2022-23 Unit Plan
Automotive Technology

Mission Statement

The Butte College Automotive Program provides its students with a quality, NATEF (National Automotive Technician Education Foundation) certified automotive training program. The program gives the student the basic skills needed to start a career in the automotive industry and encourages the life- long learning needed to succeed in the workforce.

Program Description

The Butte College Automotive Technology Program has two NATEF Certified programs. One is the American Honda PACT program. The PACT program is a partnership with American Honda and Butte College in which the studentï¿½s area of study is centered on Honda and Acura vehicles. The CORE program is also NATEF certified but rather than concentrating the studies on a specific manufacturer, the CORE program covers all makes and models. In Fall 2017 we introduced our partnership with Subaru and now offer the FORD ACE program as another factory alternative for our students. Spring 2019 we rolled out our newest edition, Diesel Technology. This program will cover light and medium duty over the road diesel powered vehicles. Successful completion of our program offers the automotive industry a technician who can perform their job description at or above entry level technician.

Accountability for Previously Funded Items

Accountability Item 1

Ford Ace Coordnator

Amount: 2000.00
Used For Intended Purpose: Yes
Benefit

Develope and grow the Ford ACE program for students

Accountability Item 2

Heldlamp Aiming Tool

PICO Diagnostic Kit

Hot Flush Transmission Cooler Flusher

Hand Tools

Amount: 16997.04
Used For Intended Purpose: Yes
Benefit

Provide students wiht up-to-date tooling found in industry

Accountability Item 3

Auto Lifts

Amount: 19974.87
Used For Intended Purpose: Yes
Benefit

Replaced lifts that failed safety testing

Accountability Item 4

Subaru U cooridnator

Amount: 2000.00
Used For Intended Purpose: Yes
Benefit

Grow and build Subaru U partnership

Student Learning/Administrative Unit Outcomes

Department SLO's found that due to COVID 19 and the challenges that came with it caused a deficit in learning from students while in remote instruction. Then when we toggled to F2F the absences related to quarantine ruled caused a GREAT loss of instructional time for students.

Standards/Goals for Student Achievement (Instruction Departments)

Program: Automotive Technology (AUT)
Part A - Demographics
Student Characteristics - Unduplicated Student Headcount - Program
Term		Total	Male		Female		Unknown		Age 17 & Under		Age 18-24		Age 25-49		Age 50+		Unknown
2015FA		191	168	87.96%	22	11.52%	1	0.52%	7	3.66%	128	67.02%	54	28.27%	2	1.05%	0	0.0%
2016FA		185	171	92.43%	11	5.95%	3	1.62%	6	3.24%	130	70.27%	46	24.86%	3	1.62%	0	0.0%
2017FA		153	143	93.46%	9	5.88%	1	0.65%	7	4.58%	104	67.97%	40	26.14%	2	1.31%	0	0.0%
2018FA		133	123	92.48%	10	7.52%	0	0.0%	10	7.52%	89	66.92%	34	25.56%	0	0.0%	0	0.0%
2019FA		152	138	90.79%	14	9.21%	0	0.0%	11	7.24%	114	75.0%	24	15.79%	3	1.97%	0	0.0%

Term		Total	White		Hispanic		Asian		African American		American Indian		Pacific Islander		Unknown/Other
2015FA		191	106	55.5%	58	30.37%	10	5.24%	8	4.19%	4	2.09%	1	0.52%	4	2.09%
2016FA		185	93	50.27%	69	37.3%	8	4.32%	4	2.16%	7	3.78%	0	0.0%	4	2.16%
2017FA		153	70	45.75%	57	37.25%	15	9.8%	3	1.96%	4	2.61%	0	0.0%	4	2.61%
2018FA		133	61	45.86%	53	39.85%	10	7.52%	2	1.5%	5	3.76%	0	0.0%	2	1.5%
2019FA		152	69	45.39%	59	38.82%	10	6.58%	2	1.32%	6	3.95%	0	0.0%	6	3.95%

Term		Total	DSPS		Foster Youth		Veteran		Econ Disadvantg
2015FA		191	7	3.66%	6	3.14%	4	2.09%	104	54.45%
2016FA		185	9	4.86%	2	1.08%	5	2.7%	92	49.73%
2017FA		153	8	5.23%	3	1.96%	2	1.31%	80	52.29%
2018FA		133	5	3.76%	12	9.02%	3	2.26%	60	45.11%
2019FA		152	10	6.58%	5	3.29%	2	1.32%	80	52.63%

Student Characteristics - Unduplicated Student Headcount - College
Term		Total	Male		Female		Unknown		Age 17 & Under		Age 18-24		Age 25-49		Age 50+		Unknown
2015FA		12,652	6,034	47.69%	6,456	51.03%	162	1.28%	639	5.05%	7,628	60.29%	3,750	29.64%	634	5.01%	1	0.01%
2016FA		12,394	5,805	46.84%	6,415	51.76%	174	1.4%	674	5.44%	7,507	60.57%	3,601	29.05%	612	4.94%	0	0.0%
2017FA		11,888	5,490	46.18%	6,189	52.06%	209	1.76%	654	5.5%	7,224	60.77%	3,411	28.69%	598	5.03%	1	0.01%
2018FA		11,954	5,464	45.71%	6,307	52.76%	183	1.53%	905	7.57%	6,904	57.75%	3,468	29.01%	676	5.66%	1	0.01%
2019FA		11,141	4,980	44.7%	5,999	53.85%	162	1.45%	670	6.01%	6,533	58.64%	3,160	28.36%	774	6.95%	4	0.04%

Term		Total	White		Hispanic		Asian		African American		American Indian		Pacific Islander		Unknown/Other
2015FA		12,652	7,430	58.73%	3,012	23.81%	771	6.09%	472	3.73%	343	2.71%	66	0.52%	558	4.41%
2016FA		12,394	7,048	56.87%	3,122	25.19%	811	6.54%	447	3.61%	374	3.02%	67	0.54%	525	4.24%
2017FA		11,888	6,613	55.63%	3,232	27.19%	777	6.54%	435	3.66%	352	2.96%	73	0.61%	406	3.42%
2018FA		11,954	6,512	54.48%	3,279	27.43%	812	6.79%	426	3.56%	393	3.29%	64	0.54%	468	3.92%
2019FA		11,141	5,630	50.53%	3,188	28.62%	782	7.02%	369	3.31%	369	3.31%	69	0.62%	734	6.59%

Term		Total	DSPS		Foster Youth		Veteran		Econ Disadvantg
2015FA		12,652	428	3.38%	381	3.01%	297	2.35%	5,219	41.25%
2016FA		12,394	446	3.6%	390	3.15%	239	1.93%	4,626	37.32%
2017FA		11,888	535	4.5%	388	3.26%	229	1.93%	4,259	35.83%
2018FA		11,954	509	4.26%	339	2.84%	157	1.31%	3,974	33.24%
2019FA		11,141	508	4.56%	390	3.5%	50	0.45%	3,689	33.11%


Part B - Program Success, Retention, Efficiency
Course Enrollment (Duplicated) - Productivity - Outcomes - Program
			Enrollments										Success		Retention
Term		Sections	Census	End	Students/Section		Fill Rate		FTEF	FTES	FTES/FTEF		#	%	#	%	Denominator
2015FA		24	464	443	19.33		82.42%		3.85	80.62	20.94		332	71.86%	441	95.45%	462
2016FA		24	463	443	19.29		82.24%		3.85	80.41	20.88		341	74.13%	440	95.65%	460
2017FA		23	397	377	17.26		73.11%		3.68	69.77	18.95		314	78.5%	377	94.25%	400
2018FA		23	316	300	13.74		58.2%		3.68	58.86	15.98		248	78.73%	299	94.92%	315
2019FA		24	365	356	15.21		65.41%		4.03	63.80	15.82		0		0		0


Part C - Degrees and Certificates Awarded
Program - Number of Degrees and Certificates Awarded
Year		Total	Male		Female		Unknown		Age 17 & Under		Age 18-24		Age 25-49		Age 50+		Unknown
2015-16
	AA/AS	8	7	87.5%	1	12.5%	0	0.0%	0	0.0%	4	50.0%	4	50.0%	0	0.0%	0	0.0%
	CA	24	23	95.83%	1	4.17%	0	0.0%	0	0.0%	16	66.67%	8	33.33%	0	0.0%	0	0.0%
2016-17
	AA/AS	7	6	85.71%	0	0.0%	1	14.29%	0	0.0%	3	42.86%	4	57.14%	0	0.0%	0	0.0%
	CA	16	15	93.75%	0	0.0%	1	6.25%	0	0.0%	7	43.75%	8	50.0%	1	6.25%	0	0.0%
2017-18
	AA/AS	12	11	91.67%	1	8.33%	0	0.0%	0	0.0%	6	50.0%	6	50.0%	0	0.0%	0	0.0%
	CA	28	27	96.43%	1	3.57%	0	0.0%	0	0.0%	17	60.71%	11	39.29%	0	0.0%	0	0.0%
2018-19
	AA/AS	16	16	100.0%	0	0.0%	0	0.0%	0	0.0%	8	50.0%	8	50.0%	0	0.0%	0	0.0%
	CA	25	25	100.0%	0	0.0%	0	0.0%	0	0.0%	13	52.0%	12	48.0%	0	0.0%	0	0.0%
2019-20
	AA/AS	2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	1	50.0%	1	50.0%	0	0.0%	0	0.0%

Year		Total	White		Hispanic		Asian		African American		American Indian		Pacific Islander		Unknown/Other
2015-16
	AA/AS	8	4	50.0%	4	50.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
	CA	24	15	62.5%	8	33.33%	0	0.0%	1	4.17%	0	0.0%	0	0.0%	0	0.0%
2016-17
	AA/AS	7	5	71.43%	1	14.29%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	1	14.29%
	CA	16	7	43.75%	6	37.5%	0	0.0%	0	0.0%	1	6.25%	0	0.0%	2	12.5%
2017-18
	AA/AS	12	10	83.33%	1	8.33%	1	8.33%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
	CA	28	15	53.57%	9	32.14%	3	10.71%	0	0.0%	0	0.0%	0	0.0%	1	3.57%
2018-19
	AA/AS	16	5	31.25%	7	43.75%	3	18.75%	0	0.0%	1	6.25%	0	0.0%	0	0.0%
	CA	25	11	44.0%	9	36.0%	4	16.0%	0	0.0%	1	4.0%	0	0.0%	0	0.0%
2019-20
	AA/AS	2	1	50.0%	0	0.0%	1	50.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%

Year		Total	DSPS		Foster Youth		Veteran		Econ Disadvantg
2015-16
	AA/AS	8	1	12.5%	0	0.0%	0	0.0%	6	75.0%
	CA	24	1	4.17%	1	4.17%	1	4.17%	14	58.33%
2016-17
	AA/AS	7	0	0.0%	0	0.0%	0	0.0%	3	42.86%
	CA	16	0	0.0%	0	0.0%	0	0.0%	8	50.0%
2017-18
	AA/AS	12	0	0.0%	0	0.0%	0	0.0%	9	75.0%
	CA	28	0	0.0%	0	0.0%	0	0.0%	20	71.43%
2018-19
	AA/AS	16	0	0.0%	0	0.0%	0	0.0%	5	31.25%
	CA	25	1	4.0%	0	0.0%	0	0.0%	8	32.0%
2019-20
	AA/AS	2	0	0.0%	0	0.0%	0	0.0%	0	0.0%

College - Number of Degrees and Certificates Awarded
Year		Total	Male		Female		Unknown		Age 17 & Under		Age 18-24		Age 25-49		Age 50+		Unknown
2015-16
	AA/AS	1,281	499	38.95%	772	60.27%	10	0.78%	1	0.08%	635	49.57%	588	45.9%	57	4.45%	0	0.0%
	AA-T/AS-T	265	119	44.91%	142	53.58%	4	1.51%	0	0.0%	191	72.08%	67	25.28%	7	2.64%	0	0.0%
	CA	536	340	63.43%	187	34.89%	6	1.12%	1	0.19%	236	44.03%	275	51.31%	24	4.48%	0	0.0%
	CC	750	359	47.87%	380	50.67%	10	1.33%	1	0.13%	451	60.13%	263	35.07%	35	4.67%	0	0.0%
	CE	16	2	12.5%	14	87.5%	0	0.0%	2	12.5%	5	31.25%	9	56.25%	0	0.0%	0	0.0%
2016-17
	AA/AS	1,155	500	43.29%	644	55.76%	11	0.95%	0	0.0%	589	51.0%	517	44.76%	49	4.24%	0	0.0%
	AA-T/AS-T	303	135	44.55%	167	55.12%	0	0.0%	1	0.33%	217	71.62%	80	26.4%	5	1.65%	0	0.0%
	CA	549	335	61.02%	206	37.52%	6	1.09%	0	0.0%	270	49.18%	259	47.18%	20	3.64%	0	0.0%
	CC	948	413	43.57%	528	55.7%	3	0.32%	6	0.63%	570	60.13%	337	35.55%	35	3.69%	0	0.0%
	CE	16	6	37.5%	10	62.5%	0	0.0%	0	0.0%	2	12.5%	10	62.5%	4	25.0%	0	0.0%
2017-18
	AA/AS	1,143	450	39.37%	684	59.84%	3	0.26%	1	0.09%	585	51.18%	515	45.06%	42	3.67%	0	0.0%
	AA-T/AS-T	367	151	41.14%	207	56.4%	8	2.18%	1	0.27%	256	69.75%	105	28.61%	5	1.36%	0	0.0%
	CA	537	355	66.11%	175	32.59%	3	0.56%	0	0.0%	263	48.98%	256	47.67%	18	3.35%	0	0.0%
	CC	870	412	47.36%	443	50.92%	5	0.57%	2	0.23%	518	59.54%	304	34.94%	46	5.29%	0	0.0%
	CE	16	6	37.5%	9	56.25%	0	0.0%	1	6.25%	3	18.75%	11	68.75%	1	6.25%	0	0.0%
2018-19
	AA/AS	1,068	428	40.07%	624	58.43%	7	0.66%	0	0.0%	529	49.53%	503	47.1%	36	3.37%	0	0.0%
	AA-T/AS-T	436	184	42.2%	241	55.28%	5	1.15%	0	0.0%	330	75.69%	99	22.71%	7	1.61%	0	0.0%
	CA	617	401	64.99%	214	34.68%	1	0.16%	1	0.16%	287	46.52%	313	50.73%	16	2.59%	0	0.0%
	CC	838	458	54.65%	365	43.56%	4	0.48%	10	1.19%	532	63.48%	261	31.15%	35	4.18%	0	0.0%
	CE	21	4	19.05%	17	80.95%	0	0.0%	1	4.76%	1	4.76%	16	76.19%	3	14.29%	0	0.0%
2019-20
	AA/AS	124	63	50.81%	59	47.58%	0	0.0%	1	0.81%	53	42.74%	69	55.65%	1	0.81%	0	0.0%
	AA-T/AS-T	47	16	34.04%	30	63.83%	0	0.0%	0	0.0%	33	70.21%	14	29.79%	0	0.0%	0	0.0%
	CA	49	33	67.35%	15	30.61%	1	2.04%	0	0.0%	12	24.49%	36	73.47%	1	2.04%	0	0.0%
	CC	59	40	67.8%	18	30.51%	0	0.0%	0	0.0%	37	62.71%	18	30.51%	4	6.78%	0	0.0%

Year		Total	White		Hispanic		Asian		African American		American Indian		Pacific Islander		Unknown/Other
2015-16
	AA/AS	1,281	777	60.66%	248	19.36%	112	8.74%	39	3.04%	23	1.8%	5	0.39%	77	6.01%
	AA-T/AS-T	265	170	64.15%	54	20.38%	18	6.79%	7	2.64%	5	1.89%	0	0.0%	11	4.15%
	CA	536	375	69.96%	92	17.16%	23	4.29%	8	1.49%	8	1.49%	6	1.12%	24	4.48%
	CC	750	501	66.8%	152	20.27%	37	4.93%	9	1.2%	20	2.67%	1	0.13%	30	4.0%
	CE	16	0	0.0%	8	50.0%	8	50.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
2016-17
	AA/AS	1,155	689	59.65%	225	19.48%	111	9.61%	41	3.55%	25	2.16%	7	0.61%	57	4.94%
	AA-T/AS-T	303	182	60.07%	78	25.74%	20	6.6%	7	2.31%	5	1.65%	2	0.66%	9	2.97%
	CA	549	352	64.12%	110	20.04%	38	6.92%	8	1.46%	14	2.55%	2	0.36%	25	4.55%
	CC	948	589	62.13%	214	22.57%	50	5.27%	25	2.64%	27	2.85%	6	0.63%	37	3.9%
	CE	16	1	6.25%	11	68.75%	1	6.25%	0	0.0%	0	0.0%	0	0.0%	3	18.75%
2017-18
	AA/AS	1,143	678	59.32%	251	21.96%	92	8.05%	39	3.41%	23	2.01%	7	0.61%	53	4.64%
	AA-T/AS-T	367	206	56.13%	95	25.89%	19	5.18%	10	2.72%	15	4.09%	1	0.27%	21	5.72%
	CA	537	359	66.85%	104	19.37%	39	7.26%	6	1.12%	14	2.61%	4	0.74%	11	2.05%
	CC	870	546	62.76%	205	23.56%	56	6.44%	18	2.07%	23	2.64%	5	0.57%	17	1.95%
	CE	16	1	6.25%	6	37.5%	6	37.5%	0	0.0%	0	0.0%	0	0.0%	3	18.75%
2018-19
	AA/AS	1,068	583	54.59%	260	24.34%	102	9.55%	33	3.09%	36	3.37%	8	0.75%	46	4.31%
	AA-T/AS-T	436	225	51.61%	144	33.03%	24	5.5%	12	2.75%	10	2.29%	2	0.46%	19	4.36%
	CA	617	385	62.4%	136	22.04%	52	8.43%	10	1.62%	12	1.94%	4	0.65%	18	2.92%
	CC	838	496	59.19%	203	24.22%	60	7.16%	25	2.98%	22	2.63%	7	0.84%	25	2.98%
	CE	21	2	9.52%	11	52.38%	6	28.57%	0	0.0%	0	0.0%	0	0.0%	2	9.52%
2019-20
	AA/AS	124	82	66.13%	19	15.32%	9	7.26%	5	4.03%	2	1.61%	0	0.0%	7	5.65%
	AA-T/AS-T	47	21	44.68%	16	34.04%	4	8.51%	4	8.51%	0	0.0%	1	2.13%	1	2.13%
	CA	49	32	65.31%	13	26.53%	2	4.08%	1	2.04%	0	0.0%	0	0.0%	1	2.04%
	CC	59	39	66.1%	14	23.73%	3	5.08%	1	1.69%	1	1.69%	0	0.0%	1	1.69%

Year		Total	DSPS		Foster Youth		Veteran		Econ Disadvantg
2015-16
	AA-T/AS-T	265	10	3.77%	3	1.13%	9	3.4%	131	49.43%
	AA/AS	1,281	40	3.12%	22	1.72%	70	5.46%	576	44.96%
	CA	536	18	3.36%	18	3.36%	34	6.34%	221	41.23%
	CC	750	33	4.4%	17	2.27%	18	2.4%	324	43.2%
	CE	16	0	0.0%	0	0.0%	0	0.0%	2	12.5%
2016-17
	AA-T/AS-T	303	10	3.3%	6	1.98%	12	3.96%	146	48.18%
	AA/AS	1,155	48	4.16%	23	1.99%	54	4.68%	498	43.12%
	CA	549	13	2.37%	10	1.82%	23	4.19%	218	39.71%
	CC	948	47	4.96%	21	2.22%	29	3.06%	435	45.89%
	CE	16	0	0.0%	0	0.0%	0	0.0%	0	0.0%
2017-18
	AA-T/AS-T	367	27	7.36%	8	2.18%	13	3.54%	150	40.87%
	AA/AS	1,143	67	5.86%	22	1.92%	36	3.15%	486	42.52%
	CA	537	24	4.47%	16	2.98%	17	3.17%	174	32.4%
	CC	870	56	6.44%	34	3.91%	20	2.3%	296	34.02%
	CE	16	0	0.0%	0	0.0%	0	0.0%	3	18.75%
2018-19
	AA-T/AS-T	436	24	5.5%	9	2.06%	21	4.82%	188	43.12%
	AA/AS	1,068	52	4.87%	27	2.53%	42	3.93%	434	40.64%
	CA	617	24	3.89%	9	1.46%	8	1.3%	220	35.66%
	CC	838	39	4.65%	9	1.07%	19	2.27%	315	37.59%
	CE	21	0	0.0%	0	0.0%	0	0.0%	3	14.29%
2019-20
	AA-T/AS-T	47	3	6.38%	0	0.0%	1	2.13%	1	2.13%
	AA/AS	124	3	2.42%	1	0.81%	4	3.23%	6	4.84%
	CA	49	1	2.04%	1	2.04%	0	0.0%	3	6.12%
	CC	59	1	1.69%	0	0.0%	1	1.69%	5	8.47%

Program (Major Requirements Only) - Median Months to Complete for Degrees Awarded
		2015-16		2016-17		2017-18		2018-19		2019-20
Type			Median		Median		Median		Median		Median
AA/AS			38		34		29		35		43

Program (All Requirements) - Median Months to Complete for Degrees and Certificates Awarded
		2015-16		2016-17		2017-18		2018-19		2019-20
Type			Median		Median		Median		Median		Median
AA/AS			68		70		47		58		95
CA			36		34		29		24

College (Major Requirements Only) - Median Months to Complete for Degrees Awarded
		2015-16		2016-17		2017-18		2018-19		2019-20
Type			Median		Median		Median		Median		Median
AA-T/AS-T			29		29		29		29		34
AA/AS			34		32		34		34		31

College (All Requirements) - Median Months to Complete for Degrees and Certificates Awarded
		2015-16		2016-17		2017-18		2018-19		2019-20
Type			Median		Median		Median		Median		Median
AA-T/AS-T			36		34		36		41		46
AA/AS			46		46		48		53		60
CA			10		12		11		17		8
CC			6		10		5		5		3
CE			15		57		8		10


Part D - Number of Courses Offered: Enrollment/Fill Rates
							Fall 2015				Fall 2016				Fall 2017				Fall 2018				Fall 2019
Course		Mode	Title				Sects	Enrlmts	Success	Fill Rate	Sects	Enrlmts	Success	Fill Rate	Sects	Enrlmts	Success	Fill Rate	Sects	Enrlmts	Success	Fill Rate	Sects	Enrlmts	Success	Fill Rate
AUT-1			Intro-Automotive Tech				2	72	49.3%	60.0%	2	72	59.72%	60.0%	2	70	52.86%	58.33%	2	50	51.02%	41.67%	2	77		64.17%
AUT-2			Honda Express Service				1	16	87.5%	66.67%	1	17	64.71%	70.83%	1	14	100.0%	58.33%	1	9	77.78%	37.5%	1	11		45.83%
AUT-3		HB	Honda PACT Special Auto Elect				0	0			0	0			0	0			0	0			1	12		48.0%
AUT-6			Auto Electrical Systems Lec				1	20	85.0%	100.0%	1	16	93.75%	80.0%	1	12	100.0%	60.0%	1	18	100.0%	90.0%	1	9		45.0%
AUT-7			Auto Elect Systems Lab				1	20	100.0%	100.0%	1	16	93.75%	80.0%	1	12	100.0%	60.0%	1	18	94.44%	90.0%	1	9		45.0%
AUT-8			Auto Engines Lec				1	21	85.71%	105.0%	1	22	86.36%	110.0%	1	22	95.45%	110.0%	1	10	100.0%	50.0%	1	17		85.0%
AUT-9			Auto Engines Lab				1	20	85.0%	100.0%	1	22	77.27%	110.0%	1	22	77.27%	110.0%	1	10	100.0%	50.0%	1	17		85.0%
AUT-20			Auto Suspension Systems Lec				1	21	80.95%	105.0%	1	18	94.44%	90.0%	1	13	92.31%	65.0%	1	18	100.0%	90.0%	1	10		50.0%
AUT-21			Auto Suspension Sys Lab				1	21	95.24%	105.0%	1	17	100.0%	85.0%	1	13	92.31%	65.0%	1	18	94.44%	90.0%	1	10		50.0%
AUT-22			Auto Heating & AC Lec				1	20	90.0%	100.0%	1	21	90.48%	105.0%	1	20	100.0%	100.0%	1	12	91.67%	60.0%	1	18		90.0%
AUT-23			Auto Heating & AC Lab				1	20	90.0%	100.0%	1	21	76.19%	105.0%	1	20	90.0%	100.0%	1	13	76.92%	65.0%	1	18		90.0%
AUT-30			Engine Performance Lec				1	15	85.71%	75.0%	1	15	71.43%	75.0%	1	16	68.75%	80.0%	1	16	81.25%	80.0%	1	10		50.0%
AUT-31			Engine Performance Lab				1	14	92.86%	70.0%	1	13	76.92%	65.0%	1	16	81.25%	80.0%	1	14	100.0%	70.0%	1	9		45.0%
AUT-41		HB	Specialized Auto Elect				2	38	68.42%	76.0%	2	35	48.57%	70.0%	2	33	69.7%	66.0%	2	33	54.55%	66.0%	1	21		84.0%
AUT-42		HB	Adv. Specialized Auto Elec				1	13	7.69%	52.0%	1	13	84.62%	52.0%	1	4	100.0%	16.0%	1	4	50.0%	16.0%	0	0
AUT-52			Auto Transmissions Lec				1	20	55.0%	100.0%	1	21	90.48%	105.0%	1	19	63.16%	95.0%	1	16	81.25%	80.0%	1	14		70.0%
AUT-53			Auto Transmissions Lab				1	19	63.16%	95.0%	1	21	80.95%	105.0%	1	21	80.95%	105.0%	1	18	83.33%	90.0%	1	14		70.0%
AUT-56			Manual Transmission Lec				1	16	75.0%	80.0%	1	21	95.0%	105.0%	1	17	100.0%	85.0%	1	6	83.33%	30.0%	1	14		70.0%
AUT-57			Manual Transmission Lab				1	14	78.57%	70.0%	1	21	85.0%	105.0%	1	17	94.44%	85.0%	1	6	83.33%	30.0%	1	14		70.0%
AUT-60			Hybrid & Alternative Fuel Tech				1	11	100.0%	55.0%	1	15	66.67%	75.0%	1	11	90.91%	55.0%	1	13	92.31%	65.0%	1	9		45.0%
AUT-73			Over the Road Diesel Veh Lec				0	0			0	0			0	0			0	0			1	15		75.0%
AUT-74			Over the Road Diesel Veh Lab				0	0			0	0			0	0			0	0			1	15		75.0%
AUT-114			Auto Body Repair				1	16	87.5%	80.0%	1	11	63.64%	55.0%	0	0			0	0			0	0
AUT-200			Chassis, Eng, Elect, Aut Skill				1	19	42.11%	154.17%	1	22	63.64%	145.83%	1	8	33.33%	104.17%	1	8	50.0%	58.33%	1	15		91.67%
AUT-201			Emiss, Trans Auto Skills Pract				1	18	38.89%		1	13	7.69%		1	17	64.71%		1	6	66.67%		1	7


Part E - Student Success
Student Success - Program
			Gender			Age					Local Cumulative GPA at Start of Term
Term		Total	Male	Female		< 18	18-24	25-49	50+		< 2.0	2.0 - 2.5	2.6 - 3.0	3.1 - 3.5	> 3.5	No GPA
2015FA		71.86%	73.08%	58.14%		57.14%	71.02%	76.64%	0.0%		42.86%	80.92%	83.19%	86.27%	87.88%	41.18%
2016FA		74.13%	74.36%	61.9%		66.67%	69.21%	86.47%	66.67%		54.39%	70.0%	83.33%	90.16%	88.89%	53.23%
2017FA		78.5%	79.09%	69.23%		44.44%	78.91%	79.53%	87.5%		61.54%	79.66%	85.85%	86.89%	96.43%	54.1%
2018FA		78.73%	80.69%	56.0%		52.63%	79.38%	82.35%			73.33%	83.33%	92.94%	96.77%	100.0%	42.86%

						African	Americn	Pacific	Unknwn/			Foster		Econ
Term		Total	White	Hispanic	Asian	Americn	Indian	Islander	Other		DSPS	Youth	Veteran	Disadv
2015FA		71.86%	71.84%	78.0%	60.0%	62.5%	88.89%	100.0%	26.67%		30.77%	37.5%	37.5%	75.29%
2016FA		74.13%	79.58%	66.67%	74.19%	50.0%	63.64%		91.67%		33.33%	50.0%	53.33%	77.73%
2017FA		78.5%	78.49%	80.0%	73.68%	66.67%	75.0%		83.33%		81.48%	33.33%	88.89%	81.69%
2018FA		78.73%	71.76%	82.01%	88.46%	100.0%	84.62%		100.0%		90.91%	50.0%	88.89%	78.52%

Student Success - College
			Gender			Age					Local Cumulative GPA at Start of Term
Term		Total	Male	Female		< 18	18-24	25-49	50+		< 2.0	2.0 - 2.5	2.6 - 3.0	3.1 - 3.5	> 3.5	No GPA
2015FA		70.89%	68.56%	73.16%		73.93%	68.7%	75.7%	77.95%		41.39%	62.42%	74.41%	84.46%	88.98%	62.86%
2016FA		73.37%	72.0%	74.63%		77.34%	71.65%	77.04%	77.9%		46.67%	65.0%	76.59%	85.42%	88.93%	67.0%
2017FA		72.41%	71.15%	73.33%		76.04%	70.91%	75.9%	74.52%		45.94%	63.26%	74.96%	85.32%	88.69%	65.84%
2018FA		78.54%	76.82%	79.93%		79.7%	77.67%	80.84%	76.64%		55.02%	73.32%	82.96%	89.06%	91.18%	70.93%
2019FA		100.0%	100.0%	100.0%			100.0%						100.0%	100.0%	100.0%

						African	Americn	Pacific	Unknwn/			Foster		Econ
Term		Total	White	Hispanic	Asian	Americn	Indian	Islander	Other		DSPS	Youth	Veteran	Disadv
2015FA		70.89%	72.63%	67.87%	74.1%	61.38%	65.01%	67.51%	72.46%		72.03%	53.15%	70.31%	71.28%
2016FA		73.37%	75.24%	70.01%	75.78%	65.58%	66.36%	76.19%	78.02%		72.27%	53.63%	72.45%	74.36%
2017FA		72.41%	74.86%	68.44%	76.91%	61.44%	66.2%	70.31%	77.87%		68.92%	58.64%	78.67%	72.6%
2018FA		78.54%	80.19%	75.98%	82.66%	68.08%	72.89%	76.56%	82.63%		79.9%	66.39%	76.96%	82.55%
2019FA		100.0%	100.0%	100.0%										100.0%


Part F - Persistence
Focused Persistence - Program (one year)
Term		Total		Male		Female		Unknown		Age 17 & Under		Age 18-24		Age 25-49		Age 50+		Unknown
2015FA		177	61.02%	157	64.33%	19	31.58%	1	100.0%	7	28.57%	120	58.33%	48	75.0%	2	0.0%	0
2016FA		170	57.06%	158	58.23%	10	50.0%	1	0.0%	6	50.0%	117	56.41%	45	60.0%	2	50.0%	0
2017FA		142	57.04%	132	57.58%	9	55.56%	0		7	14.29%	97	57.73%	36	63.89%	2	50.0%	0
2018FA		114	59.65%	104	60.58%	10	50.0%	0		10	30.0%	77	58.44%	27	74.07%	0		0
2019FA		145	0.0%	132	0.0%	13	0.0%	0		11	0.0%	111	0.0%	21	0.0%	2	0.0%	0

Term		Total		White		Hispanic		Asian		African American		American Indian		Pacific Islander		Unknown/Other
2015FA		177	61.02%	96	59.38%	55	69.09%	10	70.0%	7	28.57%	4	50.0%	1	0.0%	4	50.0%
2016FA		170	57.06%	86	54.65%	63	57.14%	8	75.0%	4	50.0%	7	57.14%	0		2	100.0%
2017FA		142	57.04%	62	54.84%	55	63.64%	14	57.14%	3	33.33%	4	50.0%	0		4	25.0%
2018FA		114	59.65%	54	55.56%	45	64.44%	6	66.67%	2	100.0%	5	40.0%	0		2	50.0%
2019FA		145	0.0%	66	0.0%	57	0.0%	9	0.0%	2	0.0%	5	0.0%	0		6	0.0%

Term		Total		DSPS		Foster Youth		Veteran		Econ Disadvantg
2015FA		177	61.02%	7	85.71%	6	33.33%	4	50.0%	99	67.68%
2016FA		170	57.06%	9	44.44%	2	50.0%	5	60.0%	85	64.71%
2017FA		142	57.04%	8	75.0%	3	33.33%	2	50.0%	73	58.9%
2018FA		114	59.65%	5	60.0%	12	41.67%	2	100.0%	52	59.62%
2019FA		145	0.0%	9	0.0%	5	0.0%	2	0.0%	80	0.0%

Focused Persistence - College (one year)
Term		Total		Male		Female		Unknown		Age 17 & Under		Age 18-24		Age 25-49		Age 50+		Unknown
2019FA		8,924	0.0%	4,048	0.0%	4,755	0.0%	41	0.0%	629	0.0%	5,926	0.0%	2,159	0.0%	210	0.0%	0
2018FA		9,475	55.43%	4,274	56.48%	5,050	54.51%	49	51.02%	857	42.24%	5,985	57.33%	2,425	55.75%	208	51.44%	0
2015FA		10,407	59.52%	4,941	59.72%	5,330	59.27%	77	63.64%	606	63.04%	6,784	60.66%	2,732	55.89%	285	59.65%	0
2016FA		10,044	59.74%	4,674	60.59%	5,220	58.68%	63	77.78%	631	63.87%	6,585	60.64%	2,563	56.5%	265	58.87%	0
2017FA		9,573	58.24%	4,398	59.44%	5,000	57.12%	61	62.3%	615	61.79%	6,313	58.83%	2,411	56.24%	234	53.42%	0

Term		Total		White		Hispanic		Asian		African American		American Indian		Pacific Islander		Unknown/Other
2019FA		8,924	0.0%	4,430	0.0%	2,725	0.0%	639	0.0%	321	0.0%	319	0.0%	62	0.0%	428	0.0%
2018FA		9,475	55.43%	5,048	54.91%	2,734	55.27%	691	61.36%	350	50.0%	331	50.76%	57	59.65%	264	63.64%
2015FA		10,407	59.52%	6,037	58.46%	2,538	61.39%	659	65.55%	396	54.55%	296	57.09%	54	57.41%	427	60.66%
2016FA		10,044	59.74%	5,579	58.81%	2,624	60.52%	701	65.05%	381	61.15%	321	55.14%	56	64.29%	382	59.95%
2017FA		9,573	58.24%	5,155	57.15%	2,736	59.47%	666	63.21%	368	55.71%	307	55.37%	66	57.58%	275	61.09%

Term		Total		DSPS		Foster Youth		Veteran		Econ Disadvantg
2019FA		8,924	0.0%	438	0.0%	340	0.0%	34	0.0%	3,428	0.0%
2018FA		9,475	55.43%	445	59.1%	288	48.61%	124	58.06%	3,612	64.87%
2015FA		10,407	59.52%	394	66.24%	343	53.35%	269	61.34%	4,847	65.4%
2016FA		10,044	59.74%	406	66.01%	343	55.1%	201	63.68%	4,219	68.62%
2017FA		9,573	58.24%	473	66.6%	330	50.3%	192	66.15%	3,903	64.9%


Part G - Faculty Demographics
Faculty Gender/Age - Program
Term		Total	Male		Female		Unknown		Age 35 & Under		Age 36-49		Age 50+		Unknown
Fall 2015
Full-time		5	5	100.0%	0	0.0%	0	0.0%	1	20.0%	1	20.0%	3	60.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	2	100.0%	0	0.0%
Fall 2016
Full-time		5	5	100.0%	0	0.0%	0	0.0%	1	20.0%	1	20.0%	3	60.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	2	100.0%	0	0.0%
Fall 2017
Full-time		5	5	100.0%	0	0.0%	0	0.0%	1	20.0%	1	20.0%	3	60.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	1	50.0%	0	0.0%	1	50.0%	0	0.0%
Fall 2018
Full-time		5	5	100.0%	0	0.0%	0	0.0%	1	20.0%	1	20.0%	3	60.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	1	50.0%	0	0.0%	1	50.0%	0	0.0%
Fall 2019
Full-time		6	6	100.0%	0	0.0%	0	0.0%	1	16.67%	1	16.67%	4	66.67%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	1	50.0%	1	50.0%	0	0.0%

Faculty Ethnicity - Program
Term		Total	White		Hispanic		Asian		African American		American Indian		Pacific Islander		Unknown/Other
Fall 2015
Full-time		5	5	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Fall 2016
Full-time		5	5	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Fall 2017
Full-time		5	5	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Fall 2018
Full-time		5	5	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Fall 2019
Full-time		6	6	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%
Part-time		2	2	100.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%	0	0.0%


Part H - Faculty Load
Faculty Load - Program
Term		Total	Full-Time		Overld/Load Bank		Part-Time		Voluntary Overld		Contract Services		Admin Load
2015FA		3.85	2.52		1.03		0.30
2016FA		3.85	2.64		0.66		0.30		0.25
2017FA		3.68	2.62		0.56		0.25		0.25
2018FA		3.68	2.72		0.46		0.25		0.25
2019FA		4.03	3.14		0.65		0.25

Faculty Load - College
Term		Total	Full-Time		Overld/Load Bank		Part-Time		Voluntary Overld		Contract Services		Admin Load
2015FA		192.80	65.21		10.62		89.85				26.71		0.42
2016FA		196.15	68.03		11.00		83.57		0.25		32.83		0.43
2017FA		206.16	68.00		13.20		84.57		0.31		39.57		0.52
2018FA		196.89	73.33		10.46		86.95		0.34		25.48		0.33
2019FA		190.92	76.45		13.39		83.76				16.97		0.36


Part I - SURE Report Data
Year		Revenue		Cost		Rev to Cost Ratio
2015-16		$823,208		$875,794		0.94
2016-17		$819,105		$794,191		1.03
2017-18		$1,015,018		$908,609		1.12
2018-19				$905,005
2019-20				$205,813


Part J - Program Percentage of Total Distict FTES
Term		% of Total FTES
2015FA		1.61%
2016FA		1.64%
2017FA		1.47%
2018FA		1.29%
2019FA		1.67%

Standards/Goals for Student Achievement (All Other Departments)

We promote the importnace of not only getting a COA but an AS degree.

Strategic Direction

We make tax payers.

Program Review

IMPLEMENTED RECOMMENDATIONS


Build out the 6000sqFt - With the passage of Measure J the Automotive program is actively pursuing approval for funding the completion of the 6000 sq. ft. undeveloped area at the Skyway Center. The build out will fulfill our commitment to providing training needed in industry. As recommended by our advisory committee members, a diesel technology class is missing from our program and without expanding our footprint we can’t offer any more classes or increase class size to reduce the wait list.
 
Additional Full Time Faculty -  The validation team recommends hiring two full-time faculty members who would reduce current overloads, allow  for the department to offer an accelerated schedule reducing student’s time in the program from 2.5 semesters to 2 semesters, provide for additional student advising support, and allow for the incorporation of a full fledge alternative fuels program. This class could generate additional revenue if built in collaboration with Contract Education. In Fall 2015 one additional Full-Time faculty member was added. While the new faculty member did allow for the addition of the alternative fuel class, it did not reduce overload or increase student to instructor contact in the lab.
RECOMMENDATIONS TO BE ADDRESSED
Hire Lab Assistant - Two (2) full time instructors are needed to cover the Diesel Technology Class and work as a lab assistant, the second instructor would also work as a lab assistant and teach existing classes thus relieving instructor overload.

Department Goals

We want to continue to grow the diesel program. Now that COVID is spooling down and classes are F2F and starting to normalize, we expect it to grow in number of students. Also, a recent partnership with PAC Car (Kenworth/Peterbilt) will give more factory specific training to our students.

Future Development Strategies

Strategy 1 - Support Industry Partner Coordinator

Subaru U Coordinator

Initiatives

Enhancing a Culture of Completion and Goal Achievement
Supporting Student, Faculty and Staff Success

Supporting Rationale

Our partnership with American Honda has proven to be a draw for our automotive program. Recently we have added a partnership with Subaru Of America (SOA). Thus far, SOA has donated over $200,000 in diagnostic equipment, training aids and vehicles to your program. Currently we have graduated 6 students from that partnership program, and all are working full time at dealerships. The Department Chair currently is tasked with maintaining and promoting this program. The responsibilities of managing the department, teaching overload and the Subaru U partnership is proving to be too much. To maintain this partnership and prevent its loss a coordinator, much like the PACT coordinator is needed. This partnership provides a career pathway for students wanting to work in a Subaru dealership. To maintain these partnerships, create and maintain relationships with employers and support the students transition from school to the workforce a Subaru u Coordinator is needed. The coordinator must visit the students and service managers in our service areas and that includes Redding in the north and Davis to the south. The coordinator must also ensure the currency of faculty and coordinate factory training as needed. The department asks for the development of the position and reassign time for the Subaru U Coordinator be 20% and the stipend of $6,622.12 become part of the annual Automotivebudget.

Supporting Rationale Alignment
Supports the College's Strategic Direction and Priorities: No
Supports Program Review Recommendations: Yes
Supports Course level SLOs: Yes
Supports PLOs: No
Supports ILO - Think Critically: No
Supports ILO - Communicate Competently: No
Supports ILO - Engage Collaboratively: No
Supports ILO - Work Effectively: No
Supports Meeting Vision for Success Goal - Credentials: No
Supports Meeting Vision for Success Goal - Transfer: No
Supports Meeting Vision for Success Goal - Time to Degree: No
Supports Meeting Vision for Success Goal - Employment in field of Study: No
Supports Meeting Vision for Success Goal - Reducing Equity Gaps: No

Strategy 2 - Diesel Technology Program

Foster and Grow the Diesel Technology Program

Initiatives

Modeling Sustainability
Enhancing a Culture of Completion and Goal Achievement
Supporting Student, Faculty and Staff Success

Supporting Rationale

Even though the Diesel Technology Program has suffered through Camp Fire challenges, COVID 19 challenges, it continues to grow. As the program grows, the need for training aids specific to the program are needed. With the social distancing needed to instruct F2F and even after that subsides a dump truck is needed for a training aid. Currently we burrow one from the HEO program on campus, but we are limited with time and what we can do mechanically to the truck. We are currently looking for a solution and can move forward if funding is available.

Supporting Rationale Alignment
Supports the College's Strategic Direction and Priorities: No
Supports Program Review Recommendations: Yes
Supports Course level SLOs: No
Supports PLOs: No
Supports ILO - Think Critically: No
Supports ILO - Communicate Competently: No
Supports ILO - Engage Collaboratively: No
Supports ILO - Work Effectively: No
Supports Meeting Vision for Success Goal - Credentials: No
Supports Meeting Vision for Success Goal - Transfer: No
Supports Meeting Vision for Success Goal - Time to Degree: No
Supports Meeting Vision for Success Goal - Employment in field of Study: No
Supports Meeting Vision for Success Goal - Reducing Equity Gaps: No

Strategy 3 - Increase Department Chair to Chair II

Increase Department Chair to level II.

Initiatives

Supporting Student, Faculty and Staff Success

Supporting Rationale

The last program review in 2014 recommended that the Department Chair be increased from its current level. In the years that followed, the program has grown with the addition of the Alternative Fuels class and its instructor, a partnership with Subaru of America and now the Diesel Program. With all that the Chair is still teaching in overload, responsible for the Subaru partnership and mentoring the new instructors. Additional reassign time is needed to perform the duties expected to the level that is expected by the college. The department asks the chair position to be increased to Chair II.

Supporting Rationale Alignment
Supports the College's Strategic Direction and Priorities: No
Supports Program Review Recommendations: Yes
Supports Course level SLOs: No
Supports PLOs: No
Supports ILO - Think Critically: No
Supports ILO - Communicate Competently: No
Supports ILO - Engage Collaboratively: No
Supports ILO - Work Effectively: No
Supports Meeting Vision for Success Goal - Credentials: No
Supports Meeting Vision for Success Goal - Transfer: No
Supports Meeting Vision for Success Goal - Time to Degree: No
Supports Meeting Vision for Success Goal - Employment in field of Study: No
Supports Meeting Vision for Success Goal - Reducing Equity Gaps: No

Strategy 4 - Maintain a Professional Looking Facility

Replace flooring in classrooms and lab. Paint Classrooms

Initiatives

Supporting Student, Faculty and Staff Success

Supporting Rationale

Flooring in the classrooms were "value engineered" during the remodel of the Skyway Center. Paint was applied to the floors and it is now peeling up creating a very unsightly and unprofessional look. In the shop area the floors were sealed but the slip hazard that comes with the work being performed has never been addressed. The department would like a non-slip sealant added to the shop floors and flooring added to the classrooms to eliminate the peeling paint. Our partnerships wiht Subaru and Honda ask that factory color schemes be applied to lecture rooms. The paint is starting to show wear and needs re painted. When the painting is done, we ask that SC112 represent Honda PACT and 103 represent Subaru.

Supporting Rationale Alignment
Supports the College's Strategic Direction and Priorities: No
Supports Program Review Recommendations: Yes
Supports Course level SLOs: No
Supports PLOs: No
Supports ILO - Think Critically: No
Supports ILO - Communicate Competently: No
Supports ILO - Engage Collaboratively: No
Supports ILO - Work Effectively: No
Supports Meeting Vision for Success Goal - Credentials: No
Supports Meeting Vision for Success Goal - Transfer: No
Supports Meeting Vision for Success Goal - Time to Degree: No
Supports Meeting Vision for Success Goal - Employment in field of Study: No
Supports Meeting Vision for Success Goal - Reducing Equity Gaps: No

Strategy 5 - Hire 1 FT Faculty Member

The department has/will be short two full time faculty members as of May 2021. One to retirement and one to an unexpected death. To continue to deliver a quality automotive and diesel program, the department needs to replace on FT Faculty member at a minimum.

Initiatives

Enhancing a Culture of Completion and Goal Achievement
Supporting Student, Faculty and Staff Success

Supporting Rationale

There are very few associate faculty members that can instruct during the day as those with the correct qualifications have FT jobs. We CAN NOT rely on associate faculty to teach the needed classes. If we rely on existing FT faculty, time to completion will increase as will instructor overload.

Supporting Rationale Alignment
Supports the College's Strategic Direction and Priorities: No
Supports Program Review Recommendations: Yes
Supports Course level SLOs: No
Supports PLOs: No
Supports ILO - Think Critically: No
Supports ILO - Communicate Competently: No
Supports ILO - Engage Collaboratively: No
Supports ILO - Work Effectively: Yes
Supports Meeting Vision for Success Goal - Credentials: No
Supports Meeting Vision for Success Goal - Transfer: No
Supports Meeting Vision for Success Goal - Time to Degree: Yes
Supports Meeting Vision for Success Goal - Employment in field of Study: No
Supports Meeting Vision for Success Goal - Reducing Equity Gaps: No

Strategy 6 - Program Recruiter

Employ a recruiter to service local areas and promote the program and its offering.

Initiatives

Enhancing a Culture of Completion and Goal Achievement
Supporting Student, Faculty and Staff Success
Using Data-Informed Processes for Continuous Improvement
Maximizing Resources to Support Student Learning
Enhancing a Culture of Equity and Inclusiveness

Supporting Rationale

FT faculty in the department visit high schools in the area during breaks but need to have a dedicated recruiter to effectively promote the program.

Supporting Rationale Alignment
Supports the College's Strategic Direction and Priorities: Yes
Supports Program Review Recommendations: Yes
Supports Course level SLOs: Yes
Supports PLOs: No
Supports ILO - Think Critically: No
Supports ILO - Communicate Competently: No
Supports ILO - Engage Collaboratively: No
Supports ILO - Work Effectively: No
Supports Meeting Vision for Success Goal - Credentials: No
Supports Meeting Vision for Success Goal - Transfer: No
Supports Meeting Vision for Success Goal - Time to Degree: No
Supports Meeting Vision for Success Goal - Employment in field of Study: Yes
Supports Meeting Vision for Success Goal - Reducing Equity Gaps: No

Strategy 7 - Auto Body Repair Classes

Develop a stackable certificate in Auto Body Repair.

Initiatives

Enhancing a Culture of Completion and Goal Achievement
Supporting Student, Faculty and Staff Success
Using Data-Informed Processes for Continuous Improvement
Maximizing Resources to Support Student Learning

Supporting Rationale

We keep getting calls from body shops in the area telling us the need to produce entry level body persons. This will also provide another high paying occupation for our students.

Supporting Rationale Alignment
Supports the College's Strategic Direction and Priorities: Yes
Supports Program Review Recommendations: Yes
Supports Course level SLOs: Yes
Supports PLOs: Yes
Supports ILO - Think Critically: No
Supports ILO - Communicate Competently: No
Supports ILO - Engage Collaboratively: No
Supports ILO - Work Effectively: No
Supports Meeting Vision for Success Goal - Credentials: No
Supports Meeting Vision for Success Goal - Transfer: No
Supports Meeting Vision for Success Goal - Time to Degree: No
Supports Meeting Vision for Success Goal - Employment in field of Study: No
Supports Meeting Vision for Success Goal - Reducing Equity Gaps: Yes

Requested Non-Financial Resources

Meet with industry partners to acquire training aids equipment needed for the Diesel Technology Lab.

Current Financial Resources

CAP Program

Butte College houses the (Smog Referee Station) California Consumer Assistance Program (CAP) on a long-term lease which generates $12,000 annually.

Strong Work Force (SWF)

$40,971.91

American Honda Contributions:

2 new cars $44,500

Subaru Of America

3 New Cars $128000

Augmentation Requests

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	Automotive Technology	Personnel			$120,000.00	$120,000.00
Replace FT Faculty	The department will be short 2 FT faculty members as of May 21. One FT faculty replacement is needed to keep from extending the time of completion for students.		Technology Fee		Meeting California Community Colleges Vision for Success Goals Implementing AB 705 Meeting student achievement goals (Vision for Success Goals)
2	Automotive	Operating Expenses			$0.00	$1,775.00
Increase position to Chair II	The last program review in 2014 recommended that the Department Chair be increased from its current level. In the years that followed, the program has grown with the addition of the Alternative Fuels class and its instructor, a partnership with Subaru of America and now the Diesel Program. With all that the Chair is still teaching in overload, responsible for the Subaru partnership and mentoring the new instructors. Additional reassign time is needed to perform the duties expected to the level that is expected by the college. The department asks the chair position be increased to be Chair II.		Strong Workforce		Addressing Program Review Recommendations Implementing Guided Pathways: a. Strategic Scheduling; b. Hobsons Starfish Closing Equity Gaps Meeting enrollment targets Fostering a Culture of Inclusiveness
3	Automotive	Personnel	110005161094800	51240	$0.00	$6,787.00
Reassign time and stipend for Subaru U Coordinator	Our partnership with American Honda has proven to be a draw for our automotive program. Recently we have added a partnership with Subaru Of America (SOA). Thus far, SOA has donated over $200,000 in diagnostic equipment, training aids and vehicles to your program. Currently we have graduated 6 students from that partnership program, and all are working full time at dealerships. The Department Chair currently is tasked with maintaining and promoting this program. The responsibilities of managing the department, teaching overload and the Subaru U partnership is proving to be too much. To maintain this partnership and prevent its loss a coordinator, much like the PACT coordinator is needed. This partnership provides a career pathway for students wanting to work in a Subaru dealership. To maintain these partnerships, create and maintain relationships with employers and support the students transition from school to the workforce a Subaru u Coordinator is needed. The coordinator must visit the students and service managers in our service areas and that includes Redding in the north and Davis to the south. The coordinator must also ensure the currency of faculty and coordinate factory training as needed. The department asks for the development of the position and reassign time for the Subaru U Coordinator be 20% and the stipend of $6,622.12 become part of the annual Automotive budget or funded by Perkins Funds.		Career and Technical Education - Perkins		Addressing Program Review Recommendations Meeting student achievement goals (Vision for Success Goals)
4	Automotive	Facilities			$5,000.00	$0.00
Paint Interior Walls	Per our contract with industry partners, one classroom should be dedicated to the respective program and represent its colors. Due to heavy-year round utilization, the original paint is getting soiled. The program need to paint SC128 with Honda PACT colors and SC112 with Subaru USA colors. Also floors need resurfaced with nonslip coating.		Scheduled Maintenance (Facilities)		Implementing Guided Pathways: a. Strategic Scheduling; b. Hobsons Starfish Closing Equity Gaps Meeting enrollment targets Fostering a Culture of Inclusiveness
5	Automotive Technology	Personnel			$0.00	$50,000.00
Recruiter	Need a full time recruiter to promote program.		Career and Technical Education - Perkins		Addressing all Areas of the Student Centered Funding Formula (enrollment growth, student need and student success) Implementing the college's Strategic Direction Priorities Addressing shortfalls in Equity, Diversity and Inclusion Meeting California Community Colleges Vision for Success Goals Addressing Program Review Recommendations Supporting improvements in Student Learning Outcomes Strengthening Professional Development Fostering a Culture of Inclusiveness