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 and currently in the process of being reaccreditted, 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 100 FTE. Upon successful completion of the Fire Academy, students earn the following: 1. California Emergency Medical Technician training certificate of completion, which qualifies students to be eligible to complete the National EMT Registry Exam. 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.
In FY 15-16 there had been $81,000 in Perkins funding allocated for the purchase of various items of equipment for the Fire Academy. By the end of the fiscal year, these items had all been purchased, and there was significant savings from remaining Perkins funds. With that savings, the program was able to purchase a used fire engine from the Town of paradise for approximately $8200.
The purchase of the engine allows for Fire recruits to receive hands-on training with equipment that is much newer than had previously been available.
Fresh air compressor - Perkins funds were approved and allocated to replace a 20+ year old, obsolete compressor which is used to fill air bottles for live fire training.
Allows for filling and use of modernized high pressure air bottles by students during live fire training; reduces maintenance costs.
Two-way radio system upgrades - Perkins funding was allocated for upgrades of the training radio system, ancluding expansion of the capacity of the system.
This project is currently in progress, but will provide releif to the currently impacted system and allow for use by 4 different academies to be in session at one time.
Although SLOs are not evaluated in the same manner as other disciplines, the degree to which all objectives have been met is formally evaluated with written and skills testing each and every presentation of the course. The standards for training are established per the Office of the State Fire Marshal and California's Title 22, and Butte's courses presented under this authority and these guidelines strictly comply with the required standards. As there are mandated changes in the standards and guidelines, Butte also promptly integrates them into our program.
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Indicator |
Source |
College |
Program |
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2014-2015 |
Standard |
Six Year Goal |
Fall 2011 |
Fall 2012 |
Fall 2013 |
Fall 2014 |
Fall 2015 |
Standard |
Six Year Goal |
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Access |
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- Unduplicated Headcount |
PDR |
12,691 |
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40 |
27 |
14 |
26 |
29 |
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Course Success |
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- Overall |
PDR |
70.6% |
70.0% |
73.0% |
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- Transfer/GE |
PDR |
71.7% |
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73.0% |
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- CTE |
PDR |
75.3% |
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77.0% |
95.1% |
69.2% |
46.7% |
81.3% |
73.7% |
80.0% |
90.0% |
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- Basic Skills |
PDR |
51.7% |
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55.0% |
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- Distance Ed (all) |
PDR |
62.6% |
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64.0% |
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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 |
71.8% |
67.0% |
75.0% |
N/A |
N/A |
N/A |
N/A |
N/A |
N/A |
N/A |
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(Three-Term) Scorecard |
(Three-Term) Scorecard |
(Three-Term) Scorecard |
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Degrees - annual |
PDR |
1,421 |
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1,475 |
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Certificate of Achievement (CA) - annual |
PDR |
814 |
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475 |
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60 |
58 |
50 |
80 |
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Developmental Strand Completion |
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- English |
State |
43.7% |
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45.0% |
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- Math |
State |
33.8% |
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35.0% |
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- ESL |
State |
42.9% |
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45.0% |
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Licensure Pass Rates |
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- Registered Nursing |
SC |
92.0% |
85.0% |
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- Licensed Vocational Nursing |
SC |
87.0% |
85.0% |
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- Respiratory Therapy |
SC |
97.0% |
80.0% |
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- Paramedic |
SC |
85.0% |
75.0% |
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- Cosmetology |
SC |
86.0% |
75.0% |
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- Welding |
SC |
92.0% |
85.0% |
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Job Placement Rates (Fire Technology) |
PIV |
85.0% |
75.0% |
87.0% |
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N/A
1. Routine interaction and collaboration with our community partners in the fire service to help insure that our program remains relevant (Initiative #1.d.2).
2. Utilization of the Butte County Fire Chief's Association as our Advisory Board and interaction and participation with the Fire Training Officer's Association helps to insure that our program provides the skills and knowledge needed in the workforce (Initiative #1.i.1).
3. The Director of the PSETCformally consults with all staff and faculty annually as part of the Unit Plan and Perkins proposal development processes (Initiative # 2.d.9).
4. By placing required student workbooks and other resource material on Canvas, we have been able to nearly totally eliminate the use of printed materials for the Fire Academy (Initiative #5.b.3).
5. Studnets in the Fire Academy are required to bring their own laptop computer for use throughout the program (Initiative #1.g.3).
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 (we have actually eliminated one of our 40+ year old engines and purchased a 30ish year old engine, but still have a need for one that is a bit newer);
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 reaccreditation of the Fire Academy with the State Fire Marshal Office.
2. Complete the Scenario Village based upon whatever plan is ultimately developed and agreed upon.
3. Institutionalize an adequate level of clerical support for the discipline.
4. Continue acquisition of equipment to enhance the overal training experience.
5. 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 there is a need to 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 has been until recently 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 until recently only a part-time Director, the cumulative responsibilities for all of these programs and disciplines are impossible to keep up with. It became clear that there are two significant needs for the Department: 1) The PSETC Director position needed to be full-time (which it is now); and 2) There needs to be a Chair assigned to AJ and FSC (one part-time chair could handle both disciplines).
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. The previous plans notwithstanding, other options which may better suit the needs of the PSETC are currently being examined and considered. Ulitmately, that which best meets the needs of the Department for the funding available is the plan that will be implemented.
(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. UPDATE: Two of the three 40+ year old engines have been replaced with used 30ish year old engines. There is still a need for a newer engine. |
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| 2 | PSETC FSC Fire Academy | Personnel | $0.00 | $37,000.00 | ||
| .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. |
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| 3 | FSCA | Equipment | $40,000.00 | $50,000.00 | ||
| Materials, supplies and equipment | Wildland equipment, $5600 Ladders and parts, $2100 SCBA Maintenance parts, $1000 Smoke machine, $1000 Door prop, $8000 Flat roof prop construction, $3600 Burn box, $14,000 Grounds equipment and apparatus signage, $1000 Hose, $1500 (2) Conex boxes, $5000 These are all items to repair or replace age/unserviceable equipment |
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