balancing personal and professional demands with social and recreational needs had become seemingly more impossible. So, as we make the transition to returnto-campus, let us focus on restoring work-life balance. Take time to maintain family relationships and friendships. Have integrity and focus on self care. Doing so will foster mental, emotional, spiritual, and physical health and will better ensure wellbeing and a work-life balance. Onward!

Dr. Richard P. Nielsen Founding President & CEO

In achieving this, our personal life was likely invaded by work infiltration. There is not a clear start and end to the workday so many of us allow work demands to define those workday time parameters as the workday beginning—starts earlier—and ANNUAL REPORT & FACTBOOK l 2020

Strengthening

OUR MISSION & CORE VALUES Mission, Vision, & Core Themes Core Themes

Mission

The mission of Rocky Mountain University of Health Professions is to educate current and future healthcare professionals for outcomes-oriented, evidence-based practice. The University demonstrates mission fulfillment through the quality of its education and success of its students in academic programs that develop leaders skilled in clinical inquiry and prepared to effect healthcare change.

Vision

The vision of Rocky Mountain University of Health Professions is to advance the quality, delivery, and efficacy of healthcare.

The core themes are fundamental manifestations of the University’s mission that demonstrate how the mission is translated into practice. Each core theme includes indicators and target levels of achievement that form the basis for describing how effectively RMUoHP fulfills its mission.

Developing Evidence-Based Practitioners

RMUoHP develops evidence-based practitioners by educating current and future healthcare professionals to synthesize evidence-based principles into practice.

Elevating Clinical Inquiry Proficiency RMUoHP elevates clinical inquiry proficiency through learning experiences that challenge practice standards, expand evidence-based practice, increase clinical research, develop healthcare change agents, and encourage experiential learning.

Ensuring Educational Quality

RMUoHP ensures educational quality through student-centered academic programs, services, and continuous improvement.

Nurturing Student Success

RMUoHP nurtures student success by engaging students in professional and personal growth opportunities.

Constituent Evaluation cross all 2020 institutional surveys (of students, new graduates, employees, alumni, and trustees), the mission, vision, and core themes, received strong reviews across constituents for the five point Likert scaled items (5 = strongly agree). A mean score was determined for each item.

Mission Mean Score

4.64-4.84

Vision Mean Score

4.61-4.84

Core Themes Mean Scores

4.54-4.84

For appropriate five-point Likert scaled items, the University defines score values as follows: scores ≤ 3.99 are improvement opportunities; scores between 4.0-4.49 are acceptable; and scores ≥ 4.5 are exceptional. To view previous annual data, as well as other reported data, please visit rm.edu/institutional-effectiveness.

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Core Values Stayed the Course During the Pandemic A

s a community, RMUoHP is strongly tied together by an intricate tapestry of core values, norms, and a distinctive history, so to understand our culture is to understand us. On April 3, 2020, all campus, laboratory experiences, faceto-face clinical internships, and research involving personal contact was halted due to the COVID-19 pandemic. Yet the University’s core values remained tangible.

Didactic courses continued through a virtual format throughout the end of 2020 while monitoring current conditions and as new data and recommendations were available. The Core Values set the expectations of how the individuals within the University act and the attitudes necessary to foster a culture that aligns with the expectation. University officials made the decision to close the University to protect its students, employees, and the communities it serves.

The Core Values are the foundation behaviors that support the University’s Mission and enrich the implementation of the Comprehensive Strategic Plan.

Trustworthy

Authentic

2020 Core Values Evidence-Based

We achieve the best possible outcomes, by combining the best available evidence with our expertise and input from our University community.

Learning-Centered

By challenging thinking, encouraging growth, and exploring possibilities within a supportive learning environment, we empower learners to rise to their highest potential.

Service-Oriented

Because we value people above all else, we serve each other, our patients and clients, our communities, and the world.

We strive for honesty, respect, and accountability in all we do to continuously earn credibility as an institution and as individuals.

Inclusive

We recognize our imperfections and welcome growth stemming from both success and failure. We believe in our unlimited capacities to find solutions. We model gratitude. We seek to understand, to empathize, and to forgive.

By honoring our differences and similarities, we strengthen institutional and community connections.

Collaborative

We learn and create within and across teams to innovate, foster change, implement strategy, ensure accountability, and celebrate achievement.

Jeff Bate, CFO, and Shelby Perkins, MPAS Graduate

ANNUAL REPORT & FACTBOOK l 2020

Fulfilling

THE UNIVERSITY MISSION 2020 Mission Fulfillment Overview M

ission fulfillment, in the context of the University’s purpose, characteristics, and expectations, is defined by the achievement of targets associated with core theme objectives and indicators. For our 2020 review, 72 Core Theme indicators with threshold targets were examined to triangulate data across the University. Divided into key and secondary targets of five- or three-point values, respectively. Mission fulfillment is defined as meeting at least 90% of primary target thresholds and at least 80% of maximum potential points. The most salient markers of mission fulfillment were drawn from the indicators measuring student course deliverables. These indicators provided a high-level view of learning, with links to direct evidence in program courses and

high-impact learning opportunities, such as terminal projects. For the fourth year in a row, strong metrics on key indicators reflected threshold achievement of 100% (35/35) key targets. In addition, 95% (35/37) of secondary indicators met target thresholds. One secondary indicator (tuition rates are comparable to similar US graduate institutions) was not measured. One secondary indicator (employees currently certified in CPR) was 48% on a 70% target. As such, mission fulfillment was achieved for this period (100% of primary target thresholds and 97% of maximum potential points achieved).

100% Achievement of Core Theme Primary Targets

100% Physical Therapy Board Two-Year Pass Rate

100% Overall Physician Assistant Board Pass Rate

100% Nursing Practice/Family Nurse Practitioner Certification Pass Rate

100% Medical SpeechLanguage Pathology Certification Two-Year Pass Rate Caelah Clark, MS SLP Alumna

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MS SLP Student

ANNUAL REPORT & FACTBOOK l 2020

Receiving

REAFFIRMATION OF ACCREDITATION RMUoHP Receives NWCCU Reaffirmation of Accreditation T

he University participated in the NWCCU Comprehensive PeerEvaluation Review on April 6-8, 2020. RMUoHP was asked to serve as a pilot institution for the new NWCCU Standards and Elements that were rolled-out January 1, 2020. Given the COVID-19 pandemic, the evaluation was conducted as a virtual accreditation evaluation visit, utilizing the Zoom video conferencing platform. The NWCCU Commission at its meeting on June 24-26, 2020, concerning the Spring 2020 Evaluation of Institutional Effectiveness reaffirmed the University’s accreditation. The reaffirmation of

DPT Students

7 ANNUAL REPORT & FACTBOOK l 2020

accreditation is the first since RMUoHP initially received its institutional accreditation by the NWCCU in 2010. The next evaluation of Institutional Effectiveness will be held in the spring of 2027. “We are very pleased to achieve the formal status of reaffirmed accreditation from the NWCCU,” said Dr. Richard P. Nielsen, RMUoHP founding President and CEO. “Accreditation recognizes the quality of our evidence-based graduate healthcare education, which is essential to our students as they pursue their healthcare

education programs and embark in their careers as healthcare providers in their chosen healthcare specialties.” The process of developing the Comprehensive Self-Evaluation Study provided the RMUoHP leadership team and other constituents a unique opportunity to reflect on the institutional changes and shifts since the Mid-Cycle Self-Evaluation in 2015, assess the impact those changes have had on the University over the past five years, and envision and guide the direction and trajectory of its future.

DPT Students

A constant over the last five years has been RMUoHP’s fidelity to a culture of continuous improvement, modeled by its president, and grounded in a commitment to educational quality and student success. The reflective NWCCU self-study process and peer evaluation identified several areas of opportunity, particularly associated with the collection and analysis of disaggregated data. The Commission made three recommendations substantially in compliance but in need of improvement: 1. Further clarify the description of their governance system, including contractual authority and roles and responsibilities of the boards supporting the institution, in written and publicly available documents to promote transparency and accountability (Standard 2.A.1). 2. Expand its assessment of institutional effectiveness and mission fulfillment by assessing its goals, objectives, and indicators in the context of and in comparisons with regional and national peer institutions, and to disaggregate indicators of student achievement by a variety of demographic indicators, including but not limited to race, ethnicity, age, gender, socioeconomic status, and other institutionally meaningful categories

that may serve as barriers to academic achievements and foster equity gaps (1.B.2, 1.D.2, 1.D.3). 3. Further clarify how student learning assessment activities are used to support continuing programmatic improvement (1.C.5, 1.C.7). According to the official letter of reaffirmation, the NWCCU commended RMUoHP for its: • Profound sense of student centeredness that contributes to the institution’s success. From the moment students inquire about RMUoHP programs systems are in place to engage with them through matriculation, providing resources that they need to be successful, whether as a residential student or a limited residential student. The Evaluation Team was impressed with the breadth of institutional support that continues post-graduation to support them as alumni.

and systems, including the user training required for optimal utilization of the systems that are in place, commends the Library and the Writing Center for their timely responses to requests for their help, and to the administration and staff for directing resources into these support systems. The Evaluation team also commends RMUoHP for establishing a robust faculty development system.

• Campus culture conducive to strong positive morale among all campus constituencies. The Evaluation Team believes that the development of the shared governance model will help to maintain the morale, as the campus grows in complexity into the future.

• High quality support systems to assist the campus community. Specifically, the Evaluation Team commends the staff that has developed the institution’s technology infrastructure ANNUAL REPORT & FACTBOOK l 2020

Strategic Planning FOR OUR FUTURE

2019-2023 Comprehensive Strategic Plan Progress 2

020 Strategic Planning Efforts

Six goals are documented in the 20192023 RMUoHP’s Comprehensive Strategic Plan (CSP) process, each of which align with and support the University’s mission. Within each of these goals are initiatives that are being addressed during 20192023. The measures through which the goals are achieved were developed within the functional area or department that is responsible for the completion thereof. Goals, initiatives, and measurements are documented and tracked within RMUoHP’s Accountability Management System to demonstrate progress and achievement. In 2020, efforts to move many of the ongoing initiatives forward led to continued development, continued opportunities, and continued elevation of excellence in student learning and outcomes achievement. Highlights of the plan are identified in this Annual Report including development of new academic programming, expanding student support, and increased student and employee virtual training resources. Continued development and implementation of

non-degree, technology-driven education offerings occurred including 30 offerings, six webinars, and one virtual conference. The CSP advanced key educational, research, and strategic partnerships with individuals and communities to maximize effective operational and performance strategies and to increase brand recognition. Although the pandemic affected the capacity to engage with strategic partners, initiative achievements include an enhanced focus on software resources to support research, strategic relationships to cultivate sponsored projects and the University’s reputation for research. In 2020, the ongoing development of the Graduate Healthcare Benchmarking Project will support the identification of equity gaps that limit graduate student success. This effort supports student success, will identify and mitigate equity gaps, and will provide external context to internal success. In 2020, although all but one in-person event was canceled due to the pandemic, a few virtual alumni events were hosted

2020 Status of Strategic Planning Initiatives

9 (24%) Completed

throughout the year to stay connected. The work of the Alumni Association Board (AAB) was sustained in 2020 and the University published the official AAB directory to the website and hosted three AAB virtual meetings. To continue to bolster alumni engagement throughout the year, the university utilized emailing, digital newsletter, mailing university swag, and social media.

Campus Expansion Plans

The RMUoHP’s Campus Master Plan serves as a guiding document that outlines the long-term direction of the institution’s physical environment and shapes decisions regarding the larger vision of academic growth, the student experience, enhancing existing physical spaces, and community engagement. As a living roadmap aligned with the current 2019-2023 Comprehensive Strategic Plan, the Campus Master Plan accommodates flexibility for shifting academic growth priorities, economic conditions, and external environment considerations and opportunities.

21 (70%) In Progress

8 (26%) Not Started

Expand Academic Excellence

Advance Institutional Effectiveness

Enhance Technological Sophistication

Launch Personalized Learning Pathways

Nurture Student Success

4 (21%) Completed 10 (53%) In Progress 5 (26%) Not Started

2 (50%) Completed 2 (50%) In Progress

Cultivate University Recognition and Relationships

0 Completed 3 (75%) In Progress 1 (25%) Not Started

0 Completed 2 (67%) In Progress 1 (33%) Not Started

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1 (17%) Completed 4 (66%) In Progress 1 (17%) Not Started

2 (50%) Completed 2 50%) In Progress

RMUoHP’s facilities planning process over the years has identified priorities, including the need to: • Maximize the use of critical and limited resources. • Create eco-friendly learning environments for the current generation of learners that include natural light, individual and group study spaces, smart classrooms (physical and online), and research facilities and laboratory spaces that support scholarship, collaboration, and safety to strengthen the student learning experience. • Introduce new, high-quality green spaces and appropriately care for existing ones. • Make available wellness facilities for employees and students that include a fitness center, volleyball and basketball courts, soccer fields, and natural green walking pathways. • Plan for strategic growth consistent with mission fulfillment, including online options and the enhancement to the RMUoHP campus in Provo, Utah. • Create a more people-centered and pedestrian-friendly campus. • Improve transportation modes and means to and from campus (including bus, train, and other mass transport options) that support residential and post-professional students and that support environmental-friendly strategies. Much of the recent vision that has guided RMUoHP’s campus expansion plan to accommodate academic program and student growth has been centered on constructing a new building on the Medical Education and Research Campus (MERC).

TO SECURE NEW SPACE IN THE BEST INTEREST OF RMUoHP THAT...

Improves the learning-centered student experience

Builds equity long-term

Improves instructional and work spaces for faculty and employees

Provides a clear path to space expansion that accommodates convenient growth

Fosters a sense of place as a college campus that builds our RMUoHP community

Maintains the timeline to launch the College of Optometry, with the clinic to open in January 2022 and instructional space ready by May 2023

Positions RMUoHP for prominence, visibility, and permanency

Establishes on economic hub in healthcare, biotech, and medical endeavors that expands

Is affordable in the short- and long-term without the need to increase student tuition or fees to cover the cost of the facilities expansion and its additional expenses

Ensures RMUoHP’s impact and opportunity for its students, faculty, and served communities

Maintains RMUoHP’s resource agility to respond to opportunity and manage challenges

Communicates options and the final outcome in a way that informs and excites the RMUoHP community and elevates the University’s brand

Figure 1

However, the COVID-19 pandemic negatively impacted the building material supply-chain and spawned high inflationary costs for building materials. This reality, coupled with unexpected allocation of site preparation costs and the uncertainty regarding timely completion of a new MERC facility, led RMUoHP to implement a taskforce that began in early 2021 to investigate the best and affordable option for RMUoHP to expand its facility inventory by approximately 120,000 square feet (SF) to meet its academic program and student growth demands. Based on a set of guiding principles (see Figure 1), the space expansion taskforce was charged to explore and evaluate three

options: 1. to construct the new MERC facility, 2. to lease additional space on the Timpanogos Technology Center (TTC) campus currently being used by RMUoHP, and, 3. to lease space in the eight story Micro Focus Tower (also located on the TTC campus but owned by a different entity). The selected expansion option will be added to the current RMUoHP facility inventory (see Figure 2) of Building 3 (58,629 SF on the TTC), Building 1 (11,790 SF on the TTC), Building 561 (15,000 SF adjacent to the TTC), and 2,600 SF for RMUoHP’s Community Rehabilitation Clinic (CRC) in a Utah County Commissionowned building (which allows free rent for the pro bono clinic) in south Provo.

Figure 2 Building 561, 561 Lakeview Pkwy Provo, UT 84606

Community Rehabilitation Clinic, 587 South State Street Provo, UT 84606

ANNUAL REPORT & FACTBOOK l 2020

Updating

GOVERNANCE & POSITIONS Governance Updates MUoHP recognizes the distinct and complementary roles that the University President, Provost, Vice Presidents, Vice Provost, Deans, Directors and Chairs, faculty members, staff, and students have in governing, managing, and ensuring the success of the University. Our shared governance model is meant to acknowledge and take advantage of active engagement and contribution to the governance and decision-making of the University. 2020 was a period of communication, modification, and stabilization of our governance structure. The conversion to Colleges at the University aligned like programs under a dean structure which actively engages in the governance model as a Dean’s Council.

Senates (Faculty, Employee, Student), the Academic Leadership Council, and the Student Diversity Committee to facilitate dialogue and understanding regarding their roles within the structure. The Senates reviewed and updated bylaws and added voice to the institutional decision-making process. 2020 also brought the addition of two additional Executive Council members with the hiring of Dr. Cameron Martin as VP of Operations and the University President’s Chief of Staff and Dr. Michelle Webb as the Vice President of Institutional Effectiveness. In addition, membership in the President’s Cabinet was expanded to further enhance a clear voice of all key institutional groups in the strategic management of the University.

An enriched communication strategy was implemented by the Executive Vice President for Academic Affairs and Provost, Dr. Mark Horacek, who met with representatives from each of the RMUoHP

In the spirit of continuous improvement, the University assessed the effectiveness of the governance structure through a survey administered in early 2020. Findings from the 109 employees who

RMUoHP Governance. First row: Dr. Richard Nielsen, President; Dr. Mark Horacek, EVP AA/Provost; Mr. Jeff Bate, EVP Finance & Ops; Dr. Cameron Martin, Chief of Staff; Dr. Malissa Martin, Vice Provost AA; Dr. Michelle Webb, VP of IE, UDEI Co-Chair; Mr. David Payne, VP Tech/CIO; Mr. Richard Peterson, Assoc VP, Ac Admin; Mr. Bryce Greenberg, Assoc VP EM. Second row: Dr. Sandy Pennington, Strat/Engmnt; Ms. Lori Sisk, Dir Student Affairs; Mr. Nick Starr, Manager HR; Dr. Adam Hickenbotham, Dean-Optometry; Dr. Jeff Lau, Dean-College of Rehab Sciences; Ms. Morgan Louie, (SDC Rep); Mr. Ray Rodriguez, IEO, UDEI Co-Chair; Mr. Trevor Espinoza, Emp Senate Rep; Dr. Kenneth Simpson, ALC Senate Rep. Third row: Dr. Miriam Cortez-Cooper, Faculty Senate Rep; Ms. Holly Von Niederhausern, Controller; Ms. Sarah Kelson, Admin to EVP A; Ms. Maria Yi (MPAS-06), Student Senate Rep

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participated in the survey regarding the employee experience with the governance structure indicated that making organizational structures and processes gives faculty, staff, students, and administrative personnel a voice in the decision-making process on matters in which each has a direct and reasonable interest. Opportunities for improvement regarding the shared governance system include additional training to improve confidence in employees’ understanding of the shared governance system and expanded efforts to increase transparency, productivity, communication, and collaboration at RMUoHP. In addition, ongoing training for the representative to the President’s Cabinet will expand opportunities to inform the Senate membership of the business of the Cabinet.

Dr. Jessica Egbert Leaves RMUoHP After Nearly Two Decades of Service I

n 2020, Dr. Jessica Egbert, Executive Vice President of Strategy and Engagement, left RMUoHP after 19 years of advocating for people, innovation, and effectiveness. Her legacy at RMUoHP provided the foundation for shaping the University culture, its future, and its commitment to assessment and continuous improvement. Hired as the third official employee of the University in 2001, Jessica began her institutional journey as Office Manager and grew into pivotal roles in operations, marketing, admissions, student services, and e-learning. Most recently, her passion for data-driven assessment and decision-making, accreditation, and leadership provided a strong foundation in her roles as the Vice President of Institutional Effectiveness and Community Engagement and then as Executive Vice President of Strategy and Engagement.

As a consummate storyteller, Jessica was able to weave opportunities, connecting the threads of our university work to best practices, fostering community relationship and recognition, and championing the cause of women and equity. Her ability to fuse data and story fostered RMUoHP’s ability to demonstrate University mission fulfillment.

in psychology, an MEd in instructional technology, and a PhD in educational leadership. In 2021, the Board of Trustees plan to nominate Dr. Egbert to serve as a RMUoHP trustee. Dr. Egbert has been married for over 21 years to her husband, Dan, and together, with their son, Lukas, live in Mapleton, Utah.

She served as a key University representative to the community, supporting the University’s community, strategic, and service-related efforts. Those efforts provided institutional recognition, built strategic relationships, and garnered her numerous industry and community awards for excellence in achievement, leadership, and service. In 2020, Dr. Egbert also started her first year of service as a member of the Mapleton City Council. She holds a BS

Dr. Jessica Egbert

Chief Innovation Officer, RBM

Founding President & CEO Richard P. Nielsen, PT, DHSc, ECS and Jessica Egbert PhD, FFSMB

ANNUAL REPORT & FACTBOOK l 2020

Dr. Cameron Martin Joins RMUoHP D

r. Cameron Martin joined RMUoHP in August 2020 as the Vice President of Operations and Chief of Staff to the Office of the President. As Vice President of Operations, Dr. Martin oversees and assists with Human Resources and Facilities, which includes functioning as RMUoHP’s construction liaison for the campus expansion plans. As Chief of Staff, Dr. Martin assists President Richard P. Nielsen in managing the many demands of his office, including representing him and the interests of the university to internal and external constituents. In addition, he supervises the University Marketing and Communications Department and coordinates Civil Rights matters for the Office of the President.

Prior to joining RMUoHP, Dr. Martin was the Vice President of University Relations at Utah Valley University, where he oversaw and assisted with university efforts pertaining to government affairs, community relations, public relations, marketing, campus events, economic development, and diplomatic hosting. Dr. Martin has also worked at the Utah System of Higher Education as an associate commissioner for Economic Development and Planning in addition to managing the system’s presidential searches and annual presidents’ evaluations.

Dr. Martin and his wife, Julie, are the parents of three daughters and they reside in Provo, Utah.

Dr. Martin earned three degrees from Brigham Young University—a bachelor’s in political science, a master’s in public administration, and a PhD in educational leadership. His doctorate research focus was on the role and organizational value of interim university presidents.

Dr. Cameron Martin

Vice President of Operations/ Chief of Staff

Dr. Michelle Webb Expands Her Influence Over Institutional Effectiveness I

n November 2020, Dr. Michelle Webb was named the new Vice President of Institutional Effectiveness and appointed as a member of the Executive Council. In addition to her role as Vice President, Dr. Webb continues to serve as Co-Chair of the RMUoHP Diversity, Equity, and Inclusion Committee. Prior to being appointed Vice President of Institutional Effectiveness, she served as the Director for Academic Assessment and as a faculty member within the PhD in Health Sciences program. She also is an alumna of the RMUoHP Doctor of Occupational Therapy program and served as the Program Director for Occupational Therapy from July 2017 until December 2019. As Vice President of Institutional Effectiveness,

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Dr. Webb’s inspiring leadership, strategic perspective, and wealth of experience has engaged our collective RMUoHP community in the work of enhancing our institutional research, institutional effectiveness, accreditation, and special initiatives. Dr. Webb received her Doctor of Occupational Therapy degree from RMUoHP in 2015 and her Doctor of Education degree with a concentration in Higher and Postsecondary Education from Argosy University in 2018. She is a licensed occupational therapist and certified aging-in-place specialist with over 25 years of healthcare experience.

Dr. Michelle Webb

Vice President of Institutional Effectiveness

Analyzing 2020 FACTS & DATA

Degree-Seeking Students Entry-Level

Total Degree-Seeking Students

Post-Professional

585 (40.43%)

862 (59.57%)

Female 936 (64.86%)

1,447

Mean Age of Students 36

All Students

Gender

Entry-Level Students

Male 507 (35.14%)

2020 Program Enrollments Program

Location of Degree-Seeking Students Current Students 479

# of Students

COUNSELING

DMSc

119

DNP

DPT

334

MPAS

144

MS ATP

MS SLP

107

MSHS

PhD/DSc

176

PMHNPC

138

OTD

SLPD

186

tDPT

Post-Professional Students

Ethnicity

.9% American Indian or Alaskan Native

.2% Native Hawaiian or Other Pacific Islander

6% Asian

Race and Ethnicity Unknown

Black or African American

Hispanic or Latino

74%

Two or more races

White

ANNUAL REPORT & FACTBOOK l 2020

Alumni Data Location of Alumni Alumni 479

4.71

Alumni Overall Satisfaction of RMUoHP Experience

2020 Alumni Survey (2015 & 2017 Graduates)

University Marketing & Communication Strategies U

niversity Marketing & Communications (UMC) expanded omni-directional digital marketing and communication strategies including regular blogging, digital newsletters, public relations, podcasts, and increased social media reach. In addition, the UMC department continues to develop accessible policies, procedures, and other materials to communicate and guide a unified institutional brand.

SUMMIT T A K I N G

H E A L T H C A R E

T O

N E W

H E I G H T S

The store saw a 327% increase in transactions and over $14,000 in sales.

Two editions of the Summit Magazine were published in 2020 with 23 articles written on RMUoHP students, alumni, and faculty, and over 1,000 online views. UMC also sent out 11 editions of the RMUInsider, which had a 66% average open rate by employees. UMC published 61 news

Over 1,000 views of Summit magazine

stories and blog articles on rm.edu in 2020, with 17 of the articles featuring the impact COVID-19 had on healthcare and 11 related to diversity in healthcare. The RMUpload podcast released 20 bi-weekly episodes and had over 2,900 downloads, which was an increase of over 700 downloads compared to 2019. Due to COVID-19, many of the in-person alumni events were canceled in 2020 but RMUoHP’s Alumni Relations was able to host one in-person event at the American

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Physical Therapy Association (APTA) Combined Sections Meeting in Denver, CO, as well as three virtual events throughout the year to engage alumni. In March 2020, UMC hired the University’s first full-time graphic designer, who had an immediate impact, completing over 150 projects in nine months. Projects included UMC marketing campaigns and materials,

Enrollment Management marketing collateral, and projects from other academic departments.

from 17 online purchases in 2019 to 568 online purchases in 2020. Total sales also increased by over $14,000.

UMC also took over operations of the University Store in 2020, and despite the pandemic and the campus being closed, saw a 327% increase in store transactions. The University Store had 821 total transactions in 2020, with an increase

These UMC efforts support the 20192023 Comprehensive Strategic Plan with initiatives that continue to build the University identity by increasing internal and external recognition.

Alumni Relations 1

Alumni Association Board

Alumni Events

Graduate Gifts

• Enhanced award selection process to include increase alumni participation • Developed the Early Career Alumni Award

• Hosted 1 in-person event prior to COVID-19 restrictions • Hosted 3 virtual alumni events • 97% overall event satisfaction rates

• Sent 337 graduate gifts on behalf of the Alumni Association • Gifts included university license plate covers, window clings, socks, blankets, and pennants

Alumni Fundraiser

Alumni Social Media

Alumni Communications

• Implemented the first alumni fundraising event selling alumni-branded sweatshirts • All proceeds went directly towards RMUoHP Student Scholarships

• Launched first programmatic social media group on Facebook, “RMU OTD Connections” • Created a committee of OTD alumni to oversee and manage the group

• Alumni emails averaged an open rate of 42% and an overall click rate of 13% • Sent quarterly alumni newsletters with an average open rate of 26.23% and a click rate of 2.78%

RMUoHP MS SLP alumna Natalie Hernandez celebrating her graduation with family and friends

ANNUAL REPORT & FACTBOOK l 2020

Facilitating

A HEALTHY, SAFE, & QUALITY EDUCATIONAL EXPERIENCE Student Affairs: Supporting Dimensions of Health & Wellness

he mental health of our students, faculty, and staff was paramount to RMUoHP throughout the pandemic. The Office of Student Affairs performed outreach through a unique COVID-19 Wellness Text Initiative, a program in which students were routinely contacted by text message to ensure their well-being. 1517 responses were received from students during this initiative. The reactions ranged

from “I’m doing alright” to “I could use some support.” While the majority of students responded that they did not require assistance, those who requested support were contacted immediately by Student Affairs for follow-up. Another layer of emotional support was offered to our students, faculty, and staff via teletherapy through BetterHelp,

the world’s largest network of licensed, accredited, and experienced counselors who help with a range of issues including depression, anxiety, relationships, trauma, grief, and more. In 2019, 413 live sessions were provided to students. Student Affairs partnered with Human Resources in 2020 to offer services to all full-time employees, resulting in the delivery of 1130 live sessions.

The Impact of COVID-19 on the Educational Delivery Model D

uring the COVID-19 pandemic, RMUoHP Administration consistently focused on the health and safety of students and employees. While understanding the impact of a closed campus on laboratory sessions, clinical experiences, and overall student learning, RMUoHP decided to cancel all in-person instruction and clinical placements to mitigate potential COVID-19 exposure and outbreak on campus. The cancellation of clinical placements was especially burdensome for students, but was necessary. Executive Vice President for Academic Affairs and Provost Dr. Mark Horacek explained the difficult situation was due to the “health and welfare of our students and the University community as a whole, characteristics of COVID-19, recommendations from programmatic accreditors, as well as the health and welfare of the patients with whom our students interact.” As conditions surrounding the pandemic began to slowly improve, RMUoHP established a task-force that worked

17 ANNUAL REPORT & FACTBOOK l 2020

RMUoHP Facilities Manager Penny Boothe administering COVID-19 Tests

diligently to institute return-to-campus plans made in consideration of the local and national pandemic situation while adhering to the Center for Disease Control and Prevention (CDC) and state guidelines for safety. The University launched a Coronavirus website for students and employees, which provided current information regarding the pandemic, along

with up-to-date information pertaining to all return to campus plans and programming. When it was deemed safe to bring students back to campus for essential laboratory and clinical experiences, extensive testing and screening protocols were initiated to support the health and well-being of all

on campus. Additionally, guidelines and responsibilities were instituted for the number of students in classrooms, social distancing, wearing of masks, sanitizing of equipment, and other preventative

measures to reduce the risk of COVID-19 transmission. The safety of students, faculty, and staff remained the highest priority throughout

the pandemic. Though it was a challenging time, the University worked hard to ensure students received the support needed for positive learning experiences.

Demonstrating Excellence in Online Teaching & Learning T

he quick pivot from in-person learning to the online environment, resulting from the COVID-19 pandemic, was an unexpected transition for some students and faculty. With the assistance of the University’s technology teams and many other partners, RMUoHP made the change in rapid time. The diligence of our students, coupled with our approach

to institutional course design, teaching methodologies, and the assessments of learning all facilitated favorable outcomes according to Dr. Malissa Martin, ViceProvost of Academic Affairs and Dean of the College of Health Sciences & Life-Long Learning. The aggregated 2020 Student Evaluations of Instructors and Courses revealed that our students

were satisfied overall with faculty and curriculum. The mean score for all course evaluations across degree programs was 4.53/5.00 while the instructor evaluations across degree programs mean score was 4.58/5.00. These outcomes affirm that the pandemic did not diminish the University’s commitment to student learning.

The course director provided an environment conducive to learning and student engagement.

4.57

The technology used in the course delivery was conducive to my learning experience.

4.53

The course director effectively facilitated active and collaborative learning activities.

4.55

The course director used effective teaching methods.

4.49

The use of the learning management system (Canvas, PA Program Hub, and/or Google Classroom) was effective in managing the course.

4.55

The course director facilitated discussions through participation and guidance, including forums, and online discussion.

4.54

The course director was well organized and prepared.

4.55

Virtual Alumni Engagement C OVID-19 prevented Alumni Relations from hosting its annual in-person events; therefore, select virtual events were planned and hosted to invite alumni to get involved and stay connected. Virtual events were hosted using video conferencing platforms, which allowed alumni to connect, network, and engage with the different event activities.

85% of virtual attendees felt the event helped them feel more connected to RMUoHP. The virtual events expanded Alumni Relations reach to better include younger alumni and early career alumni, who less often have the means to travel to alumni events throughout the country.

Screenshot of participants during an alumni event hosted via Zoom

New Academic Programming N

ew degree-seeking and certificate programs were introduced or are in the planning stages that expand options in current programming and advance the scope of healthcare professions education at RMUoHP. These programs align with the goals of the 2019-2023 Comprehensive Strategic Plan and help close the gap in opportunities for the education of healthcare professionals.

prepared to help individuals deal with issues that affect mental health and wellbeing and to help individuals influence their personal development, learn to make positive adjustments, build productive vocational skills, and master the dynamics of the human experience. Upon graduation, students are eligible for licensure or certification or both in their respective specialties.

“The need for well-trained school and mental health counselors has never been more important than now,” said Dr. Verl Pope, Counseling Program Director for RMUoHP. “There is a shortage of counseling professionals in the State of Utah. With a growing population, these two programs will help those who want to become counselors and meet the mental health needs of Utahns.”

Master of Science in Clinical Mental Health Counseling & Master of Science in School Counseling

The MHC prepares students for counseling positions in various community agencies, such as mental health centers, private counseling agencies, drug abuse centers, centers for counseling the elderly, child protective services, child counseling clinics, family counseling centers, pastoral counseling settings, as well as business and industry.

Master of Science in Athletic Training Practice

Two programs, focused on helping improve mental health and wellbeing for individuals, both welcomed its first cohort in 2020. According to the Kem C. Gardner Policy Institute at the University of Utah, Utah’s population is expected to double between 2015 and 2065. There is a growing need for school and mental health counselors in Utah to meet population growth. Combining online learning with face-toface instruction, the program provides students with options to be licensed as clinical mental health counselors or school counselors or both. Graduates of the Master of Science in Clinical Mental Health Counseling (MHC) and Master of Science in School Counseling (SC) programs are

19 ANNUAL REPORT & FACTBOOK l 2020

The SC program prepares students to become professional school counselors. They become familiar with school counseling services, develop better self-understanding, and develop the competencies of comprehensive school counselors who build and lead school counseling programs. The program meets coursework specifications for professional school counselor certification/licensure.

Rooted in the 2020 Commission on Accreditation of Athletic Training Education (CAATE) knowledge and skills standards, the Master of Science in Athletic Training Practice (MSATP) degree program began admitting students in 2020. “The MSATP curriculum is designed to help students advance careers as athletic trainers,” said Dr. Michelle Monaco, MSATP Program Director. “It is designed to address the evolving field of athletic training, teach leadership concepts, better understand the mental health of active individuals, emergency medical procedures and response, and is based on evidence-based athletic training principles.”

The clinically-focused MSATP is for bachelor-prepared certified or licensed athletic trainers seeking an evidencebased post-professional master’s degree in athletic training, as well as athletic trainers with master’s degrees in fields other than athletic training who are seeking professional growth in the areas of critical thinking, problem-solving, and advanced knowledge and clinical skills.

Optometry

According to the US Bureau of Labor Statistics, the demand for optometrists will grow an estimated 30 percent during the next ten years. Addressing the shortage of optometry colleges in the Western United States, RMUoHP announced an intent to develop a new College of Optometry with Adam Hickenbotham, OD, MPH, PhD, selected as the Founding Dean. In addition, Dr. Sandra Pennington was named Associate Dean of Academic Affairs for the College. As Dean, Dr. Hickenbotham will oversee the development of the curriculum, the hiring of faculty and staff, and guide the new college through the accreditation process in preparation for an anticipated opening in May 2023. In addition, the program will manage a 3,750 square feet onsite primary clinic with an additional 2,577 square feet of additional space for future growth, including clinical research space and specialty clinics, such as low vision, pediatrics, or binocular vision. Faculty from the program will staff the clinic. The College of Optometry is seeking accreditation through the Accreditation Council on Optometric Education (ACOE), requiring a multistage process before a new school can begin to recruit or enroll students.

To accommodate the growth of the profession, RMUoHP sought and was awarded applicant status by the Accreditation Council for Occupational Therapy Education to pursue new entrylevel master and doctorate level programs in 2023.

Emergency Nurse Practitioner Certificate Program

Building on the success of the Psychiatric Mental Health Nurse Practitioner Certificate program, the Department of Nursing initiated its new Emergency Nurse Practitioner Certificate (ENPC) program, for family nurse practitioners in 2020. The Emergency Nurse Practitioner Certificate program teaches family nurse practitioners to care for emergent or urgent patients and includes stabilization, emergency procedures, and evidencebased clinical decision-making. The ENPC certificate is specifically designed to help students gain intensive skills, learn high-risk skills in high-fidelity/low-risk simulation settings, and gain in-person hands-on emergency care skills. Currently, there is a shortage of providers in emergency departments across the United

States. Emergency nurse practitioners help meet that need. In addition, in 2020, RMUoHP began offering a dual Family Nurse Practitioner/ Emergency Nurse Practitioner certificate program for individuals desiring both certifications.

Certificates & Continuing Education

In 2020, the Emergency and Primary Care in Athletic Training (EPCAT) certificate was launched. All credits are transferable to the MSATP program. The Healthcare Professions Education and Healthcare Leadership Administration certificate courses were integrated into the DMSc and MSHS programs. In 2020, the Health & Wellness Coaching certificate was launched, which received program accreditation by the National Board for Health Wellness Coaching (NBHWC); the certificate courses also integrate into the MSHS program. Online CE courses, such as Ethical Issues of Social Media for Healthcare Providers and Utah Controlled Substance Prescribers (for Utah PAs), are available at learn.rm.edu.

At its October 23-25, 2020, meeting, the ACOE considered the feasibility study of RMUoHP’s College of Optometry and voted to designate the program as a “Stage One Applicant.” The program will submit a self-study document to the ACOE in the spring of 2021 as part of the multistage process.

Occupational Therapy

According to the U. S. Bureau of Labor Statistics, employment of occupational therapists is expected to grow 16 percent from 2019 to 2021, much faster than the average for all occupations.

DPT Students

ANNUAL REPORT & FACTBOOK l 2020

Service In Action FOR OUR COMMUNITY

During the Pandemic:

Shining a spotlight on the Center for Communication Disorders and the Community Rehabilitation Clinic

ocky Mountain University of Health Professions serves the community through the advent of two pro bono (free) clinics located in Provo, Utah: the Center for Communication Disorders (CCD) and the Community Rehabilitation Clinic (CRC).

The Center for Communication Disorders The Center for Communication Disorders

Russell deJesus, MS SLP Student

21 ANNUAL REPORT & FACTBOOK l 2020

is responsible for providing students within the Master of Science in Speech-Language Pathology program (under the supervision of speech-language pathologists vested in clinical education) with learning experiences to advance their skills sets to foster success with external placement in their second year of study. The CCD, through the hard work and dedication of the clinic personnel and

the implementation of effective safety protocols, continued to meet the needs of their clients through the COVID-19 pandemic. The CCD delivered over 1400 individual treatment sessions in 2020. The client needs addressed included developmental delay and disorders of speech and/or language, literacy disorders, voice disorders, fluency disorders, acquired language and cognitive disorders such as those resulting from stroke or brain injury.

Additionally, the CCD has also served clients related to assessment and treatment of swallowing disorders, gender related differences, augmentative and alternative

Over 1,400 individual treatment sessions were delivered by the CCD. communication needs, and social language disorders. Even with healthcare insurance coverage, clients can experience financial constraints which make it difficult to cover co-payments, deductibles, etc. The Medicare equivalent for services provided by the CCD in 2020 totaled $186,459.04, making services attainable for many in the community. Prior to the pandemic, clinical assessment and treatment were provided predominately through in-person sessions. In March, a regime was instituted in compliance with University standards for return to campus specifically for the provision of client care. Strict screening measures, along with staggered visits, allowed clinicians and students to serve their clients. Approximately 20% of the caseload was seen in this manner. The safety of clients, students, and the staff was constantly assessed, and guidance from state and local health officials prompted changes in the service delivery model. At intermittent times during the summer, in-person treatment was halted to preserve the clients’ health and wellbeing. In the fall, it was deemed necessary to provide virtual visits to all clients with the exception of voice disorder patients who required a physical examination or hands-on services and carefully selected assessments. Telehealth became a necessary and appropriate medium utilized by the clinicians and students of the CCD for the provision of quality care. Throughout the spring, summer and fall, the second-year students who would typically engage in externships had 85% of those placements canceled due to the pandemic. In order to assist those students in earning experiences, clock hours, and to reach gradation standards, many of them were assigned additional experiences at the CCD.

The Community Rehabilitation Clinic The CRC is a University-sponsored pro

CRC Physical Therapist Hina Garg, PT, MS, PhD, CEEAA

bono physical therapy rehabilitation treatment center located in Provo, Utah. The CRC experienced challenges similar to those of the CCD and also strove to provided the highest levels of service to the clients in their care. The physical therapy clinicians and DPT students of the CRC provide care to the uninsured and underserved residents of the area. The pandemic required staff to address the specific needs of post COVID-19 patients, and the clinicians rose to the challenge to ensure that the needs of individuals in the community were addressed. The skilled practitioners of the CRC evaluated 521 new patients and performed 4,358 evidence-based physical therapy rehabilitation treatments in 2020. Because of the pandemic, approximately 50% of

Over 4300 treatments were delivered by the CRC. the treatments were done via telehealth. Through a generous CARES grant from Utah County, 33 post COVID patients were also rehabilitated through telehealth and in-clinic treatment appointments. The common treatments included breathing exercises, spirometer training, aerobic training, strength and balance training, energy conservation strategies, and patient education. The management of the patients with post-COVID sequelae was

complex, as a wide variety of symptoms, including cardiorespiratory, kidney, neurological, etc., could be present. The dedicated practitioners of the CRC treated patients in-person and also incorporated telehealth for those who could not travel to the clinic for services. A patient who required treatment for post COVID-19 shared that he was hospitalized for approximately one month and intubated for 18 days due to severe illness. The illness caused a myriad of issues, and affected the patient’s ability to effectively engage in his daily activities. After completing a course of physical therapy at the CRC, his status greatly improved. “I’ve been able to breathe and move a lot better. I have been able to walk, go to the restroom by myself, and have even been able to shower by myself which I couldn’t before.” The financial contribution of the CRC to the community over the last six years is highlighted in the table on page 24. The number of patients served and its financial impact on the community have consistently grown since the opening of the CRC. Beginning at $153,731 for 2015 to $1,076,897 in 2020, the CRC has saved the underserved population of Utah County and their respective communities nearly $4 million over the last six years.

ANNUAL REPORT & FACTBOOK l 2020

CRC Financial Impact Timeline YEAR

PATIENT VOLUME #Evaluations/#EMG Studies/# Total Visits

COMMUNITY FINANCIAL IMPACT

Year 1

2015

173/1206

$ 153,731

Year 2

2016

105/0/1561

$ 201,286

Year 3

2017

368/8/2550

$ 535,067

Year 4

2018

501/16/3784

$ 778,104

Year 5

2019

791/36/4961

$ 1,195,840

Year 6

2020

521/11/4358

$ 1,076,897

TOTAL

2459/71/18420

$ 3,940,925

Students Gain Telehealth & Teletherapy Experience T

he global challenges for students stemming from the COVID-19 pandemic have been numerous. Face-toface courses shifted to online learning platforms, clinical placements were canceled, and in some cases graduations were delayed from the inability to meet minimum or certification requirements. Despite all these challenges for students and their educational experience, the advent of COVID-19 did something else: better prepared them for their future in healthcare. Providers and educators worked diligently in 2020 to provide optimal patient care and student learning experiences through the application of creative means, including the utilization of telehealth/teletherapy services. The benefits of this type of care provision included reduced exposure to COVID-19, shortened wait times for appointments, and increased access to clinicians and specialists who were located away from the patients’ home areas. As RMUoHP holds closely the Core Value of being service-oriented, the movement to telehealth provided an opportunity to serve a broader community base. Coleby Clawson, PT, DPT, CSCS, a faculty member in the RMUoHP Doctor of Physical Therapy (DPT) program, served as Director of the RMUoHP Foundation pro-bono clinic, the Community Rehabilitation Clinic (CRC). He said that the current pandemic and the shift to telehealth had opened doors to extending care to patients who usually wouldn’t be able to receive care. “We have patients who have issues getting to the clinic because they don’t have

23 ANNUAL REPORT & FACTBOOK l 2020

CRC Physical Therapist Crystal Miskin, PT, DPT, OCS, FAAOMPT

transportation or live far away. We can expand into rural health and work with rural populations and indigent populations.” Another benefit of telehealth was the fostering of new learning and ingenuity with regards to the provision of rehabilitation services. MS SLP Assistant Clinical Professor Kristen Ipson, MS, CCC-SLP, shared that, “experience with teletherapy services stretches students’ clinical creativity and forces them to adapt in different ways than in-person services. Learning to quickly adapt and provide services under a variety of different

circumstances is necessary for any setting that a speechlanguage pathologist (SLP) can work in, so this kind of practice will benefit students regardless of which direction their career takes them.” While caring for patients through a computer, tablet, or smartphone can be difficult, the students of RMUoHP are equipped to provide care using traditional methods and via telehealth, rendering them with the skills and abilities to succeed in the ever-evolving world of healthcare.

RMUoHP Matches CARES Act Funds T

he Coronavirus Aid, Relief, and Economic Security Act or CARES Act allotted $2.2 trillion to provide fast and direct economic aid to the American citizens negatively impacted by the COVID-19 pandemic. Of that money, approximately $14 billion was given to the Office of Postsecondary Education as the Higher Education Emergency Relief Fund (HEERF) to provide emergency financial aid grants to students for expenses related to the disruption of campus operations due to coronavirus. Emergency aid can include anything under a student’s cost

of attendance, such as food, housing, course materials, technology, healthcare and childcare. Only students who are or could be eligible to participate in programs under Section 484 in Title IV of the Higher Education Act of 1965, as amended (HEA), may receive emergency financial aid grants. Funds from the CARES Act and matching funds from the university, were dispersed based on different categories from the financial aid cost of attendance budgets. The grant application included selections for housing, travel, dependent care,

technology, and medical expenses. In addition, disruption in clinical placements to complete degree requirements. The RMUoHP Student Relief Fund was used to augment these emergency grants for clinical rotation disruption refunds, tuition waivers related to dissertation and capstone project disruption, and situations that extended graduation related to COVID-19. For 2020, students received $223,276 from CARES Funds and $361,947 from RMUoHP’s Student Relief Fund.

Dr. Cameron Martin; Felix the Falcon; Asha Byrd, MPAS Alumna; President Richard P. Nielsen

ANNUAL REPORT & FACTBOOK l 2020

Advancing Inclusion FOR UNIVERSITY MEMBERS

Advancing Diversity, Equity, & Inclusion:

Fostering Respect & Understanding through Virtual Connections & More

he importance of fostering a welcoming, diverse environment is consistent with the constructs of social justice, civil rights, and the celebration of inclusion of all populations. In support of these tenets, RMUoHP supports two historic committees: the Student Diversity Committee (SDC) and the University, Diversity, Equity, and Inclusion Committee (UDEI). The student-driven SDC was established in December 2019, and continued its important work throughout the year of 2020. The SDC is composed

MS SLP Students

25 ANNUAL REPORT & FACTBOOK l 2020

primarily of students across residential programs, but is open to all students. Activities facilitated by the SDC have included virtual healthcare disparity discussions; focused panel discussions; and multicultural awareness through articles, interviews, and presentations. For example, in December, the SDC sponsored a signature event to highlight the experiences of transgender clients in healthcare. The virtual panel discussion was the first of its kind at RMUoHP, and was attended by over 100 people.

The UDEI committee, established in August 2020, is committed to the charge of building a more inclusive, diverse, and equitable institution for students, faculty, and staff. The UDEI was created to identify and champion methods, activities, policies, and practices that support this commitment, and to lead in creating a vibrant and supportive institution of graduate learning for all. The UDEI has committed to actions such as:

• The recruitment and retention of students and professionals representative of the broad diversity of the United States.

• The development and support of curricula activities that address the cultural and linguistic competency needed to succeed in the modern healthcare setting.

• The engagement of diverse cultures existing within and around the University.

• The promotion of understating diverse cultures and equity as positive forces to be welcomed. In 2020, the UDEI began to implement change to encourage the admission of diverse populations to RMUoHP. As an example, work is underway to secure articulation agreements for admissions to the University from Historically Black Colleges and Universities (HBCUs). In May 2020, RMUoHP joined with four other peer graduate health science

institutions in the NWCCU accreditation region to develop a data sharing/peer comparison consortium whose common goal is to improve student achievement, including the identification and closure of equity gaps, within their institutions, and to comply with Standard 1.D.3. The data will be published on RMUoHP’s Institutional Effectiveness webpage in 2021 to include benchmarked disaggregated outcomes for key student outcomes.

ElevateHER Initiative MUoHP supports the American Council on Education Women’s Network’s Moving the Needle: Advancing Women Leaders in Higher Education initiative and commits to the statewide Women’s Leadership Institute (WLI) initiative, the ElevateHER Challenge. As an ongoing Presidential Strategic Initiative, three areas of the ElevateHER Challenge continue as areas of focus. Concentrated efforts in these areas have resulted in positive sustained outcomes.

1. Increase the number of women on the University’s Board of Trustees, extend the influence of women in the industry, and encourage women to serve on community and corporate boards. Over the five years of the initiative, qualified women were elected to the Board of Trustees (BoT), increasing the percentage of women on the Board in 2020 to 30%. Twenty percent of the Executive Committee of the BoT are women. In addition, many women employees served in leadership roles within the Institution. Numerous female employees serve on community and corporate boards locally, regionally, and nationally. It is inherent within RMUoHP’s culture of service to encourage employees to support leadership contributions outside of the University’s walls. 2. Monitor pay by gender and close identified gaps. This initiative is monitored through the President’s Office in conjunction with the ongoing work of Human Resources, which evaluates salary ranges at least every two years. All salary ranges are contained in the 20 salary

MS SLP Students Greer Simpson, Caelah Clark, Brittany Dunham

bands in the administrative salary structure and the five bands in the faculty salary structure. As labor markets, compensation, and inflation increases, so too will salary ranges. Salary structures help with understanding compensation decisions, career development opportunities, and career ladders.

3. Establish a leadership development and/or mentoring program for women. The pandemic restricted institutional face-to-face development programs but the University saw utilization of LinkedIn Learning and Percipio by its employees.

ANNUAL REPORT & FACTBOOK l 2020

Creating the UWHEN-RMU Chapter

DPT Faculty Dana Tischler, PT, DPT, MS

n support of improving leadership opportunities for women, RMUoHP has established a Utah Women in Higher Education (UWHEN) Chapter. UWHEN, an affiliate of the American Council on Education Women’s Network, is a leader in the advancement of women’s leadership on higher education campuses throughout the state. UWHEN-RMU held their first meeting in October of 2020. The board members discussed the creation of the organization’s bylaws, and these bylaws were approved unanimously. The mission of UWHENRMU is to enhance professional skills,

27 ANNUAL REPORT & FACTBOOK l 2020

strengthen relationships, and to grow a leadership pipeline for women employees at RMUoHP. The board members also brainstormed future event ideas and program initiatives.

RMUoHP proudly acknowledges the 2020 Inaugural Board Members:

In November of 2020, members of RMUWHEN attended the 44th Annual Salt Lake Chamber’s Business Center of Utah Women and Business Conference to learn valuable business insights to further professional and personal growth.

• Ms. Michelle Benavides (Treasurer)

• Dr. Jennifer Johnson (Chair) • Dr. Lauren Stanford (Chair Elect) • Ms. Arianna Williams (Secretary/ Historian) • Ms. Stephanie Bentley (Event Coordinator) • Ms. Anna Bessey • Ms. Camilla Nash • Ms. Jeanine Farmer • Dr. Dana Tischler

Charting

OUR COURSE FOR THE FUTURE Next Steps T

he Annual Report represents the collective focus and determination of the University team to the achievement of successful outcomes for our students. During 2020, we were meet with tremendous challenges due to the pandemic, but our commitment to our students, faculty, staff, and community constituents never wavered. By remaining steadfast to the assessment of meaningful institutional, operational, programmatic, and student learning outcomes, we achieved mission fulfillment. NWCCU Standards related to student success have also provided an opportunity to further focus on equity and the closure of any identified achievement gaps. As

RMUoHP desires to effect change that will positively influence the delivery of healthcare, we look forward to instituting strategies that will ensure all students have the opportunity to achieve success in their educational programs of choice.

our focus on continuing education programming will establish us an institution that provides quality educational offerings for all healthcare practitioners, further expanding our reach to our national and international partners

As we enter the third year of our comprehensive strategic plan, an intentional design for growth and expansion will chart the course for our future. The development of innovative academic programing, securing additional campus space, and the continued investment in personnel, will help to ensure that RMUoHP remains a leader in healthcare education. Additionally,

We start by “setting the course,” we succeed by “staying the course.” - Carece Slaughter

ANNUAL REPORT & FACTBOOK l 2020

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