Unit Plan for 2011-2012
Each discipline will complete this form to update the unit plans developed in 2007. These will be reviewed at the college level and then forwarded to the district-wide planning and budgeting process. The information on this form is required for all resource requests – including faculty staffing requests – for the 2010-2011 budget year.
- OVERVIEW
Date Submitted: / 11/3/2018
Discipline / Auto Body & Paint / Dean: / Maurice Jones
Department
Chair / H. Scott Albright
Mission/
History
Brief, one paragraph / College Catalog
Or Ed Plan 1999-2015
The Auto Body and Paint curriculum is designed to prepare students for Apprentice or entry level technician positions in the Automotive Collision Repair trade in accordance with ICAR (Inter-Industry Collision Automotive Repair) and ASE (Automotive Service Excellence) standards, practices, and certifications. The courses also provide the opportunity for currently employed technicians to upgrade skills in the industry for job advancement and for classic car restorers to gain or update Auto Body/Paint skills and knowledge. Students may obtain a college Certificate or Associates Degree, which can be applied towards degrees in other advanced schools of technology in preparation for future management, sales, insurance field, teaching or any other possible careers related to the Automotive Collision Repair Industry.
II. PRODUCTIVITY STANDARD WORKSHEET
A.RECOMMENDED PRODUCTIVITY STANDARD
Please complete the following matrix to develop a recommended productivity standard.
EXTERNAL STANDARDS(State, Federal, Trade Association, special accreditation)
What external standards does the program need to meet? How do these standards influence productivity, if at all? Auto Body must upgrade to water based paint technology and to computer documented measuring system technology as per State of California regulations and Bay Area Air Quality Management District regulations.
SAFETY (and staffing strategies to ensure safety)
What safety issues affect productivity and/or class size? What staffing or other strategies are recommended or currently used to address safety issues? Painting:For student safety a new environmental safety suit with fresh air supply respirator system must be installed. These are industry and OSHA standard to provide maximum protection for the student and instructor while performing painting operations. The instructor should also be assisted by a TA for painting since two paint booth’s are operational. One instructor should be present in the paint booth with the student during painting, as the doors cannot be opened for safety reasons and contamination of the painting environment with dust and other debris; one instructor or TA per paint booth. Auto Body: Environmental suites have been purchased but a new air/vent system needs to be installed so that this technology upgrade can be utilized. New equipment is in great need as it has to be replaced every year due to student usage.We also need new equipment to upgrade the frame straightening rack to meet current industry standards. Welding: New welders have been purchased and the old ones repaired.
STATION AND ROOM CAPACITY
What station and room factors affect productivity? Room capacity is currently adequate. Building electricity needs upgraded to accommodate new equipment purchases for Welding and Fabrication classes taught in the new ATLAS grant program for Green Diesel Technology.
TEACHING NEEDS AND STRATEGIES (pedagogical requirements)
What teaching needs related to the discipline impact productivity? We have stopped bringing in live work. We revamped the teaching strategies to reflect a “NATEF Lab Assignment” model instead.
PRODUCTIVITY OF PROGRAMS IN COMPARABLE COMMUNITIES
If available, what data exists about the productivity of this CTE field in communities with comparable socio-economic conditions?
RECOMMENDED PRODUCTIVITY STANDARD
What is the recommended productivity standard? NATEF and Icar.
III. EVALUATION AND PLANNING
Please review the program review data and the CSEP review criteria and complete the following matrix.
Baseline Data
Year / Annual FTES / %FTES growth / FTEF in program / FTES/FTEF / comments2007/08 / 37.84 / 2.28 / 16.6
2006/07 / 35.7 / 2.3 / 15.5
2005/06 / 41.9 / 2.49 / 16.9
Fall
2004 / 2005 / 2006 / 2007 / 2008 / CODE / Comments
Quantitative Assessments
1. Enrollment (duplicated) / 116 / 89 / 75 / 79 / 90 / Enrollments have declined owing to an instructor resigning and not returning. There is no decline in the current classes. We also attribute the complete lack of PCCD advertising & marketing as being an important issue for growth in our classes. The marketing done is by personal effort of the program instructors gratis.
2. Sections (master sections) / 3 / 3 / 3 / 3 / 5
3. FTEF / 2.31 / 2.31 / 2.31 / 2.31 / 2.31
4. FTES / 51.82 / 41.14 / 36.64 / 39.45 / 42.82
5. FTES/FTEF / 22.47 / 17.84 / 15.89 / 17.11 / 18.56
FTES/FTEF Trend Assessment: What is the recent trend in productivity (growing, declining, stable)? What factors explain these trends? For example, what positive factors help explain high and/or increasing productivity, and what limiting factors help explain low and/or declining productivity? / Declines initially due to loss of instructor. Trend is now on the rise due to increased enrollment. Increase due to instructor doing marketing, gratis. District and college need to pursue professional marketing strategies.
6. Student Success / No data available at this time
7. Program Cost compared to Total Resources
What is the full cost of the program; what are all the sources and amounts of revenues the program secures (state; grant; in-kind, etc.); and what is the difference between cost and revenue? / No data
8. What are additional program health indicators? If available, what are the data for the years indicated to the right? / No data
Qualitative Assessments / Narrative
8. Market Responsiveness and Future Growth Potential
Present evidence of the program’s responsiveness to community and labor market need based on Advisory Committee input, industry need data, McIntyre Environmental Scan, McKinsey Economic Report, etc. Also, what is the future growth potential of the vocational area? / There is a current shortage in the ever-growing industry for trained automotive technicians for collision repair. As experienced technicians retire the need increases. According to CAA (California Autobody Association), which is a recognized industry resource leader, states that there is currently a 20,000 annual shortage of technicians in this field. The openings are due to growth and net replacement. State organizations, as listed under Qualitative Assessments, do not match the industry self-reporting that is ongoing. According to reporting state agencies the annual job market only yields 500 positions annually.
9. College strategic plan relevance
Check all that apply
New program under development
X Program that is integral to the college’s overall strategy
Program that is essential for transfer
X Program that serves a community niche.
Programs where student enrollment or success has been demonstrably affected by extraordinary external factors, such as barriers due to housing, employment, childcare etc.
Other ______
Action Plan Steps to Address CSEP Results
Please describe your plan for responding to the above data. Consider curriculum, pedagogy/instructional, scheduling, and marketing strategies. Also, please reference any cross district collaboration with the same discipline at other Peralta colleges.
ACTION PLAN -- Include overall plans/goals and specific action steps.- Enrollment – To bolster enrollment PCCD and COA need to do effective advertising and marketing. After personal research we have found that many multi-college districts throughout the U.S. employ professional recruiters to market their college programs. Private trade schools also utilize TV and radio targeted at the demographics that would be interested in these types of courses for job training. Demographic research also points out that local residents want training for well paying jobs. Without the type of courses that we offer, people can not obtain this type of high paying employment in the Automotive Collision Repair industry. In polling local employers and union apprenticeship offices, we found that it is not known by the general public that these programs are offered at our college, except by word-of-mouth. We also need professional recruiters to initiate and participate in outreach to local middle schools, high schools and industry events.
- Retention – The student that takes courses, and gets a job mid-course, many times will resign from the classes because they have obtained the skills necessary for gainful employment in the trade. These are not tracked as successes. They are classed as a drop in retention. For the most part, our retention level is high. Our retention levels are much higher then academic courses. In addition, since many of our students are low income, they are unable to meet or overcome the financial challenges before them. Autobody students not only pay the normal fees and tuitions associated with college enrollment, but are also required to provide hand tools for entry into the trade. Financial aid is available to the students but has not been administered expeditiously by the college in the past. Due to the lack of financial resources, this becomes an insurmountable issue. These students cannot actively participate in course lab/skill work due to this limitation. As a result, we lose students due to this critical issue every semester. It is vital that the college and the district address these issues for increased retention.
- Address grade success………is basic skills and issue?
community. Enrollment rises and falls in direct relation to external economic conditions in the community. So,
when higher paying jobs have been easily accessible in the EastBay enrollment has fallen. When the economy
declines, enrollment shoots up and has consistently been steady with a slight rise this fall. (See attachment 1).
Currently, we are in conference with the California Auto-Body Association, local associations and the local
unions to create intern positions for our students in training. We are also discussing methods to increase job
placement for our students completing our program. We recommend the formation of a Job Placement Office at
COA or PCCD. All private trade schools offer official job placement assistance. Currently this is accomplished
unofficially at COA by program instructors, gratis. We need to closely review what the private schools do in this
regard so that we could duplicate this for our success.
- Personnel
- Facility
Additional Planned Educational Activities
Health/safety/legal issues: / Program Instructors maintain Industry Partnerships with paint manufacturers in order to maintain environmental awareness, responsibility and sustainability..Certificates and Degrees Offered / No Changes planned at this time
02-03 03-04 04-05 05-06
1AS&9CE 6CE 9CE 2AS 9CE
Student Retention and Success / Continue to recruit students and market our program as one that promotes growth and opportunities. Continue to assist in placing students in the many shops in the Bay area. (See sub-heading under Action Plan)
2002 2003 2004 2005
75% 70% 61% 67% No further data available
Progress on Student Learning
Outcomes. ( SLO % Complete) / Will complete and submit to SLO committee two SLO addendums to course outlines Spring 2009 to the course outlines. All addendums will contain appropriate Basic Skills SLO’s. (See Attachment 4)
III.RESOURCE NEEDS
Personnel Needs
FT/PT ratio / Current / If filled / If not filled /# FTE faculty assigned)
/ 11 contract (also teaches extra service)
1 full-time sub
Need: 1 additional contract
1 additional adjunct / Program needs 2 contract & 2 adjunct or 2 TA’s due to amount of students in program / Program will continue to loose students due to inability to cover classes. Market-ing also needed to increase enroll-ment
Narrative: are PT faculty available? Can FT faculty be reassigned to this program? Implications if not filled / Only 1 adjunct currently available. No other instructors on campus can be reassigned. If not filled the program will deteriorate and enrollment will decline. There is a great industry need for Auto Body and Paint techs, the district and college seem to not realize that private colleges sign up hundreds of students annually for this trade. The college and district are not doing a good job of getting students for our programs.
Equipment/Material/Supply/ Classified/Student Assistant Needs:
Please describe any needs in the above categories.
-Environment paint system recently installed.
-The frame equipment and measuring systems recently updated to current technology by repairing and replacing components on the current system. The same system also upgraded to current technology by installing a computer based add-on system.
-All paint spraying equipment have been upgraded to stainless steel systems to comply with new water based paint technology as required by state law.
-MIG welding equipment recently replaced with new technology. Additional units replaced so that we can have up to 12 mig welding stations. Electricity in building still needs upgraded in order to install new equipment.
-Gas welding stations must be upgraded with new regulators and associated equipment. These systems are outdated and many are broken.
-Both spray booths have been updated. They should be replaced. One is 43 years old.
-Power tools need replaced on a regular basis. They are too expensive to repair. They must be replaced as they wear out due to excessive use. These need replacement on an annual basis.
Facilities Needs (Items that should be included in our Facilities master Plan) for Measure A funding:
Please describe any facilities needs.
-Classrooms furniture needs replaced. It is all over 20 years old.
-Need projector ceiling mounted for presentations
-Need smart classroom for presentation and modern teaching methods
-Training video’s need upgraded to DVD instead of VHS. Tapes are outdated and do not reflect current industry technology.
-See above section for further needs.
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