1. Action Plan
1.1. Launch tech learning center (GIS, drones, simulator)
1.1.1. Sponsors/donors
1.1.2. Budget/financing
1.1.3. Technology
1.1.4. Curriculum integration
1.1.5. Partnerships (ADEM, FEMA, Pope County)
1.2. Develop marketing material
1.2.1. Paramedic pathway
1.2.2. Return to complete your BS
1.2.3. Convenient and practical MS
1.2.4. Why EM/why ATU alumni stories
1.2.5. Social media for peer2peer sharing
1.2.6. CERT camp
1.3. Curriculum modifications
1.3.1. HS intro courses?
1.3.2. 4000/5000 pathway
1.3.3. Textbook changes?
1.3.4. Increase awareness of support
1.4. New programs
1.4.1. Peer mentors
1.4.2. Pathway from fire
1.4.3. AGS?
1.4.4. Student profiling - at risk, researcher, etc.
1.4.5. Concentrations (official or unofficial)
1.4.6. New scholarship/assistantship strategy
1.5. Outreach strategies
1.5.1. Chinese delegation
1.5.2. Support for Rashed
1.5.3. Job sites - paramedics, fire, alumni?
1.5.4. Ozark and other paramedicine AAS
1.5.5. AEMA/IAEM
1.5.6. RDS and other school boards
2. Undergrad enrollment at 100
2.1. Steady freshman enrollment
2.1.1. Increased international enrollment to 10 annually
2.1.1.1. Partnership with agent in China
2.1.1.2. Collaboration with Chinese government
2.1.1.3. Collaboration with Saudi government
2.1.2. In-state freshman enrollment at 30 annually
2.1.2.1. Classroom visits in RSD
2.1.2.2. Expansion of student preparedness in HS
2.1.2.3. Introduction of HS curriculum similar to CJ?
2.1.3. Out of state enrollment at 10 annually
2.1.3.1. Regional brand and presence
2.1.3.2. Scholarships for referrals from county/state EMs?
2.2. Growth of transfer/ non-trad enrollment
2.2.1. Paramedic pathway at 20 annually
2.2.1.1. Classroom visits in Ozark
2.2.1.2. New pathways with other colleges
2.2.1.3. Marketing at job sites
2.2.2. Mid-career transfers at 20 annually
2.2.2.1. Regional brand and presence
2.2.2.2. Marketing at job sites and conferences
2.2.2.3. Pathways from other careers (eg fire academy?)
2.2.3. Program transfers at 20 annually
2.2.3.1. Cross-listing of RP1993, RP3993 to EM catalog
2.2.3.2. Cross-listing and internal marketing of GIS, Leadership, Pandemic and other electives
2.2.3.3. New offerings from other depts in our program (e.g. Disaster Psychology?)
2.2.3.4. Promotion of technology and "fun" courses
2.3. Retention at 85% through graduation
2.3.1. Reduce costs to students
2.3.1.1. Decrease use of textbooks or make them available in library
2.3.2. Increase awareness of resources
2.3.2.1. Orientation week each term includes guide to "stay in school" assistance
2.3.2.2. Rebuild of Student Success site
2.3.3. Know student issues better
2.3.3.1. Peer mentoring through EMSA
2.3.3.2. Academic advisors track "disappearing" students
2.3.3.3. Monthly faculty updates/sharing on students of concern
3. Graduate enrollment at 50
3.1. Growth of mid-career enrollment
3.1.1. Target existing EMs and continuity people
3.1.1.1. Conference marketing
3.1.1.2. Brand recognition through engagement with ADEM, FEMA, etc.
3.2. Increase international enrollment to 10 annually
3.2.1. Market tech superiority and experiential opportunity
3.2.2. Identify other selling points
3.2.3. Deepen existing relationships
3.3. Steady UG to grad continuation of 5 annually
3.3.1. 5 year program
3.3.2. Identify best candidates early
3.3.3. Make assistantships more competitive