Academic Program Review

ACADEMIC YEAR	2014-2015	Basic Skills Transfer Career Technical Education (CTE)
PROGRAM	Emergency Medical Technician - Paramedic
DESCRIPTION/PURPOSE	The Emergency Medical Technician-Paramedic program prepares the student for licensure as a Paramedic (EMT-P) and to care for the sick and injured at the scene of an emergency and/or during transport to a healthcare facility. Degree Associate in Science, Emergency Medical Services Management (Paramedic) Certificate Certificated of Achievement, Emergency Medical Services (Paramedic)
DIVISION	Health and Sciences
DEPARTMENT	Nursing and Allied Health
SUBMITTED BY:	Rick Goldsberry, RN, BSN

INSTITUTIONAL GOAL 1	INSTITUTIONAL GOAL 2	INSTITUTIONAL GOAL 3	INSTITUTIONAL GOAL 4
INSTITUTIONAL MISSION AND EFFECTIVENESS – The College will maintain programs and services that focus on the mission of the College supported by data-driven assessments to measure student learning and student success. 1.1 Develop systems and procedures that establish the mission of the college as the central mechanism for planning and decision making. 1.2 Develop an institutional score card to assess student learning that drives integrated planning and resource allocation. 1.3 Develop systems and procedures to ensure that the college maintains a collegial and self-reflective dialogue that improves effectiveness. 1.4 Develop systems that are inclusive, cyclical, and understood by all stakeholders.	STUDENT LEARNING PROGRAMS AND SERVICES – The College will maintain instructional programs and services which support student success and the attainment of student educational goals. 2.1 Ensure that all instructional programs, regardless of location or means of delivery, address and meet the current and future needs of students. 2.2 Review program learning outcomes annually (or biennially) to assure currency, improve teaching and learning strategies, and raise student success rates. 2.3 Ensure that all Student Services programs, regardless of location or means of delivery, address and meet the current and future needs of students. 2.4 Ensure that all Student Services programs engage in a process of sustainable continuous quality improvement by annual review of Service Area Outcomes, and annual Program Review. 2.5 Ensure that the Library meets as closely as possible that “Standards of Practice for California Community College Library Faculty and Programs” of the Academic Senate for California Community Colleges. 2.6 Ensure that instructional labs continue to collaborate in sharing financial and human resources, thus maintaining continuous quality improvement.	RESOURCES – The College will develop and manage human, technological, physical, and financial resources to effectively support the College mission and the campus learning environment. 3.1 Develop and implement a resource allocation plan that leads to fiscal stability. 3.2 Implement a robust technological infrastructure and the enterprise software to support the college process. 3.3 Build new facilities and modernize existing ones as prioritized in the facility master plan. 3.4 Design and commit to a long-term professional development plan. 3.5 Raise the health awareness of faculty, staff, and students.	LEADERSHIP AND GOVERNANCE – The Board of Trustees and the Superintendent/President will establish policies that assure the quality, integrity, and effectiveness of student learning programs and services, and the financial stability of the institution. 4.1 Review all Board policies annually to ensure that they are consistent with the College mission statement, that they address the quality, integrity, and effectiveness of student learning programs and services, and that they guard the financial stability of the institution. 4.2 Maintain a clearly defined Code of Ethics that includes appropriate responses to unprofessional behavior. 4.3 Ensure that the Board of Trustees is informed and involved in the accreditation process. 4.4 Ensure that processes for the evaluation of the Board of Trustees and the Superintendent/President are clearly defined, implemented, and publicized. 4.5 Establish a governance structure, processes, and practices that guarantee that the governing board, administration, faculty, staff, and students will be involved in the decision making process.

I. INSTITUTIONAL GOALS

II. PROGRAM GOALS

PAST – EVALUATION OF PREVIOUS CYCLE OBJECTIVES/PROGRAM GOALS (SET IN PREVIOUS YEAR)

List your previous objectives/goals and associated Institutional Goals. All program goals must address at least one of the institutional goals.

1	PAST PROGRAM GOAL #1	INSTITUTIONAL GOAL(S) (Select one primary goal.)
Identify Program Goal and Budget request, if any, from the Program Review completed in 2013-2014 (Section II C): Seek grant opportunities in our local community to provide additional funds to improve the EMS programs and to advance the technology and equipment used in instruction and clinical practice.	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Met	Partially Met	Not Met
Describe how this program goal increased student achievement and/or program effectiveness in 2014-2015: In previous years we have received grant money from the Workforce Investment Board which allowed us to update much needed equipment. Currently we have nearly everything that we need to provide exceptional learning experiences for our students. Because of community support we will be moving to a new EMS training facility in April or May of 2014. This will further enhance our training program. We will have our supplies and equipment in the same location as our classrooms and Skills labs and will not be competing with the Nursing Dept for their storage space and Lab space. This year we were allotted categorical funds for the purchase of additional equipment which will be used in the new training facility. At present, there are no grant funds available to us however we will continue to seek them as they become available.

2	PAST PROGRAM GOAL #2	INSTITUTIONAL GOAL(S) (Select one primary goal.)
Identify Program Goal and Budget request, if any, from the Program Review completed in 2013-2014 (Section II C): Continue to track, monitor, and improve on the first time pass rate for national registry exams for EMS programs. This is how we externally validate student success.	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Met	Partially Met	Not Met
Describe how this program goal increased student achievement and/or program effectiveness in 2014-2015: Paramedic program continues to exceed the national results. IVC's first time pass rate averages 80% for the last 4 years, while the national first time pass rate is 71% for the same period. IVC's ovarall pass rate for all attempts is 93% while the national overall result is 87%. In the last year we have implemented online testing for all tests to for all quizzes and major tests to get students better prepared for the National Registry licensure exam and we have purchased a highly recommended web-based service for our students to help them prepare for the NREMT exam as well. This year we are using new methods in the classroom to help all students be better prepared for classes. One is the the learning team concept where the class is divided into two groups that are carefully divided to include students who are struggling and those who are exceling equally on each team. Another method being used this year is the "Immediate Action Drills" where students are given unanticipated emergency situations to make quick decisions about. This will enhance critical thinking under pressure and should have positive consequences when students enter the clinical and field portions of their training. We will continue to work on improving the first time pass rate for all classes into the future.

3	PAST PROGRAM GOAL #3	INSTITUTIONAL GOAL(S) (Select one primary goal.)
Identify Program Goal and Budget request, if any, from the Program Review completed in 2013-2014 (Section II C):	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Met	Partially Met	Not Met
Describe how this program goal increased student achievement and/or program effectiveness in 2014-2015:

PRESENT – DATA ANALYSIS AND PROGRAM HEALTH – ACCREDITATION

Summarize and analyze all disaggregated data by day, evening, gender, ethnicity, and distance education. Narrative only. Submit electronic excel file with graphs or trend data.

Enrollment and Fill Rates

Discuss the trends in enrollment and fill rate for each program by day and evening at the program level.

Enrollment has been decreased over the last 3 years for several reasons:

1. The number of paramedic programs has increased in neighboring San Diego County and the effects of the nationwide recession on our community. The enrollment in most paramedic programs in Southern California has decreased generally.

3. Because of a shortage of licensed paramedics qualified to be field preceptor for our paramedic interns, we have had to limit the enrollment somewhat to guarantee that all interns will receive a timely field internship as required by law.

2. Until recently, there have not been many jobs available locally for paramedics. The main employer of paramedics terminated nearly all of their paramedics in labor dispute last year. We anticipate this will increase enrollment somewhat for the next year or two, possibly longer.

Arizona Western College has recently closed its paramedic program.We anticipate that we may get applicants from the Yuma area next year.

Productivity

What are the trends in productivity?

Because of the small class size and state mandate for instructor : student ratios, we have not been able to increase productivity. We have made cuts to staffing where it is appropriate, safe and legal to do so.

Success and Retention

Discuss the success and retention rates by day, evening (extended day), and online classes in each program and identify gaps.

Our program has maintained a healthy 96% success rate and retention rate of 97% average for the last three years.

Success and Retention by Ethnicity

Discuss the success and retention rates by demographic diversity of students.

The two main racial groups in our community are well represented and both groups are successful. Hispanics comprise a majority of students in our program and have a 93.48% success rate in our paramedic program. White students in the program are successful 100% of the time. Most the “unknown or non-responsive” students would fall into these two racial groups. This group of students were 99% successful and had a retention rate of 99%.

We have few women and African Americans who enter the paramedic program. These would be areas for us to target in our marketing strategy for future classes.

Degrees and Certificates

Discuss the trends in the number of degrees and/or certificates awarded.

During the 3 years from spring 2010 to spring 2013 there were 4 AS degrees in Emergency Medical Services conferred and 42 certificates awarded for Emergency Medical Technician-Paramedics. We encourage all students to work toward and complete their Associate degree. Many Paramedic students are eager to enter the EMS workforce for financial and other reasons and will not complete their degree once they have received their certificate which is needed for licensure/employment. Other student have on occasion completed their degree several years after completing their paramedic program.

Program Changes

What program changes, if any, do you expect to have a positive effect on students?

We have a new training facility with a comfortable learning environment that just opened. The facility is spacious and eventually will be state of the art for paramedic training. We anticipate the acquisition of an ambulance for our skills lab in the future. The building is designed for the ambulance to be used in or out of the building’s skills laboratory for simulation practice.

Summarize revisions, additions, deletions, and alternate delivery methods to courses and/or program based on the last program review.

We have implemented two new strategies in the last year:

1. Use of technology: We have begun using an online testing site to help students get ready for their licensure exams. The college has purchased (via available grant funding) the online programming which helps students study for their exams.

2. Our program has started (with the current class of students) using a new concept known as “Immediate Action Drills” to improve student success in required skills acquisition. This concept will enhance readiness of students for their field internships.

Evaluate the program’s viability by addressing program completion, size (FTES), projections (growing/stable/declining), and quality of outcomes.

In recent years we have seen a significant drop in applications to our program with is true regionally as well. There are several reasons for the drop in enrollment.

1. Several private schools have opened in the San Diego are. Though they are much more expensive than our program currently costs.

2. The employment availability has been low up until recently. The local ambulance company fired all of their paramedics due to a labor disagreement and hired many paramedics from out of town (Many of whom have already left.)

3. Wages for paramedics have been low in the Imperial County.

This is a costly program but it is the only local source of paramedic training for fire and ambulance services in the Imperial County. If the IVC program did not exist, it would mean that local students would have to travel to San Diego or Riverside Counties to be trained.

Local fire departments are upgrading their levels of care to the paramedic level from basic life support. This will increase the demand for paramedics as the need for replacement “local” paramedics at the ambulance service. In addition, the Arizona Western College paramedic program has closed at least temporarily which may cause students to commute to IVC’s program from the Yuma area.

There is every reason to believe that IVC’s program may soon rebound from the drop in enrollment that we have seen over the last few year. The program should be considered stable at this time.

C. FUTURE – LIST OF “SMART” (SPECIFIC MEASURABLE ATTAINABLE RELEVANT TIME-LIMITED) PROGRAM OBJECTIVES FOR NEXT ACADEMIC YEAR TO ADDRESS PROGRAM IMPROVEMENT, GROWTH, OR UNMET NEEDS/GOALS. ALL PROGRAM GOALS MUST ADDRESS AT LEAST ONE OF THE INSTITUTIONAL GOALS.

FUTURE PROGRAM GOALS (Describe future program goals. List in order of budget priority.) You are not required to list 3 goals. Only list/identify goals that are viable in one year’s time or can be carried over a number of program cycles.	INSTITUTIONAL GOAL(S) (Select one primary institutional goal)
1	2015-2016 PROGRAM GOAL #1 Budget Priority #1	INSTITUTIONAL GOAL(S)
Identify Future Global Goal: Ensure continued program viability	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Objective: Improve program enrollment. Increased student enrollment will make the program more fiscally productive and thus sustainability improve of the program.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
Enlist the help of the IVC public relations department to develop brochures and other marketing aids for the IVC Paramedic Program.
Timeline: Spring 2015
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify) Perkins Grant funding	$__500.00___________
Produce a video for marketing purposes to attract potential applicants to IVC’s paramedic program. Reproduce video on CD to send out to community employers, student groups and targeted populations. Post video to IVC’s websites.
Timeline: Spring 2015
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$____500.00_______
C.
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
How will this objective be measured? Increased applications/enrollment
How will the completion of tasks identified improve student/program success? Program success depends on increased enrollment.
Who are the responsible party(ies) and assigned user(s)? Rick Goldsberry, Paramedic Program Director & Steve Holt, BS, EMS Instructor
FUTURE PROGRAM GOALS (Describe future program goals. List in order of budget priority.) You are not required to list 3 goals. Only list/identify goals that are viable in one year’s time or can be carried over a number of program cycles.	INSTITUTIONAL GOAL(S) (Select one primary institutional goal)
2	2015-2016 PROGRAM GOAL #2 Budget Priority #1	INSTITUTIONAL GOAL(S)
Identify Future Global Goal: Staff Development	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Objective: Maintain currency of concepts for emergency cardiovascular care to enhance teaching of this subject matter to paramedic students.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
A. Paramedic Program Director (Rick Goldsberry) and EMS instructor (Steve Holt) to attend the Emergency Cardiovascular Care Update 2015 conference in San Diego California
Timeline: Fall 2015
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$_____1600.00________
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
C.
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
How will this objective be measured? Successfully completion by staff members of the conference’s training sessions.
How will the completion of tasks identified improve student/program success? Instructors will have the latest information from experts in the field of emergency cardiovascular care.
ho are the responsible party(ies) and assigned user(s)? Rick Goldsberry & Steve Holt

(WSCH/FTEF) The goal is 525 as per state guidelines. A low number means that we are below target levels for productivity. For example, in a small class that has a mandated cap of 15 students, the fill rate may be 100% but the productivity number (WSCH/FTEF) will be very low. A class with a cap of 40 students with a 100% fill rate will have a productivity number close to or above 525.