The Butte College Public Safety Education & Training Center educates and trains students to serve and protect the public in a highly competent and professional manner.
The Firefighter 1 Academy, certified by the State Fire Marshall and the State Board of Fire Services as an Accredited Regional Fire Academy, is offered twice annually in an intensive format, once each semester. Consistent with Fire Science classes, it starts near the end of August to accommodate the fire season and allow working students the opportunity to end their seasonal firefighting responsibilities as late as possible in order to attend Butte College. The program has earned a reputation for being among the finest firefighter academies in the western states and attracts students from throughout the area, and our graduates have secured positions in agencies from coast to coast. The Firefighter 1 Academy equates to approximately 142 FTE. Upon successful completion of the Fire Academy, students earn the following: 1. California Emergency Medical Technician training certificate of completion. 2. Certificates of completion for California Firefighter, as follows: ICS 100; ICS 200; Automobile Extrication; Confined Space Rescue Awareness; Low Angle Rope Rescue Operations; Cal Fire Basic Firefighter; Rapid Intervention Crew Operations; Firefighter Survival; First responder Operations Haz-Mat; Terrorism Consequences Management 3. Graduates are academically eligible for advancement to earning the California State Fire Marshall Firefighter I certificate. All pedagogical caps have been reviewed and are appropriate.
The Fire Academy program received $56,000 in Perkins funding to purchase several items of needed equipment during FY 15-16. Items #1, 2, 3, 4, 5, 6, 7 from the FSCA FY 15-16 Unit Plan were funded and purchased with this money, and significant savings were realized when staff shopped for the best deals for equipment items. Item #8 was also funded, but a subsequent determination was made that these items were not required. This resulted in a savings and balance of the Perkins funds.
The identified items were purchased to replace worn out surplus equipment that had previously been donated to the fire program. The result is that students will now be able to train with reliable, modern and serviceable equipment.
The Fire Academy program received an additional $25,000 in Perkins funds to purchase a hydraulic rescue tool. As a result of shopping for the best deal, staff was able to acquire the device and necessary accessories for several thousand dollars less than what was budgeted.
Prior to acquisition of this tool, students had to rely on either a very antiquated tool that had previously been donated to the college, or trust that an area fire agency might be able to come to the campus with their rescue tool to assist with training. This device will last for many years to come if properly maintained, and will insure that students have the opportunity to get training with the best and most modern equipment available.
Generally, there have been no significant recommendations related to outcomes assessment. However, there is a routine process of evaluating each academy which results in subtle changes being made with each subsequent academy. Additionally, the changing nature of California State Fire Training standards and the recent implementation of new CSFT curriculum frequently require/have required changes in the academy program.
|
|
|
|
College |
|
|
Program |
|
|
Indicator |
Source |
2013-2014 Performance |
Standard |
Five Year Goal |
Fall 2014 Performance |
Standard |
Five Year Goal |
|
Course Success |
|
|
|
|
|
|
|
|
- Overall |
PDR |
71.1% |
70% |
73% |
|
|
|
|
- Transfer/GE |
PDR |
71.5% |
|
73% |
|
|
|
|
- CTE |
PDR |
75% |
|
77% |
F: 81.3% W: 97.6% Sp: 87.5% Su: 100% |
80% |
90% |
|
- Basic Skills |
PDR |
51.7% |
|
55% |
|
|
|
|
- Distance Ed (all) |
PDR |
62.5% |
|
64% |
|
|
|
|
Persistence (Focused). Note: The Persistence (Focused) that is included in the PDR is a different indicator than the three-primary term persistence indicator, from the state Student Success Scorecard, that is used to measure institutional persistence. The Focused Persistence indicator measures the percentage of students that took a second course in a discipline within one year. There is no relationship between the college and program standards in this area. |
PDR |
72.6% (Three-Term) Scorecard |
67% (Three-Term) Scorecard |
75% (Three-Term) Scorecard |
N/A |
N/A |
N/A |
|
Degrees |
PDR |
1,455 |
|
1,600 |
|
|
|
|
Certificates |
PDR |
366 |
|
475 |
CA: 60
|
CA: 50
|
CA: 80
|
|
Developmental Strand Completion |
|
|
|
|
|
|
|
|
- English |
State |
42% |
|
45% |
|
|
|
|
- Math |
State |
30.7% |
|
33% |
|
|
|
|
- ESL |
State |
25% |
|
28% |
|
|
|
|
Licensure Pass Rates |
|
|
|
|
|
|
|
|
- Registered Nursing |
SC |
|
|
|
|
|
|
|
- Licensed Vocational Nursing |
SC |
|
|
|
|
|
|
|
- Respiratory Therapy |
SC |
|
|
|
|
|
|
|
- Paramedic |
SC |
|
|
|
|
|
|
|
- Cosmetology |
SC |
|
|
|
|
|
|
|
- Welding |
SC |
|
|
|
|
|
|
|
Job Placement Rates (Fire Technology) |
PIV |
85% |
75% |
87% |
|
|
|
1. We routinely interact and collaboarate with our industry partners in the fire service to insure that our programs remain relevant. (Strategic Initiative 1.c.4, Strategic Initiative 1.d.2)
2. We use the Butte County Fire Chief's Association and Training Officer's Group as Advisory Boards to help insure that our programs provide the skills needed in the workplace.(Strategic Initiative 1.c.4, Strategic Initiative 1.c.5, Strategic Initiative 1.h.1)
3. Students are routinely exposed to employment opportunities and potential careers in the fire service. (Strategic Initiative 1.a.1, Strategic Initiative 1.d.2)
4. Academy students are actively connected with the variety of support services available on campus. (Strategic Initiative 1.b.5)
Recommendations implemented: 1) Fund and construct a new live fire building; 2) Update antiquated equipment (partially implemented); 3) Obtain approval for Fire Academy Certificate of Achievement from Chancellor's Office; 4) Restore PT secretary position to FT.
Recommendations to be implemented:
1) Fund and construct engine pump drafting facility;
2) Purchase a modern fire engine;
3) Purchase modern training videos;
4) Implement a 3rd academy annually (extended format);
5) Add a FT faculty position to help coordinate a 3rd academy;
6) Fund and construct a Scenario Village
Item #1 is currently not a priority. Item #2 we have acquired two used fire engines and instead of utilizing 45 year old equipment, we are able to teach students with engines that are only 20-25 years old. Item #3 is currently in progress and is being done incrementally based on available funding. Item #4 is not currently a priority, but it is tied directly with Item #5 and may be pursued further if progress is made on Item #5. Item #6 is tied to a pending bond proposal.
1. Complete Fire Academy recertification with California State Fire Marshall (Strategic Initiative #3).
2. Institutionalize an adequate level of formal leadership for the discipline (Strategic Initiative #5).
3. Institutionalize an adequate level of clerical support for the discipline (Strategic Initiative #6).
4. Develop a comprehensive PSETC facility needs plan, which includes a PSETC building, pavement/water/electricty at the Training Grounds, and a Scenario Village (Strategic Initiatives #4 and #7).
5. Acquire equipment as proposed to enhance the overall training experience.
6. Clarify delineation of FSC courses vs. FSCA (Fire Academy)
Strategy 1 - Strategic Partnership With CAL Fire
For several years, serious discussions involving the College and Butte County/Cal Fire have occurred with a focus on placement of a Butte County Fire Facility, including classroom suitable for College use, at Butte College. The placement of such a facility in proximity to our Fire Training area at the Public Safety Training Grounds and the operation of our Fire Fighter 1 Academies will have a significant positive impact on CAL Fire/Butte County Fire and Butte College Fire Programs. A lease agreement has been established that will ultimately allow the construction of a fire station on District property, and we will continue to monitor and facilitate this discussion and development of the idea.
(Strategy 1.c.4; Strategy 1.d.2)
An ongoing partnership with Cal Fire has been integral and essential to the fire training program at Butte College.
Strategy 2 - Maintaining Serviceable Resources
The ability to maintain quality in the presentation of the Fire Academy depends in a large part on the ability to have modern and servicable tools, equipment and adjuncts available for use by the students. It will be a priority to maintain equipment, replace worn out equipment and acquire new equipment as circumstances and funding warrant in the future.
(Strategy 1.c.4; Strategy 2; Strategy 2.b.3; Strategy 4)
Historically, the Firefighter I Academy has obtained much of its equipment from area fire agencies, who have been very generous in donating their surplus items. As communities struggle with their own fiscal conditions, they have made efforts to increase the service lives of their safety equipment. As a result, the equipment that has been available for donation to this program the last few years has not only reached the end of its service life, in many cases it is obsolete. The critical and dangerous nature of firefighter training is such that the students must have servicable equipment just for their safety, and there is obvious benefit to training with equipment that is not antiquated.
Strategy 3 - Maintain currency with standards
Based upon input from the field by way of the Fire Academy Advisory Boards, as well as industry changes, there is ongoing need to make adjustments to units and hours in the academy in order to remain current.
(Strategic Initiative 1.c.4; Strategic Initiative 2.b.3)
California State Fire Marshall has implemented new Firefighter I curriculum which must be integrated into our program. Additionally, it has been many years since CSFM has conducted a recertification of the Butte College Fire Academy, and they have indicated we are now due.
Strategy 4 - Strategic PSETC facility needs
Historically, the public safety training programs have been core components of the college since its beginning. The addition of the AHPS building and the various facilities at the Public Safety Training Groundsallowed the PSETC to place its programs in a modern, permanent building but did not take into account potential future growth. It has now become clear that to fully realize the potential of the public safety training programs a new dedicated building with features and facilities unique to public safety training is needed. As future financing opportunities are sought by the District, serious consideration should be given to prioritizing a new building that will reasonably meet the needs of PSETC in perpetuity. Oddly, there was no mention of the PSETC facility needs in the last iteration of the District's Facilities Master Plan. In order to clarify the specific needs of the Department in the future, it is suggested that a comprehensive, consultant supported study be conducted to determine the specific PSETC needs.
(Strategic Initiative 1.g, Strategic Initiative 2, Strategic Initiative 4)
PSETC is essentially land locked in its current location and there is no room available for department or program growth.
Strategy 5 - Leadership in the discipline
In order to insure there is adequate leadership for all of the programs and disciplines included with the PSETC, the following is needed: 1) Increase the 60% Management Range #20 PSETC Director position to 100% at Management Range #24 or 25; and 2) establish a Chair position which could be responsible for AJ and FSC together.
(Strategic Initiative 2)
Administration of Justice, Fire Technology, the Fire Academy, the Fish and Wildlife Academy, the State Parks Academy and the Basic Law Enforcement Academy are combined under the umbrella of the Public Safety Education and Training Center (PSETC). The Director position for the PSETC is a 60% position at Management Range #20, and is responsible for 2 FT faculty, 3 FT clerical support personnel and 275 PT associate faculty and classified employees. There are no Department Chairs for AJ or FSC, and the PSETC Director has been acting as the Chair for over 3 years. The Director position as it currently exists is a hybrid consisting of the following: 1) Academic Manager; 2) Department Chair; 3) Peer to Deans and Directors, who occasionally serves as Acting Dean and has even served as Acting Vice President in the absence of all other administrators; 4) Subordinate to Deans. The Department has responsibility for 7 different AS degrees, 6 Certificates of Achievement, 5 small certificates, and more than a dozen industry-specific professional certificates. Over the last 3 years, the number of law enforcement academies presented annually has doubled (from 2 to 4), and the ped caps in all AJ and FSC classes are among the highest in the District. Anecdotally, it is noted that few, if any, other community colleges place such a significant load on a part-time hybrid position such as Butte's. Rather, industry practice seems to be based in a clear division of management responsibility based on a separation of the various programs and disciplines. With no Chairs for the academic disciplines, and only a part-time Director, the cumulative responsibilities for all of these programs and disciplines are impossible to keep up with. It has become clear that there are two significant needs for the Department: 1) The PSETC Director position needs to be full-time; and 2) There needs to be a Chair assigned to AJ and FSC (one part-time chair could handle both disciplines). In the event it was decided not to establish a chair position for the academic programs and to have the PSETC Director position continue those duties, it would be even more imperative that the Director position be full-time. Additionally, when comparing the responsibilities and span of control of the PSETC Director to other District disciplines, it becomes additionally clear that it would be appropriate for the PSETC Director compensation to be minimally at Management Range #24, if not 25. Proposed ongoing augmentation request is based on the difference between the Director's current rate of pay (60%, Management Range 20, Step E + 60% benefits) and 100%, Management Range 25, Step E with 60% benefit rate.
Strategy 6 - Department administrative support
Create new half time (.5) Secretary I position to provide administrative/clerical support to the PSETC.
(Strategic Initiative 2)
The workload in the PSETC has reached a point where the 2 full time secretaries are each responsible for three academies a year + an academic discipline (either AJ or FSC), and the program Assistant is perpetually immersed in processing employment applications, managing the budget and paying bills for all of the Department's programs. As such, the Department has come to depend on Student Assistants to provide front counter/receptionist coverage in the PSETC office. As the Department is very fast paced, and there are a myriad of confidential records related to academy students that must be handled, processed and filed it has been challenging to find students who can keep up with the pace. The addition of this lower level clerical position would insure that there is receptionist/counter coverage during peak hours and reduce the challenge of trying to find students who can keep up with the pace of the office.
Strategy 7 - Scenario village
Several years ago, development of a "Scenario Village" in the center of the EVOC track was initiated. A master plan was prepared, and significant preliminary work was completed. This strategy proposes that the plan be revisited and updated, and that the project be completed.
(Strategic Initiative 1.g, Strategic Initiative 2; Strategic Initiative 2.d.8; Strategic Initiative 4; Strategic Initiative 5)
Much of the training in the public safety academies is based upon mock scenarios or manipulative skills that are trained in very realistic environments. With space for scenarios and manipulative skills at a premium on campus, and with 6 different public safety academies per year, it has become increasingly difficult to find space for required activities or testing. Establishment of a dedicated, on-campus venue for academy scenario training will allow nearly 300 public safety students per year to conduct their training and testing in environments which more closely resemble the real-life locations they will encounter in the field. In addition to the obvious benefit for public safety academies, the scenario village could support learning activities for many other campus CTE programs.
None
The Fire Academy is supported primarily by the General Fund, with some additional support coming from student material fees. Additionally, Perkins Funds have been utilized to to rectify safety issues and replace critically important equipment.
| Original Priority | Program, Unit, Area | Resource Type | Account Number | Object Code | One Time Augment | Ongoing Augment |
| Description | Supporting Rationale | Potential Alternative Funding Sources | Prioritization Criteria | |||
| 1 | FSCA | Equipment | $80,000.00 | $0.00 | ||
| Used Fire Engine | For many years the Fire Academy has has the use of several fire engines that were long term donated/loaned to the College. All were early 1970s vintage. Two of them have died, and have been returned to the agencies from which they have come, and the remaining two (circa 1975) are on their last legs. Significant time and energy is spent each time there is a need to even start the engine, and the required water pumping equipment is only sporadically working. A local business owner recently donated another used engine (circa 1981), and although it seems to run slighter better than the older ones, it is still inconsistent with contemporary fire equipment. Agencies that would previously donate their used equipment for our use are holding the engines longer these days, and the consequence for us is that we have not been the recipient of a "new" engine for over 20 years. The time has come where, if we are to expose our students to contemporary fire engines, we will need to buy our own. The projected cost is for a used engine, which could easily last us another 15-20 years if maintained. |
|
|
|||
| 2 | PSETC - FSC Fire Academy | Personnel | 11 000 511 1 601000 | 51230 | $0.00 | $90,501.00 |
| Wages and benefits to increase PSETC Director from 60% to 100% and change to range 25 | Administration of Justice, Fire Technology, the Fire Academy, the Fish and Wildlife Academy, the State Parks Academy and the Basic Law Enforcement Academy are combined under the umbrella of the Public Safety Education and Training Center (PSETC). The Director position for the PSETC is a 60% position at Management Range #20, and is responsible for 2 FT faculty, 3 FT clerical support personnel and 275 PT associate faculty and classified employees. There are no Department Chairs for AJ or FSC, and the PSETC Director has been acting as the Chair for over 3 years. The Director position as it currently exists is a hybrid consisting of the following: 1) Academic Manager; 2) Department Chair; 3) Peer to Deans and Directors, who occasionally serves as Acting Dean and has even served as Acting Vice President in the absence of all other administrators; 4) Subordinate to Deans. The Department has responsibility for 7 different AS degrees, 6 Certificates of Achievement, 5 small certificates, and more than a dozen industry-specific professional certificates. Over the last 3 years, the number of law enforcement academies presented annually has doubled (from 2 to 4), and the ped caps in all AJ and FSC classes are among the highest in the District. Anecdotally, it is noted that few, if any, other community colleges place such a significant load on a part-time hybrid position such as Butte's. Rather, industry practice seems to be based in a clear division of management responsibility based on a separation of the various programs and disciplines. With no Chairs for the academic disciplines, and only a part-time Director, the cumulative responsibilities for all of these programs and disciplines are impossible to keep up with. It has become clear that there are two significant needs for the Department: 1) The PSETC Director position needs to be full-time; and 2) There needs to be a Chair assigned to AJ and FSC (one part-time chair could handle both disciplines). In the event it was decided not to establish a chair position for the academic programs and to have the PSETC Director position continue those duties, it would be even more imperative that the Director position be full-time. Additionally, when comparing the responsibilities and span of control of the PSETC Director to other District disciplines, it becomes additionally clear that it would be appropriate for the PSETC Director compensation to be minimally at Management Range #24, if not 25. Proposed ongoing augmentation request is based on the difference between the Director's current rate of pay (60%, Management Range 20, Step E + 60% benefits) and 100%, Management Range 25, Step E with 60% benefit rate. |
|
|
|||
| 3 | PSETC FSC Fire Academy | Personnel | $0.00 | $25,000.00 | ||
| .5 Secretary I | The workload in the PSETC has reached a point where the 2 full time secretaries are each responsible for three academies a year + an academic discipline (either AJ or FSC), and the program Assistant is perpetually immersed in processing employment applications, managing the budget and paying bills for all of the Department's programs. As such, the Department has come to depend on Student Assistants to provide front counter/receptionist coverage in the PSETC office. As the Department is very fast paced, and there are a myriad of confidential records related to academy students that must be handled, processed and filed it has been challenging to find students who can keep up with the pace. The addition of this lower level clerical position would insure that there is receptionist/counter coverage during peak hours and reduce the challenge of trying to find students who can keep up with the pace of the office. |
|
|
|||
| 4 | PSETC FSC Fire Academy | Equipment | $50,000.00 | $0.00 | ||
| Fresh Air Compressor | Our current fresh air compressor is over 20 years old, and the company that originally manufactured and sold it is out of business. The machine is showing signs of significant wear, and has required substantial expense during the last two years just to keep it operational. The capacity of the current machine is max 4500 PSI, but this load is not sustainable. Industry standards have shifted to higher pressures of 4500-5500, which our machine is incapable of generating. In order to minimize the fiscal hit to the College, there are components of the SCBA air filling system that can be reused, which will save thousands of dollars for the college. As students will not be arranging for their own high pressure SCBAs, it will be important to be able to fill them on site (which will be impossible if the current machine is not replaced). Replacement of this machine has significant implications for student and instructor safety. |
|
|
|||
| 5 | PSETC - FSC Fire Academy | Equipment | $40,000.00 | $0.00 | ||
| Two-way radio system | With the addition of the DFW and DPR academies to PSETC, use of the two-way training radios has increased in the Department by 50%. Limited frequencies and even more limited base station frequencies severely limit our total communication capabilities. In addition, we annually provide a Public Safety Dispatcher course which, with our current capabilities, allows us to expose students to nothing more than antiquated equipment. A computer-based, multi-channel radio control console as well as the addition of at least two frequencies and the establishment of two more base station frequencies are needed. |
|
|
|||