ROSEMAN UNIVERSITY OF HEALTH SCIENCES A NEVADA NON-PROFIT CORP

Challenge. Rethink. Roseman.

aka Roseman University of Health Sciences   |   Henderson, NV   |  www.roseman.edu

Mission

Roseman University of Health Sciences advances the health and wellness of the communities we serve by educating current and future generations of health professionals, conducting research and providing patient care. We actively pursue partnerships and affiliations that are aligned with our mission, work to create an environment that fosters both internal and external collaboration to achieve optimal outcomes, and are committed to responsible fiscal management in all endeavors.

Ruling year info

2004

President

Dr. Renee E. Coffman

Main address

11 Sunset Way

Henderson, NV 89014 USA

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Formerly known as

Nevada College of Pharmacy

University of Southern Nevada

Roseman University of Health Sciences

EIN

88-0435559

NTEE code info

Higher Education Institutions (B40)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Since its inception, Roseman University has worked to fill unmet needs in our community. The University established Nevada's first College of Pharmacy, which twenty years later, remains the sole College of Pharmacy training the Pharmacist workforce in Nevada. Subsequent program development and campus expansion were in direct response to developing needed healthcare programs to prepare the next generation of healthcare providers in the West, and beyond. At the same time, RUHS has also met community healthcare needs in expansion of its clinical footprint in establishment of Dental Clinics in UT and NV , offering affordable, high-quality dental care, the Orthodontic Clinic in NV, Roseman Medical Group, providing primary and specialty care, and through its partnership with Cure For the Kids Foundation, which is the community leader in the research and treatment of childhood cancer and other catastrophic childhood diseases.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

College of Pharmacy

Our three year Accelerated PharmD program is fully accredited by the Accreditation Council for Pharmacy Education and has been since January 2004. We seek to provide the knowledge, skills, and abilities necessary to build a career as a pharmacist. We’ve designed our three-year Doctor of Pharmacy program to give students an edge when it comes to learning and professional opportunities. The quality of education students receive at Roseman University is reflected in our graduates NAPLEX (North American Pharmacist Licensure Examination) board exam pass rates. Our learning model insists on mastery built with one core subject at a time. We use a block curriculum, which allows students to master a single topic before moving on to the next one while reinforcing learning year-round through these longitudinal blocks.

As part of the Roseman University Six-Point Mastery Learning Model®, we require each student to meet 90 percent or higher on subject assessments. This helps ensure graduates leave Roseman University of Health Sciences College of Pharmacy with more than just a pharmaceutical degree, but the needed preparation to start and build their career.

Population(s) Served

The College offers an on-campus and hybrid Bachelor of Science in Nursing, a Veteran to Bachelor of Science in Nursing pathway and an online MSN/FNP Program.
The Bachelor of Science in Nursing (BSN) program is designed to prepare students for entry-level registered nurse positions in a variety of healthcare environments. Graduates will use critical thinking skills for effective problem solving, decision making, and independent judgment to provide culturally competent and developmentally appropriate care in the practice of nursing and to function as a member of a health care team.

The Master of Science in Nursing Family Nurse Practitioner (MSN/FNP) online graduate program focuses on expanding students’ knowledge further through practical primary care to patients of all ages. Courses cover such topics as pathophysiology, pharmacotherapeutics, family practice management, and didactic and clinical coursework in pediatric and adult-gerontology. In addition to education in the classroom, students must also complete a predetermined number of clinical hours. This course of study is beneficial to those who are looking for a professional career as a nurse practitioner.

Population(s) Served

The College of Dental Medicine offers the Doctor of Dental Medicine (DMD) program at our South Jordan, Utah campus, and the Advanced Education in Orthodontics and Dentofacial Orthopedics (AEODO) residency in Henderson, NV and the Advanced Education in General Dentistry (AEGD) residency on both campuses.

Students and residents of the College of Dental Medicine benefit from state-of-the-art educational and clinical facilities, which feature the latest in computer and multimedia technology, and from our distinguished faculty, recruited from throughout the country.

The Roseman University of Health Sciences College of Dental Medicine DMD program’s mission is to improve the oral health of the public with special attention to the underserved people in the Intermountain West region by educating dentists, conducting educational and clinical research, and providing community-based health services and health care leadership.

Population(s) Served

In this turbulent and unpredictable global business environment, career success depends upon many factors, including leadership skills and business knowledge. The mission of the MBA program is to prepare graduates to be competent business professionals, responsible leaders, entrepreneurial managers and effective communicators.

Population(s) Served

The College of Medicine at Roseman University will produce the healthcare workforce of the future, developing clinically excellent, community based, socially accountable, humble, compassionate and inclusive physicians. This will be accomplished by innovative teaching, emphasizing not only clinical excellence, but also ethics, humility, empathy, critical and creative thinking, and real-world experience. Graduates of Roseman University College of Medicine will understand the complexities of communities and how the Social Determinants of Health impact both individual and population health. The communities we serve will be partners in our teaching and learning.

We will lead the State and region in creating technological strategies to achieve academic excellence and advance effective and inclusive health delivery systems. We will develop and lead the Roseman Center for Population Health (eventually offering an MPH) and invite other academic institutions as well as a wide representation of private and public partners to work together with us to address and reduce disparities in our region’s urban and rural communities.

Please note that because the college is currently pursuing accreditation from the Liaison Committee on Medical Education (LCME), only limited information regarding the program can currently be shared. The college cannot publish admission requirements, nor consider any applicants to the program at this time.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

On-time Graduation %

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

College of Dental Medicine

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Roseman's six operational areas come directly from its Mission:

SIX OPERATIONAL AREAS

• Educating current and future generations of health professionals
• Conducting Research
• Providing Patient Care
• Pursuing complementary partnerships and affiliations
• Fostering internal and external collaboration
• Responsible fiscal management

In order to continue to educate current and future generations of health professionals, we must:
•Create more "on ramps" and opportunities to engage future students through all parts of the educational
journey
• Expand current programmatic offerings to meet industry and market demand
• Ensure our programs are current to keep pace with market forces and workforce demands
• Enable and increase student success so they may learn, earn, and serve their communities post-graduation.
• Support a culture of diversity and inclusion so that all students may succeed
• Redesign current academic programs to permit interprofessional education
• Become a model for innovative health professions education.

In order to expand our research capabilities, we must:
• Expand university infrastructure to support strategic growth in research capabilities and productivity
• Establish and expand research graduate programing
• Develop research-focused relationships with academic, industry, clinical, and government partners
• Enhance the scholarly reputation and visibility of Roseman University

In order to provide expanded patient care, we must:
• Establish a successful Academic Health System that becomes the gold standard for exceptional patient care,
teaching and learning
• Establish a comprehensive clinical footprint that becomes the gold standard for exceptional patient care,
teaching and learning

In order to pursue complementary partnerships and affiliations, we must:
• Develop a new schema of interrelated partners that strengthen institutional capabilities, diversifies revenue
sources and solidifies our competitive position

In order to create an environment that fosters internal and external collaboration, we must:
•Focus on most optimal, high-quality Culture Building, Community Engagement, and Philanthropic initiatives
that further drive internal and external collaboration and partnership
• More deeply root Roseman into the communities it serves
• Broaden and deepen public awareness and understanding of Roseman

In order to support responsible fiscal management, we must:
• Diversify revenue sources
• Reduce dependence on tuition revenue
• Increase institutional efficiency with highly efficient workforce with optimal mix of talent, skills and
experience to support growth
• Explore entrepreneurial opportunities

Faculty, staff, students and Board of Trustees members have been identified to both lead and participate in twelve Strategic Planning Initiatives/Workgroups that report out quarterly against specific goals and metrics.

The Roseman University of Health Sciences 2020 Strategic Plan is in its first phase of initial implementation.
That said, the University relies on institutional data to assess more broadly if it is meeting its goals.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • How is your organization using feedback from the people you serve?

    To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To improve internal communication and break-down barriers,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

ROSEMAN UNIVERSITY OF HEALTH SCIENCES A NEVADA NON-PROFIT CORP
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

ROSEMAN UNIVERSITY OF HEALTH SCIENCES A NEVADA NON-PROFIT CORP

Board of directors
as of 9/28/2020
SOURCE: Self-reported by organization
Board chair

David Dunn

President, Kingsbridge Wealth Management

Term: 2020 - 2022

Diana Bond

Consultant Pharmacist

Suzanne Cram

Healthcare Consultant

David Dunn

President/Kringsbridge Wealth Management

Mary Grear

Pharmacy Consulting Services Group

Ron Memo

Business Consultant

Holly Prievo

Healthcare Supervisor/Walgreens

Harvey Riceberg

Consultant Pharmacist

Mark Seethaler

Treasury Division/LDS Church

David Steinberg

Physician

Robert Talley

Executive Director/NV Dental Assoc.

Mark Howard

CEO Emeritus/Sunrise Mountainview Hospital.

Carlene Walker

Former Utah State Senator

Bruce Woolley

Professor Emeritus/Brigham Young University

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes