SWAG视频

Dear SWAG视频 Community, Colleagues, and Friends,

As we enter 2025, we find ourselves immersed in an unforeseen and devastating natural disaster affecting students, trustees, faculty, and staff, and their families, loved ones, and friends, across a variety of diverse communities in southern California. A testament to SWAG视频鈥檚 mission is the recent extraordinary outpouring of empathy, kindness, and support from within our SWAG视频 community to affected members of our SWAG视频 family, and beyond, placing the SWAG视频 special ethos on full display.

The unity, compassion, and help by university trustees, administration, faculty, staff, and students in support of our affected students and other affected members of our SWAG视频 family is unprecedented. A genuine heartfelt 鈥渢hank you鈥� to the Heatherington Foundation for the generous and compassionate donation to SWAG视频鈥檚 Student Emergency Fund. These greatly needed resources, just provided by the Heatherington Foundation, are critical to ensure that our affected students can continue succeeding academically in the face of unimaginable challenges with which they have been confronted by the recent southern California fires.

We pray for anyone affected by this unspeakable natural disaster, and we stand united in support of our SWAG视频 community, and our southern California community, at large. As with any national disaster, SWAG视频 plays a key role in the healing and rebuilding process by educating those very healers who will one day serve the community. Thus, I feel it is now more important than ever that the University have clear priorities for 2025. Hence, I wish to share with you highlights of the University鈥檚 priorities, as we enter 2025.

To begin, I reiterate that SWAG视频 is an institution dedicated to the education of healers. SWAG视频鈥檚 mission is a clear commitment to the health and well-being of our community.聽 Therefore, it is with great pride that I acknowledge and express gratitude for the successes over the past 3 years, upon which we continue to build.聽 Such successes include but are not limited to the institutions鈥� unity behind its mission, the greatly interactive 5 branches of governance, highly effective Board of Trustee鈥檚 subcommittees, the university鈥檚 evidence-based culture, the authentic communication, collaboration, and collegiality between the institution鈥檚 stakeholders, so critical to the success of the institution鈥檚 mission.

Not surprisingly, SWAG视频 finds itself in a unique position, to be able to significantly and positively impact the future of health care, globally. The SWAG视频 battle cry is a higher calling to prepare our Health Professional trainees for careers in health care disciplines that can serve the global community effectively.

In fact, SWAG视频 represents a compelling solution to a rapidly expanding national Health Professionals shortage crisis. It is SWAG视频鈥檚 clear goal to support the current and future health care in Oregon, California, and at the national level; and to do so in the special SWAG视频 way, with a unique human touch.

The United States Department of Health and Human Services (DHHS), through the Health Resources & Services Administration (HRSA), has generated undeniable data. These data reveal Health Professional Shortage Areas (HPSA) and Medically Underserved Areas and Populations (MUS/P) that immediately oblige the education of future Health Professionals.

These data have convincingly identified three leading HPSAs health discipline focal areas of greatest need nationwide: 1) Primary Care; 2) Dental Health, and 3) Mental Health. All three of the recently identified leading HPSAs health discipline focal areas are masteries in which SWAG视频 excels nationally: School of Medicine (COMP/COMP-Northwest – Tier #1 in Primary Care), Dental Medicine (Ranked #1 in the state of California), and Mental Health (first College of Interprofessional Behavioral Health in the nation). SWAG视频 is the only university in the country with eight exclusively graduate medical colleges and an Interprofessional Institute for Behavioral Health.

SWAG视频 stands out nationally as a unique university, exclusively equipped with an Osteopathic Medicine School, College of Dental Medicine, College of Veterinary Medicine, College of Graduate Nursing, College of Pharmacy, College of Podiatric Medicine, College of Optometry, College of Health Sciences – Physical Therapy and Physician Assistant programs, and an Institute of Interprofessional Behavioral Health. SWAG视频 is truly unique with 3,600+ Graduate-Level Students Enrolled; 21,000+ Advanced Degree Alumni; and 30+ Programs for the Health Sciences.

Hence, SWAG视频 is among the most equipped universities in the nation to address the country鈥檚 Health Professionals shortage needs. Not surprisingly, U.S. News & World Report firmly places SWAG视频鈥檚 Medical School, COMP, as one of the top 16 medical schools: 1) providing the finest education in preparation for Primary Care residency training, 2) representing one of the most diverse medical schools, and 3) representing the most graduates practicing in medically underserved areas, primary care fields, and rural areas.

To best achieve SWAG视频鈥檚 goal to be a major contributing solution to our national health care crisis, I have charted SWAG视频鈥檚 top priorities. These priorities are divided into the Institution鈥檚 Six Critical Focus Areas, in which operationalization and strategic implementation are well underway: 1) Academic and Clinical Excellence, 2) Financial and Operational Results, 3) Internal and External Relations, 4) Board Relations, 5) Vision and Strategy, and 6) Leadership and Culture.

I. Academic and Clinical Excellence – Transition of SWAG视频 to a mature university, with an evidence-based culture, and internal stability, is well underway, and continues to be an important priority for the institution. Institutional academic and clinical excellence plays a key role in this process of transition.

• Student Emergency Fund: We will continue to grow the existing Student Emergency Fund to better meet the emergency needs of the student body.
• Scholarship Funds: We will continue to focus on the growth and expansion of our Scholarship Funds.
• Upcoming Accreditation Actions:
  
• Shared Governance Efficacy Assessment Project: The University Council and campus community unanimously selected KH Consulting Group. The project will culminate in a report with results and recommendations for an ongoing Shared Governance Assessment Plan.
• Institutional Climate Survey: The Institutional Climate Survey initiative is a collaborative project among the 5 branches of governance. The Request for Proposals (RFPs) are sent, and the ideal candidate partners are under review.
• Interprofessional Behavioral Health Institute鈥� (IBHI): The IBHI is approved by the University, and the Advisory Board formed (comprised of community and political partners including Samaritan Health Services, Benton, Linn and Lane public health departments, Trillium Health Services and others). 鈥婽he IBHI Task Force is established, an IBHI Executive Director, and a functional hybrid model identified. The optimal Masters and Doctorate degree programs and the ideal certificate and micro-credentials programs to be offered are under review. The plan to search for a Founding Dean in parallel with the new College application is launched.

II. Financial and Operational results – Transition of SWAG视频 to a mature university, with an evidence-based culture, and internal stability, is well underway, and continues to be an important priority for the institution. Institutional financial and operational results play a key role in this process of transition.

• Institutional Compensation Project: Internal equity for all faculty and staff is a clear institutional goal, as part of the larger McKnight study. The first phase of implementation will take place, as soon as possible. The Office of Human Resources team will continue to communicate with faculty and staff representatives to the Institutions Compensation Philosophy Committee to choreograph operationalization of the plan, and to provide a conduit for continued feedback.
• Strategic Organizational Changes: We will continue to improve institutional efficiency and productivity (e.g. new Offices including Enrollment Management, Division External Affairs, Division of Compliance, Culture and Ethics – CEC, Ombudsperson, and Executive Vice President).
• Comprehensive Institutional Strategic Master Plan and Strategic Business Plan: For the first time in the 48-year history of the university and representing a shift from transactional to strategic models, a comprehensive Institutional Strategic Master Plan and Strategic Business Plan project has been launched. Three-year Proformas for Colleges and Units, a process for budget development and integration including financial proformas, and projections, and marketing plan(s) to secure funding, recruitment, and enrollment are underway.

III. Internal and External Relations –聽 Transition of SWAG视频 to a mature university, with an evidence-based culture, and internal stability, is well underway, and continues to be an important priority for the institution. Institutional internal and external relations play a key role in this process of transition.

• Community Partners: SWAG视频 Oregon and SWAG视频 California are actively engaged in team-building among community partners, including City Council, Chamber of Commerce, Mayor, Chief of Police, Fire Chief, Legislators, Elected Officials, and other colleges and universities

IV. Board Expansion, Diversification, and Relations 鈥� Transition of SWAG视频 to a mature university, with an evidence-based culture, and internal stability, is well underway, and continues to be an important priority for the institution. Institutional board expansion, diversification, and relation building play a key role in this process of transition.

• Scholarship: The BOT will continue to build on a successful BOT Scholarship program.
• Expansion and Diversification: the BOT continues to diversify and expand its expertise.

V. Vision and Strategy and VI. Leadership and Culture –

Transition of SWAG视频 to a mature university, with an evidence-based culture, and internal stability, is well underway, and continues to be an important priority for the institution. Institutional vision, strategy, leadership, and culture play a key role in this process of transition.

I am proud to announce that the new division of External Affairs has grown to support our maturing needs in both California and Oregon. We will also wish to explore the unprecedented establishment of De Novo Partnerships with Financial Investment Groups.

• Comprehensive Capital Campaign: Operationally and strategically, SWAG视频 will enter a 10-year Comprehensive Capital Campaign, with the immediate goal to 1) fortify front-line fundraising capacity of the development officers, 2) support all the colleges, and Deans, for fundraising efforts, 3) provide Deans with strategic partnerships to build effective programs, 4) support Alumni Relations and enhance Alumni engagement, and聽 5) capital development to modernize and expand the SWAG视频 Oregon and SWAG视频 California campuses.
• Revenue Diversity: The short-term goal is to decrease SWAG视频鈥檚 dependency on student tuition. The long-term goal is to reach <80% tuition-dependency, through leveraging SWAG视频鈥檚 Philanthropic, Clinical, Research, and ICME revenue streams.
• Philanthropic Solvency: The objective is to ensure a favorable Cost/Revenue model.
• Philanthropic Revenue: The short-term goal, Philanthropic Revenue >5% of the Total Institutional Revenue; the long-term goal, Philanthropic Revenue grows beyond >5% of the Total Institutional Revenue.
• Clinical Revenue: The short-term goal, Clinical Revenue >5% of the Total Institutional Revenue; the long-term goal, Philanthropic Revenue grows beyond >5% of the Total Institutional Revenue, through聽 the establishment of FQHC and Third-party payor mix community clinics.
• Research Revenue: The short-term goal, Research Revenue >4% of the Total Institutional Revenue; the long-term goal, Philanthropic Revenue grows beyond >4% of the Total Institutional Revenue.

Warmest Regards,
Robin