2021 Annual Report - Rocky Mountain University of Health Professions

REPORTANNUAL 2021 A Year of Advocacy

Rocky UniversityMountain

ANNUAL REPORT A YEAR OF ADVOCACY

Rocky UniversityMountain

Thank You to Our Contributors: Dr. Richard P. Nielsen, Dr. Sandy Pennington, Dr. Michelle Webb, Dr. Emily Dykstra, Ms. Angela Ward, Ms. Mckinsey Kaanapu, Ms. Stephanie Bentley, Mr. Jaden Kitchen, and Mr. Tanner Grenko

2021

A YEAR OF ADVOCACY 2 03 MESSAGE FROM THE PRESIDENT 05 RMU MISSION & VALUES 05 Mission, Vision, & Core Values 06 Core Value Fulfillment 06 Mission Fulfillment 08 GRADUATE CONSORTIUMBENCHMARKING 09 UNIVERSITY STRATEGIC PLANNING 09 Comprehensive Strategic Plan Progress 11 Institutional Facts & Data 15 PRESIDENTIAL INITIATIVES 15 Women in Leadership 15 An Institutional Culture of Service 21 Promoting Diversity, Equity, & Inclusion 23 UPDATES BY COLLEGE & PROGRAM 25 College of Health Sciences & Lifelong Learning 25 College of Medical & Professional Sciences 26 College of Nursing 27 College of Optometry 28 College of Rehabilitation Sciences 29 UNIVERSITY UPDATES 29 Student Affairs 31 Communications, Marketing, & Enrollment 32 Alumni Relations 33 Advancement at the Director Level and Above 34 Campus Operations 35 Finance and Financial Aid Services 37 Retirements 39 FUTURE CONTENTSDIRECTIONS

This Annual Report presents journeys of growth, influence, change, and challenges that were fueled by our capacity for advocacy. Amid the unexpected challenges of the pandemic, these stories are a reminder of the important lessons our history has provided us that I reflected upon during our 2021 anniversary commemoration that have strengthened us as people and as a university.

Our evidence-based traditions inspire best practices. Infusing evidence-based decision-making into our curricula, our business practices, and our clinical care increases accountability and supports the best possible outcomes.

Our community partnerships are essential. Our partnerships have served to strengthen, support, and even transform us, resulting in improved program quality, more effective use of shared resources, and lifelong relationships with engaged community colleagues.

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Onward and upward!

Dr. Richard P. Nielsen Founding President & CEO Rocky Mountain University of Health Professions

communities, and the world. There is a profound satisfaction in giving back.

Advocacy has been a constant within Rocky Mountain University of Health Profession’s story that has contributed to its success over our 24-year history. Samantha Powers, former United States Ambassador to the United Nations, has said, “All advocacy is, at its core, an exercise in empathy.” As I reflect on that history and the stories that abound in this 2021 Annual Report, I am inspired by the moments of choice that have collectively improved the quality, delivery, and efficacy of healthcare and healthcare education. Each choice grew from advocacy rooted in decisions built on a foundation of empathy. This legacy of advocacy aligns our core values with our actions at RMUoHP and has facilitated the passion to live our mission and change the world for the better.

Our commitment to our core values and our culture has been unwavering. The culture that continues to resonate in our work, our relationships, and our core values has strengthened the RMUoHP experience since 1998.

MESSAGE FROM THE PRESIDENT

3 ANNUAL REPORT & FACTBOOK l 2021

Our people are the lifeblood of RMU. People are the foundation on which everything is accomplished. When our people are successful, are encouraged to exercise creativity and innovation, and are supported to reach their full potential, we as an organization are also successful.

Our dedication to service to others is the lynchpin that holds us together. Because we value people above all else, we serve each other, our patients, our

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These lessons continue to be the building blocks of our meaningful achievements and serve as a compass toward student success.

When our people are successful, are encouraged to exercise creativity and innovation, and are supported to reach their full potential, we as an organization are also successful.

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The mission of Rocky Mountain University of Health Professions is to educate current and future healthcare professionals for outcomes-oriented, evidencebased 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.

Learning-Centered

Authentic

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

Service-Oriented

VisionMission

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

Collaborative

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

Trustworthy

Core Values

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

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RMU MISSION & VALUES

Evidence-Based

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

Learning-Centered 4.58 4.67 NA 4.74 NA

The University embraces its distinctive role as a graduate healthcare education institution committed to the growth of healthcare professionals who integrate scientific evidence (as reported in peer-reviewed professional journals), clinical expertise (best-practice methods), and individual patient needs and preferences to guide care and improve patient outcomes. Mission fulfillment, in the context of the University’s purpose, characteristics, and expectations, is defined by the achievement of targets associated with four Mission Fulfillment Goals, formerly Core Themes. There is a high level of integration of the Mission, Mission Fulfillment Goals, and academic programs that foster an institutional commitment to student learning and achievement. As such, the University embraces the following four Mission Fulfillment Goals as the guiding framework for its ongoing and systematic evaluation and planning process that informs and refines its effectiveness and student success:

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2021SurveysInstitutional SatisfactionStudent( n = 568) InterviewExit( n = 442)

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.

Evidence-Based 4.75 4.84 NA 4.68 NA

Authentic 4.43 4.45 NA 4.37 NA

Core Value Fulfillment

In 2021, an audit of seventy Mission Fulfillment Goals and threshold targets were selected to triangulate data across the University. These indicators are

Mission Fulfillment

Trustworthy 4.57 4.55 NA 4.48 NA

Inclusive 4.52 4.58 NA 4.52 NA

Nurturing Student Success - RMUoHP nurtures student success by engaging students in professional and personal growth opportunities.

Across all 2021 Institutional surveys (of students, new graduates, alumni, employees, and Trustees), the Mission, Vision, and Core Values received strong reviews across constituents for the five-point Likert scaled items (5 = strongly agree). All mean scores for Core Values were in acceptable (4.0-4.49) or exceptional (≥ 4.50) ranges. Alumni from 2016 and 2018 did not review the core values as they were not in place when they graduated from RMUoHP.

Mission 4.71 4.78 4.61 4.79 5.00

Collaborative 4.50 4.62 NA 4.35 NA

In conjunction with annual assessment cycles, the University has demonstrated five consecutive years of Mission fulfillment. The most salient markers of Mission fulfillment were drawn from the indicators measuring student course deliverables. All direct student outcome achievement data is designated amongst the 34 key measures. Thirty-six secondary indicators include many indirect measures, such as survey data. These indicators provided a high-level view of learning achievement, with links to direct evidence in program courses and highimpact learning opportunities, such as terminal projects.

Service-Oriented 4.47 4.56 NA 4.77 NA

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

Vision 4.66 4.73 4.58 4.77 5.00

Core Values

2016 & (Alumni2018 n = 49) Employees(n=185) Trustees(n=9)

An acceptable threshold of Mission fulfillment is defined as at least 90% of key targets met and at least 80% achievement of the overall maximum points. For 2021, the University achieved Mission Fulfillment with 97% (33/34) key target met (165/170 points) and 95% (66/70) fulfillment of the overall maximum points.

2021SurveysInstitutional SatisfactionStudent( = 544) InterviewExit( n = 442)

• Employees currently certified in CPR was 40% (with a 70% target threshold).

Mission Fulfillment DevelopingGoalGoals1: EvidenceBased Practitioners 4.76 4.80 4.67 4.82 4.89

advisors occurred through the RMUoHP experience (key).

• Tuition rates were not formally analyzed in 2021 so comparison to similar US graduate institutions was not possible.

n

designated as either key or secondary, with heavier weighting designated for key indicators. A Mission Fulfillment Scoring Rubric provides the methodology to operationalize Mission Fulfillment Goals and targets into a quantifiable achievement to demonstrate the level of mission fulfillment. Three indicators related to onsite peer evaluation were not considered in this year’s analysis. Due to University COVID-19 restrictions, opportunities did not arise where onsite lectures occurred that would allow for peer faculty evaluation.

For the four indicators falling below target levels, a continuous improvement plan was established and tracked within the academic or other functional area until the defined target levels are achieved. These included:

Goal 3: Ensuring Educational Quality 4.46 4.56 4.38 4.73 4.89

Goal Nurturing4: Student Success 4.49 4.55 4.31 4.74 4.89

• Institutional means reflect that 77% (with a threshold of 80%) of alumni responding to the Alumni Survey agreed that long-term relationships formed with formal and informal mentors or

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Goal 2: Elevating Clinical Inquiry Proficiency 4.67 4.69 4.46 4.77 4.89

Across all 2021 Institutional surveys (of students, new graduates, alumni, employees, and Trustees), the Mission Fulfillment Goals received strong reviews across constituents for the five-point Likert scaled items (5 = strongly agree). All mean scores for Mission Fulfillment Goals were in acceptable (4.0-4.49) or exceptional (≥ 4.50) ranges.

• Employees completing FERPA training was 85% (with a 100% target threshold).

2016 & (Alumni2018 n = 49) Employees(n=174) Trustees(n=9)

In May 2020, the University joined with four other peer graduate health science institutions in the Northwest Commission on Colleges and Universities (NWCCU) accreditation region (National University of Natural Medicine, Pacific Northwest University of Health Sciences, Roseman University, and University of Western States) to develop a data sharing/peer comparison consortium with a common goal of improving graduate student achievement, including the identification and closure of equity gaps within their institutions. While there is an abundance of data to support higher education institutions in the analysis and benchmarking of undergraduate level student characteristics and outcomes, there is a significant gap in available graduate level benchmarking data. Additionally, there has been little research to date regarding factors leading to graduate level student success nor is there a mechanism to yield such data. Although doctoral programs have been analyzed

GRADUATE BENCHMARKING CONSORTIUM

Inprograms.2021,the

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It is the intent that participating institutions will be able to identify meaningful predictors of graduate healthcare student success and benchmark against other similar institutions. Furthermore, this platform will enable evidence-based approaches to reduce achievement gaps and ensure equitable opportunities for high and low-performing graduate learners.

Improving Student Success

(particularly for drop-out rates and time-to-degree completion), the gap widens for clinically-oriented

Consortium conducted a summative review of an initial round of data collection and determined that there was a need to solidify reporting cohorts so that all institutions are providing comparable information. The team also determined a need to review program groupings (i.e., professional vs. clinical doctorates, etc.) and achieve consensus on where a particular program should be reported.

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Implementationplatform.oftheCSP

Through 2021, 15 (29%) initiatives in the CSP are completed, 29 (57%) are in progress, and 7 (14%) have not been started.

Expand Academic Excellence Cultivate University Recognition Relationships& Advance EffectivenessInstitutional PersonalizedLaunchLearningPathwaysTechnologicalEnhance Sophistication NurtureStudentSuccess 1 2 3 4 5 6

The University’s six goals (as shown below) documented in the 2019-2023 RMUoHP’s Comprehensive Strategic Plan (CSP) were created to drive organizational change and transformation while aligning with and supporting the University’s mission. In 2021, there was substantial headway on the implementation of significant initiatives. Three additional University initiatives were added in 2021 (campus expansion, new learning management system, and new student information system) representing a variety of anticipated needs and unanticipated opportunities.

is an effort directed by the Office of the President. The management of the plan is coordinated by the Office of Institutional Effectiveness and is the responsibility of each program, college, division, and department of the institution. Through 2021, RMUoHP began a transition process to an updated assessment platform—Planning and Self-Study (PSS)—to manage its planning and updating processes for its future strategic planning endeavors. Given that the PSS is an upgraded product from the University’s current vendor, Watermark, the current format of the

Ongoing activities are in place for the University community that will continue to define, refine, and prioritize high sustainability processes and initiatives in preparation for the 2024-2028 CSP. Updates on these activities are articulated in this annual report.

9 ANNUAL REPORT & FACTBOOK l 2021

Within each of these goals, 51 initiatives are being addressed during 2019-2023. 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 measurement thresholds that demonstrate progress and achievement are documented and tracked within RMUoHP’s data management

2019-2023 Comprehensive Strategic Plan Progress

UNIVERSITY STRATEGIC PLANNING

CSP will remain and most previous assessment data files will be available in the new system. Through 2021, 15 (29%) initiatives in the CSP are completed, 29 (57%) are in progress, and 7 (14%) have not been started. Three initiatives that were added and are reflected in these numbers: campus expansion (in progress), a new Learning Management System (completed), and a new Student Information System (completed). These initiatives have taken a tremendous amount of time and are critical for significant long-term campus management and expansion.

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Ethnicity % of Students

Institutional Facts & Data

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2021 Student Demographics

DMSc 152

Nursing Certificates 023

OTD 079

PhD/DSc 192

MSN 025

MS MedSLP 104

PMHNPC 115 230

Two or More Races 3.3% White 72.4%

2021 Student Enrollments

SLPD

Black or African American 9.0% Hispanic or Latino 5.6%

American Indian or Alaska Native 0.8% Asian 0.4%

Counseling Certificates

MSHS 029

MS ATP 007

MPAS 142

012

Race & Ethnicity Unknown 2.7%

DNP 074

StudentGender Male 31% Female 69% Mean Age of Students by Program Type Post-ProfessionalAllEntry-LevelStudents Certificates 28 38 45 40 Enrollments by Program Type # of Students Entry-Level 0584 Post-Professional 1010 Certificates 0035

Enrollments by Program Name of Students

Native Hawaiian or Pacific Islander 0.2%

RMUoHP’s top three enrolling program are DPT (338), SLPD (230), and PhD (192).

DPT 338

RMUoHP’s ethnicity is primarily white at 72.4%. The average student age at RMUoHP is 38 years old. The gender of our students is predominantly female at 69%.

tDPT-PEDS 019

#

Counseling 088

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Alumni Residence

Current Student Residence

The majority of RMU students reside in Utah. Additional states with high numbers of students include California and Texas.

The majority of RMU Alumni reside in Utah. Additional states with high numbers of Alumni include California, Texas, and New York.

A Year of Advocacy

At Rocky Mountain University of Health Professions, students, faculty, and staff have a common mission to affect healthcare change.

Advocating for Patient Health at the Point-of-Care

RMUoHP hosted its fifth annual virtual scholarship symposium, with the title and emphasis on “The Use of Simulation in Clinical Education: What We Know Today and Research Directions for Tomorrow.” The symposium featured poster presentations, where participants could learn about research projects related to a variety of healthcare topics, included research done by students and faculty from many programs across RMUoHP: Master of Science in Speech-Language Pathology (MS SLP), Master of Science in Physician Assistant Studies (MPAS), Doctor of Speech-Language Pathology (SLPD), Doctor of Philosophy (PhD) in Health Sciences, and Doctor of Occupational Therapy (OTD).

A panel discussion with experienced healthcare professionals and educators discussed the use of simulation in clinical education and its importance in preparing future healthcare practitioners. Finally, rapid-fire platform presentations were held, allowing several students and faculty to present on significant findings from their research projects and

research projects were the result of a student’s dissertation, capstone, or applied scholarly project. As with other scholarly work by students, Dr. Michael Nelson, Dean of the College of Medical & Professional Science, explained that the MPAS Applied Scholarly Projects “provide proof that our students can be experts in their fields, and to prove to each student that they have grown in their skills and abilities sufficient enough to be lifelong learners on their own.

They can take complicated patient diagnoses and learn on their own to better serve their patients.”

share the scholarship’s impact on healthcare and Manypatients.ofthe

The Office of Research & Sponsored Projects (ORSP) at RMUoHP maintains a multidisciplinary human performance laboratory. The laboratory is equipped with a variety of physiological and exercise testing equipment and more importantly, mobile technology that allows faculty and student investigators to conduct research in clinical and real-world settings. The RMUoHP Foundation and the ORSP collaborate to provide an environment that cultivates and supports student and faculty research. The mission of the ORSP is to support faculty and students in advancing their research and scholarship efforts. The 2021 Research Projects included:

• Kinematic analysis of suspect-involved firearm threats toward police officers (Funded by Force Science Institute, LTD) – $23,844

• The effects of tele-based versus combined wellness programs on functional outcome measures in individuals with MS (Funded by LSVT (Lee Silverman Voice Treatment) Global, Inc. grant) –$1,500

Advocating for Patient Health through Research

• Continuing Utah County CARES Nonprofit Grant Program, 2020 (a clinical grant for the Community Rehabilitation Clinic) assessment and rehabilitation strategies for post-COVID-19 patients – $20,000

“

” For patients to come in and see that there is a provider who looks like them and who is both knowledgeable as well as down to earth goes a long way.

Advocating for Patients

13 ANNUAL REPORT & FACTBOOK l 2021

“Over the years I’ve gained much more confidence in blending the embracement of my black culture with my professional knowledge and training and being able to see what that does for my patients,” said Adkins. “A lot of times when patients come in they’re already experiencing some level of anxiety. So for patients to come in and see that there is a provider who looks like them and who is both knowledgeable as well as down to earth goes a long way.”

Positive change is brought about by being evidencebased, learning centered, and inclusive—to new ideas and new ways. In 2021, students, faculty, and alumni advocated for such change, which made a difference in healthcare professionals, patients, and communities across the country.

Physician Assistant (PA) Sherlonda Adkins is a 2021 graduate of the RMUoHP Doctor of Medical Science (DMSc) program. As a student in the DMSc program, Adkins started the Black PAs of South Carolina group, a group dedicated to supporting black healthcare providers and black PA students in South Carolina.

Watch to learn more about the research project "kinematic analysis of suspect-involved firearm threats toward police officers".

Advocating for the Safety of RMUoHP’s Students and Employees

In 2021, Jon Baird, DMSc, PA-C, ATC, a faculty member in the MPAS program and then President of the Utah Academy of Physician Assistants, was integral in advocating for the PA profession at the Utah State Capitol, working to pass two Utah Senate Bills: SB027 Physician Assistant Act Amendments and SB028 Physician Assistant Mental Health Practice.

Thanks to the efforts of Baird, McCreary, and many other PA advocates, the two senate bills were signed by Utah’s governor on March 17, 2021, and went into effect on May 5, 2021.

campus. The committee consisted of representatives from across the University programs and departments. The committee’s priority in early 2021 was creating Return-to-Campus plans that would allow students to resume attending classes on-campus, especially lab courses, and to allow employees to return to campus in ways that were safe and effective. Committee members worked diligently to create guidelines for campus return that facilitated full engagement in learning while minimizing the impacts of COVID on students and employees. The committee utilized local and national COVID-19 data, guidelines from the Utah Health Department, and federal mandates to formulate return to campus plans. Residential programs were able to resume on-campus instruction in April 2021 and several limited-residency programs were also able to bring students to campus. The committee adjusted plans many times as the pandemic situation continuously changed over the course of 2021. Overall, the committee enabled the University’s effective return to campus in 2021, as well as helped to advise University Administration regarding other COVIDrelated concerns, such as university events. The Return to Campus Committee will continue to operate and monitor COVID-19 in 2022 as needed.

DMSc Psychiatry Track Director Tim McCreary, DMSc MMS PA-C CAQ-PSY, explained that the proposed changes outlined in the bills “will make it much easier for healthcare facilities who employ PAs to utilize all of their clinical skills in caring for patients.”

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In early 2021, the COVID-19 Return to Campus Committee was formed and began working toward returning much of the University operations back to

Advocating for One’s Profession

In 2021, the pandemic continued to reduce the number of face-to-face development opportunities, but the University saw continued utilization of LinkedIn Learning and Percipio by its employees. The University has utilized global training available through Percipio for first time managers and supervisors and plans to develop more defined and institutionally centered training for its employees.

First. 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 six years of the initiative, qualified women were elected to the Board of Trustees (BoT), increasing the percentage of women on the Board in 2021 to 47%. Forty 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.

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An Institutional Culture of Service

to support 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 remain important areas of focus. Concentrated efforts in these areas have resulted in positive sustained outcomes.

Third. Establish a leadership development and/or mentoring program for women. The institutional commitment to facilitate leadership and mentoring of women was enhanced with the establishment of a Utah Women in Higher Education (UWHEN) Chapter in 2020. 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. The new RMUoHP UWHEN chapter facilitated two highly successful UWHEN campus events that were well attended. Evaluation of the events by attendees revealed that when asked if they had gained insights and were able to increase networking, mean responses by attendees were 4.21/5.0. University resources supported release time and funded all available and interested employee’s attendance at UWHEN events in Utah.

PRESIDENTIAL INITIATIVES

RMUoHPUniversity.continues

The Core Value of Service is central to RMUoHP’s culture. The University’s passion and commitment to improving the lives of others through service is

Women in Leadership

In conjunction with the 2019-2023 Comprehensive Strategic Plan, RMUoHP President Dr. Richard P. Nielsen identified initiatives of importance related to enhancing University culture and growth. During this reporting period, three Presidential initiatives were continued: Women in Leadership, the Culture of Service, and Promoting Diversity, Equity, and Inclusion (a joint initiative with the Provost). This series of initiatives were meant to strengthen and enrich the University’s Mission and recognize the commitment to empower people, relationships, and a culture of service. The result of this commitment is personal and professional employee development and enhanced collaboration and camaraderie throughout the

Second. 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 grades in the administrative salary structure and the five bands in the faculty salary structure. The latest analysis identified no gender- related pay gaps. As a proactive measure, as job descriptions have changed, Human Resources has completed market analyses as to appropriate pay ranges and have moved jobs into the appropriate grades and salary ranges for all employees.

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demonstrated through numerous activities, projects, and programs it its home community and across the world.

way to serve somebody —

Center for Communication Disorders (CCD)

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The Center for Communication Disorders (CCD) provides free-of-charge speech services and therapy while the Community Rehabilitation Clinic (CRC) provides free-of-charge physical therapy and rehabilitation services. In 2021, both organizations have adjusted to the needs of their patients during the COVID-19 pandemic while following the appropriate measures to keep their patients healthy and safe. Although the pandemic limited some faceto-face opportunities to support the community, both clinics resumed its hallmark services and creatively implemented some innovative approaches to advocate for its clients.

do it on

The University’s legacy focus originated in humanitarian service in Africa where President Nielsen, the First Lady, and graduate healthcare students and faculty of RMUoHP, build schools and libraries, drill wells, and provide healthcare education opportunities for RMUoHP students and faculty and the underresourced people of Africa in collaboration with the Nielsen’s humanitarian charitable foundation, World of InternationalDifference.

“ your you just simply your

” You don't have to go out of

way.

VirtualAssessmentsTreatment Clinic-BasedSessions Treatment Sessions Group Treatment TotalSessionsClientSessions 134491594 1072 2492 2021 CCD Services

Due to the COVID-19 pandemic, some of the CCD’s services were suspended in 2020; however, by fall 2021, the clinic resumed its literacy program at the South Franklin Community Center, where after-school

humanitarian service was expanded in 2018 to Guatemala by Physician Assistant students and faculty who provided medical care for locals, trained local firefighters, and taught local families about the importance of nutrition. Although the pandemic prevented ongoing international humanitarian service in 2021, the culture of service at RMUoHP flourished through innovation, commitment, and creativity.

International Outreach

The two pro bono community clinics run by the Rocky Mountain University of Health Professions’ Foundation not only offered faculty and students opportunities to utilize their skills and expertise but provided these services without charge to underserved members of the community. The staff and volunteers of these clinics live the University’s core values every day.

President Nielsen has been providing humanitarian service in Africa for 34 years. Speaking of this work by him and First Lady Jodi Nielsen, the President shared “Our philosophy and one of the RMUoHP’s core values is about providing service to others. Whether we are working in our professions, serving those in need at our free clinics in Utah County, serving children and others in Africa, or weekend RMUoHP student service projects during the semester, it is always about making people’s lives a bit better and making a world of difference across the planet. Jodi and I have a motto we try to live by which says, ‘You don’t have to go out of your way to serve somebody – you just simply do it on your way.”

Pro Bono Service to the Local Community

sessions were hosted to provide literacy support and development to children and families. The clinic also resumed its aphasia group for clients who have had a stroke or brain injury resulting in aphasia. Clinicians develop individual treatment plans for clients focused on functional communication and generalization of Afterskills.

During the summer of 2021, clinic students and faculty hosted a Reader’s Theater, which focused on providing a language-rich environment to support literacy skills for school-aged children. 2021 also saw the return of inperson services for both the Provo Project Read Adult

Literacy Program—a program where student clinicians help support adults with low or no literacy who have an underlying language or cognitive disorder—as well as the Voice Disorders Clinic—a program which specializes in vocal trauma, muscle tension dysphonia, and spasmodic dysphonia.

The CCD had great support from students throughout the year. There were a total of 2,448 services provided to patients and a total of 2,140 hours of time donated. The financial benefit of the CCD to the community is based on the current Medicare rates for specific billing codes associated with the services that the CCD provides plus the projected cost savings for less visits to discharge. The total financial benefit for patients treated in the CCD and their communities for 2021 was $228,809.18. The number of services and the mode of delivery in which these services were performed throughout the year is detailed in the related graphic.

identifying an unmet need by patient families, the CCD added the services of a licensed social worker to its team including a speech language pathologist, and a physical therapy consultant. The CCD also launched its Pediatric Feeding and Swallowing Center and added Augmentative and Alternative Communication Services with a group treatment program that provided weekly group meetings and support services and training for children from the sixth to ninth grades who use voice output communication devices.

Watch the video to learn more about Theo’s story as a patient at the CCD.

The faculty implemented the National Outcome Measurement System (NOMS) as their new outcome management system run through the American SpeechLanguage-Hearing Association. Data collection began

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The CCD continues to be invested in improving the access to high quality, integrated services in feeding and swallowing disorders for members of the community. Current services are often splintered between multiple providers and access to those providers can be limited by distance, access to public transportation, and long waiting lists. Communication barriers due to reduced healthcare literacy and English as the nondominant language can further impact compliance with recommendations for healthy intake of food and liquid. Health outcomes are influenced by one’s ability to take in sufficient and appropriate nutrition and hydration, a key indicator of immune status. To meet the needs of community members facing these challenges, the CCD has explored partnerships to fund access to instrumental assessment of swallowing within its clinic and through a mobile service.

Community Rehabilitation Clinic (CRC)

Total: 239 Total: 3,510

RMU DPT Students 69 460

In 2021, the RMU Student-Run Pro Bono Clinic resumed mid-year with 10 faculty advisors and 65 DPT student volunteers from RMU. The students run the clinic at the CRC one day a week in the early evening where they attend to scheduled physical therapy patients under supervision of an RMU faculty member.

The CRC participates in Focus On Therapeutic Outcomes (FOTO), an outcomes management system that measures physical therapy patient outcomes in physical therapy clinics and hospitals nationwide. FOTO provides risk adjusted measurements by considering comorbidities, fear avoidant behaviors, symptom severity at intake, patient functional level, and overall treatment satisfaction. The CRC consistently scored higher than national averages on the benchmark measurements of completion rate, clinic efficiency, patient utilization of resources, effectiveness of functional improvement, and patient satisfaction.

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The CRC had great support from volunteers throughout the year. There were a total of 239 volunteers who gave 3,150 hours of service to patients in the CRC. This is detailed in the following table. These efforts provided treatment to 1096 patients requiring a total of 5,986 patient treatments.

RMU Staff 13 288

in earnest during the last quarter of 2021. This system requires that speech-language pathologists enter and score their patients on the relevant areas of diagnosis and then repeat the process at discharge before the data shows up in the quarterly report. From the small number of cases reported during the 4th quarter of 2021, it was demonstrated that outcomes in voice and in speech and language development exceeded national numbers. The analysis also showed that overall clients at the CCD are less ethnically and racially diverse than national numbers. Treatment time also exceeded national numbers which was not unexpected as national numbers are impacted by reimbursement restraints on the amount of service that can be provided. The CCD does not have to limit treatment sessions within its pro bono status.

# Volunteersof VolunteerHours

BYU Student Interns 25 808

The CRC continued to provide services through the Multiple Sclerosis (MS) Physical Therapy and Wellness Center. The MS Center specifically focuses on providing free, high quality services to individuals in Utah County and nearby counties who struggle to find individualized MS-specific physical therapy rehabilitation.

In the CRC, the challenges brought forth by the COVID-19 pandemic led to the creation of the COVID-19 Rehabilitation Program that provided physical therapy rehabilitation to individuals with current or past diagnosis of COVID-19. The program focused on endurance, strength, and mobility training, helped to maximize breathing and oxygenation, sinus and lung clearance and cough, and improved mental health conditions, such as anxiety and depression. Depending on the patient’s condition, COVID-19 rehabilitation was offered in-person at the CRC or through telehealth appointments.

The financial benefit of the CRC to the community is based on the current Medicare rates for specific billing codes associated with the services that the CRC provides plus the projected cost savings for less visits to discharge. The total financial benefit for patients treated in the CRC and their communities for 2021 was $1,244,652. Since 2015, the total community financial impact for the CRC has been $5,185,577.

OrganizationVolunteer

The Health and Wellness Program was added in 2021 and supported patients in their transition from rehabilitation to lifestyle management. The CRC’s Health and Wellness Program helped patients with sleep, weight management, stress management, and other related issues that helped to address problems that directly or indirectly impact a patient’s ability to have a full recovery.

BYU & UVU Students 132 1,954

For more information on the CRC, the CCD, and service provided by the University, visit the RMU Foundation website or rm.edu/news.

Additional Service Activities

Watch this video to learn more about Danny’s story as a multiple sclerosis patient at the CRC.

The University partners with the United Way of Utah County through an annual employee giving fundraiser campaign. 100% of donations are directed to the United Way program or a non-profit organization of their choice. All RMU’s 2021 Service Projects were managed through its United Way Partnership Committee. The United Way Day of Caring is a tradition for RMU’s employees and, in 2021, 17 people signed up to attend the in-person Day of Caring at Kids on the Move. In addition, 28 people signed up to complete 400 at-home

Due to the efforts of donors, volunteers, and the University, Rocky Mountain University Foundation successfully expanded its scope and outreach in fulfilling its mission. These efforts served the community through the pro bono clinics, fostering learning and sponsoring research for students and faculty in healthcare fields, providing student scholarships, and collaborating with organizations that have shared missions and objectives.

Additional Service Activities

In addition, since 2014, September has been designated as an annual service month at RMU and each employee is granted eight hours of paid time to participate in a self-selected service project. The University and its employees are engaged in service modeling a culture of service, employees demonstrate characteristics essential to healthcare, support Mission fulfillment, and enhance the positive working environment.

A YEAR OF ADVOCACY 20

service kits that would benefit the United Way of Utah County through the organizations they partner with and the families they work with. Another long-standing project is the Sub for Santa initiative which involved 28 employees who participated to provide 70 items of clothing, books, or toys for needy children.

The University partners with the United Way of Utah County through an annual employee giving fundraiser campaign. 100% of donations are directed to the United Way program or a non-profit organization of their choice. All RMU’s 2021 Service Projects were managed

• Hispanic Heritage Month (September 15 - October 15) - Initiated the RMU Cultural Celebrations Cookbook

21 ANNUAL REPORT & FACTBOOK l 2021

Promoting Diversity, Equity, & Inclusion

• Asian American and Pacific Islander Heritage Month (May) - AAPI Experiences Panel Presentation N=120

initiative. Through the sustained work of two central committees: The Student Diversity Committee (SDC) and the University Diversity, Equity, and Inclusion (UDEI) Committee, this work is being completed.

• Rev. Dr. Martin Luther King Day Recognition

The scholar driven SDC was established in 2019 and continues its important work through this day. The SDC initially began with a focus on entry-level residential programs but has since expanded to welcome post professional graduate student members who reside off-campus. The SDC now boasts a membership of individuals from across the country who are ready to affect healthcare change. The UDEI Committee was established in 2020 and is comprised of students, staff, faculty, and alumni from across the country. Together, the UDEI and SDC engaged in a host of activities in 2021 involving over 300 participants, including:

through its United Way Partnership Committee. The United Way Day of Caring is a tradition for RMU’s employees and, in 2021, 17 people signed up to attend the in-person Day of Caring at Kids on the Move. In addition, 28 people signed up to complete 400 at-home service kits that would benefit the United Way of Utah County through the organizations they partner with and the families they work with. Another long-standing project is the Sub for Santa initiative which involved 28 employees who participated to provide 70 items of clothing, books, or toys for needy children.

• Juneteenth - We Shall Overcome, Part 2: Juneteenth Panel Presentation N=126

Diversity, Equity, and Inclusion in education is instrumental in fostering a space in which people have the opportunity to support the ideals of advocating for justice and equality. RMU remains steadfast in its commitment to the Core Values of being Inclusive and Authentic to ensure healthcare practitioners are ready to serve and advocate for the needs of all people. In 2020, the President and Provost identified promoting diversity, equity, and inclusion as an institutional

• Black History Month (February) - We Shall Overcome: Black History Month Panel Presentation N=141

In addition, since 2014, September has been designated as an annual service month at RMU and each employee is granted eight hours of paid time to participate in a self-selected service project. The University and its employees are engaged in service modeling a culture of service, employees demonstrate characteristics essential to healthcare, support Mission fulfillment, and enhance the positive working environment.

• Indigenous Peoples History Month (November)Collected over 400 pounds of non-perishable food and $375 in donations which went to the Ouray and Uintah Nation.

surrounding DEI in the classroom, and to work with the SDC on Inclusiveness to further these tenets at RMU.

In October 2021, the University developed and administered its first culture climate surveys to staff and students, in conjunction with the consulting group Mays and Associates. The survey consisted of demographic questions including gender identity, religious identity, and sexual orientation, questions about the campus culture including the amount and commitment of diversity at RMU, and questions surrounding if respondents had experienced or witnessed microaggressions, negative remarks, discrimination, and harassment during their time at RMU. Results showed that 49.7% of Faculty and Staff and 34.15% of students finished the entire climate survey, which are relatively high response rates when compared to other campuses that have conducted similar UDEI surveys. The survey provided the UDEI committee with data that is immediately actionable. From the survey, the UDEI committee has determined that they will be planning trainings to help faculty become more comfortable discussing issues

In November, three members of the UDEI committee participated in Utah’s Inaugural Business Diversity Summit held in Salt Lake City, which brought together thought leaders from across the state to forge inclusive practices. The Summit offered the opportunity to discuss topics such as the gender wage gap, making a business case for diversity, equity, and inclusion (DEI), and the use of data to foster inclusion. Dr. Tony Byers, author of The Multiplier Effect of Inclusion: How Diversity & Inclusion Advances Innovation and Drives Growth, shared many tenets from his book for the attendees to consider. As a result of RMU’s participation in this event, the Executive Council (EC) adopted the use of Dr. Byers’ book for learning and growth. Time was devoted during the bimonthly EC meetings to determine how the constructs of the Multiplier Effect of Inclusion could be implemented within the University to promote diversity and inclusivity. The commitment to a growth mindset and best practice demonstrates the University’s pledge to advocating for diversity, equity, and inclusion, and to ensure these constructs remain a top priority by fostering these ideals each and every day.

A YEAR OF ADVOCACY 22

Watch this Black History Month video series from our Speech-Language Pathology students.

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Programs:

Executive Vice President of Academic Affairs & Provost

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Dr. Malissa Martin

UPDATES BY COLLEGE & PROGRAM

The Deans were in place for the five Colleges listed below in 2021.

• College of Optometry

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Executive Vice President of Academic Affairs & Provost

23 ANNUAL REPORT & FACTBOOK l 2021

• College of Health Sciences & Lifelong Learning

•

• College of Medical & Professional Sciences

• Doctor of Philosophy in Health Sciences (PhD) Athletic Training Health Promotion & Wellness Integrated Health Sciences Healthcare Professions Education Healthcare Leadership & Administration Orthopedic Sports Science Human & Sport Performance Neurologic Rehabilitation Pediatric Science Master of Science in Health Science (MSHS) Functional Nutrition Health Promotion & Wellness Rehabilitation Science Sports Performance Master of Science in Athletic Training Practice (MS ATP)

• College of Rehabilitation Sciences

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Five Colleges:

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outreach, advocacy, fundraising, and new program development. Collectively the Deans work with the University’s programs and supporting organizational units to ensure collaboration, transparent communication, and integrations to achieve the desired success of our colleges.

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In 2020, RMU unveiled a new governance structure that included creating five Colleges under the effective direction of the Executive Vice President for Academic Affairs and Provost, Dr. Mark Horacek. The addition of Deans to the college structure provides groupings of programs that are aligned strategically relative to educational and professional goals and desired outcomes, and aligns college leadership with ensuring programmatic quality, assessment and improvements,

• College of Nursing

Dr. Mark Horacek

• Doctor of Medical Science (DMSc) Advanced Clinical Practice Healthcare Leadership & Administration Healthcare Professions Education Psychiatry

Programs:

• Emergency Nurse Practitioner Certificate (ENPC)

• Family Nursing Practitioner Certificate (FNPC)

A YEAR OF ADVOCACY 24

• Master of Science in Medical SpeechLanguage Pathology (MS MedSLP)

• Doctor of Occupational Therapy (OPT) Advanced Practice Aging Assistive Technology Education Hand Therapy

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Program:

◦ Master of Science in School Counseling (MSC)

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◦ Clinical Leadership Executive Leadership

• Family Nurse Practitioner/Psychiatric Mental Health Nurse Practitioner (MSN-FNP/PMHNP)

Master of Science in Clinical Mental Health Counseling (MHC)

Dr. Jeff Lau Dean, College of Rehabilitation Sciences

• Transitional Doctor of Physical Therapy (tDPT)

• Doctor of Speech-Language Pathology (SLPD)

Dr. Kelly Conway Dean, College of Nursing

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• Family Nurse Practitioner/Emergency Nurse Practitioner (MSN-FNP/ENP)

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• Psych-Mental Health Nurse Practitioner Certificate (PMHNPC)

• Doctor of Nursing Practice/Family Nurse Practitioner (DNP/FNP)

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Dr. Mike Nelson Dean, College of Medical & Professional Sciences

• Family Nurse Practitioner (MSN-FNP)

• Master of Science in Nursing (MSN)

◦ Health & Wellness Coaching Leadership Pediatrics

• Doctor of Optometry (Pending Approval of Pre-Accreditation)

• Counseling

• Master of Physician Assistant Studies (MPAS)

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Dr. Adam Hickenbotham Dean, College of Optometry

Programs:

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• Doctor of Physical Therapy (DPT)

Programs:

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• Psychiatric Mental Health Nurse Practitioner (MSN-PMHNP)

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PhD in Health Science NWCCU Report

Master of Science in Counseling

In 2019, conversion of the University’s researchfocused degree from a Doctor of Science (DSc) to a Doctor of Philosophy (PhD) in Health Science was approved by the NWCCU. At that time, a special report was requested to be submitted in the spring of 2021. This accreditation report sought to ensure adequate full-time faculty in proportion to students, as well as the full development of the dissertation experience that provides proper mentorship and quality control. The special report was accepted by the NWCCU Commission at their fall 2021 meeting.

• Everything You Wanted to Know About Private WorkingPracticeinpartnership with University personnel, the CTLE sponsored significant events including the 31st Annual ENMG Symposium and a conference on Dysphagia. The CTLE is committed to providing quality educational offerings to internal and external constituents across the nation and abroad.

The appointment of Dr. Michael Nelson to the position of Dean of the College of Medical and Professional Sciences, left a void in the role of Program Director for the Master of Physician Assistant Studies program that was filled by Mr. Tyler Sommer. He has been with RMU since 2015 and prior to being appointed as Program Director, Sommer served as the Director of Didactic Education, Assistant Program Director, and most recently as the Academic Director and Associate Program Director. He also served as the co-chair of the Interprofessional Education Committee in 2021.

In 2021, the Center for Teaching and Learning Excellence (CTLE) offered a vast assortment of evidence-based educational offerings for students, faculty, staff, alumni, and the general public, with over 1000 persons in attendance. Notably, the first annual Teaching & Learning Summit was conducted in 2021 with 55 participants engaging in the inaugural event. The CTLE provided webinars, workshops, and selfpaced courses covering a wide array of topics including:

25 ANNUAL REPORT & FACTBOOK l 2021

Master of Science in Medical Speech-Language Pathology

In fall 2021, the Master of Science in Speech-Language Pathology program, began its fourth cohort with a new name to align with the medical emphasis of the program: Master of Science in Medical SpeechLanguage Pathology (MS MedSLP). Dr. Linda Spencer,

• How to Use Food as Medicine-10 Principles

The Master of Science in Health Science program introduced a new Functional Nutrition degree program in 2021. As the field of health and wellness continues to expand, research has started to look at how what we eat impacts our ultimate wellbeing. Students will have the option to pursue a Functional Nutrition certificate or master’s degree.

• Wound Management: An Evidence-based Approach

Per the NWCCU requirements, the PhD has an enrollment cap of 40 students per academic year and currently offers the following concentration tracks: Athletic Training, Health Leadership and Administration, Healthcare Professions Education, Health Promotion and Wellness, Human Sports Performance, Integrated Track, Orthopedic Sports Science, Neurological Rehabilitation, and Pediatric Science. Students publish and present scholarship throughout their tenure in the program as well as post-graduation. Many students and graduates hold faculty and administrative positions in institutions of higher education, serve as advanced clinicians, and are researchers in various healthcare clinics and systems.

College of Medical & Professional Sciences

In addition to the two master’s degree programs in counseling, the University added two professional certificate programs in 2021: Clinical Mental Health and School Counseling certificates. These certificates are offered to those who already possess a Master of Science in Counseling, or similar program, and would like to emphasize in either Clinical Mental Health or School Counseling, and they are completed entirely online. In 2021, Dr. Verl Pope became the Chair of the Department of Professional Counseling and Counseling Program Director.

Center for Teaching and Learning Excellence

• Executive Functioning: Accountability for Today's Students

Master of Science in Health Science

Master of Physician Assistant Studies

College of Health Sciences & Lifelong Learning

• Psychological Effects of COVID-19 on Adolescent/ Secondary School Athlete

The MS MedSLP hosted a virtual site visit in fall 2021 as a final step to move from candidacy to accreditation status by the Council on Academic Accreditation in Audiology and Speech-Language Pathology (CAA) of the American Speech-Language-Hearing Association. The CAA will meet February 16–19, 2022 to determine whether the program will be awarded initial accreditation.

The College of Nursing faculty maintained a focus on scholarship throughout the year by presenting at several conferences and skills trainings including:

Significant changes within College of Nursing program offerings occurred during 2021. Dean Kelly Conway spearheaded an effort to introduce a Master of Science in Nursing (MSN) degree program to the College, which previously only offered Doctor of Nursing and

A YEAR OF ADVOCACY 26

certificate degrees. The impetus for the change was to better meet the needs of practicing and student nurses who are seeking degrees with specialized tracks toward a license as an Advanced Practice Registered Nurse (APRN). As of fall 2021, nurses with a Bachelor of Science in Nursing can earn their MSN while preparing for licensure as an (APRN). Students will graduate with their MSN, ready to sit for certification as a Family Nurse Practitioner (FNP), Psychiatric-Mental Health Nurse Practitioner (PMHNP), and/or Emergency Nurse Practitioner (ENP) depending on whether they choose the single or dual-certification option as an APRN. The College of Nursing received approval for the program additions and modifications from NWCCU and began enrolling in fall 2021.

• Interprofessional Collaboration and Groups Increase Access for Homeless Veterans. Lightning talk presentation. Nexus Summit 2021. National Center for Interprofessional Practice and Education.

the MS MedSLP Program Director, explained, “Our students perform complex skills and procedures, such as practicing flexible fiberoptic laryngoscopy.” In addition to the program name change, the curriculum will increase to 80 credits to better represent the time students spend in laboratory training and externships and other practical experiences.

Watch PA student, Terilyn Brasher, share what inspired her to become a physician assistant.

College of Nursing

The program was granted Stage Two designation by the Accreditation Council on Optometric Education (ACOE)

The College of Nursing faculty engaged in over 20 scholarly activities throughout the year, signifying their commitment to evidence-based practice.

• Family Nurse Practitioner. Primary care skills and procedures. University of Wyoming.

In 2021, the University’s College of Optometry made significant progress in its plan to welcome an inaugural cohort into the Doctor of Optometry program slated for summer 2023. Growth in accreditation efforts, curriculum development, clinical partnerships for clinical training and externships, onsite Optometry clinic construction, and employee appointments were highlighted achievements.

• Trauma overview for the emergency nurse practitioner [Presentation/skills performance station]. Rocky Mountain University of Health Professions

• Diabetes Nutrition Education for Native Americans. Western Institute of Nursing

27 ANNUAL REPORT & FACTBOOK l 2021

College of Optometry

The College has hired 12 part-time/adjunct faculty who are actively working with the Curriculum Committee and Clinical Education Committees to develop first year courses and the clinical educational experiences for upcoming students. Lead instructors have been assigned and lectures are being created under the direction of the Associate Dean for Academic Affairs.

• Enhancing PMHNP Student Engagement with Clinical Rating Scales and Patient Questionnaires [Podium presentation]. American Psychiatric Nurses Association 35th Annual Conference

in July 2021 under the stewardship of its Dean, Dr. Adam AccreditationHickenbotham.isaprocess of self-study and external review that ensures that an educational program meets or exceeds predetermined standards. The program will have a site visit in early 2022 for consideration of preliminary approval for pre-accreditation classification granted to a professional optometric degree program that has clearly demonstrated it is developing in accordance with Council standards.

Dr. Donnie Akers assumed the role of Associate Dean of Academic Affairs for the College following the retirement of Dr. Sandra Pennington.

The Assistant Dean for Clinical Affairs, Dr. Court Wilkins, is working with the Clinical Education Committee to further develop training manuals for preceptors of third year interns and fourth year externs. Construction of the on-campus 16-lane Optometry Eye Clinic will hopefully be completed in mid-January 2022. The 7,926 square foot clinic includes clinical research space and an area for primary care as well as the

College of Rehabilitation Sciences

In 2021, Dr. Miriam Cortez-Cooper was appointed the Assistant Program Director with Dr. Paul Stoneman serving as Associate Program Director. Dr. David Paulson was appointed as Director of Accreditation and Assessment following the promotion of Dr. Jeff Lau to Dean of the College of Rehabilitation Sciences and NWCCU Campus Accreditation Liaison Officer.

specialties of contact lenses, pediatrics, ocular disease, and low vision. The clinic has hired Ms. Jessica Ryan as Clinical Operations Manager and is in the process of credentialing doctors. Seven new partnerships for clinical training and externships have been added, making a total of 17 current letters of intent which represents 24 clinical sites and 135 clinical placements.

Doctor of Physical Therapy

A YEAR OF ADVOCACY 28

Dr. Ken Simpson announced his retirement as the Director of the Doctor of Speech-Language Pathology (SLPD) program. He served as the founding program director of the Doctor of Clinical Science in SpeechLanguage Pathology (now the Doctor of SpeechLanguage Pathology) for 8 years prior to his retirement in 2021, grew the program to enroll multiple cohorts each year, and introduced one of the first online-only SLPD programs in the country in 2020. Dr. Sandy Shigetomi-Toyama, a graduate of the Doctor of Clinical Science in Speech-Language Pathology program at RMU, served as the SLPD Capstone Coordinator and then Assistant Program Director before being named as Program Director following Dr. Ken Simpson’s retirement. Dr. Courtney Moore was named the Assistant Program Director in 2021, to replace Dr. Shigetomi-Toyama.

In addition, the OTD faculty published nine articles in peer-reviewed journals and 3 national presentations in 2021.

Doctor of Occupational Therapy

The post-professional Doctor of Occupational Therapy (OTD) program expanded its capstone project options for students to create new opportunities for research and dissemination. A new Health and Wellness Coaching elective track was added in fall 2021. Dr. Bryan Gee was appointed the Program Director of the developing entry-level OTD program and will assume the role of Chair of the Department of Occupational Therapy in the College of Rehabilitation Sciences in January 2022.

The curriculum was also revised so every concentration track consists of 30-credit hours which shortened the program from five to four semesters and reduced the overall cost of the degree by $6,000.

Doctor of Speech-Language Pathology

29 ANNUAL REPORT & FACTBOOK l 2021

The Department of Student Affairs announced the creation of a new position and appointment of the Student Success Manager position to Ms. Dailie Todd, effective October 4, 2021. The Student Success Manager position focuses on matriculation, retention, and attrition in collaboration with academic departments, admissions, and other offices across the University to create and manage strategic direction for student success initiatives aimed at student retention, attrition, and persistence.

ResidentialParticipationStudent (Didactic Study

StudentUPDATESAffairs

Dailie Todd joined RMU in 2019 as the Student Affairs Administrative Assistant where she worked closely with each aspect of Student Affairs. She has played a key role in many student-centered initiatives, including overseeing improvements to the Student Food Pantry, Student Holiday Assistance, student temporary withdrawal tracking, semester text checkins, and departmental assessment. In 2021, Dailie was appointed Student Affairs Coordinator, where she further developed her skills of communication, technology, customer service, data tracking, assessments, and evidence-based practices. In 2021, Dailie completed her Master of Science degree in Management and Leadership from WGU.

The purpose of the service project was to create a service opportunity for RMU students by allowing

The Department of Student Affairs launched the 2021 December Student Holiday Assistance Initiative via text message. Students were given the option to reply to indicate a need, or no need, for December holiday assistance. Student assistance was allocated based upon household size and distributed through Student Affairs. Through the 2021 Student Holiday Assistance Initiative, the Department of Student Affairs provided support for 147 students.

students to put together educational kits for children. Due to the pandemic, service opportunities for RMU students were scarce. By partnering with Mountainland Head Start students were able to provide service through building kits within the comfort of their own home. The target goal for completed kits was 200, which RMU students exceeded by completing a total of 765 kits.

The kits were provided by Mountainland Head Start, a nonprofit organization that empowers families and children by promoting school readiness. The kits contained five different printables that needed to be cut and placed into an envelope. Attached are the samples sent to the students, along with further instructions. Kits were mailed to each student's provided address. Only

Students) VolunteerStudentHoursServiceGoal(#ofKits) Service Outcome (# of Kits Completed) 134491549 1072 Student Day of Service Mountainland Head Start

Mountainland Head Start

From November 2020 - March 2021 the Department of Student Affairs partnered with Mountainland Head Start, a Utah based nonprofit organization whose vision is to empower families and children by promoting school readiness for a RMU Student Service project.

UNIVERSITY

Utah Lake Service Project

A YEAR OF ADVOCACY 30 ResidentialParticipationStudent (Didactic Study Only Students) VolunteerStudentHours 91549

Utah Lake Service Project

The 53 participating RMU students volunteered their time cleaning up the Powel Slough area, some of which removed larger items such as wood pallets.

In 2021, the RMU Student Day of Service was held on the 20th anniversary of 9/11. On September 11, 2021, 53 RMU students and Student Affairs staff volunteered their time to clean up Utah Lake as the 2021 RMU Student Day of Service. The goal was to pick up trash in the Powel Slough area around the roads and trails to benefit the wildlife and for future generations to enjoy, while embracing the mindset of “leaving no trace.”

Over 400 pounds of nonperishable food was delivered to the Ouray and Uintah Nations...

31 ANNUAL REPORT & FACTBOOK l 2021

”

Committee is committed to furthering inclusive and equitable understanding of the world in which RMU and our professions reside, and look forward to our next Indigenous Peoples’ Month events in 2022.

RMU Indigenous Peoples' Month Food Drive

In November of 2021, the RMU Student Diversity Committee (SDC) sponsored a successful Indigenous Peoples’ Month. This included a Food Drive, held 9-23 November 2021, and a Land Acknowledgment Statement recorded by Dr. Cameron Martin, then Acting President of RMU.

The food drive ran for two full weeks in the lobbies of all campus buildings (1, 3, 6, and 561), concluding with over 400 pounds of nonperishable food delivered to the Ouray and Uintah Nations in Northeast Utah by SDC member Ms. Amber Helton and SDC Advisor Mr. Ray Rodriguez on Tuesday, 23 November 2021. In addition to this food, $375 was also donated through the RMU Foundation to further support the Ouray and Uintah peoples. It is estimated that over 70 students and employees donated to the food drive and cash donations and that this food would serve over 50 families in the Ouray and Uintah Nations.

Watch Then Acting President Dr. Cameron Martin's video about Native American land acknowledgment.

Then Acting President Dr. Cameron Martin released a video statement in conjunction with the project. This

“

In December 2021 Mr. Stephen Whyte joined RMU as the Vice President of Communications, Marketing & University Marketing & Communications

video and recognition of the land that RMU resides upon is the first of its kind for our University and is a powerful acknowledgment of the Ute tribes that originally settled here and were displaced by westward Theadvancement.StudentDiversity

• Added an early-career alumni award to the annual alumni award process.

Enrollment. His role united the student recruitment and admissions department with the university marketing and communications department. The restructuring of these departments is anticipated to help streamline mechanisms for supporting incoming, prospective, and current students through the centralization of resources and to enhance community outreach. “We are very blessed to have Vice President Stephen Whyte join the RMU family,” said Founding President/CEO Dr. Richard P. Nielsen. “His extensive academic background and national communication expertise will further help position RMU as a national leader in healthcare education. The respect he has earned from the business, professional, higher education, and political arenas across the state will be an incredible addition as we work to fulfill the university’s mission and vision.”

• Hosted 7 virtual profession-based alumni events.

• Hosted 1 in-person event.

For the Alumni Relations Office, 2021 found significant opportunity to keep alumni informed, inspire lifelong connections, and foster a continued passion for the University.1.Alumni Association Board

• Reimplemented an alumni newsletter and sent out 7 editions in 2021.

Collaborating with other departments on campus, the alumni relations office developed seven editions of the alumni newsletter. Throughout the year, the open rate of this newsletter went up by 13.6% and ended at 41.3%, reaching over one thousand alumni.

A YEAR OF ADVOCACY 32

• Raised $1,500 for student scholarships through selling alumni apparel.

Alumni Relations Office

Vice President Whyte earned a bachelor’s degree in political science with a minor in business management and a master’s degree in public administration from Brigham Young University. Mr. Whyte complements his academic experience with extensive corporate communications experience, with previous positions in New York City and Washington, DC. Additionally, he was recently elected to serve in the Utah House of Representatives as a representative for the Mapleton, Utah district. He will be advocating for healthcare initiatives at the Utah State building during the 2022 legislative session. He and his wife, Roxane, have five children.

2. Alumni Events

• 39% of participants stated they wanted to become more involved in the university and alumni association.

• Voted to become an advisory board with 6 meetings each year.

3. Alumni Fundraising

• Implemented an alumni birthday discount, giving alumni 20% off the RMU store during their birthday month.

• Funded new alumni apparel.

The Alumni Relations Office welcomed 426 new alumni in 2021. Although COVID-19 still hindered in-person alumni events, Alumni Relations was able to host five profession-based virtual events, two all-alumni virtual events, and one socially distanced in-person event. All events averaged a 99% satisfaction rate by participants.

The Alumni Association Board (AAB) bylaws were adjusted and voted upon to run as an advisory board. The twelve board members now give insight on what alumni want and need to the alumni relations coordinator, who then takes the lead on the project to make that want or need a reality. Through this process, the AAB developed the Student Alumni Support Scholarship to start in summer 2022, new alumni apparel for more fundraising opportunities, and showed a need for an alumni career page which is being designed now. The AAB also selected the 2021 Alumni Award winners and represented RMU well.

5. Alumni Benefits

4. Alumni Communication

• Achieved 99% overall event satisfaction rate.

• Through the various alumni relations initiatives, the Alumni Relations Office had over 11,000 points of contact with alumni in 2021.

• Increased newsletter open rate by 13.6%, averaging a total 41.3% open rate.

• Developed the Student Alumni Support Scholarship to start in Summer 2022.

• Selected the 2021 Alumni Award winners.

Through new communication initiatives, fundraising efforts, contact information updates, graduate gifts, surveys, and more, the Alumni Relations Office made over 11,000 points of contact with alumni, thus increasing alumni relationships and engagement with RMU.

6. Alumni Survey

• 567 alumni participated in the 2021 Alumni Interest Survey.

Mr. Bentley Folkman Senior Director of ManagementEnrollment

Mr. Nick Starr Senior Director of Human Resources (joined the Council)Executive

Dr. Hina Garg

Assistant Director of the Office of Research and Sponsored Projects

Advancements at the Director Level and Above

Senior Director of University Marketing and Communications

Ms. Maria Sager Senior Director of Financial Aid

Mr. Tyler Anderson

Ms. Lori Sisk

Assistant Vice-President of Student Affairs (joined the Council)Executive

33 ANNUAL REPORT & FACTBOOK l 2021

Ms. Holly Niederhausernvon

Senior Director of Accounting/Controller

Mr. Richard Peterson Vice President of Academic Administration (joined the Council)Executive

The RMU’s Campus Master Plan serves as a guiding document concerning campus-related decisions focused on the larger vision of academic growth, the student life experience, existing physical spaces, and community outreach goals. As a living roadmap aligned with the current 2019-2023 Comprehensive Strategic Plan, the plan accommodates flexibility for shifting academic growth priorities, economic conditions, and external environment considerations. In January 2021, the global COVID-19 pandemic began to significantly disrupt and negatively impact the construction industry with exponential increases in cost for materials like steel, glass, and wood, and created a shortage of qualified and interested laborers. The construction market’s volatility and significant cost increases gave the RMU administration cause to reexamine its plans to build a new building on the new Medical Education and Research Campus (MERC), which is south of RMU’s current campus across the street from 1860 South in Provo, Utah.

As part of that reexamining effort, RMU considered additional options to constructing a new building

on the MERC. Through a competitive process, RMU determined that expanding into the Micro Focus Tower (on-campus facility) and synchronizing that lease with its long-term lease of Building 3 was the best strategy to meet the University’s academic growth needs and demands as well as its other interests to improve its sense of place and prominence.

A YEAR OF ADVOCACY 34

As such, much of 2021 was dedicated to evaluating campus expansion options, negotiating and securing lease terms, and planning and designing RMU’s future headquarters and expanded academic programming in the Tower, and the future interdisciplinary clinics and academic programming of Building 3, RMU’s current headquarters. Construction costs are still volatile and concerning, as are supply chains, however, by remodeling existing buildings, RMU avoided the costliest construction expenses of purchasing steel and cement, and significantly reduced its risk to not meet the College of Optometry’s accreditation requirements and deadlines to build an optometry clinic and provide dedicated instructional labs and program spaces. Ongoing planning continues to explore shifting academic growth priorities, economic conditions, and external environment considerations.

Watch President Dr. Nielsen's video announcing RMU's move to the Micro Focus Tower.

Campus Operations

The highlights of the Financial Aid Services performance for 2021 are as follows:

The University has a history of financial stability and sound fiscal management supported by fiscal oversight by the Finance Committee of the Board of Trustees. The Executive Vice President of Finance, Mr. Jeff Bate, facilitates risk assessment and prevention strategies that identify and mitigate risk exposure that could influence the achievement of the institutional Mission, Vision, and Core Values. Internal control processes completed by the Finance team provide reasonable assurance of performance and profitability goals and the safeguarding of resources. Assessment of the achievement of objectives related to the effectiveness and efficiency of operations, reliability of financial reporting, and compliance with applicable laws and regulations are standard practices of the Finance Department. This includes the analysis of cash flow needs and requirements along with reserve requirements dictated by university policy. In 2021, the University had a positive year financially.

Finance and Financial Aid Services

Financial Aid

Despite the challenges brought about by the pandemic in the last two years, the Financial Aid Services managed well, its major goals remain on track, staff are motivated, and new hires were added to the team to better serve the demands of the growing number of students requiring financial assistance.

Additionally, the Finance Department performs monthly and semester reviews of all transactions to ensure proper account designation and that all transactions are in accordance with internal policy and external audit requirements.

Both the Finance team and the Financial Aid Services team continue to advocate for students by providing high-quality services to the University’s students in pursuit of their academic goals. They continue to serve students and families allowing them to receive timely and necessary financial resources for their educational goals.

Finance

External control processes include a financial audit and a separate compliance audit (Title IV). The financial audit of the University’s consolidated financial statements for the year ended December 31, 2021, found the statements present the financial position of RMU fairly in all material respects. The auditor’s calculation of RMU’s Title IV 90/10 revenue percentage was 72.66%. In addition, the auditors reported RMU’s composite score as 3.0 (highest possible rating); a score that indicates the institution is considered financially responsible and healthy by the Department of Education.

35 ANNUAL REPORT & FACTBOOK l 2021

Compliance Audit - Higher Education Emergency Relief Fund (HEERF)

In comparison, AY 2020-2021 figures were $3,716,722 or 11.4% higher than the previous AY 2019-2020 disbursements of $32,486,878.00.

The HEERF provides economic aid to American students negatively impacted by the COVID-19 pandemic. A compliance audit was completed regarding grant funds allocated to the University in the amount of $506,347.00. After reviewing all elements of the funds following the HEERF audit guidelines, the auditors disclosed that there were no compliance findings noted during the compliance attestation examination of the University’s HEERF funds for the fiscal year ended December 31, 2021.

The Cohort Default Rate (CDR) is the percentage of a school’s student borrowers who enter repayment on certain loans and default prior to the end of the next one to two fiscal years. The University’s CDR has been consistently calculated at 0% since 2018.

Federal Student Loans: 2020-2021 Disbursements

A YEAR OF ADVOCACY 36 Direct Loan Awards Amount # of Students Unsubsidized Loans $20,874,423 884 GradPLUS Loans $15,329,177 508 Total Disbursements $36,203,600 921 Total University StudentsAllocationNotified of Available Funds Student Recipients $506,347 2,124310

Higher Education Emergency Relief Fund (HEERF) Under the Coronavirus Response Relief Supplemental Appropriations Act (CRRSAA), the University received a combined allocation (HEERF II and III) of $506,347.00 intended for eligible students enrolled after March 13, 2020 and meeting the criteria of “exceptional financial need” or have significant unexpected expenses such as loss of employment for themselves or a household member, reduced income, or food and housing insecurity.

HEERF Totals

In the recently concluded compliance audit of Title IV programs, the auditors have expressed an unqualified opinion indicating that the University complied, in all material respects, with the compliance requirements relative to the Institution’s Student Financial Assistance program, for the fiscal year ended December 31,2021.

Cohort Default Rate: 0%

Annual Compliance Audit of Title IV Programs

37 ANNUAL REPORT & FACTBOOK l 2021

Since coming to RMU in 2002, Dr. Sandy Pennington has served in various administrative roles, following a storied career in nursing and academia spanning forty-seven years. She holds a PhD in Nursing and a Master of Science in Nursing from the University of Kentucky. Dr. Pennington retired from executive leadership at Rocky Mountain University of Health Professions (RMU) in 2021, after serving for nearly two decades in various positions, including Nursing Program Director, Academic Dean, Executive Vice President of Academic Affairs/Provost, Executive Vice President of Institutional Effectiveness and Strategic Initiatives, Chief of Staff to the Office of the President, and Associate Dean of Academic Affairs for the College of Optometry.

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Neonatal Fellowship Scholarship

To better select students applying for grants and scholarships, a new information system, Award Spring, was implemented in fall of 2021. This information system has streamlined and makes the scholarship process selection easier and less manual, allows for data to be easily tracked, and generates accurate reports.

Lynda D. Woodruff Scholarship

Merit Scholarship

Military Service Scholarship Opportunity Scholarship

Internal scholarships have an annual budget of $100,000.00 while foundation scholarships vary depending on the availability of funds from the specific Scholarshipsfoundation. are awarded each semester and range from $500.00 - $2,000.00 depending on the criteria and budget set for each type of scholarship. An average of 40 students per semester receives scholarship funding.

Disbursements2020 Disbursements2021 2022 DisbursementsProjected $480,238 $682,124 $930,000

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The Veterans (VA) Benefits coordinator actively serves and assists the University’s growing number of veterans, military members, and their family members in getting the tuition assistance and funds they need to fulfill their academic goals. In 2021, VA benefits and funds were disbursed to 36 students. This was a 42% increase from 2020 benefits.

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Retirements

The Financial Aid Services department also manages the University’s internally funded scholarships through general or specific foundation funds. These include: Internal Scholarships Core Values Scholarships

Pamela Mullens Peds Scholarship

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• Foundation Scholarships Foundation General Scholarship Foundation Nursing Scholarship Foundation DPT Scholarship Foundation OTD Scholarship

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Dependent Care Grant

Dr. Sandra Pennington Retires After Two Decades of Service and Growth at Rocky Mountain University of Health Professions

Veterans Benefits

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As warmly expressed by Founding President/CEO Dr. Richard P. Nielsen, “Dr. Pennington has created a legacy of compassion, empathy, humanity, consideration of others, civility, and kindness that surpasses all expectations and will forever be part of her legacy–not only as an amazing healthcare practitioner, author, and expert in higher education accreditation principles and practices, but more importantly as a loving, kind, considerate, and caring person who understands the importance of serving, lifting, building, and caring for ‘the one.’ Dr. Pennington is a true example of our core values, especially service to others.”

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Top Scholar Scholarship

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Single Parent Scholarship

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Scholarships & Grants

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A YEAR OF ADVOCACY 38

The excitement surrounding the physical growth of the RMU campus is unmistakable. A key component of this growth involves not only the impending move to the Tower, but the establishment of interdisciplinary clinics in Building 3. To ensure the University remains effective stewards of its financial resources, management of the various clinics will be placed under the operational umbrella of the RMU Foundation. This will significantly enhance the University’s ability to raise outside funds through expanded grant application opportunities and enhanced donor relations. To assist in these efforts, the Foundation will update its policies and sophistication with expanded personnel and annual and targeted fundraising campaigns.

In looking forward to RMU’s immediate and longer-term future, the University will launch an organizational assessment to (1) strengthen its shared governance model, (2) enhance its internal and external communications, (3) update its mission and vision statements and core values and administrative imperative, (4) tie its planning, meeting management, and budgeting processes to the comprehensive strategic plan, and (5) ensure appropriate transparency and accountability to further employee engagement, productivity, and wise use of resources.

39 ANNUAL REPORT & FACTBOOK l 2021

FUTURE DIRECTIONS

Through the concerted efforts of numerous individuals dedicated to educational distinction, RMU continues to shine as a beacon of healthcare excellence with the aspiration of aiding as many diverse groups and communities as possible. Through this action, RMU hopes to continue touching and improving the lives of all it serves.

Over the last two years, the COVID-19 global pandemic has presented many challenges for institutions of higher learning. While RMU has not been immune to these trials, the University has demonstrated an unwavering commitment to growing its portfolio of educational offerings to ensure a diverse pool of well-educated practitioners is available to provide services across the country. The addition of Optometry, entry-level Occupational Therapy, and other carefully selected programming serve to further position RMU as an industry leader in the field of healthcare education.

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